Integral bae presentation 12 16 final

Integral ITT Submission / Commercial Hard FM Proposals

POWER ON F35 FoA Facilities at RAF Marham

ITT Submission Commercial Hard FM Proposals

delivering engineering excellence

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in this document executive summary our hard FM proposal

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chapter I — contract & commercial 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10

Open book principles How value for money is deployed through all service streams Supply chain management, sub-contractors and preferred suppliers Management of reporting capability Management of Tupe Training policies / Recruitment processes Innovations & continuous improvement Management of employees Proposed organisation structure for delivering the above services Investment

12 14 18 24 26 28 30 32 33 34

chapter II — operational service 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11 2.12 2.13 2.14 2.15 2.16 2.17 2.18 2.19 2.20 2.21

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Operational delivery Scope of assets to be maintained covered by the proposal Methodology for establishing & deploying the necessary services Proposed technology (i.e. CMMS, hand-helds, etc.)

Proposed safety management system Branding Monitoring performance Service stream scope delivery, capability & ethos Helpdesk proposal Quality systems employed (integrated management systems) CMMS asset management system & strategy Workload management strategy Life cycle management Performance management & reporting Management & use of BEMS Minor new works delivery & resourcing model Customer & service excellence SHE management Energy management CAD capability Out of hours & emergency operation & management

38 74 80 82 84 86 87 88 98 102 104 108 110 111 112 114 115 117 118 120 122

Integral ITT Submission / Commercial Hard FM Proposals

chapter III — general service framework 3.1

3.2 3.3 3.4 3.5 3.6

BIM Level 2 for the Operation & Mainitenance phase of the facilities life cycle. The following is now an exhaustive list but outline sections to be covered Asset information Contract mobilisation / implementation plan Demobilisation plan Risk & opportunities Business continuity

126 128 130 132 134 136

chapter IV — pricing 4.1 4.2

M&E Cleaning

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executive summary All stakeholders can feel assured that the commitments, promises and guarantees in this proposal will be upheld; bringing with it measured KPI/SLA agreements and a Hard FM service that will exceed expectations.

Integral has engaged with various stakeholders throughout this service delivery development process, taking advantage of planned site visits, internal team meetings and the unique opportunity to understand more about the history and work of the RAF Marham site. We will build on and develop those relationships and knowledge through mobilisation, implementation and service delivery.

Our service delivery proposal is based on resident and mobile local teams with the support of highly experienced management underpinning RAF Marham values and providing best practice through the adoption and implementation of industry recognised standards.

All stakeholders will work together to add value across the three facilities and bring about additional investment and benefits such as: • Provision of a truly 24/7 responsive service through the provision of a staggered shift pattern (06.0018.00), along with on-call designated local mobile support; • Site based Hard FM manager with resident team • Improved resilience – with Operatives on a 1 week in 3 callout • Reduced reactive, overtime and call-out costs through on-site and local presence; • Ring-fenced administration, as well as supplementary support from local Newmarket office • Off-site support management – Provision of a dedicated Leadership Team from our Newmarket Customer Support Facility • On-going full asset condition and lifecycle reporting • 24/7 Helpdesk • Phased implementation of on-site team prior to service delivery inception, to coincide with buildings’ operational state • Logistics Operating Centre (LOC) set to become live June 2017, mobilisation to start March 2017; with ramped mobilisation to full site thereafter • Web Portal – client specific interface to monitor quality and performance of service delivery

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Integral ITT Submission / Commercial Hard FM Proposals

• Better and consistent use of technology – e.g.

Management Information Web Portal and more extensive use of mobile devices to receive information, plan and monitor work and report issues • Improved processes, systems and training for staff to work to national standards that are clear and explicit.

• Commitment to good use of local businesses through joint sub-contractor procurement program and meet the buyer events • Investment in the estate – Integral will look beyond the contract term in its mind-set with regard to investment and will invest in projects to improve and enhance the RAF Marham estate; e.g. Predictive Maintenance systems, CMMS investment • Investment by Integral to improve energy efficiency and carbon management; • Dedicated Recruitment resource

Priced options Integral, in conjunction with requirements and agreement with all stakeholders has developed and submitted pricing proposals for; Hard Facilities Management (HFM) for the LII Sustainment Facilities from each LII Sustainment Facility Practical Completion Date until the end of Phase 2 of the UK’s Sustainment Capability Ladder, this date is the 31st Dec 2020.

Revisiting the promise Throughout the lifecycle of the partnership, senior management will conduct an exercise to ‘revisit the promise’. Essentially this is to compare service delivery standards at this time with those promised within this proposal and in subsequent continuous improvement pledges.

Conclusion To conclude, our objective through evaluation and understanding of the specific needs and requirements is to provide a collaborative, technical service that is highly responsive, customer focussed and continuously improves the environment within the estate for your colleagues, management, visitors and stakeholders allowing them to focus on core activities.

Being culturally aligned to RAF Marham and its various stakeholders will further allow us to offer a truly bespoke service. We will adopt an agile mind-set, retaining experience and proven methodology but receptive to innovation based on sound evaluation, judgement and legislation to ensure that your service is regarded as a reliable source of best practice.

The strongest partner for you is the one who can combine genuine service ethic, a realistic account management proposition and strong cultural fit. Through Integral, you can access maximum available benefit.

More importantly, as your partner we will uphold promises, deliver what has been offered and maintain a trusted, collaborative relationship – not just on the first day, but every day.

• 5b Fully cost reimbursed service • 6c Based on 5b from an off-site delivery model Additionally, and based on a non-scoped requirement, we have submitted a costed proposal for cleaning.

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working together in perfect harmony 6 2

Integral ITT Submission / Commercial Hard FM Proposals

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our hard FM proposal Our strategy has been built up from the ROM + submission and Hard FM submission.

Following the RIBA 4 data drop, associated documentation and clarifications received; we have developed further our service delivery offering.

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Balfour Beatty and Integral have formed a partnership to provide the O&M Services for these facilities. We will deliver this as one team, utilising best in class facilities management processes from Integral where appropriate.

Integral ITT Submission / Commercial Hard FM Proposals

our management structure & approach Balfour Beatty and Integral will utilise this plan to provide Hard FM services to the new F35 FoA Facilities at RAF Marham Our Plan includes our proposed Hard FM control processes and methodology and how we will manage all four work streams Our Plan and solution has been developed to reflect how we will organise ourselves to deliver the services, fully reflecting the BAE governance and meeting structure, as detailed in the Hard FM Compliancy Requirements

We have used our extensive Hard FM experience and Lessons Learned to produce a controlled approach to managing your new facilities. We have delivered FM services previously at Ministry of Defence bases and facilities, and understand how the base operates and protocols that need to be strictly adhered to.

Our Hard FM approach is based on the following:

Ownership Self-Delivery and a ‘One Team Approach’

People Professional, directly employed, qualified and experienced staff with proven market sector knowledge

Process A suite of fully documented and tested processes to support delivery of success

Systems A fully developed IBM Maximo Asset Management System

Supply chain A fully integrated and incentivised supply chain, providing specialist support services

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chapter I contract & commercial

ITT Submission Commercial Hard FM Proposals F35 FoA Facilities at RAF Marham

delivering engineering excellence

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1.1 Open book principles

open book principles Accurate forecasting against each asset task and frequency Our proposed MAXIMO system fully supports open book cost reporting

We are fully committed and conversant to the principles of working in a mutually beneficial and transparent partnership with all stakeholders.

It requires the development of a common understanding of capabilities, strengths and needs and as a result, the traditional professional boundaries, which commonly exist between companies become less distinct.

Our key principles are as follows:

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A commitment to share information with stakeholders

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Share asset data with stakeholders

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Share cost data with stakeholders

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Provide monthly KPI reports

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Provide additional reports as required

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Integrate the end user in the scorecard process

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Demonstrate value for money

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Drive continuous Improvement through monitoring and evaluation.

Integral ITT Submission / Commercial Hard FM Proposals

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1.2 How value for money is deployed through all service streams

ensuring value for money (vfm) We will be a partner, not a supplier. Our collaborative working approach reinforces our commitment to service excellence Services Integration proven by managing in excess of 1,700 supply chain staff across 200 discrete suppliers for a national estate.

They will create a seamless service for BAE systems Our FM approach is based on two principles; ensuring you have the right assets for your requirements, and minimising the whole life costs of using those assets

We are fully committed to the principles of providing Value for Money (VfM), for our customers.

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This will be done through a number of means including:

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Identifying the most appropriate mix of supply solutions to deliver services

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Communicating the project objectives throughout the supply solution

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Being creative in delivering innovative solutions

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Driving continuous improvement through the supply solution by identifying and sharing best practice

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Monitoring performance through KPIs based on SMART principles

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Benchmarking pricing and services

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Developing strategic relationships through effective collaborative working

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Deployment of appropriate systems and Asset Management.

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We will focus on the following key delivery approaches to ensure VFM

Collaboration We will be a partner, not a supplier. Our proven collaborative working will ensure the needs of your service users drive every aspect of this contract. For example, by introducing Site FM we will use their local insight to identify cost reductions without compromising site performance.

Integration We are a service integrator, not just a service provider.

Though we have staff across the UK delivering critical services, on this contract we will employ the optimal local resource. We know they will create a seamless service for BAE Systems. By integrating local expertise, we will support the local West Norfolk communities and create a responsive and impactful service.

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Integral ITT Submission / Commercial Hard FM Proposals

Transformation

Service flexibility

We manage change. Because your needs will continuously evolve, we will never stop optimising our service delivery. This continual refinement of your services will be in accordance with our FM approach, which is based on two principles:

We will ensure that our service is responsive to the dynamic needs of your requirements. Through our dedicated site team, and supporting functions, we will respond accordingly, and appropriately, using the helpdesk and our mobileenabled Maximo system to secure any necessary approvals in real time.

End users have the greatest insight into the operation constraints and needs of the built assets supporting operations, and to deliver an effective HFM service, it is vital that we act upon that insight.

1. Ensure you have the right assets for your needs, 2. Minimise the whole life cost of using those assets.

We will balance the need to maintain high quality facilities for your activities and the desire to realise long term savings through closer integration.

Innovation We will invest in an industry leading service. As an integrated FM provider, we have access to the latest ideas and technology across the full spectrum of services under this contract. Our depth of technical insight will continue to be freely available to BAE Systems staff, enabling informed investment decision making. Our services will be supported by the latest technology, and our investment appraisals will recommend the optimal whole life solution for every asset replacement.

Our focus on driving down cost and improving quality for your service users will create a culture of excellence throughout the RAF Marham estate.

Understandiing service users needs We will place site users at the core of our contract delivery, whereby local needs will optimise activities across the estate.

Alongside the fostered close working relationships within our site teams, we will work with you to introduce appropriate tools to provide a collaborative framework. These may include a Partnering Charter and site specific FM forums. For example, local FM events facilitated by our Unit Operation and Site Manager would enable site staff, operatives, and suppliers to share ideas about issues and opportunities which have arisen on site.

Communicating with service users Every service user will have access to our helpdesk by phone and through

a BAE Systems web-portal. They will also be able to raise requests directly with any member of our team on site, using mobile technology to escalate the task directly.

Every task raised, either through the helpdesk or direct to a member of the team, will be subject to an assessment from the helpdesk staff.

They will ensure we have effectively captured user needs and that they are reflected in the task instruction and prioritisation.

Flexible delivery teams Flexibility will be embedded in our service through the use of extensive local resource. Using our Maximo system we are able to use mobile technology to directly communicate service user needs to the right resource. Tasks will be transferred by our helpdesk team in real time to local mobile support, with the task going straight to the closest skilled person to deliver it. Our local Newmarket office is close to RAF Marham, and we will commit to the long term up-skilling of our dedicated on-site team to increase flexibility and productivity.

Monitoring performance As part of auditing best practice and continuous improvement, our service delivery monitoring, reporting and review will provide holistic management accountability, KPI transparency and support to RAF Marham and all appropriate stakeholders.

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Integral ITT Submission / Commercial Hard FM Proposals

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1.3 Supply chain management, sub-contractors, and preferred suppliers

effecive supply chain selection & management We adopt a blended approach to service delivery focusing on self-delivery with direct employees and utilising supply chain partners for specialist services A stringent selection process and performance monitoring, aligned to Quality Management protocol, ensures we select the right partners who align with our business principles and ethos A commitment to collaborative working and building long-term relationships with our Supply Chain Partners (SCP).

Supply chain selection Our supply chain plays an important role in our delivery solution and it is essential we select the right suppliers to deliver a compliant and first class service. Our strategy has been developed and refined over many years of delivering a range of services to military clients in operational environments.

Our aim is to create an open and transparent, long term relationship with our suppliers by working collaboratively and agreeing common objectives.

We will be adopting a blended approach to delivering services on this contract, the primary delivery method being self-delivery through directly employed labour. Our supply chain will provide additional support to our self-delivery capability.

Our process for selecting supply chain partners (SCP) to add to our company Approved Vendor List (AVL) is based on the following: • Quality Assurance • Collaboration • Driving innovation • Value for money • Minimising risk We have developed a strategy that enables us to select the right suppliers for the supply chain that will support the service requirements of this contract.

Supply chain performance management We strictly monitor the performance of our supply chain through: Monitoring of performance through Constructionline, Dun and Bradstreet, and SSIP schemes Monthly KPIs based on the following indicators: • Planned maintenance task completed on time • Reactive task completed on time • Assurance performance checks • Health & Safety Accident Incident Rate • Health & Safety Accident Frequency Rate • End user satisfaction.

Quarterly Business Reviews with senior management of our partners

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Integral ITT Submission / Commercial Hard FM Proposals

stage 1 / identify Meeting the buyer events We regularly hold regional meet the buyer events throughout the country, this provides local small and medium enterprises (SMEs) with the opportunity to meet with us and discuss the opportunities that we have within their geographical location. We advertise these events in the local press and through various online sources.

One of the many benefits of this approach is that potential suppliers will be notified of the specific opportunities within their area, it also allows us to communicate the standards expected of them whilst working on our contracts.

Constructionline search We have adopted the Constructionline accreditation scheme, which gathers, assesses, verifies and monitors supplier information for suppliers registered to the service.

Our subscription to Constructionline provides access to over 23,000 quality suppliers throughout the UK and the ability to identify prospective suppliers by category and within a certain region, this helps us to engage with and use local small and medium enterprises (SMEs) on our contracts.

Incumbent provider When we take on a new contract, work with the incumbent supply chain and identify those suppliers that we wish to utilise going forward. We work collaboratively to ensure the most appropriate solution for all stakeholders.

stage 2/ documentation Pre-qualification questionnaire (PQQ) All prospective suppliers are required to complete our PQQ documentation and submit this for review with appropriate supporting documentation.

The prospective supplier is required to provide their full company details including their health and safety, environmental, sustainability and quality arrangements. They are also required to submit two years audited accounts or a copy of a current Dun & Bradstreet report, so that we can assess their financial wellbeing.

The prospective supplier is required to submit copies of all certificates relating to any professional and trade bodies that they are a member of and any registration licenses. Our goal is for all approved suppliers to be accredited to ISO 9001, ISO 14001 and OHSAS 18001. Where a supplier is not accredited, we would look to assist them in the process required to gain the accreditations.

stage 3/ verification Our Supply Chain Team will conduct a review of the data provided by the prospective suppliers. This will include conducting a financial assessment, carrying out a number of additional assessments (detailed below) and confirming that they hold a relevant Safety Scheme in Procurement (SSIP) accreditation.

Financial assessment We will assess the financial wellbeing of the prospective supplier to ensure that they are financially stable. This will be done by reviewing data provided through a Dun & Bradstreet report.

The main areas that we will focus on are as follows: •

Dun & Bradstreet rating

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Credit worthiness • Financial strength – based on their net worth • Risk indicator – based on their Dun & Bradstreet failure score

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Maximum credit

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Failure score

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Delinquency score

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Payment information

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Fixed Assets, Current Assets, Current & Long term Liabilities.

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1.3 Supply chain management, sub-contractors, and preferred suppliers

Additional assessments

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Supplier Audits: Depending on the service that the prospective supplier will be providing, we may elect to conduct an on-site audit at the suppliers premises; this would only be done for suppliers that provide services such as asbestos consultancy or removal

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Key Staff Succession Plan: We will identify key staff within an organisation, responsible for delivering services and ensure that there are adequate measures in place to deal with the loss of those key members of staff. This is critical to ensuring continuity in the delivery of services

We will conduct assessments in addition to the data provided through our PQQ and Constructionline.

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Further pre-qualification assessments will include, but not be limited to:

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RIDDOR (Reporting of Injuries, Diseases and Dangerous Occurrences Regulations) and HSE Checks: In addition to the prospective supplier having an SSIP accreditation, we will also review the RIDDOR statistics that they have provided and conduct checks with the Health and Safety Executive (HSE), to ensure that there has not been any H&S complaints regarding the supplier

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Past experience: We will where appropriate obtain references for similar works undertaken by the supplier. In addition, our approved supplier database includes all of the supplier performance records for those previously employed Staff qualifications and training: Initial checks for qualifications and training will be through our PQQ and Constructionline. In situations where this does not capture all of the details we will include additional checks carried out by our Supply Chain Manager. As a result we will have confidence that the potential supplier will have the relevant skills and qualifications for the service requirement.

Business Continuity Plan: We will ensure that the supplier can demonstrate a robust business continuity plan is in place

Safety scheme in procurement (SSP) We mandate that all of our suppliers must be a member of an SSIP scheme before they can gain access to our Approved Vendor List (AVL). All SSIP schemes assess a company on their health and safety provisions, ensuring that they are competent and adhere to Approved Codes of Practice (ACoP).

Each SSIP scheme conducts a yearly assessment of the supplier, including checks made against the HSE database, which identifies suppliers that have been prosecuted for health & safety issues.

Once the supplier has the accreditation, they will need to retain their accreditation for the duration of the business relationship. Only when they have the accreditation, will they be able to provide services on any of the contracts we have throughout the UK. Of all the SSIP schemes, our preference is the Safecontractor scheme, as this is the most stringent within the UK; however, any of the main SSIP schemes are acceptable, such as Chas, Exor, Safecontractor and Safemark.

One of the many benefits we enjoy as a result of our Safecontractor membership is that similar to the Constructionline system, the Safecontractor system gives us the ability to conduct searches on companies based on a work category and/or by location, which is a useful tool used to engaging with local SMEs.

stage 4/ approval Approved vendor list (AVL) Only when the prospective supplier has been through the above process and met our selection criteria, will they be approved by our Supply Chain Team and added to our AVL. Our procurement teams will only use and select suppliers from this database to provide services on this contract.

Integral ITT Submission / Commercial Hard FM Proposals

The process of selection will continue to develop throughout the life of the contract and the opportunity will remain open for any potential suppliers to become Approved Suppliers.

In the event that a potential supplier who is not an Approved Supplier expresses an interest to be considered to become a member of the supply chain as a result of a meet the buyer event or an advertisement, they will be required to meet the criteria described above and any additional requirements prior to being added to our AVL.

stage 5/ monitor Supplier monitoring We utilise Constructionline, Dun & Bradstreet and the SSIP schemes to monitor suppliers against our selection criteria, these systems highlight suppliers that are having issues. Where a supplier is flagged, we would potentially suspend their membership to our AVL until such time that we are able to resolve the issue with the supplier.

We also monitor our supplier’s performance through specific Key Performance Indicators (KPIs).

The purpose of the KPIs will be to enable measurement of project and organisational performance through the supply chain. The information can then be used for benchmarking purposes and will be a key component in the goal of achieving best practice. The objective

is to identify issues at an early stage and put in place measures to resolve and improve future performance, the lessons learned will be shared across the supply chain.

Where we identify suppliers that are delivering best practice or innovation that can help other members of our supply chain, we will look to roll this out throughout all contracts.

Performance management Introduction Driving continuous improvement and efficiencies through our supply chain is critical to improving the delivery of the service. We encourage our Supply Chain Partners (SCP) to continually deliver innovative solutions in order for us to provide value for money to our clients.

We ensure that careful planning methods are in place to allow our supply chain to deliver the service at the right time and place. We integrate the SCP in the demand planning process as it results in the supplier being more effective.

We promote continuous improvement in all of our contracts through a number of processes and procedures aimed at ensuring the performance is managed with improvements as an objective.

Performance is measured through the use KPIs and Balanced Scorecards.

supply chain partners that will be delivering services, the purpose of these meetings is to ensure that the deliverables of the contract are fully understood throughout our supply chain, it also gives our supply chain partners an opportunity to engage and ask questions.

Monthly KPI reports The supply chain will be regularly monitored to ensure compliance to the key deliverables. We meet with the supplier and agree the KPIs at the outset of the contract, so that they are aware of what is required and what they will be measured against.

The KPIs will be based on the key Service Delivery deliverables, and measured against SMART (Specific, Measurable, Achievable, Relevant and Time bound) principles to address the following: • Planned maintenance task completed on time • Reactive task completed on time • Assurance performance checks • Health & Safety Accident Incident Rate (AIR) • Health & Safety Accident Frequency Rate (AFR) • End user satisfaction.

The reports will be system driven, with the information used to create a dashboard that shows their performance.

At the outset of any new contract, we conduct group meetings with the 21

1.3 Supply chain management, sub-contractors, and preferred suppliers

The dashboard data will be reviewed to highlight any areas where the supplier is under performing. If this is the case, we will conduct a route cause analysis to understand the reason for the issue. This would result in the development of an agreed corrective action plan to get the supplier back on track.

Where a supplier provides services on various contracts, we will conduct a KPI report for the supplier on each contract and present the findings to the supplier’s local team. In addition, we will consolidate the details to show how they are performing on all contracts and our Supply Chain Team will present the details to the senior management team within the supplier’s organisation.

The results of the monthly KPI reports would be made available for viewing via our business information system. Access would be granted to key stakeholders, so that they are kept up to date on the performance of the supply chain.

Compliance statement We are committed to providing our customers with a best in class service. This is achieved by challenging the status quo and being creative in delivering compliant solutions. We engage and collaborate with our supply chain and consider them as an extension of our business, delivering the true ‘One Team Approach’.

We believe that our response demonstrates how we will deliver a compliant bid based upon predominantly a self-delivery solution for the delivery of the core element of the contract.

We believe this represents the optimum delivery model to deliver value for money to BAE Systems.

In support of this strategy, we have engaged with the most appropriate suppliers and to develop a quality solution which is robust, resilient and responsive.

Safety scheme in procurement (SSP) We mandate that all of our suppliers must be a member of an SSIP scheme before they can gain access to our Approved Vendor List (AVL). All SSIP schemes assess a company on their health and safety provisions, ensuring that they are competent and adhere to Approved Codes of Practice (ACoP).

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Each SSIP scheme conducts a yearly assessment of the supplier, including checks made against the HSE database, which identifie

We have also demonstrated our commitment to continually test this model, utilising our performance management processes to ensure that it maintains the quality of service required.

Integral ITT Submission / Commercial Hard FM Proposals

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1.4 Management of reporting capacity

management reporting capability The key to producing concise maintenance reports is the recording of information on the CMMS system in a timely manner. By utilising a hand-held solution for our operatives and supply chain partners, the data will be captured directly onto Maximo, allowing real time reports to be created.

All planned maintenance activities will be pre-populated to allow the correct completion and recording of these going forward. With any reactive activities the helpdesk will allocate / schedule these to the hand-held devices of the on-site team. Once these jobs are logged, materials will be allocated, operatives time recorded and any other pertinent information captured. Both the planned and reactive information is automatically uploaded onto the Maximo via cellular or Wi-Fi connectivity where appropriate. Integral will ensure that all operatives are in possession of Vodafone networked devices, to ensure compatibility across the RAF Marham estate.

We will use data from Maximo to produce interactive maintenance reports on a bespoke web portal, we can also produce weekly hard copy performance reports and a contract monthly report.

The interactive portal will seamlessly extract real-time information to allow reports to be created, and refreshed as required. These reports can be configured to display information contained within Maximo, such as: •

Planned maintenance due

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Planned maintenance completed

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Planned maintenance not yet due for completion

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Planned maintenance delinquent (i.e. passed due completion date).

The weekly performance reports are also created with a data extract from Maximo. This allows point in time reporting of the previous week / months planned maintenance performance and highlights any areas of concern or improvements required.

The detail required for the monthly contract reports will be based on the requirements of RAF Marham 24

stakeholders / end user. Broadly, these will include a summary of all planned maintenance activities undertaken in the reporting period (number due, numbers completed, numbers outstanding and rationale why they have not been completed). It will also include a forward maintenance planner of the next month’s activities, so that this is documented and can therefore be evaluated against the previous months report.

We have included example screenshots PPM and reactive activities overleaf.

Integral ITT Submission / Commercial Hard FM Proposals

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1.5 Management of Tupe (albeit at demobilisation)

management of TUPE Experienced in delivery of services at Ministry of Defence sites and bases

We have extensive experience of managing the TUPE process effectively and efficiently at both the mobilisation and demobilisation stages.

Dedicated on-site delivery team to support F35 FoA requirements

In the last year we have managed over 250 staff through the TUPE mobilisation process

Experienced team in MOD DIO delivery practices and policy Experienced in MOD Health and Safety Delivery Policy and practices

In the last year we have managed over 400 staff through the TUPE demobilisation process.

Legislative compliance Wur Human Resources team, led by Helen McAndrew will provide professional advice to all internal management and employees regarding HR best practice in processes and procedures that fully comply with the latest employment legislation.

Going forward, Helen will provide day-to-day support to both on-site and off-site staff in relation to employee welfare and relations, holiday, sickness, staff pay and administration support/guidance, amongst others.

Demobilisation & TUPE During the demobilisation stage, we will provide all necessary information to employees and/or their representatives, through the appropriate communication channels, to ensure compliance with our legislative duties. •

There are two potential outcomes at demobilisation

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Employees are eligible to TUPE transfer to a new contractor

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The contract ends and TUPE is not applicable.

Effective communication & liaison Helen will liaise extensively with employee representatives during the consultation process to affect a smooth transfer of activities.

We will assure relevant trade unions that obligations and rights that arise as a result of collective agreements 26

Integral ITT Submission / Commercial Hard FM Proposals

will also transfer if contractually incorporated. We will ensure that they fully consult with their members and will provide them with all necessary information including; •

Reasons for the transfer

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The date, or proposed date, of transfer

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Measures relevant to the transfer

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Individual one to one meetings

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Opportunity to meet with the new contractor.

As well as consulting with those employees who transfer, we will also consult with all employees who may be affected by the transfer i.e. any employees remaining with Integral UK Limited who may be affected by the transfer of their colleagues to the incoming contractor.

We will undertake early and sustained communications with all stakeholders (incoming contractors, supply chain, trade unions representatives and the affected employees). This is essential

throughout the transition phase for the following reasons: •

To engage all employees in order to secure employee understanding and support during the transfer

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To dispel concerns, rumours and suspicions generated by fear of change

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To provide employees with an opportunity to raise issues, engaging them in the process in a supportive environment.

We will ensure all stakeholders are kept fully up to date with changes and progress in relevant areas. This will include a dedicated help line and email address.

Working with the incoming contractor we will ensure all relevant employee liability information in respect of the transferring employees is completed and passed to the incoming contractor as soon as is reasonably practicable (no later than 28 days prior to the transfer).

This information will remain confidential.

We recognise that employees can object to being transferred. Should this be the case, their employment will terminate on the transfer.

Employees not eligible for TUPE transfer If the contract ends and no positions are eligible for TUPE transfer or if any position is identified as no longer being required, it would be our intention to re-deploy and re-train any affected employees where possible.

Full consultation and communication will be maintained with all elected representatives and employees.

An open and fair process will be used at all stages throughout the transfer. A fair and objective recruitment process will be followed ensuring best practice methodology

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1.6 Training policies / recruitment processes

training policies / recruitment process Our people are critical to the success of our business. We fully invest in their development and training via a structured training framework We utilise an evaluation and feedback process for all our staff to support performance monitoring and continuous improvement We actively and financially support our staff to undertake Continuous Personal Development (CPD) We recognise that enhanced security clearance will be required for SAPF areas of the LOC and ITC and will provide suitably cleared personnnel

Our training & recruitment approach Integral feels very strongly that in order for delivery of the services to work effectively the people involved must be fully trained in the roles, procedures and safe working practices. Therefore, during the contract commencement period the key areas that will be addressed for all staff and in line with the services specifications required will include: •

Formal Integral induction training

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Formal Integral safety training

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Specific healthcare safety procedures

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RAF Marham site-specific procedures

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Equipment specific training

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Working at Height Regulation training

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IOSH Working Safely

It is the responsibility of the HR / Training Team, in conjunction with Line Managers, to implement and continuously improve this framework, for each specific area and to ensure that all the requirements are met.

Our Staff Training & Development Regime can be summarised as follows: Drawing from our extensive industry and contract specific experience, we will develop and implement robust training plans that will form the basis of individual training plans for all staff employed on the contract.

A training matrix will be created which identifies RAF Marham specific requirements and incorporates professional standards.

We operate a structured process for identifying training needs and delivering required training, which includes but is not limited to the following:

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Integral ITT Submission / Commercial Hard FM Proposals

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Implementation of the training matrix

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Annual Personal Development Reviews

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Creation of Individual Learning Plans (including specialist training)

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Succession Planning

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Continuous Professional Development (CPD).

Integral will ensure that all Engineers/Operatives engaged in services across the RAF Marham are in possession of appropriate skills/qualifications through documented training programmes, and that these skills are maintained at an appropriate level by employing a suitable training regime.

All operatives will be given induction training and at agreed frequencies, bespoke “Toolbox Talks” will be conducted for training, compliance and legislative purposes. If there are any changes in legislation, Toolbox Talks will take place to inform employees and regular meetings to discuss these changes. We will also provide regular technical updates to the Service Delivery Team with regards to Spec 024 and CDM Regulations, amongst others.

Through annual appraisals, staff training will be continually reviewed to identify skills gaps, training needs and development potential. During the mobilisation phase we will review the provisional training requirements for all Service Delivery staff, including sitebased and mobile operatives.

The Account Manager and Supervisor in conjunction with HR will also generate a training matrix for staff core to the contract, listing staff, their qualifications and renewal dates of any training requirements – including CDM and other relevant works. Records will be checked monthly to ensure that all qualifications are current and compliant.

Any qualifications needing renewal will be flagged to the Supervisor, Account Manager and HR Manager.

It should be noted that there will be no expectation for any other RAF Marham stakeholders, other than Integral, to undertake any cost associated with training.

29

1.7 Innovations & continuous improvement

continuous improvement (CI) Martin Hurn (Operations Manager), will lead a Continuous Improvement Team to encourage a culture of service delivery excellence and successfully achieving future outcomes Stakeholder feedback will be a critical tool in ensuring continuous improvement of our services A collaborative working approach will support our continuous improvement approach.

We will adopt a dual strategy, which will ensure that we achieve sustainable positive change throughout the contract, all the while prioritising the end user /stakeholder experience.

Strategic focus The key aspects of the contract which will enable us to achieve improvement are: Data: We will develop a data rich information system encompassing the unique features, operational needs, and service priority of every individual component in the asset.

Our service itself will also generate data through compliance monitoring and performance metrics. These will be used to learn from our performance through trend analysis, and will also be used to identify positive and negative outliers, which can generate learning for the wider contract. All contract data will be meticulously maintained and will be made available in suitable formats to authorised users whenever it is required and in ‘real time’.

People: Through our collaborative working relationship with BAE Systems, Balfour Beatty and end users we can ensure that every aspect of our contract remains focussed on service delivery. Stakeholder engagement and satisfaction surveys will help us understand the human impact of our service and the wider context of the buildings. This will then inform the services we provide and the way we plan and deliver them.

This approach will provide all end users and stakeholders with an understanding of the performance of the Lightning II Logistic Operations Centre (LOC), the Integrated Training Centre (ITC) and Maintenance, Repair, Upgrade, Restoration and Finish (M&F) Facility. Our informed decision making will be underpinned by the progressive integration of information systems on the contract, building on established best practice to investigate and develop task workflows which seamlessly merge end user /stakeholder need analysis with our technical development capability.

30

Integral ITT Submission / Commercial Hard FM Proposals

Enabling strategy Live service data will be used in works planning to increase productivity and reduce costs. Our CMMS (Maximo) is a dynamic tool for service improvement, and our technical insight enables us to reduce service inputs and increase whole life asset performance, driving down estate operating cost. Our experience of similar portfolios will greatly assist us In our approach to capturing and verifying all service data.

We will use the specification, relevant legislation and available data to create a maintenance service which represents ‘best In class’. This will be managed using Maximo, our maintenance management system, becoming our platform for improvement. We will work with stakeholders, end users and our delivery partners to eliminate redundant tasks and invest in projects to increase asset availability and performance.

We have been working with Balfour Beatty and other appropriate stakeholders throughout the design and construction phases, and will therefore have a fully loaded asset register on our CMMS at contract commencement.

will vary according to the service being sampled and will be appropriate to the needs of the identified end user groups. This will include regular progress meetings, informal discussions, focus groups, feedback sessions, and end user satisfaction surveys.

Continuous improvement team We will form a Continuous Improvement Team who will be responsible for analysing feedback data, complaints data, etc. Martin Hurn (Operations Manager) In collaboration with on-site Manager will be responsible for leading the team and tasking it to consider the feedback received from across the end user community. This approach encourages a culture of continuous improvement whilst focusing on end user and service excellence. Our approach to continuous improvement is shown in the graphic opposite.

As we develop our shared understanding of the LOC, ITC and M&F buildings, we will achieve on-going savings.

The Continuous Improvement Team will oversee all feedback, and we engender a process of shared knowledge with all stakeholders. The team will also be tasked with identifying initiatives to improve the delivery of the contract.

Successful initiatives that are jointly agreed can then be implemented to continually improve the delivery of the contract.

Our end user / stakeholder satisfaction monitoring and reporting process will also ensure all the relevant data is captured, analysed, and effectively utilised to continually seek improvements in all areas of end user interaction and is vital in our approach to service delivery.

We understand that end user satisfaction reporting criteria will adapt over time, and as the contract develops, however you can be confident in our approach to collaborative working. initiatives that we will look to implement consist of;

We will initiate a systematic process to consult end users and seek feedback on a timely basis on the level and quality of our delivery and performance. We will use the information obtained to assess the degree to which end users are satisfied with the services delivered and this will be fed into and will form part of our CIP. This approach in understanding the end user will enable us to continually seek improvements to our service, raise our standards, and increase levels of service.

•

Jointly agreeing contract improvements

•

assisting with business case developments

•

incorporating additional end user reporting metrics

Methods of contact to capture end user satisfaction 31

1.8 Management of employees

management of our delivery team Intrinsic to our ongoing Employee Welfare and Motivation aspirations is the promotion of employee engagement. Through regular dialogue we understand what is important to our staff to feel motivated and valued.

We will ensure that all employees are managed fairly and consistently and understand the standards of conduct and performance expected.

We strive to achieve a high performance culture where everyone is focused on achieving the objectives set out in our business plans.

Integral employees will be empowered to create appreciated service moments and through their service performance influence and leverage the purpose of RAF Marham.

We will regularly monitor Personal Performance Development (PPD) of all Integral operatives pertinent to the Hard FM Contract. This will Implement, and eventually enhance, a high performance culture across the RAF Marham estate.

Our frontline engineering teams through contract specific and standard toolbox talks will be encouraged to; •

Engage and communicate

•

Take ownership for the work they undertake

•

Provide support to colleagues and other stakeholders

•

Maintain brand and cultural awareness for RAF Marham at all times

•

Be responsible for the health and safety of themselves and others

If all companies effectively compete on service, the key differentiator then lies in the service management model and the ability to execute it. However, the traditional models and themes are no longer sufficient. Integral’s focus will be on the service delivery solution and the power of the human touch.

32

1.9 Proposed organisation structure for delivering services

proposed organisation structure for delivering services Our core delivery team will be fully supported by Regional Support Services, a dedicated Leadership Team and specialist supply chain partners.

Please refer to our response to 1.7 Contract and service delivery structure

33

1.10 Investment

investment planning & reporting During the design and construction phases of the project we will work with appropriate stakeholders to determine expected life spans for all elements of the buildings.

This will provide a benchmark for all report analysis going forward.

Our reporting methods will allow stakeholders to make informed investment decisions

On a yearly basis we will compile a report based on the previous year’s maintenance, professional inspection and forward planning details. The sources for this information will be: Results of PPM activities Results of Annual Building Condition surveys Results of dilapidation surveys.

The results of the above will be recorded within our CMMS and will provide a mechanism to allocate investment for: • Future repair cost • Enhanced maintenance requirements • Changes to manufacturers maintenance requirements, together with rationale for amendment.

The report will summarise the data of the buildings / assets within.

Whilst we recognise these will be new facilities, day to day wear and tear can be onerous and it is vital to ensure all data is recorded and analysed.

During the design, construction and mobilisation periods we will work with Balfour Beatty to understand fully the expected life span of all elements of the buildings. This will be recorded within the asset register and used as the benchmark data to evaluate any findings against.

34

Integral ITT Submission / Commercial Hard FM Proposals

35

36

chapter II operational service

ITT Submission Commercial Hard FM Proposals F35 FoA Facilities at RAF Marham

delivering engineering excellence

37

2.1 Operational delivery

operational delivery Our solution provides • A resident on-site team, including Manager and four Operatives of various disciplines. Added resilience through an on-site, dedicated Administrator • A Dedicated off-site Leadership Team to support the designated personnel with transparent lines of reporting and escalation for all operational matters • Individually named process owners that have knowledge of the RAF Marham site and Spec 024 requirements • Scalable, flexible and adaptable management resource to meet the needs and any changes in maintenance strategy • Ring-fenced Helpdesk/Administration, which is intelligent and easy to interact with It will encompass our engagement of a partnership approach with all appropriate stakeholders, including colleagues, management, visitors and stakeholders. It will support the adaptability of the estate facilities to bring and sustain a focus on the need for consistency and quality in the service delivery of the Maintenance Services.

We aim to achieve our ambition by providing highly experienced management capable of mentoring and coaching the best from the engineering teams; developing them to create an environment of shared knowledge and implement succession planning to protect lineage.

We will specifically focus on an appropriate mobilisation, service transition and service delivery applicable to such a sensitive site as RAF Marham, drawing upon our experience of delivering such services. This will allow us to focus on providing quality and effective asset management, and maintain a resilient estate.

Through our self-delivery ethos we will offer both value for money and tangible benefits. We will illustrate as our service partner how the deployment of service excellence and imaginative innovation will assist in bringing out all possible synergies for RAF Marham.

38

Integral ITT Submission / Commercial Hard FM Proposals

As part of our solution preparation process, we have undertaken an analysis of the asset information, PPM schedules and our experience on similar sites, and accordingly labour loaded the data to assist us in our determination of the headcount and resource requirement.

Description

ITC

LOC

M&F

PPM Hours

2598

490

2799

Reactive Hours

1399

264

1507

Resident Headcount Requirement

4 over 3 buildings

RAF Marham will have a team of resident, site inducted multi-skilled operatives who will be responsible for supporting the day to day operations; pre-planned and reactive maintenance associated with the delivery of the HFM, and associated management of any sub-contractors.

The service provision will be 24/7 by virtue of us operating a staggered shift pattern (06.00-18.00) with engineers operating a 1 in 3 call out rota. We understand the requirement of site hours being 8am4.30pm and will base our core site operation around that.

Dedicated resource requirement • 1 x Site Manager

(Mon-Fri 8am-4.30pm)

• 1 x Combustion Engineer

(Mon-Fri – Shift Pattern)

• 1 x Air Conditioning Engineer

(Mon-Fri – Shift Pattern)

• 1 x Electrical Engineer

(Mon-Fri – Shift Pattern)

• 1 x Fabric Operative

(Mon-Fri – Shift Pattern)

• 1 x Administrator

(Mon-Fri – 8am-4.30pm)

39

2.1 Operational delivery

Additionally, we will ring-fence and site-train 8 Mobile Engineers, with multi-disciplined backgrounds; who will be appropriately security cleared during mobilisation.

Specialist areas

During the mobilisation phase we will review the provisional training requirements for all Service Delivery staff. Integral will incorporate building-specific training needs with its own internal training programme and create a bespoke RAF Marham Training Programme.

We understand that the timing of the maintenance will depend on the use of the facilities, and that it is likely that some maintenance operations will need to be programmed when the facility is in use. Our designated team will be appropriately inducted, trained and equipped to meet the various complex requirements of such areas.

The purpose of the training programme will be to allow for more familiarisation of the 3 faclities and assets within. It will also identify site specific training needs relating to building use, building layout and any O&M information or Health & Safety considerations i.e. Facility Specific Risk Assessments etc. The training matrix will be regularly reviewed and kept up-to-date centrally by the designated Administrator.

In addition to this certain areas of the facilities will have access restrictions – i.e. SAP-F and Switch Rooms, either for reasons of security, or safety. Substantial consideration will be given to these.

All operatives will be given site-specific induction training and at agreed frequencies, bespoke “Toolbox Talks” will be conducted for training, compliance and legislative purposes. If there are any changes in legislation, Toolbox Talks will take place to inform and update operatives. We will also provide regular technical updates to the Service Delivery Team with regards to JSP Protocol, Spec 024, SFG20 and CDM Regulations, amongst others.

We will notify the appropriate stakeholders in a timely manner when supplementary/contingency Integral staff will be visiting site, to ensure that the appropriate level of security clearance is adhered to. This will also be applicable for any sub-contractor or third party supplier.

Communication During mobilisation we will provide all Operatives with mobile phones – connected to the Vodafone network, as we know this will be compatible with on-site signal capability.

Additionally, intrinsically safe radios will be utilised on site, and will provide added resilience for volatile/ sensitive areas such as SAP-F within the Logistics Operations Centre (LOC).

Transport We will supply Integral branded vehicles for designated staff, to ensure they can carry out their duties within the required timeframes. Tools, equipment and spares (including critical) will be kept on-site/in vans to ensure speedy accessibility for all works – reactive in particular.

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Training

Integral feels very strongly that in order for delivery of the services to work effectively the people involved must be fully trained in the roles, procedures and safe working practices.

During the initial contract mobilisation period (circa March 2017) the key areas that will be addressed for all staff and in line with the services specifications required will include: • Baseline 1 Training (where appropriate) • Formal Integral Health & Safety training • Specific MOD safety procedures • JSP requirements • RAF Marham Site-specific procedures • System training for both Integral BAE/BB stakeholders (where appropriate) • Equipment specific training • Communication Training – mobile systems, intrinsically safe radios

Integral ITT Submission / Commercial Hard FM Proposals

Regional Resource (1-4)

Darren Hicks

Kevin Doughty

MOD Contract Director

Regional Board Director

Health & Safety Quality Management Training IT Environmental Finance Corporate & Social Responsibility Compliance

In-house In-house In-house In-house In-house In-house In-house In-house

Paul Hamilton Finance Manager

Brian Harris

Kelly Flack Helpdesk Manager

Operations Director

Phil Bamping H&S Compliance Manager

Helpdesk Operatives

Martin Hurn Operations Manager

Helen McAndrew

Debbie Watson Admin Manager

HR Manager

Angela Bagnall

TBC

Training Manager

On-Site Manager

Additional Mobile Resource (8 Engineers)

Site Administrator

Air Conditioning Engineer

Admin Support Staff

Electrical Engineer

Combustion Engineer

Fabric Operative

Key Dedicated Staff

Area Support Team (Newmarket)

Leadership Team

Engineer Contingency

41

2.1 Operational delivery

Reactive KPIs

Provision of an on-site team

Priority Categorisation Definition Measure Criterion

1 H&S, Statutory obligations, production

work stopped Response 1 hour*

Completion 1 day

2 Production work affected, Facilities &

Services affected Response 2 hours

Completion 2 days

3 General repairs to buildings, plan

or infrastructure Response 1 day

Completion 7 days

4 Major Repairs, Planning required

to effect repair Response None

Completion 28 days

KPI Target Performance 100% 100% 98% 98% 98% 98% / 98%

Provision of an off-site team

Priority Categorisation Definition Measure Criterion

1 H&S, Statutory obligations, production

work stopped Response 4 hour

Completion 1 day

2 Production work affected, Facilities &

Services affected Response 4 hours

Completion 2 days

3 General repairs to buildings, plan

or infrastructure Response 1 day

Completion 7 days

4 Major Repairs, Planning required

to effect repair Response None

Completion 28 days

KPI Target Performance 100% 100% 98% 98% 98% 98% / 98%

*Integral on-site personnel to attend as FPOS.

Resource levels / committed time

42

Staff Member

No. of Staff Hrs/annum % of Hours

Ave Hrs Per Month

Ave Hrs Per Week

Account Director

1

48

2%

4

0.9

Off Site Operations Management

1

416

20%

35

8.0

On Site Contract Manager

1

2080

100%

173

40.0

Off Site Contract Manager

1

416

20%

35

8.0

On Site Administrator

1

2080

100%

173

40.0

Off Site Helpdesk/ Administration

1

1456

70%

1212

28.0

Integral ITT Submission / Commercial Hard FM Proposals

Helpdesk / administrative support Integral will provide a full time, designated Administrator to support the designated Manager and Operatives’.

Additionally, support will be provided by an Administrative/Helpdesk team based at our local Newmarket office.

Moreover, our full Helpdesk Proposal can be found in Chapter II, Section 2.9.

Supply of additional staff Integral operate the largest mobile fleet of Engineers in the industry. Additional/contingency site provisions will be supported by local Norfolk based engineers. The designated team(s), including contingency staff, will be trained and inducted as part of mobilisation to meet Service Delivery requirements; appropriately security cleared and on-hand to deliver any back-up support required.

Through regular analysis of the reactive call out data, we will ensure that additional support is available at times when service demand peaks, as well as manage flexible shift patterns that ensure maximum operational support.

Integral has extensive sector knowledge and we will proactively contingency plan for unexpected demand.

Building Specific Continuity Plans (BSCPs) will be developed during mobilisation, taking into account stakeholder impact.

Records of operational demand will be auditable via our CMMS System and the designated Manager will review the data on a regular basis for continuous improvement in rostering and logistics. They will also be responsible for the monitoring of time keeping and absenteeism, working with the appropriate stakeholders, where applicable, to manage day-to-day support requirement and short to medium term arrangements for holidays (planned) and sickness (unplanned).

Integral will utilise various methods for the provision of cover for immediate and longer-term absence. In the event of any short term/non-notified absenteeism or any increase in demand, this will be covered by pre-identified contingency support.

Further contingency resource will be made immediately available via our own specialist recruitment division that is able to provide, at short notice, local relief personnel with the appropriate qualifications, experience and security clearance requirements.

Seasonal staffing requirements will be overseen by the designated Manager, who will work collaboratively with internal HR and other appropriate Stakeholders.

Sub-contracted services / third party involvement We will benchmark to ensure that all 3 buildings receive the best services possible through a carefully defined procurement process. All supply-chain partners will be vetted in accordance with our Integrated Management System (IMS) via our Quality Assurance Team. Following this analysis, we will assess any identified risks and commit to a collaborative approach with clear and concise roles and responsibilities for all parties.

Integral has already undertaken proactive discussions with a number of sub-contractors, to ensure that RAF Marham receives the best possible solution and value for money going forward.

During mobilisation, we will ensure that all third parties are appropriately assessed to site-specific requirements, including all SLAs and KPIs. Please see Chapter 1, Section 1.3 for a full proposal on Supply Chain Management and Sub-Contractors.

Working collaboratively with other service providers We understand that there will be a multitude of operations being undertaken simultaneously across the RAF Marham site.

Our ‘One Team Approach’ extends to all stakeholders, including all other service providers - more is achieved by working together. Our site-specific Service Delivery Manual will include Joint Operating Protocols which will set out clearly the roles and responsibilities of all those involved in the successful service delivery.

43

2.1 Operational delivery

To ensure communication clarity and provider activity is effectively shared, we will maintain a Joint Communications Log at each building. Where possible, Integral with facilitate regular Joint Service Delivery Meetings to affect a coordinated and seamless service delivery - a joined up approach.

A client reference to a previous similar program can be provided if required.

Integral will hold ‘Meet the Buyer’ events based our local Newmarket office, or within the community to provide the opportunity for local suppliers and contractors to meet with our Procurement Team and therein support the local community’s economy.

Consumables & spares We will utilise our Quality Approved Supply Chain in the provision of materials and supplies required in delivering the services. We will review all requirements in relation to operational materials and supplies during the mobilisation phase.

In the event that there is a requirement for materials/ consumables not currently provided by our supply chain partners, we will continue to secure such supplies via our BS EN ISO 9001 compliant procurement procedures. We will purchase equipment, consumables and spares in line with the Service Delivery needs.

Using our extensive experience, we will identify critical equipment, including recommendations on the holdings of critical spares to minimise the risk of business interruption.

Achieving sub-contractor value for money • Integral would look to introduce a 12 week Sub-contractor partner procurement tender, through an open book and transparent process. This would include; • Dedicated Integral procurement manager to work alongside appropriate stakeholders • Improvement in SLAs & KPIs • Full analysis at the end of the program to re-evaluate • Reduction on current sub-contractor costs – previously delivered 10% saving for existing client with same program.

• Throughout the life of the contract we will utilise MI data to explore cost saving efficiencies, which will assist us in driving the continuous improvement.

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Accounts management On-site

As part of this contract, we will appoint a dedicated Site Manager, who will be the single point of contact and responsible for ensuring the contract is delivered successfully and will be a key escalation contact point for all of the respective service delivery teams – i.e. site-based engineers and contingency mobile support engineers.

We will appropriately appoint an individual with MOD and/ or Defence sector specific and legislative experience. They will have an in-depth knowledge of the various engineering disciplines required to maintain the site to proficient standards; additionally an intricate knowledge of specialist HVAC systems/ assets.

They will also provide key support and communication with the Helpdesk personnel and facilitate meetings with all stakeholders, at regular, pre-agreed frequencies. We understand that due to the nature of the contract vetting, security and permits to work will be key requirements; they will oversee this alongside Administration staff and HR.

Off-site Leadership Team : Our off-site Leadership Team will be based at our Newmarket Customer Support Facility and be on-hand to deliver any required contract support.

Kevin Doughty - Account Director Kevin joined Integral in 2000 bringing with him a wealth of experience across the Industry. He has led teams responsible

Integral ITT Submission / Commercial Hard FM Proposals

for service delivery at major MoD bases (including GCHQ), hospitals, schools, shopping centres, heritage sites and commercial buildings.

He has a wealth of experience in ensuring smooth and seamless service delivery, as well as quality assurance, health and safety and technical/operational functions.

He currently has full P&L responsibility for the East Anglia and Midlands region of Integral’s businesses. Kevin has extensive experience working as Account Director with a number of Integrals’ key customers. He has led partnership initiatives and has sat on a number of Joint Venture Boards.

Shaun will be involved in the Mobilisation, Implementation and Transition (MIT) process; as well as providing on-going support to the team throughout the contract period and any extension(s).

He is passionate about service delivery. Kevin has strong analytical and problem-solving skills and is an effective communicator at all levels

Brian Harris – Operations Director Brian is a key member of Integral’s Operations Management team, specifically dealing with clients across a broad spectrum of sectors. He has a wealth of experience in ensuring smooth and seamless service delivery, as well as quality assurance, health and safety and technical/ operational functions.

Brian will be involved in the Mobilisation, Implementation and Transition (MIT) process; as well as providing on-going support to Darren and the team throughout the contract period and any extension(s).

Martin Hurn – Operations Manager Martin’s responsibilities include overseeing contract performance, training and development of Account Managers and to ensure service delivery is meeting necessary KPI/SLAs. Martin will provide vital support to staff under the RAF Marham contract, and has been a constant part of the bid team during the tender process helping to shape the operational solution.

Paul Byrne - Mobilisation Manager Paul has twenty five years’ experience within the maintenance industry, twenty of which have been with Integral. Paul was promoted to Quality Manager and to National Mobilisation Manager in 2010.

He has successfully led major national and multi-regional mobilisations and transitions.

Phil Bamping - Health & Safety and Compliance Manager Phil is an experienced Health and Safety Manager who will ensure all employees on this contract are compliant with Health and Safety and QUENSH performance and processes, including statutory compliance.

Phil is responsible for Compliance, Health and Safety Policies and procedures. He establishes and maintains high quality health and safety arrangements, in accordance with best practice guidelines.

He ensures that all statutory compliance requirements are maintained and achieve a >90% score during audits. Phil leads the Internal Audit Team.

Helen McAndrew – HR Manager Helen is HR Manager for the East Region.

Darren Hicks – MOD Contract Manager

Helen has extensive experience in HR, practices, policies and procedures and ensures they are applied fairly and consistently across the region.

Darren is a key member of Integral’s Account Management team, specifically dealing with clients in the Defence sector.

Helen will be the Integral lead in relation to HR matters, and will provide day to day support to both all designated staff in

45

2.1 Operational delivery

relation to - employee welfare and relations, holiday and sickness, staff pay and administrative support/guidance, amongst others.

Gemma Fenton – Finance Support Gemma based out of our Birmingham office and will be the single point of contact in regards to financial matters, including but not limited to – Invoicing queries, monthly reports, CAFM system related finances, ad-hoc/bespoke requirements.

Specific risk identification workshops will be undertaken, incorporating all relevant stakeholders and every aspect of the service delivery, mobilisation, CDM and operational risk, impacts and mitigation. They will be facilitated in such a way as to ensure that the primary purpose - to identify all potential risks to the contract, the client and the service provider, is achieved.

We will mitigate risks by; • Improving processes; for example procedures for maintenance / repair

Risk management

• Ensuring that Method Statements and Risk Assessments are completely current and relevant

We recognise for clients such as BAE Systems operating in critical environments, that Risk Management is a key element to managing the service delivery. Risk-based management tools will be embedded in the contract through the deployment of the mobilisation and operation, controlled by the Service Delivery Team whilst retaining a high focus on customer excellence which drives the behaviours of the team.

• Enhancing the competence of maintenance staff through continuous site-specific training and development

Our focus on risk across the 3 buildings estate will focus on: • Risk Identification – What could go wrong? Where could it go wrong?

• Risk Analysis – How severe & how likely?

• Risk Management – Implementing, controlling and reporting action • Training – Developing and empowering people • Organisational Development – embedding the approach not only throughout Integral’s operations, but changing the risk culture of wider stakeholders and other service providers.

Experience has shown that, for a risk based approach to any contract to be successful it must be owned, managed, audited and continually refreshed, by a dedicated team.

In order to develop the risk management systems, we will define a process during the mobilisation period to provide

46

a long term contract enhancement and a simple, robust tool to measure and identify the risks and provide effective reporting.

• Modifying / replacing systems or system components • Introducing early warning of failure (for example by proposing the introduction of Condition Based Monitoring) • Develop contingency plans so that if the risk occurs a preplanned reaction will be initiated Additionally, please see section 3.5 ‘risk & opportunities’ for risks and mitigation associated wwith our Interim HFM Programme at RAF Marham.

Integral ITT Submission / Commercial Hard FM Proposals

47

2.1 Operational delivery

service delivery structure and solution

48

The Author and Owner of this response is Mark Evans, Integral UK Business Development Director, who has produced this in conjunction with various stakeholders pertinent to the delivery of services on-site.

Additionally, collaborated with Balfour Beatty and BAE Systems personnel throughout the tender process.

We will use our extensive Hard FM experience and Lessons Learned to produce a dynamic ‘one team approach’ to managing your new facilities.

We have delivered FM services previously at MOD bases sites, understand how such critical sites operate and the protocols that need to be strictly adhered to.

Balfour Beatty’s Design and Construct Team including Mick Cooling, Perfect Landings Manager, Neil Page, Acceptance Manager, and Tim Bradford, Commissioning Manager, have also contributed to the development of this plan to ensure continuity and effective transition during facilities handover

Our management structure Our solution delivery solution comprises a team of Integral UK, BAE Systems and Balfour Beatty staff dedicated to the contract management and delivery, supported by: •

The provision of a dedicated operational ‘Leadership Team’

•

‘Reach forward’ to suppliers for specialist equipment support

•

Effective interface with Balfour Beatty during construction, commissioning, handover and perfect landings phases.

•

A cohesive ‘eyes and ears’ culture, ensuring an integrated service delivery

Integral ITT Submission / Commercial Hard FM Proposals

Work stream responsibility Martin Hurn, our Operational Lead based in our local regional office in Newmarket; and will support the on-site and contingency resources with on-going requirements.

Our on-site Manager will be based at RAF Marham and will be responsible for the day to day management of all Service Streams. They will act as the group leader for

Service Stream 2: Planned Maintenance Service Stream 3: Response Maintenance Service Stream 4: Minor New Works Our Newmarket Helpdesk Manager, Kelly Flack, will support our dedicated on-site Administrator with Service Stream 1: Helpdesk and will work closely with other on-site operatives to ensure a coherent service standard.

Our helpdesk management and protocols will be fully conversant with RAF Marham requirements.

Detailed CVs for key staff together with specific engineering job specifications are provided later in this chapter.

49

2.1 Operational delivery

Our delivery model Our delivery model to support services is shown below and details how our CMMS is aligned to your specification requirement and how we manage service and associated compliance.

Integral UK Facilities Management Central Service

Managerial Support

Paul Hamilton Finance Manager

QHSE Helen McAndrew HR Manager

Human Resources

Angela Bagnall Finance

Authorised Engineers / Persons

Training Manager

Kelly Flack Helpdesk Manager

Supply Chain Management Phil Bamping Statutory Compliance & H&S Manager

Helpdesk

Service Stream 1 HELPDESK

50

Integral ITT Submission / Commercial Hard FM Proposals

RAF Marham BAE Systems BALFOUR BEATTY

Balfour Beaty

Kevin Doughty Neil Smith

Regional Director

Project Director

Brian Harris Arron Easter

Operational Director

Contracts Manager

Martin Hurn Operations Manager

TBC

Richard Li

John Vodan

Alan Rudder

Project BIM Integrator

Perfect Landings Manager

Commercial Manager

Commissioning, Handover and Perfect Landings interface with Balfour Beatty

On-site Manager

Service Stream 2 Planned Maintenance Group Leader

M&E

B&C

Self Delivery

Specialist Suppliers

Service Stream 3 Response Maintenance Group Leader

Other

Service Stream 4 Minor New Works B&C Engineers

M&E Engineers

Group Leader

51

2.1 Operational delivery

Integrated management systems & tools In the delivery of equivalent contracts throughout the UK defence estate, we have developed a suite of best practice tools and operating systems to support the delivery of infrastructure services.

Our CMMS tool, Maximo, will assist with controlling documents, managing audit programmes and corrective / preventative actions, report and investigate accidents and provide management data for reporting. Maximo continually monitors the compliance records and issues fully configurable workflow alerts delivered directly through a standard email system. This eliminates the need for individuals to spend time gathering updated status reports or to contact individuals to issue reminders of outstanding actions, thereby allowing us to concentrate on maximising service delivery quality.

As an ISO9001, ISO14001 and BH OHSAS 18001 accredited company, our clear and unambiguous follow stringent Industry regulated protocol. Our Quality, Health and Safety and Environmental teams simultaneously design processes for our operational teams to work to, achieving ‘best in class’ at all times.

Workload management strategy We will use a dynamic scheduler within our CMMS to allow the correct planning of all activities required to support the three new facilities.

This scheduler will be programmed with operatives qualifications so it only assigns jobs that can be undertaken by certain trades / competencies, it will record holidays / annual leave so jobs are not allocated to operatives on holiday.

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When the helpdesk is allocating works to operatives the dynamic scheduler will review the current workloads of operatives whom are competent to carry out the works required and allocate the jobs on this basis. If these works are an emergency / very urgent the scheduler can be manually overridden to prioritise the resolution of the emergency or very urgent works.

The dynamic scheduler is pre-populated with the planned maintenance schedule and therefore allocates these works automatically to the operatives via their hand-helds. The utilisation of hand-held technology allows us to manage the labour resource to achieve maximum efficiency from each operative.

There will be an expected time allocated against each task and this will be monitored on a monthly basis by the on-site manager to examine the variances between the expected allocated time and actual time taken to complete a task.

By constantly reviewing and evaluating productivity we can identify opportunities for greater efficiencies.

Integral ITT Submission / Commercial Hard FM Proposals

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2.1 Operational delivery

We are currently delivering Soft FM services for a number of clients throughout the UK We will establish collaborative and efficient ways of working between all service providers, including a bespoke communication plan

Integrated & communications plan with the soft facilities management provider We understand Soft FM services and the requirement for a healthy, supportive and collaborative relationship between Hard FM and Soft FM providers.

Should RAF Marham stakeholders require it, Integral could look to offer self-delivered Cleaning Services to the 3 new facilities as part of an integrated service delivery offering.

During the Hard FM Mobilisation we will:

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•

Identify, confirm and meet with all Soft FM service providers (Including our internal Cleaning Team - should the option to use Integral Clean be tken)

•

Establish relationship with all service providers and review and detail scope of service

•

Undertake service delivery gap analysis

•

Produce delivery proposals to address any service gaps Identified

•

Establish collaborative and efficient ways of working between all service providers

•

Develop a bespoke communication plan in conjunction with all parties to ensure there is effective integration of the teams

•

Ensure our helpdesk team fully understand the responsibilities of all service providers so that calls can be handled / transferred effectively

•

Develop co-ordinated meeting and service delivery reporting mechanisms

•

Once we are fully mobilised, we will:

•

Implement agreed ways of working and review any issues at monthly FM integration meetings

•

Implement agreed service delivery gap analysis

•

Co-ordinate delivery to support operations

•

Implement co-ordinated meetings and service delivery reporting mechanisms

Integral ITT Submission / Commercial Hard FM Proposals

55

CVs Kevin Doughty

Phil Bamping

2002 - present

2013 - present

Skills & qualifications:

Skills & qualifications:

• Master’s Degree in Business Administration (MBA) • Bachelor of Science Degree in Building and Economics • TEC Higher Certificate in Quantity Surveying • TEC General Building • Extensive account management and technical knowledge • Strong analytical and problem-solving skills • Effective communicator at all levels • Diplomatic

• NEBOSH • LRQA trained auditor • Full understanding of current Health and safety legislations • Extensive experience of Project and Contract management • Excellent management leadership qualities and communication skills, written and verbal • Negotiation techniques and Contract Law • Extremely analytical, self-driven, with good problem resolving qualities

Regional Director & Board Sponsor

Experience: Kevin joined Integral in 2000 bringing with him a wealth of experience across a wide range of the Construction Industry. He has led teams on the construction of major hospitals, schools, shopping Centres, major office blocks, MoD bases (including GCHQ) and motorways. He currently has full P&L responsibility for the Midlands and East Anglia region of Integral’s businesses as well as its’ national portfolio of PFI contracts. Kevin has extensive experience working as account director with a number of Integrals’ key customers. He has also led partnership initiatives (including establishing a partnership charter with a major arm of the MoD) and has sat on a number of Joint Venture Boards.

He is passionate about service delivery.

Roles & responsibilities • Responsible for all operational staff in the Midlands • Total control of all regional P&L / Budgets • Responsible for all regional certificates and accreditations • Responsible for all regional sales and client / customer relations • Total control of all regional P&L / Budgets • Overall responsibility of services • Lead role on specific key accounts in support of sales

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Statutory Compliance & H&S Manager

Experience: • Lead and direct all company employees in regards to SHE performance and processes, ensuring that key behaviours are embedded across all areas of the business, including throughout the supply chain.

• Ensuring works instruction, risk assessments and safe systems of work are known, accessible, implemented and periodically reviewed by the relevant personnel.

• Preparation for and organization of audits by stakeholders such as clients, LRQA, BMTrada.

• Responsible for developing SHE initiatives and programmes, site-based audit programmes and inspections, and hands-on training as required training programmes, Conduct Audits at Clients sites ensuring that all statutory compliance maintenance activities have been completed and recorded accurately.

• Carry out accident, incident and near miss reports investigations.

• Support the Business Development and Bid process with input on EHSQ questions in bids/tenders • Manage the mobilisation process for new contracts, from Tender award to go-live.

Integral ITT Submission / Commercial Hard FM Proposals

Martin Hurn

Operations Manager 2016 - present Skills & qualifications: • Member of the British Institute of Facilities Management (MBIFM) • Level 5 BTEC Professional Award in Certified Data Centre Design • CNET CDDC Certified Data Centre Design • Certificate in Managing Safely (IOSH) • MEWPS for Managers • JIB Accredited Electrical Contracts Manager Level 3 Certificate in the Requirements for Electrical Installations (BS7671:2008) • NVQ LEVEL 3 Electrical Installation • City & Guilds 236 part 1 • Achievement Measurement Test 1 • City & Guilds 236 part 2 • Achievement Measurement Test

Experience: • Over 25years experience within the contracting and facilities delivery business sectors.

• Proven track record in managing large value P&L, delivering year on year improvements to PPM, Reactive, Gross Margin and EBIT values.

• Organised, highly motivated, and detail-directed problem solver • Experienced in managing PPM contract from initial enquiry too fully operational PPM & Reactive contract.

• Proven ability to develop staff, client and subcontractor relationships to achieve high levels of service delivery.

• Experience in Business change management and re-structure.

• 4 years’ experience in a National Account Mangers Role leading a national technical services facility contract for the world’s largest Insurance/Risk Business UK property portfolio.

• 9 years’ experience in a Project Management role within the facilities sector, reporting directly to Senior Business Management.

• Varied business sector experience from Corporate, Retail, MOD, Commercial, Water Treatment Industry, Industrial and Critical Environments

Roles & responsibilities • Establish and maintain the consistent operational service level to ensure customer satisfaction.

• Provide support and coaching for Contract Managers, Managers, Supervisors and Engineers.

• Ensure technical support and infrastructure is maintained at all times for the effective operation.

• Ensure Contract handover, documentation & Implementation programmes are produced & delivered for all new contracts • Development of client relationship between all key personnel • Innovative management to meet changing business or operational circumstances • General support and advice concerning any contract issues • Overall management of the process for procuring services from direct staff and third parties on behalf of Integral • Ensure property H&S & Quality site audits are undertaken on a regular basis and any actions are acted upon promptly and effectively to close out • Ensure that a high quality, professional and courteous service is delivered at all times • Review progress of PPM completed against planned as required each mont

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CVs Allison Connick

Paul Byrne

2015 - present

1998 - present

Skills & qualifications:

Skills & qualifications:

• MSc in Occupational and Environmental Health and Safety Management • NEBOSH National Diploma in Occupational Safety and Health • NEBOSH Specialist Diploma in Environmental Management • NEBOSH National General Certificate • NEBOSH Construction Certificate • Chartered Institute of Management – Executive Diploma in Management • Corporate Member of Institution of Occupational Safety and Health

• ISO 9001 - 2 day auditing course • ISO 14001 - 2 day audit course • IOSH - Managing Safely • Management - Post Graduate Certificate • Higher National Certificate - Building Services • Ordinary National Certificate - Building Services • Various ACS Gas qualifications

HSE Manager

Experience: • A highly experienced senior Safety, Health & Environment Professional with the ability to develop strategy and communicate with all levels of management, employees and enforcing authorities.

• Worked at Director Level for the last organisation for 15 years.

• Experience in the following roles: o Safety Officer, British Gas South Eastern o Health, Safety and Environmental Officer – TRANSCO o Regional HSE Manager - ABB Steward Limited o UK Director of HSE - CBRE Limited

Roles & responsibilities • Responsible to the Board Directors for all matters in regards to Health & Safety, Environmental and Corporate Social Responsibility within the organisation.

• Leading a team • Provide technical and practical support in all areas of the company’s operation, including direction, innovation and guidance on all current and future developments within these fields.

• Review and revise processes in line with OHSAS 18001 and ISO 14001 Management System, as well as the development of strategies and systems to promote a better Health & Safety culture for all.

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Quality & Mobilisation Manager

Experience: Paul has twenty five years’ experience within the maintenance industry, 20 of which have been with Integral, where his career started as Contract Manager.

He was subsequently promoted to Quality Manager and to National Mobilisation Manager in 2010. He has successfully led major national and multi-regional mobilisations and transitions including: • CARILLION – MoD • E – National hard and soft services to 520 retail stores nationwide • The Co-operative Group – Refrigeration Contract • The Co-operative Group – Bundled Maintenance Contract • Barclays Bank – Mobilisation of 1728 retail branches of this national M&E and fabric contract for Barclays

Roles & responsibilities • Preparation and updating of mobilisation plans • Liaison with client • Management of mobilisation team • Co-ordination of support activities – TUPE, supply chain, asset surveys, IT etc.

• Health, Safety and Environmental compliance • Disaster Recovery Plan • Site emergency operating procedures • Identification of single points of failure • Establish and maintain operational service levels throughout the mobilisation process to ensure contract KPIs and client satisfaction are achieved • Handover to operations of all contract documentation • On-going support through the contract duration as required

Integral ITT Submission / Commercial Hard FM Proposals

Helen McAndrew

Angela Bagnall

HR Manager

Training Manager

1998 - present

2015 - present

Skills & qualifications:

Skills & qualifications:

• Certificate in Personnel Practice; 2 A Levels; 8 O Levels; RSA I, II and III typing Over 25 years administration experience with excellent communication skills, holding the ability to liaise at all levels. Helen holds strong personal values and commitment to ensure that company policies and procedures are applied fairly and consistently across the regional business for which she holds responsibility.

• CIPD - Learning & Development Diploma • City & Guilds 9297 • CIEH – (Chartered Institute of Environmental Health) • CIPD: o Training Design – Level 2 o Foundation Course for Trainers – Level 1 o The New Training Administrator – Level 1

Experience: Experience: Helen has worked for Integral UK Ltd for over 15 years in roles which have required overseeing personnel procedures throughout. Since gaining a Certificate in Personnel Practice in 2009, Helen has held an HR role and is currently the HR Manager for the Midlands Region.

The role requires Helen to support HR activities within the region covering around 450 employees, in addition to an HR Advisor who supports the Cleaning and PPP Divisions HR activities for a further 500 employees.

Helen has extensive experience in ensuring that HR practices, policies and procedures are applied fairly and consistently across the region.

Roles & responsibilities • Provision of professional HR advice and guidance on generalist HR issues to management and staff within the business; • To ensure compliance with Integral’s HR policies and procedures and that they are applied fairly and consistently throughout the region; • Responsible for TUPE issues and ensure they are dealt with in line with legislation and appropriate consultations are held; • To resolve employee relation issues.

Angela has a strong background in Learning & Development and with extensive experience of developing, implementing, delivering and evaluating Learning & Development initiatives across a wide diverse client base.

Angela recently joined Integral’s team as a Training Manager; however, has experience prior to this: • Senior IT Trainer • Leadership & Development Consultant • Learning & Development Co-ordinator

Roles & responsibilities • Conduct training needs analysis of all employees within regions • Source and deliver training programmes to meet skills gaps • Evaluate and measure the effectiveness of the delivery within the business • Co-ordinate the planning, delivery, tracking and recording of training programmes and initiatives within the organisation

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CVs Darren Hicks

MOD Contract Director 2013 - present Skills & qualifications: •

Understand and developing close working relationships with key stakeholders within the businesses, from Directors to administration support team.

Kelly Flack

•

Fully understanding Statutory Compliance requirements and ensure delivered through a cost effective route.

2014 - present

•

Qualified Mechanical and electrical Engineer

Skills & qualifications:

Experience: •

•

• •

Working within the industry for over 25 years, understanding best practices from facilities management to capital development planning and execution.

Strong understanding of setting processes and procedures for all parties to understand and follow, concentrating on simplistic versions, suitable for a wide audience, both technical and non-technical.

Excellent understanding of Capital and Revenue budgets, enabling good interaction with finance to ensure suitable budgets are set and adhered too.

Analysing associated maintenance issues to take account of business need, risk management and prioritising accordingly.

Roles & responsibilities • South West Prime contract for MOD buildings, the role encompasses full autonomy of the contract which is a 3 + 2 years contract with extension options covering complete FM planned and reactive works, circa £8m and £8m+ respectively.

• We have been engaged as a Tier 1 supplier through CarillionAmey.

• The contract has been set up as a separate branch within the Region including distinct P&L account responsibility, with the TUPE transfer and management of over 280 staff, to provide a combination of self-delivered and specialist contract delivery from a completely autonomous division.

• The estate consist of 45 establishments across 4 Delivery areas in Wiltshire, Gloucestershire, Bristol, Hampshire and Dorset. Working on c.3000 built assets and 927 infrastructure assets, via a live CAFM system with handheld devices providing real time

60

information, daily and weekly reporting which monitors the SLA of 100% compliance within 7 days of end of month.

• The base contract typically produces c.5,000 reactive response calls per month on top of the c.4,000 compliance ppm works and runs on a £2.2k compressive pot for reactive works.

Helpdesk Manager

• • • • •

BA (Hons) Business Studies Excellent Leadership skills Strong interpersonal skills, written and verbal, at all levels Ability to analysis complex performance data Able to work under pressure and have a systemic, proactive approach to work

Experience: • Kelly started out with us in the helpdesk as a coordinator dealing with the incoming reactive and planned maintenance for various contracts.

• Kelly was promoted up to helpdesk manager in February 2016 and now leads a strong team of nine schedulers on a daily basis.

• Has successfully implemented and managed a number of changes amongst the helpdesk to ensure contracts are overseen and scheduled in the best possible way.

Roles & responsibilities: • Overall management of the Newmarket Helpdesk operations and staff in accordance with company policies and procedures.

• Resolve escalated customer queries.

• Work closely with the branch operations manager and contract managers to recognise customers’ individual needs and change working practice to deliver constant improvement.

• Monitor PPM progress to ensure compliance is up to date.

• Investigate SLA failures and put rectification plans in place.

Integral ITT Submission / Commercial Hard FM Proposals

Name

Support to Mission

Kevin Doughty

Regional Director Board Sponsor Has overseen the work already done by Integral (Project Engineering) at RAF Marham Will provide invaluable MOD experience to the maintenance team Escalation Point (3)

Brian Harris

Over 30 years’ experience of delivering similar projects Will drive operational teams to deliver works to pre-agreed KPIs and SLAs Escalation Point (2)

Martin Hurn

Main point of contact to On-site Manager Escalation Point (1) Drive performance and innovation across the life of the contract A great motivator and leader of operations

Allison Connick

Integral HSE Director, day-to-day responsibility of companywide Health & Safety Matters Allison and the team will produce regular ‘Toolbox Tools’ updates for all operatives Safety Bulletins will be disseminated weekly

Paul Hamilton

Regional Finance Manager with extensive experience of Integral accounting methods Will lead Regional Finance Team to ensure a smooth process for all stakeholders Will produce financial/accounting reports at pre-agreed frequencies Project lead for Integral Accounting information on Maximo CMMS System

Paul Byrne

An energetic, resourceful and focused individual who will ensure a smooth mobilisation Extensive experience of Integral mobilisation programme and tailoring to bespoke client requirements Lead Mobilisation Manager for Integral’s large client portfolio

Phil Bamping

Support Alison and HSE team with regular Health & Safety protocol Will act as Lead Auditor to RAF Marham site – both announced and unannounced to e sure adherence to procedure

Helen McAndrew

Provide HR support and advice on all employee relations, welfare, issues etc.

Alongside Operations Management, will control the end-to-end recruitment process (where/if required)

Darren Hicks

Extensive MOD multi-site experience Will collaborate with all stakeholders during mobilisation and be a source of knowledge prior to PC and contract inception Subject Matter Expert

Kelly Flack

Will provide helpdesk and administrative support to the on-site team and Administrator Regular training updates (where required) on Integral processes to ensure a ‘Best in Class’ administration function

Angela Bagnall Provide support, advice and guidance on relevant training requirements for on-site ma

agement/staff

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2.1 Operational delivery

engineering job specifications Our engineering team will comprise of skilled technician and engineers to support delivery.

Example job specs are detailed on the following pages

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Integral ITT Submission / Commercial Hard FM Proposals

Post Ref: Electrician Role & responsibilities • Maintain an understanding of the business • Maintaining a high standard of customer service at all times • Attend meetings as required • Ensure compliance with Integral ethical standards and contribute to a positive work experience • Comply with Integral work standards, procedures, and policies at all times • Maintenance and repair of building services installations within technical discipline • Completion of documentation and in a timely manner • The undertaking of call-out duties on a rota basis and to be available for overtime • Ensuring that all accommodation and stores allocated are kept in a clean, tidy and serviceable state • Regular communication with Contract Administrators, Supervisors and Managers • To work in a safe manner with due regard to the environment and the safety of others • Comply with legislative requirements relative to the position • Notify Line Manager of any lapses/breaches in company procedures or control measures • Return all time sheets, report sheets, and other required paperwork to the nominated office within the relevant timescales

Qualifications • NVQ Level 3 or HNC in an Electrical Discipline • City & Guilds 2395 Electrical Inspection and Testing • IEE 17th Edition Electrical Regulations Certificate • Full UK Driving Licence

Profile • Customer focus • Technical Knowledge • Knowledge and understanding of working on MOD and US forces estates • Team Player • Well organised and disciplined • Good knowledge of IT systems and their use

• Where applicable Working at Height Authorised Person Training (SHE30, AP23)

Personal • Customer focused • Good people skills • Team player • Organised • Reliable • Trustworthy • Flexible approach • Professional • Approachable • Open to change

Experience • Experience on MOD and US Forces Estates • Facilities Management • Managing People and Customers • First Aid Trained • Where applicable LV/HV Authorised Person Training (AP1 and 2)

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2.1 Operational delivery

Post Ref: Mechanical Role & responsibilities • Maintain an understanding of the business • Maintaining a high standard of customer service at all times • Attend meetings as required • Ensure compliance with Integral ethical standards and contribute to a positive work experience • Comply with Integral work standards, procedures, and policies at all times • Maintenance and repair of building services installations within technical discipline • Completion of documentation and in a timely manner • The undertaking of call-out duties on a rota basis and to be available for overtime • Ensuring that all accommodation and stores allocated are kept in a clean, tidy and serviceable state • Regular communication with Contract Administrators, Supervisors and Managers • To work in a safe manner with due regard to the environment and the safety of others • Comply with legislative requirements relative to the position • Notify Line Manager of any lapses/breaches in company procedures or control measures • Return all time sheets, report sheets, and other required paperwork to the nominated office within the relevant timescales

Qualifications • Recognised Mechanical apprenticeship • NVQ, City & Guilds L2 or L3 or equivalent in Industrial/ Commercial installations • Full UK Driving Licence

Profile • Customer focus • Technical Knowledge • Knowledge and understanding of working on MOD and US forces estates • Team Player • Well organised and disciplined • Good knowledge of IT systems and their use

Experience • Experience on MOD and US Forces Estates • Facilities Management • Managing People and Customers • First Aid Trained

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• Where applicable Working at Height Authorised Person Training (SHE30, AP23) • Where applicable Confined Spaces Authorised Person Training (AP17) • Where applicable Petroleum Authorised Person Training (AP8)

Personal • Customer focused • Good people skills • Team player • Organised • Reliable • Trustworthy • Flexible approach • Professional • Approachable • Open to change

Integral ITT Submission / Commercial Hard FM Proposals

Post Ref: Refrigeration Role & responsibilities • Maintain an understanding of the business • Maintaining a high standard of customer service at all times • Attend meetings as required • Ensure compliance with Integral ethical standards and contribute to a positive work experience • Comply with Integral work standards, procedures, and policies at all times • Maintenance and repair of building services installations within technical discipline • Completion of documentation and in a timely manner • The undertaking of call-out duties on a rota basis and to be available for overtime • Ensuring that all accommodation and stores allocated are kept in a clean, tidy and serviceable state • Regular communication with Contract Administrators, Supervisors and Managers • To work in a safe manner with due regard to the environment and the safety of others • Comply with legislative requirements relative to the position • Notify Line Manager of any lapses/breaches in company procedures or control measures • Return all time sheets, report sheets, and other required paperwork to the nominated office within the relevant timescales

Qualifications

• First Aid Trained

• FGAS 2079 Level 2 • IEE 17th Edition Electrical Regulations Certificate • Full UK Driving Licence

Personal

Profile • Customer focus • Technical Knowledge • Knowledge and understanding of working on MOD and US forces estates • Team Player • Well organised and disciplined • Good knowledge of IT systems and their use

• Customer focused • Good people skills • Team player • Organised • Reliable • Trustworthy • Flexible approach • Professional • Approachable • Open to change

Experience • Experience on MOD and US Forces Estates • Facilities Management • Managing People and Customers • Where applicable Working at Height Authorised Person Training (SHE30, AP23)

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2.1 Operational delivery

Post Ref: B&CE Role & responsibilities • Role & Responsibilities • Maintain an understanding of the business • Maintaining a high standard of customer service at all times • Attend meetings as required • Ensure compliance with Integral ethical standards and contribute to a positive work experience • Comply with Integral work standards, procedures, and policies at all times • Maintenance and repair of building services installations within technical discipline • Completion of documentation and in a timely manner • The undertaking of call-out duties on a rota basis and to be available for overtime • Ensuring that all accommodation and stores allocated are kept in a clean, tidy and serviceable state • Regular communication with Contract Administrators, Supervisors and Managers • To work in a safe manner with due regard to the environment and the safety of others • Comply with legislative requirements relative to the position • Notify Line Manager of any lapses/breaches in company procedures or control measures • Return all time sheets, report sheets, and other required paperwork to the nominated office within the relevant timescales

Qualifications

Personal

• Recognised Joinery or Building Apprenticeship with relevant experience • City & Guilds Level 2 or 3 in relevant discipline • Full UK Driving Licence

• Customer focused • Good people skills • Team player • Organised • Reliable • Trustworthy • Flexible approach • Professional • Approachable • Open to change

Profile • Customer focus • Technical Knowledge • Knowledge and understanding of working on MOD and US forces estates • Team Player • Well organised and disciplined • Good knowledge of IT systems and their use

Experience • Experience on MOD and US Forces Estates • Facilities Management • Managing People and Customers • First Aid Trained

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Integral ITT Submission / Commercial Hard FM Proposals

Post Ref: Plumbing & heating Role & responsibilities • Role & Responsibilities • Maintain an understanding of the business • Maintaining a high standard of customer service at all times • Attend meetings as required • Ensure compliance with Integral ethical standards and contribute to a positive work experience • Comply with Integral work standards, procedures, and policies at all times • Maintenance and repair of building services installations within technical discipline • Completion of documentation and in a timely manner • The undertaking of call-out duties on a rota basis and to be available for overtime • Ensuring that all accommodation and stores allocated are kept in a clean, tidy and serviceable state • Regular communication with Contract Administrators, Supervisors and Managers • To work in a safe manner with due regard to the environment and the safety of others • Comply with legislative requirements relative to the position • Notify Line Manager of any lapses/breaches in company procedures or control measures • Return all time sheets, report sheets, and other required paperwork to the nominated office within the relevant timescales

Qualifications • CCN 1, COCN 1, CIGA 1, CDGA 1, CORT 1, ICPN 1, Tightness Testing • Core CCN 1 up to 70 Kw (Domestic) • Core COCN 1 over 70 Kw (Commercial) • Member of Gas Safe • Full UK Driving Licence

Profile • Customer focus • Technical Knowledge • Knowledge and understanding of working on MOD and US forces estates • Team Player • Well organised and disciplined • Good knowledge of IT systems and their use

• Managing People and Customers • First Aid Trained • Awareness of ACOP L8

Personal • Customer focused • Good people skills • Team player • Organised • Reliable • Trustworthy • Flexible approach • Professional • Approachable • Open to change

Experience • Experience on MOD and US Forces Estates • Facilities Management

67

2.1 Operational delivery

Post Ref: Plumber Role & responsibilities • Role & Responsibilities • Maintain an understanding of the business.

• Maintaining a high standard of customer service at all times.

• Attend meetings as required • Ensure compliance with Integral ethical standards and contribute to a positive work experience • Comply with Integral work standards, procedures, and policies at all times • Maintenance and repair of building services installations within technical discipline • Completion of documentation and in a timely manner.

• The undertaking of call-out duties on a rota basis and to be available for overtime • Ensuring that all accommodation and stores allocated are kept in a clean, tidy and serviceable state.

• Regular communication with Contract Administrators, Supervisors and Managers.

• To work in a safe manner with due regard to the environment and the safety of others.

• Comply with legislative requirements relative to the position.

• Notify Line Manager of any lapses/breaches in company procedures or control measures.

• Return all time sheets, report sheets, and other required paperwork to the nominated office within the relevant timescales.

Qualifications • Appropriate City & Guilds qualifications in Plumbing and Experience.

• Basic Electrical Awareness and Safe Isolation.

• Water Hygiene: Appropriate L8 training • Member of Gas Safe • Full UK Driving Licence

Profile • Customer focus • Technical Knowledge • Knowledge and understanding of working on MOD and US forces estates • Team Player • Well organised and disciplined • Good knowledge of IT systems and their use

Experience • Experience on MOD and US Forces Estates • Experience of US Fire Suppression Systems

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• Facilities Management • Managing People and Customers • First Aid Trained

Personal • Customer focussed • Good people skills • Team player • Organised • Reliable • Trustworthy • Flexible approach • Professional • Approachable • Open to change

Integral ITT Submission / Commercial Hard FM Proposals

Post Ref: Fire systems engineer Role & responsibilities • Role & Responsibilities • Maintain an understanding of the business • Maintaining a high standard of customer service at all times • Attend meetings as required • Ensure compliance with Integral ethical standards and contribute to a positive work experience • Comply with Integral work standards, procedures, and policies at all times • Maintenance and repair of building services installations within technical discipline • Completion of documentation and in a timely manner • The undertaking of call-out duties on a rota basis and to be available for overtime • Ensuring that all accommodation and stores allocated are kept in a clean, tidy and serviceable state • Regular communication with Contract Administrators, Supervisors and Managers • To work in a safe manner with due regard to the environment and the safety of others • Comply with legislative requirements relative to the position • Notify Line Manager of any lapses/breaches in company procedures or control measures • Return all time sheets, report sheets, and other required paperwork to the nominated office within the relevant timescales

Qualifications

Personal

• Membership of Institute of Fire Engineers • L3 Diploma in Fire Science and Fire Safety (VRQ) • Full UK Driving Licence

• Customer focused • Good people skills • Team player • Organised • Reliable • Trustworthy • Flexible approach • Professional • Approachable • Open to change

Profile • Customer focus • Technical Knowledge • Knowledge and understanding of working on MOD and US forces estates • Team Player • Well organised and disciplined • Good knowledge of IT systems and their use

Experience • Experience on MOD and US Forces Estates • Experience of US Fire Suppression Systems • Facilities Management • Managing People and Customers • First Aid Trained 69

2.1 Operational delivery

Post Ref: Legionella advisor Role & responsibilities • Role & Responsibilities • Maintain an understanding of the business • Maintaining a high standard of customer service at all times • Attend meetings as required • Ensure compliance with Integral ethical standards and contribute to a positive work experience • Comply with Integral work standards, procedures, and policies at all times • Maintenance and repair of building services installations within technical discipline • Completion of documentation and in a timely manner • The undertaking of call-out duties on a rota basis and to be available for overtime • Ensuring that all accommodation and stores allocated are kept in a clean, tidy and serviceable state • Regular communication with Contract Administrators, Supervisors and Managers • To work in a safe manner with due regard to the environment and the safety of others • Comply with legislative requirements relative to the position • Notify Line Manager of any lapses/breaches in company procedures or control measures • Return all time sheets, report sheets, and other required paperwork to the nominated office within the relevant timescales

Qualifications • City & Guilds LCA9010 – Responsible Person • City & Guilds LCA9011 Responsible Persons • Full UK Driving Licence

Profile • Customer focus • Technical Knowledge • Knowledge and understanding of working on MOD and US forces estates • Team Player • Well organised and disciplined • Good knowledge of IT systems and their use

Experience • Experience on MOD and US Forces Estates • Experience of US Fire Suppression Systems • Facilities Management • Managing People and Customers • First Aid Trained

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• Knowledge of ACOP L8 • Knowledge of current water regulations • Knowledge of BS 6700

Personal • Customer focused • Good people skills • Team player • Organised • Reliable • Trustworthy • Flexible approach • Professional • Approachable • Open to change

Integral ITT Submission / Commercial Hard FM Proposals

Post Ref: Combustion engineer Role & responsibilities • Role & Responsibilities • Maintain an understanding of the business • Maintaining a high standard of customer service at all times • Attend meetings as required • Ensure compliance with Integral ethical standards and contribute to a positive work experience • Comply with Integral work standards, procedures, and policies at all times • Maintenance and repair of building services installations within technical discipline • Completion of documentation and in a timely manner • The undertaking of call-out duties on a rota basis and to be available for overtime • Ensuring that all accommodation and stores allocated are kept in a clean, tidy and serviceable state • Regular communication with Contract Administrators, Supervisors and Managers • To work in a safe manner with due regard to the environment and the safety of others • Comply with legislative requirements relative to the position • Notify Line Manager of any lapses/breaches in company procedures or control measures • Return all time sheets, report sheets, and other required paperwork to the nominated office within the relevant timescales

Qualifications • CCN 1, COCN 1, CIGA 1, CDGA 1, CORT 1, ICPN 1, Tightness Testing • Core CCN 1 up to 70 Kw (Domestic) • Core COCN 1 over 70 Kw (Commercial) • Member of Gas Safe • Member of the Combustion Engineer Association • Certified industrial boiler operative (cert IBO) • Full UK Driving Licence

Profile • Customer focus • Technical Knowledge • Knowledge and understanding of working on MOD and US forces estates • Team Player • Well organised and disciplined • Good knowledge of IT systems and their use

Experience • Experience on MOD and US Forces Estates

• Experience of UK and US Building control systems • Facilities Management • Managing People and Customers • First Aid Trained • Where applicable Working at Height Authorised Person Training (SHE30, AP23) • Where applicable Confined Spaces Authorised Person Training (AP17) • Where applicable Boiler and Pressure Systems (AP 11)

Personal • Customer focused • Good people skills • Team player • Organised • Reliable • Trustworthy • Flexible approach • Professional • Approachable • Open to change •

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2.1 Operational delivery

Post Ref: General mechanic Role & responsibilities • Role & Responsibilities • Maintain an understanding of the business • Maintaining a high standard of customer service at all times • Attend meetings as required • Ensure compliance with Integral ethical standards and contribute to a positive work experience • Comply with Integral work standards, procedures, and policies at all times • Maintenance and repair of building services installations within technical discipline • Completion of documentation and in a timely manner • The undertaking of call-out duties on a rota basis and to be available for overtime • Ensuring that all accommodation and stores allocated are kept in a clean, tidy and serviceable state • Regular communication with Contract Administrators, Supervisors and Managers • To work in a safe manner with due regard to the environment and the safety of others • Comply with legislative requirements relative to the position • Notify Line Manager of any lapses/breaches in company procedures or control measures • Return all time sheets, report sheets, and other required paperwork to the nominated office within the relevant timescales

Qualifications

Personal

• NVQ Electrical or Mechanical apprenticeship • Full UK Driving Licence

• Customer focused • Good people skills • Team player • Organised • Reliable • Trustworthy • Flexible approach • Professional • Approachable • Open to change

Profile • Customer focus • Technical Knowledge • Knowledge and understanding of working on MOD and US forces estates • Team Player • Well organised and disciplined • Good knowledge of IT systems and their use

Experience • Experience on MOD and US Forces Estates • Facilities Management • Managing People and Customers • First Aid Trained • Understanding of UPS systems • Understanding of Generator Controls

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Integral ITT Submission / Commercial Hard FM Proposals

73

2.2 Scope of assets to be maintained covered by the proposal

the detailed scope of HFM provision for each LII sustainment facility Spec 024 We are conversant with MOD Defence Infrastructure Organisation (DIO) Spec 024 asset categorisation which we have successfully deployed within our asset management strategy.

The asset register will be held within our CMMS (Maximo) and will be developed from the Building Information Model (BIM) and be compliant with Spec 024. To achieve compliance with Spec 024 we will deploy our knowledge, experience and relationships within DIO to ensure assets are categorised in accordance with Spec 024.

We will manage condition of assets in accordance with the MOD DIO Asset Physical Condition Grading Methodology (APCGM) version 6 which is complimentary to the Spec 024 asset categorisation.

This approach will ensure compliance with MOD standards enabling effective management and handover of data at the appropriate time.

Principles of Spec 024 Spec 024 sets out the policy for the recording and codification of Land and Property Features such as Land Parcels, Built Assets and Infrastructure held in the MOD. It governs all records relating to Land and Property Features in electronic and non-electronic formats.

There are some basic data management principles applied to all Information Systems / databases and these have guided the data standards set out in Spec 024. The key principles are: •

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Data provenance and constitution – what is to be recorded and what each database record is intended to represent should be clear and consistently applied.

Each database record should contain information about only one feature and all information about one

Integral ITT Submission / Commercial Hard FM Proposals

•

•

•

feature should be recorded in only one database record. Data hierarchies (the relationship between different data elements) should be clear and consistently applied. If there is not a clear definition of what features should be recorded within a database then problems of inconsistent interpretation, lack of complete coverage, nonrequired records and non-exclusivity (overlapping records) are likely to result

of estate management based on appropriate, reliable, relevant and consistent information

Operations that cause an edit should be well defined when maintaining data – well defined rules for when a new record is to be created, when an existing record is to be retired or when the attributes of an existing record are to be amended should be developed and documented.

An efficient and effective approach to estate data management, with MOD recording information once for multiple use

Multiple systems and a master system – where the data about similar features exists in many systems, then those systems should exchange that data, with a master system being used to initiate editing and distribute updates to other systems Through-life unique identifier – all records should be capable of being easily identified and tracked throughout the whole life of the feature by use of a unique identifier. This unique identifier should be referenced in any system where data about that feature exists. Any alias identifiers e.g. management information reference numbers, should be understood and cross-referenced to the relevant unique identifier. Ideally, unique identifiers should be system generated, by the appropriate master system, and not editable by users.

Benefits of Spec 024 Use of Spec 024 will achieve the following benefits: Provision of consistent management information constructed on a standard basis, thus ensuring that well-informed decisions can be made at all levels

Provision of consistent reports and statistics constructed on a standard basis, enabling reliable data to be provided as part of departmental reports, responses to PQ and FOI requests, etc.

Simple and reliable transfer of information between various databases and reliable cross-system reporting

The ability to quickly and easily reconcile lists of assets, and to construct / compare reports sourcing data

Spec 024 Estate Data Structure Definition & Levels of Assets The overarching approach to the classification and referencing / codification of Defence Estate Land and Property Features comprises 4 levels. An example of this structure is shown below.

Level 1 Land & Property Features Tfer to either an area of land recorded as a Land Parcel, or a collection of Land Parcels, that functions as an administrative whole and is referred to as an Establishment.

Level 2 Asssets-built, Infrastructure, Maritime, Rural Spec 024 sets out the treatment of buildings, infrastructure, maritime and rural assets in terms of Level 2 Assets, which are further broken down into Level 3 Elements and Level 4 Sub-elements for both codification and condition grading and monitoring purposes.

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2.2 Scope of assets to be maintained covered by the proposal

A Level 2 built asset is a man-made structure, normally (but not exclusively) a building – that meets the criteria for a Level 2 Asset i.e. a structure / building that is separately identifiable and has a useful life in excess of one year and provides a contribution to the delivery of the output / objectives of the Establishment.

Level 2 assets can also be categorised as infrastructure, maritime and rural assets which again are further broken down into Level 3 Elements and Level 4 Sub-elements for both codification and condition grading and monitoring purposes.

Level 3 Elements Level 4 Sub-elements of Level 2 Built Assets Spec 024 sets out the treatment of buildings, infrastructure, maritime and rural assets in terms of Level 2 Assets, which are further broken down

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Integral ITT Submission / Commercial Hard FM Proposals

Level 3 Elements

Level 4 Sub-elements

External fabric

Foundations / Structure Exterior Walls Flat Roofing Pitched Slate / Tile Metal Roofing Fire Escapes Exterior Doors External Decorations Rain Water goods / Roof Drainage / Soffits and Facias

Fabric

Windows Cladding Interior Walls Floor Ceiling Interior Doors and Trim Internal Decorations

Ventilation and Air Conditioning

Air Conditioning Units Air Handling (Including LEVs) Ductwork and Accessories

Electrical

Building Transformers and Switches Interior Wiring and Circuit Breakers Interior Lighting Energy Management and Controls Generators and Fuel Supply Uninterruptable Power Supply (UPS) Support Equipment (Batteries, Chargers etc) External Lighting

Plumbing

Compressed Air and Other Gas Piping Hot and Cold Water Pipework Waste Pipework Regulators and Values Pumps Sanitary Fittings Water Heaters

Kitchen Equipment

Servery Cooking Equipment Wash Machines

Mechanical

Boilers / Flues / Heaters Lifts Hoists, Cranes and Lifting Equipment

Fire / Alarms

Fire Alarm Panels Detectors Break Glass Points Security Systems

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2.1 Scope of assets to be maintained covered by the proposal

Summary of assets to be maintained The scope of the assets to be maintained will be contained within the asset register within our CMMS.

Level 2 Assets – Buildings Asset The Lightning II Logistic Operations Centre (LOC) The Integrated Training Centre (ITC) Maintenance, Repair, Upgrade, Restoration and Finish (M&F) Facility

Level 3 Assets – Systems within the Level 2 Assets. These details will be available during the design phase of the project.

Service

ITC

M&F

LOC

Lifts and Transport Systems

Y

Y

N

Security Systems

Y

N

Y

Communication Systems

Y

Y

Y

Ventilation Systems

Y

Y

Y

Dedicated Extract Systems

Y

Y

Y

Heating Systems L.T.H.W

Y

Y

Y

Heating Systems - General

Y

Y

Y

Chilled Water Systems

Y

Y

Y

Cooling Systems

Y

Y

Y

Compressed Air and Bottled Gas Systems

Y

Y

Y

Diesel Oil Systems

Y

Y

Y

Building Management

Y

Y

Y

High Voltage Systems

Y

Y

N

Low Voltage Systems

Y

Y

Y

Power Generating Systems

Y

Y

Y

HV Distribution Systems

Y

Y

N

LV Distribution System

Y

Y

Y

Internal Lighting Systems

Y

Y

Y

Emergency Lighting Systems

Y

Y

Y

External Lighting Systems

Y

Y

Y

Small Power

Y

N

N

Electrical Systems General

Y

Y

Y

Fire Detection and Alarm Systems

Y

Y

Y

IT System

Y

Y

Y

Level 4 Assets – comprise the components that make up the Level 3 systems. These details will be available during the design phase of the project and will be included in our detailed HFMP.

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2.3 Methodology for establishing & deploying the necessary services

establishing & deploying the necessary services We will work collaboratively with all stakeholders to ensure we fully understand the assets to me maintained. We will continue to fully engaged during the construction and on-going development phases We will finalise the process of mapping the final planned maintenance requirement against the asset register By applying the PPM schedule against the asset register it allows a PPM forward maintenance register / plan to be created

This will involve the formulation of the planned preventative maintenance (PPM) regime, which will be a combination of: •

MOD Hard FM schedules and tasks

•

SFG20

•

Industry best practice

•

Manufacturers maintenance requirements

This will provide a PPM schedule / job plan which can then be mapped against the asset register. The asset register will be populated on to our CMMS in 4 levels (in accordance with MOD Spec 024), these levels being: •

Level 1 Establishment (MRAM)

•

Level 2 Building (building number 600 LOC)

•

Level 3 System (Electrical System)

•

Level 4 Components of Level 3 (distribution board, lighting circuits, etc.)

The asset register will hold various elements of information and also be cross referenced to the information held within the Asset Information Model (AIM). The key information fields held within the asset register are:

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•

Building number

•

Location within building

•

Asset description

•

Make or manufacturer

•

Manufacturer details and specifications

•

Design / building drawings

•

Model name / number

•

Serial number

•

Year of manufacture / installation

•

Condition of Item (A to E as per agreed asset condition guidelines)

•

Asset criticality (0 to 25 / 1-5 as per agreed asset criticality guidelines)

•

Maintenance strategy (PPM, RTF)

•

Inspection frequency

•

Statutory inspection requirement

•

Cost of maintenance / ownership (labour / non-labour)

Integral Integral ITT ITT Submission Submission // Commercial Commercial Hard Hard FM FM Proposals Proposals

•

All other relevant ancillary functions (such as spares control, interface to asset accounting etc.)

•

Photographs

•

Operational criticality

Compliance By applying the PPM schedule against the asset register it allows a PPM forward maintenance register / plan to be created. This informs us of the labour and specialist supply chain requirements.

Factored into this planning will be employee holidays, operational requirements / restrictions and any other factors required.

This approach will allow for full labour utilisation, not only on the delivery of planned services, but also ensures we have the capacity / ability to react to any emergency or reactive situation. Our plan will be shared all stakeholders, ensuring a joined-up, seamless approach.

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2.4 Proposed technology (i.e. CMMS, Hand-helds etc.)

proposed technology We will implement IBM Maximo for the delivery of the O&M Services. Maximo is fully enabled with hand-held technology, delivering significant, meaningful levels of productivity Data held within our proposed CMMS system can be easily migrated into other systems full collaboration BAE Systems, end users and RAF Marham Base and facilities staff will be provided with full familiarisation training on the Maximo system to support the successful implementation

Balfour Beatty and Integral UK have formed a partnership to provide Services for these facilities. Integral will implement IBM Maximo as its chosen Asset Management System, which will encompassing the planned and reactive maintenance of all agreed LOC, ITC and M&F assets.

We will implement Maximo to create an integrated asset management tool, enabling an individual asset-centric maintenance approach, as well as informed investment planning and automated works approval. Through the capturing of comprehensive asset data we will be able to model performance and interventions over their operative life, increasing performance and minimising through-life cost.

The quality of the asset data provided at the end of construction will have a direct impact on how efficiently the new facilities are operated. We have worked closely with Balfour Beatty’s BIM team and our internal Project Engineering Division during the ROM and current tender periods to develop a strategy which ensures that all data produced during design and delivery is formatted for use within Maximo.

This is a workflow that Balfour Beatty have developed over a number of years, firstly through their FM subsidiary, Balfour Beatty Workplace and subsequently through delivery of projects where the requirement has extended to the provision of O&M Services. Furthermore, we will ensure that all asset data provided is in accordance with MOD Spec 024 to provide on-going flexibility for the management of the buildings into the future.

We propose that the Maximo system will be our primary contract management tool, and by implementing a system of real time data capture from our engineers we will be able to provide live reporting and detailed asset performance data.

This mobile interface of hand-helds, will also provide the flexibility to raise, approve and integrate reactive works alongside the delivery of planned tasks on site, increasing operative productivity and reducing the unit cost of those tasks.

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Integral ITT Submission / Commercial Hard FM Proposals

Digital technology Maintenance will be monitored in real time using Maximo. Maintenance staff will provide live data using mobile PDA and tablet technology including location data for operatives where possible, and we will refine the works programme based on site events. Dynamically rescheduling at a shift level will drive efficiency by increasing attendance output and reducing down time of the on-site resource. Our productive and non-disruptive service will integrate priority works into a planned schedule to reduce reactive call-outs.

Data migration The data held within Maximo will be able to be migrated effortlessly into alternative software solutions such as propmain, tririga or concept, should this be required.

This may be relevant if the responsibility for O&M Services is contracted to another party following the initial period, or if responsibility for the on-going maintenance of the new facilities is included within the wider base maintenance strategy. Clearly, at this stage, we are unable to confirm what system will be used by the wider operating base at the end of the five year period, and indeed who the wider Base FM contractor is likely to be. However, as a widely used industry standard in delivering FM via a computer maintenance system, the use of Maximo at this stage will not preclude or hinder a subsequent change at a later date.

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2.5 Proposed safety management system

proposed safety management system Integral operate a fully conversant BS EN OHSAS 18001 Health & Safety Management System - as well as industry recognised CHAS and SafeContractor Accreditations.

RosPA Gold Award Winners 2015 & 2016.

Our Quality and Safety Management System, along with dedicated Health & Safety Personnel, will ensure service delivery is achieved in a safe and compliant manner.

We will update our management systems to ensure any specific arrangements for this contract, as well as specific hazards from the RAF Marham assets are reflected within; along with adapted procedures to ensure compliance and risk mitigation.

Risk Assessments and Method Statements, aligned to our BS EN ISO 9001 accreditation, will be used for all planned and reactive works and will form part of each sites’ documentation. Audits will be undertaken by the on-site Manager, our Regional Operations Manager and additionally Integral’s Quality and Compliance Team, who will undertake Quality Assurance/Compliance Audits in line with current legislative standards and policies.

To ensure sustained quality we will regularly review agreed measures; confirming they remain relevant and achievable. At agreed frequencies, bespoke “Toolbox Talks” will be conducted for training, compliance and legislative purposes. We will provide regular technical updates to the service delivery team with regards to Spec 024 and other appropriate standards.

Proactive Monitoring - At all levels within the organisation health and safety performance is a mandatory deliverable and must be monitored and applied at all times. All members of staff will have a key responsibility to ensure they are proactively monitoring their own performance as well as the colleagues and teams they work with.

Our Health, Safety and Compliance Team will undertake a series of pre-agreed audits and inspections of works being delivered across the RAF Marham estate, and will communicate with Contract Management and Operatives on their safety methodologies and approach to working.

Each audit and inspection will be recorded on our CMMS system and will be collated and presented in an accessible format at pre-agreed frequencies.

This data will be utilised and reviewed for; •

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Areas for improvement

Integral ITT Submission / Commercial Hard FM Proposals

•

Areas of concern and subsequent Lessons Learnt

•

Legislative amendments and implementation (Spec 024 & SFG20)

•

Commendation on best practice

•

Communication sharing

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2.6 Branding

branding A shared brand of all stakeholders will be employed throughout the Hard FM period

86

We will developed a unique branding solution for the delivery of Hard FM services to the F35 Freedom of Action Facilities. A shared brand of all stakeholders will be employed throughout the Hard FM period and this branding will reflect the collaborative approach adopted by both parties.

2.7 Monitoring performance

Integral ITT Submission / Commercial Hard FM Proposals

monitoring performance The On-site Manager will have authority and accountability for interfacing with Integral’s off-site Management and appropriate RAF Marham Stakeholders.

Please refer to 2.14 Performance Management and Performance later in this chapter.

Service Delivery Performance (SDP) will be cascaded down via common records, meetings and action notes to all members of the operational team.

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2.8 Service stream scope delivery, capability & ethos

service, scope, capability & ethos We will develope specific control processes for all four work streams

Your service requirements

All proposed processes have been tried and tested within an MOD / Critical Site environment

We have reviewed you services requirements, reporting functions and measurement criteria and confirm we have the capability, experience and ethos to deliver and exceed your requirements. We have included you service requirement response summary below.

HELP DESK

Helpdesk Call back to customer ( all service streams ) relating to Net Promoter

All Customer logged calls

Completion

>50%

Call back to customer all changes to Status response to original customer requests

All Status changes impacting all completion dates

Completion

>50%

Customer complaints

Response and closure to Customer complaints

Customer Request for Information

All Customer logged requests

Service Excellence Measurement

Collate and present Customer feedback to obtain Net Promoter Scores for each

Response

5 Days

100%

Completion

10 Days (or as agreed with

100%

Response

48 Hours

100%

Completion

7 days (Or as agreed with

100%

Monthly

100%

HARD RFS

Response Maintenance

88

1

H&S, Statutory obligations, production work stopped

2

Production work affected, Facilities & Services affected

3

General repairs to buildings, plan or infrastructure

4

Major Repairs, Planning required to effect repair

Response

1 hour

100%

Completion

1 day

100%

Response

2 hours

90%

Completion

2 days

90%

Response

1 day

90%

Completion

7 days

90%

Response

none

Completion

28 Days

90%

Integral ITT Submission / Commercial Hard FM Proposals

HARD PPM

Planned Maintenance Critical / Statutory

Maintenance delivered to meet HSE statute and ACOP

Completion

Within calendar month when due

100%

PPM (HVCA)

PPM programme introduced in accordance with (HVCA maintenance guide SFG20 and manufactures recommendations to plant, assets and primary systems contained within the master scoping document

Completion

Within calendar month when due

90%

Service Compliance

All tasks and activities carried out to the standards outlined in the standards of protocol. All engineers to be approved by an authorising engineer before commencing tasks and activities (Including WO Types AIA, CM, PdM and PRM)

Completion

Within calendar month when due

90%

PROJECT HANDOVER

PROJECT DELIVERY

HARD LCM

New Works Database accuracy

Compliance

85%

Asset performance reports

Compliance

80%

Statutory Maintenance

Compliance

100%

Critical Assets availability

Compliance

95%

Middle band

Compliance

80%

Non-critical assets

Compliance

65%

Average asset availability

Compliance

80%

Dilapidation Reports

Compliance

4 per year

Identification of critical spares

Compliance

100%

Evidence of Governance for changes

Compliance

95%

Audit results

Compliance

95%

Provide costs and Business Case

Compliance

<= 2 weeks

Provide confirmed project plan

Compliance

<= 1 week

Unplanned business disruption

Compliance

<0

Issue of Health & Safety files

Compliance

<= 4 weeks

Issue of Operating Manuals

Compliance

<= 4 weeks

Handover process compliance

Compliance

100%

Maintenance regime loaded onto CMMS for new

Compliance

100%

Affected staff, training for new installations

Compliance

100%

Commissioning documentation to support acceptance of projects

Compliance

100%

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2.8 Service stream scope delivery, capability & ethos

Service Stream 1 - Helpdesk We have detailed how we will manage Service Stream 1 in the previous section, our process chart is included below.

Helpdesk Process

Helpdesk process Call to Helpdesk

Valid Caller

No End Call

Close Call Record

Inform Caller

Yes Close Call Record

No Valid Asset Helpdesk Survey Yes

Inform Caller

No

Raise New Work Service Requirement on Forward Works Register

Service Request in Scope Yes

Inform Caller

No

Response Request

Yes Response Cat 2, 3, 4

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Response Cat 1

Integral ITT Submission / Commercial Hard FM Proposals

Service Stream 2 - Response Maintenance Cat 1, & Cat 2, 3 & 4 Our Response Maintenance processes have been developed to recognise the required service levels These processes reflect our proposed service delivery solution and the mix of self-delivery and specialist supply chain.

These processes are embedded within our CMMS and have a deeper dynamic maintenance scheduler that allows a weekby-week, day-by-day, hour-by-hour control process of the programmed / planned services and resource requirements. By monitoring task performance and failure rates, we can monitor the service delivery performance against agreed KPIs. All data will support a spend model, failure model and life cost profile for each asset and ultimately the estate of the 3 buildings. Underpinning the response maintenance process is the work ordering process that provides all associated task Response Category 1 Process and cost information for approved tasks. This supports reporting, invoicing and asset cost of ownership.

We have produced two process flow charts for Cat 1 works and Cat 2,3 and 4 detailed below.

Response Category 1 process

Helpdesk

YES

Are the Emergency Services required

In Contract Scope of Contract?

NO

Yes

Yes

Work order raised and auto approved.

Dispatched by scheduler

YES

NO STOP Advise if possible

The Emergency Services have been contacted

End User informed that they must remain in the vicinity of the Asset

Yes

Occupied Asset

No HelpDesk contacts the Emergency Services and calls back to conďŹ rm

TFM Operative to attend

Integrated Supply Chain Call Out

NO

No

Work order raised and auto approved.

Dispatched by scheduler

See process for accessing keys

Specialist Call Out

No

Yes

YES

Operative contacts HelpDesk and End User on arrival

End User in attendance

No

Advise HelpDesk HelpDesk advises End User and TFM Line Manager

YES

Work can be completed safely

Yes

Work is made safe and can be completed at time of visit

No

YES

Advise HelpDesk HelpDesk advises End User and TFM Line Manager

Advise HelpDesk work complete.

HelpDesk advises End User

No NO

Work is made safe Yes

No

Follow on work is required Yes

Response Process

Yes

HelpDesk advises End User

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2.8 Service stream scope delivery, capability & ethos

Service Stream 3 - Planned Maintenance Our Response Maintenance processes have been developed to recognise the required service levels.

Helpdesk

These processes reflect our proposed service delivery solution and the mix of self-delivery and specialist supply chain. These processes are embedded within our CMMS and have a deeper dynamic maintenance scheduler that allows a week-by-week, day-by-day, hour-by-hour control process of the programmed / planned services and resource requirements. By monitoring task performance and failure rates, we can monitor the service delivery performance against agreed KPIs. All data will support a spend model, failure model and life cost profile for each asset and ultimately the estate of the 3 buildings.

Underpinning the response maintenance process is the work ordering process that provides all associated task and cost information for approved tasks. This supports reporting, invoicing and asset cost of ownership We have produced a process flow chart for our planned YES maintenance work stream on the following page.

No Establish Problem Codes and Failure Classes and Assign Response Category 2, 3 or 4 YES Work order raised and auto approved.

NO

Response Category 2, 3 & 4 process

TFM delivery

NO

YES

Work order raised and auto approved. Auto dispatched to ISC

TFM Scheduler agrees am/pm appointment with End User Written conďŹ rmation is sent to End User (choice of e-mail of letter)

ISC Scheduler agrees am/ pm appointment with End User Written conďŹ rmation is sent to End User (choice of e-mail of letter)

New Works Process

Operative contacts End User 1 hour before arrival (phone or text)

HelpDesk informed

Access available

YES

YES

Work is outwith the scope of work

Work can be completed on one visit

Work order raised and auto approved.

Dispatched by scheduler

NO 2nd appointment to be made

HelpDesk End User and informed, contacts access arranged NO

Follow on work is required

No

NO

YES

YES - TFM No

YES ISC and SC End User informed and work completed

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Advise HelpDesk work complete

Integral ITT Submission / Commercial Hard FM Proposals

HelpDesk informed and new request raised – see RM Process

Advise HelpDesk work complete

Yes Follow on W/O required

End User informed and work completed

No

WO Completed - TFM Operative updates system using handheld.

Operative advises End User Use Part & Record YES Is in Van Stock?

Operative Raises PO to X - <£250?

NO

YES

Part is collected or delivered

Sends PO to Supplier X

PO Item recorded against W/O

YES

NO

Scheduler approves PO to X - >£250

NO

Stop – Escalation process

YES

Raise PO from original W/O to SC and Send

Material Reqd?

PO auto dispatch with est cost

PO created

Yes No

NO

HelpDesk informed and new request raised – see RM Process Further Operative required

Supply Chain Attends with Operator and completes work

YES - SC

ISC

Advise HelpDesk work complete

Yes Follow on W/O required

No

End User informed and work completed

YES

Another Operative required

YES

Phone and additional Operative Attends

WO Completed - TFM Operative updates system using handheld.

Operative advises End User

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2.8 Service stream scope delivery, capability & ethos New Work Service Requirement Captured on Forward Works Register

Service Stream 4 - New Works The New Works process ensures that all stakeholders have complete visibility of all new work service requests and are in control (at all times) of investment decisions to support operational output.

Generate Outline Design and Rough Order of Cost (ROC)

This process has been utilised in similar environments through various service delivery solutions, and has been embodied within our CMMS. The CMMS provides a transparent and auditable route through the new works process for all parties.

Internal Source

New Work Service Requests can be raised through the helpdesk, or directly with a member of our on-site team, and will be captured on a pre-agreed, appropriate format. This will provide a mechanism to ensure that all requests are captured.

Update ROC

Agreed Procurement Action

NO

Is ROC Acceptable?

YES

Update Forward Works Register

All New Works Register items will be processed in a controlled manner: •

Outline Design and Approximate Order Cost

•

Develop design and prepare final price

•

BAE Systems approval

New Works process

BAE Systems Select items from Forward Works Register

Develop Design and Prepare Final Price

Is Final Price Acceptable?

Update Forward Works Register

NO

Update Final Price

Yes Sign Off Task Order

Update Forward Works Register

Work Order Approved and Auto Sign Off

Deliver New Work

Work Order Complete and Sign Off

94

Update Forward Works Register

Integral ITT Submission / Commercial Hard FM Proposals

95

2.8 Service stream scope delivery, capability & ethos

our capability history

1500

company turnover

in-house

The organisation was formed in 1957 under the name of MJN Limited and was rebranded as INTEGRAL through a management buyout in January 2005.

Mobile Engineering staff

delivery ethos

2015 ÂŁ375m 2015 ÂŁ65m (Projects)

Resident Engineers

95%

93%

staff

retention

customer

retentive rate

quality accreditations

sectors experience > Corporate > Commercial > Leisure > Retail

500

> Health > Public > Financial > Pharmaceutical

> ISO 9001 > ISO 14001 > OHSAS 18001 > Safecontractor / CHAS

capabilities & expertise > M&E Maintenance > Critical - Uptime > Refrigeration > Combustion > Fabric Maintenance > Electrical Testing > Industrial Refrigeration

96

> Special Pumps > Condition Monitoring > BMS > Fire Systems > 24/7 Help Desk > Energy > Security & Access

> Sustainability - Carbon Arc > Project Management > Design & Build > Fit Out / Refurbishment > Sprinklers > ESOS Assessments > Cleaning

Integral ITT Submission / Commercial Hard FM Proposals

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2.9 Helpdesk proposal

helpdesk proposal Our local Newmarket Office Facility will provide on-going support to on-site staff and operations We will offer 24/7 support Added resilience through local mobile contingency and management support Integral Helpdesk statistics

Work stream 1: Helpdesk Our approach We propose to place a dedicated Administrator as part of the on-site team at RAF Marham. This will allow for continual development of site-specific knowledge, add resilience to our service delivery offering over time and ensure a joined up â&#x20AC;&#x2DC;one team approachâ&#x20AC;&#x2122;. The Helpdesk will be based at our local Newmarket operational facility, through Kelly Flack (Helpdesk Manager) and her team.

- 450,000 calls per annum - 4,000 out of hours calls per month

Helpdesk management

- 22,000 new work orders per month

Kelly Flack will be responsible our Helpdesk service.

The on-site Manager will be responsible for day-today response performance, and will ensure that daily team briefings take place to ensure any previous incidents, issues or alerts are shared to ensure effective communication between shifts and across locations.

- 57 Helpdesk Administrators - Web portal and technology integration

Kellyâ&#x20AC;&#x2122;s team will work a shift system covering core business hours, and we will ensure 24/7 cover through a designated out-of-hours Helpdesk facility.

We will ring-fence Helpdesk personnel to ensure site and stakeholder familiarity. The use of historical call data, our PPM programme, and our combined asset register will determine the appropriate level of resource over the life of the contract.

Contingency & succession planning Within her team, Kelly has access to senior operators capable of providing succession for her role in the event of short or medium term absence. We can be certain that there will be consistent resource and contingency support for this contract.

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Integral ITT Submission / Commercial Hard FM Proposals

Helpdesk team

Helpdesk team training

Our helpdesk team will be trained around the suite of services and specific workflows to ensure the effective and conscientious handling of calls. This team of technically trained helpdesk staff will provide a 24/7 service using our Maximo CMMS system to co-ordinate and track our operations which include call handling / logging, order placement, monitoring and reporting system for all provisions - Planned Maintenance, Responsive Maintenance, Minor New Works and Defects reporting.

Training is extensive to ensure operators have the in depth knowledge to assess problems and assign the right resources. All helpdesk operators (including contingency staff) will undergo, but not limited to, the following training:

The helpdesk service will act as the communication hub for all facilities management matters and will: •

Be effective, flexible end efficient in coping with varying demands

•

Provide a high level of customer care to all RAF Marham stakeholders

•

Co-ordinate resources to ensure maximum benefit to the estate

•

Co-ordinate emergency responses in a proficient and professional manner

•

Provide recording and reporting services for BAE Systems staff

Customer experience: create a specific bespoke training package for helpdesk staff to meet the needs of the customer Service call management: the initial call handling is key to ensuring we meet the needs of the customer and we will develop suitable call handling trees for staff Listening skills: training will be provided to ensure our staff are confident and able to communicate and listen actively to customers that call the helpdesk Escalation procedures: the system process will define the escalation process and staff will be trained in how to effectively and sympathetically escalate issues that arise Customer emergency procedures: we will ensure that our

85%

24/7 Help desk

productivity

4,000 out of hours calls per month 450,000

57

CMMS Package: we will provide a bespoke training package for our system which will address all levels of knowledge and understanding. There will be follow up training to meet any training gaps

Help desk administrators

calls per annum

MIS Web portal & technology integration capability

18,000 New work orders each month

99

2.9 Helpdesk proposal

helpdesk staff are able to calmly and clearly manage emergency calls using suitable training packages Operational areas of the customer premises: we would look to have our helpdesk staff visit the RAF Marham premises so as to allow them to understand when they do receive a call the importance of the message they are interpreting.

Call handling protocol Through the call handling protocol we look to understand the level of interaction the caller would look for and ensure we provide the appropriate responses. This will include as a minimum a response within 15 minutes, back to the caller, informing the caller of the actions taken.

All calls will be handled and logged within the CMMS using telephone, Internet or e-mail and each will have a unique number. The call will be allocated the correct delivery requirement based on the call handling protocol to ensure we meet the performance requirements.

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CMMS, MAXIMO The Helpdesk Service will be fully integrated with our CMMS, Maximo. It ensures all requests are captured at a single point in a consistent manner. Requests are received and recorded and the tasks are automatically workflowed to the relevant resource. The relevant service team leaders have responsibility for ensuring these tasks are completed and the Maximo Management System updated accordingly.

The CMMS will be a consistent, integrated, single point of reference for all activities provided by the service delivery. The system will provide all necessary assurance and reporting required to allow strategic decision making by the responsible individual including those providing absence cover. The system will align the service delivery to our service stream leaders and ensure that they are informed of requirements as they are raised on the system and as they progress to completion.

Management will use our Maximo CMMS reporting tools to track outcomes within the service and investigate any instances of exceptional performance, both poor and excellent. All qualitative feedback captured through our customer satisfaction surveys regarding the helpdesk will also be co-ordinated and acted upon as part of our wider continual improvement programme.

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2.10 Quality systems employed (Integrated Management Systems)

our management systems Our safety management system forms part of our broader integrated management system and meets the requirements of BS EN ISO 9001:2008, BS EN ISO 14001:2004, and BS OHSAS 18001:2007 We have delivered various MOD contracts across the UK We operated a certified Quality Management System (QMS) aligned to BS EN ISO 9001:

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Combined management systems Integral will utilise its three main Management Systems as the fundamental Integrated Management System (IMS)

Integral ITT Submission / Commercial Hard FM Proposals

Quality management system We will deliver the contract by utilising our QMS which meets the requirements of BS EN ISO 9001:2008.

The QMS will form part of a broader integrated management system which will also meet the requirements of BS EN ISO 14001:2004, & BS OHSAS 18001:2007.

Our QMS includes a structured framework that supports our written instructions necessary to ensure the effective planning, operation and control of our processes. These QMS documents provide the means by which we ensure that: • Employees understand their responsibilities and how they are to be discharged • Activities are adequately controlled and are performed consistently • Activities are performed in a safe and costeffective manner • The requirements of the customer are met in the most cost-effective way • Audit and review is structured and adds value • Determine the processes needed for the quality management system and their application throughout our organisation • Determine the sequence and interaction of these processes • Determine criteria and methods needed to ensure that both the operation and control of these processes are effective • Ensure the availability of resources and information necessary to support the operation and monitoring of these processes • Monitor, measure where applicable, and analyse these processes • Implement actions necessary to achieve planned results and continual improvement of these processes.

QMS continuous improvement The QMS will form part of a broader integrated management system which will also meet the requirements of BS EN ISO 14001:2004, & BS OHSAS 18001:2007.

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2.11 CMMS asset management system & strategy

computerised maintenance management system (CMMS) Our CMMS will provides a task-orientated, reliable and condition based approach to asset maintenance Maximo has a Planned Maintenance Module and within that a dynamic maintenance scheduler that allows a week-by-week, dayby-day, hour-by-hour control process for programmed /planned services and resource requirements We will work collaboratively with all stakeholders to ensure that our CMMS is fully integrated with all phases of the project - design, construction, commissioning, handover and perfect landings, and FM support

Our Computerised Maintenance Management System (CMMS) for the management of services and asset management activity will be Maximo.

Maximo is a fully integrated business process and taskorientated asset management system. Data is captured and stored in the system based on work types, for example; Planned Preventative Maintenance, Response Maintenance, New Work, Cleaning, Security, etc. Each work type will have a range of job codes, problem codes, priorities, and KPIs. All requests whether reactive or additional works are treated the same and have a specific job plan, priority, and means of measurement.

We will work collaboratively with all stakeholders to capture business processes and contract intelligence and ensure they are correctly entered in to the Maximo system. This approach ensures when requests are received, information is available at the first point of contact for the operator to make an accurate diagnosis of the task required and assign the correct priority and despatch the appropriate delivery team, detailing the correct tools and materials to undertake the task.

Alongside the business processes, automated workflows will be implemented within Maximo to ensure the process of completing the task is efficient. These workflows will interface with the business processes of our delivery team who will be issued with hand-held devices to receive task and scheduling information.

Maximo has a Planned Maintenance Module and within that a dynamic maintenance scheduler that allows a week-by-week, day-by-day, hour-by-hour control process for programmed/planned services and resource requirements. By monitoring task performance and failure rates, we monitor the service delivery performance against agreed KPIs. All data supports a spend model, failure model and life cost profile for each asset and ultimately the estate.

The asset register within our CMMS will capture all asset data referenced using MOD Spec 024 including, but not limited to:

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delivering engineering excellence

•

Building number

•

Photographs

•

Location within building

•

Operational criticality

•

Asset description

•

Compliance.

•

Make manufacturer

•

Manufacturer details and specifications

•

Design / building drawings

•

Model name / number

•

Serial number

•

Year of manufacture / installation

•

Condition of Item (A to E as per agreed asset condition guidelines)

•

Asset criticality (0 to 25 / 1-5 as per agreed asset criticality guidelines)

•

Maintenance strategy (PPM, RTF)

•

Inspection frequency

•

Statutory Inspection Requirement (SIR)

•

Cost of maintenance / ownership (labour / nonlabour)

•

All other relevant ancillary functions (such as spares control, interface to asset accounting etc.)

Our CMMS will provide asset management, asset tracking and trend analysis functionality and the ability to report on historical data, to include information against all service provision.

The CMMS has an in-built reporting suite that provides the capability to develop a suite of contract performance specific reports and will provide asset management, asset tracking and trend analysis functionality to report on historical data to include information against all service provision. These reports will be developed collaboratively with appropriate stakeholders to ensure an open and transparent performance environment.

The CMMS data strategy across the Design, Construction, Commissioning / Handover and Support Phase with key activities is shown overleaf.

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2.11 CMMS asset management system & strategy CMMS interface

CMMS reporting Dashboards

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Computerised Maintenance Management System

MAXIMO

Input to Design Reviews for Through Life Value Engineering

Build Asset Model in CMMS

Complete Upload BIM Data in CMMS

Categorise Design to Spec 024

Build Data Transfer Model BIM to CMMS Model in CMMS

Upload all Commissioning and Handover Data

Align BIM Model to CMMS Asset Management Data Model

Data Transfer from BIM to CMMS

Upload Commissioning Data into CMMS Data in CMMS

Develop PPM Schedule

Finalise PPM Schedule

Develop Outline Reporting Suite Schedule

Finalise Reporting Suite

Develop Critical Plant Register

Finalise Critical Plant Register

Support Phase

In Service

Commissioning and Handover Phase

Practical Completion

Construction Phase

Building Completion

Design Phase

Maintain and Update Asset Data

Deliver Planned Maintenance

Deliver Response Maintenance

New Works and Drawing Updates

Review, Develop & Deliver Lifecycle Replacement

MOD Defence Infrastructure Organisation Standards

SPEC 024 & Asset Physical Condition Grading Methodology 107

2.12 Workload management strategy

workload management strategy We will utilise a dynamic scheduler within our CMMS to plan all delivery activities.

This will ensure that jobs are only given to operatives with the correct skill-set and capacity to effectively complete Our dynamic scheduler will be pre-populated with the PPM schedule, so these activities are automatically issued to operatives via their handheld devices

We will use a dynamic scheduler within our CMMS to allow the correct planning of all activities required to support the three new facilities.

MThis scheduler will be programmed with operatives qualifications so it only assigns jobs that can be undertaken by certain trades / competencies. Additionally it will record planned employee absenteeism (holidays), so jobs arenâ&#x20AC;&#x2122;t allocated to operatives on annual leave.

When the helpdesk are allocating works to operatives the dynamic scheduler will review the current workloads of operatives whom are competent to carry out the works required and allocate the jobs on this basis. If these works are an emergency / very urgent the scheduler can be manually overridden to prioritise the resolution of the emergency or very urgent works.

The dynamic scheduler is pre-populated with the planned maintenance schedule and therefore allocates these works automatically to the operatives via their handhelds. The utilisation of hand-held technology allows us to manage the labour resource to achieve maximum capacity achieved by each operative.

There will be an expected time allocated against each task and this will be monitored on a monthly basis by the On-site Manager to examine the variances between the expected allocated time and actual time taken to complete a task. By constantly reviewing and evaluating productivity we can identify opportunities for greater efficiencies. â&#x20AC;&#x192;

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2.13 Life cycle management

asset life cycle / condition reporting In conjunction with appropriate stakeholders we will develop our initial Life Cycle Management Plan once detailed design is complete We will utilise the Building Information Models (BIM) and Project Information Models (PIM) to continuously update our Asset Register via data drops to our CMMS Once the facilities are complete we will convert the PIM into an Asset Information Model (AIM) and produce a final Asset Register that will include life cycle data During our annual inspections, pre-populated life cycle data from the asset register will be used to inform the inspector of any undue degradation of plant and equipment.

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Asset Condition reporting will become an on-going part of the planned maintenance activities for the engineers, as service delivery develops.

Our aim would be for all the classification information on the asset condition surveys to be uploaded onto our CMMS system following the planned maintenance visit and would feed into a “Maintenance & Asset Replacement programme” for RAF Marham assets.

The benefits of this approach are: •

Planned and Reactive maintenance regimes will be directly linked to an assets condition and lifecycle – taking account of warranty management and conflicting priorities

•

Asset Condition Surveys are linked to planned maintenance activities and are thus subject to regular review and updating during the length of the contract

•

It enables an “asset intelligence” approach across all elements of the PPM and lifecycle frequencies

•

Intelligent budgetary forecasting for capital replacement programmes and maintenance and reactive reduction priorities

•

It provides the opportunity to reduce the maintenance scope on assets due to be replaced, thus saving RAF Marham resources

•

We would look to develop with appropriate stakeholders an Integrated Asset Management Strategy, which is closely aligned to the requirements of ISO55000

2.14 Performance management & reporting

Multi-disciplinary Management meetings will be held to discuss Quality, Health and Safety, Performance, (including KPIs and SLAs), PPM Programme, Reactive works analysis, Environmental matters and Budget performance

and Balfour Beatty to review the contract documentation in detail. This ensures that all personnel involved in the delivery of services fully understand the continuing commitment made by Integral. We will agree and accept a common “bridge the gap” approach in the seamless delivery of services, addressing any issues raised and effectively communicating service delivery to each other.

To ensure sustained quality we will regularly review agreed measures; confirming they remain relevant and achievable

We will implement a Remedial Action and Escalation Plan for Continuous Improvement (CI). This will be overseen internally by our Internal Audit Team ensuring actions are completed. Alongside this;

monitoring performance Our on-site Manager, along with wider operations, will be responsible for monitoring the performance of on-site activity.

Our objectives will be to ensure that every the 3 buildings are; •

Safe and compliant

•

Always open/available for use

•

Maintained to agreed service levels

•

Comfortable for stakeholders, staff and visitors

•

Cost effectively maintained and environmentally friendly

•

Our Health & Safety Team will liaise with the relevant stakeholders and assess any improvements following a safety incident

•

Our HR Manager will support actions taken from a employee welfare issue/investigation

•

Our Administration Team will conduct targeted surveys and checks on stakeholder satisfaction regarding changes made.

•

Our Audit/Compliance Team will collate actions from across our many business functions and ensure this drives national and local improvement in policies, performance, staff selection, training and support.

Our ‘One Team Approach’ will allow for members of our service delivery teams to move away from being transactional based to more relationship orientated.

This will be achieved through tailored workshops and toolbox talks and specific training, to facilitate a customer focussed Service delivery.

To measure continued compliance with contract requirements and the process for continuous improvement, we will conduct regular meetings with our management team and key staff from BAE Systems 111

2.15 Management & use of BEMS

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management & use of BMS The successful implementation of the BMS system to manage and control the MEP systems will greatly assist the environmental / energy targets for BAE Systems and also the maintenance of the buildings It will be our intention to link all 3 buildings to a central BMS System - allow for central monitoring, instant response and develop a proactive maintenance strategy Where the helpdesk receives a call relating to system failure, our engineers will initially check the BMS remotely to ascertain system functionality

The BMS is a computerised system that allows the control of multiple systems within a building or indeed collection of buildings. The BMS uses sensors to provide information to the BMS controller on the status of temperature, running state (on or off), counters from meter readings.

Then actuators are used to control or adjust components of the system â&#x20AC;&#x201C; such as switch systems on and off, control valves and pumps, etc.

The ability to monitor elements of the HVAC system, possibly lighting controls and utilities meters will allow a single point of monitoring, adjustment and preventative maintenance to be undertaken remotely â&#x20AC;&#x201C; saving any wasted visits by engineers.

All the set points for the building system can be programmed into the BMS therefore controlling when the heating is switched on and off, saving energy consumption and reducing environmental impact. The energy policy for each building needs to be finalised precommissioning so the best use can be made of the BMS controls.

Additionally, many of the weekly plant checks will be undertaken via the BMS System. The operation of valves and pumps can be remotely operated and their performance recorded, which can vastly reduce the time required for an engineer working on an asset, especially if these checks can be undertaken outside core normal working hours.

During the final design stage we will work with appropriate stakeholders to ensure optimisation is derived from the installation of the BMS system and the possible system / facility system connectivity is maximised.

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2.16 Minor new works delivery & resourcing model

minor new works delivery We have developed a bespoke control process for managing new works requirements; this is detailed earlier in our Service Delivery Proposal (2.7 New Works Process)

Integral has extensive experience in delivering minor capital works / ad hoc projects our Projects Division is based at our local Newmarket office.

We propose holding a meeting at a preagreed frequency to develop a New Works Strategy. This will allows for minor works resource requirements to be planned and integrated with other work streams

•

Minor Capital Works overview; Projects Divisions •

Separate Resource from maintenance teams

•

Undertake works from pre-construction to furnishings/fittings

•

Values up to £1m coordinated and delivered through local teams

•

Projects £1-20m delivered by Integral contracting divisions

•

Open book and transparent costing methodology

•

Integral would benchmark costs

•

Dedicated National procurement resource to maximise discount

•

Self-delivery – greater control of quality and timeframe of projects

We will work collaboratively with all appropriate stakeholders to fully understand requirements, assist with a scope of works being developed and offer assistance and advice on other options / solutions..

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2.17 Customer & service excellence

service excellence Our helpdesk is the focal point for customer interaction and we have developed a solution that meets user aspirations in terms of interaction and ease of use.

We are constantly reviewing this work stream, taking on customer comments and continuously improving our offering Frequent satisfaction surveys allow us to identify areas where we are performing well and where performance can be improved

Being culturally aligned to all RAF Marham stakeholders will allow us to offer a truly bespoke service. We will adopt an agile mind-set, retaining experience and proven methodology but receptive to innovation based on sound evaluation, judgement and legislation to ensure that your service is regarded as a reliable source of best practice.

Customer focused service Whilst we have come a long way from our humble beginnings, the commitment of our people to our customers, the quality of our service and our spirit of innovation remain a constant and on-going feature of our development.

Compliments & complaints Our compliments / complaints process is embedded within our management information system, and the helpdesk is the focal point of this process, allocating all complaints for resolution. Additionally, the helpdesk logs all complaints and actions taken, feeding into our continuous improvement teams to implement areas for improvements.

Every complaint is assigned to a member of staff who determines the root cause and applies any corrective / preventative actions.

Key to our complaints mitigation process is our systematic approach to seeking feedback from end users to assess their degree of satisfaction. This forms part of our Continuous Improvement Plan (CIP), and is aimed at mitigating issues before they reach complaint stage.

Customer service training Customer relationship issues are key to the successful operation of our helpdesk solutions, We ensure our

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2.17 Customer & service excellence

helpdesk staff have adequate training to allow them to sufficiently understand our clientsâ&#x20AC;&#x2122; needs and requirements. This is typically achieved by helpdesk staff becoming familiar with the sites and end users through a programme of visits and meetings, enabling them to interact with callers more easily.

Monitoring & reporting on levels of customer satisfaction Excellence in end user care and satisfaction is wholly reliant on understanding their needs and expectations.

Our strategy for engaging and involving end users involves a range of methods, tailored to meet the individual stakeholders on each contract.

Satisfaction surveys allow us to identify areas where we are performing well and where performance can be improved. The surveys reach representative samples of end users, using the most appropriate method to yield the most meaningful data in a timely manner. Satisfaction levels are monitored throughout the year to highlight any fluctuation in performance over time.

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2.18 SHE management

SHE management Within our organisational structure we employ a team of fully qualified health and safety advisors, working full time and dedicated to occupational health and safety matters We will deploy Subject Matter Experts (SMEs) to provide advice and guidance on matters of health and safety; as well as auditing of on-site operations to ensure ‘best in class’ service delivery

We have detailed the allocation of responsibilities for Health and Safety as it cascades throughout the company from the Director to all staff. Responsibility of health and safety is a mandated requirement of every person and will be placed within each and every job description.

Within our organisational structure we employ a team of fully qualified health and safety advisors, working full time and dedicated to occupational health and safety matters.

Our Health, Safety and Compliance Team will undertake a series of pre-agreed audits and inspections of works being delivered across the RAF Marham estate and will communicate with all appropriate stakeholders on their safety methodologies, and approach to working.

Each audit and inspection will be recorded on our CMMS system and will be collated and presented in an accessible format at pre-agreed frequencies. This data will be utilised and reviewed for; •

Areas for improvement

•

Areas of concern and subsequent Lessons Learnt

•

Legislative amendments and implementation (Spec 024)

•

Commendation on best practice

•

Communication sharing

Phil Bamping will be the responsible person to on-site stakeholders in regards to Health & Safety matters. Phil works closely with our operations teams on a day-to-day basis, which will ensure a smooth and seamless approach as we approach contract Inception.

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2.19 Energy management

energy management By using an integrated BMS system we are able to monitor and report on utilities consumption on a daily, weekly and monthly basis. We are also able to establish seasonal trends, peak periods etc. allowing us to introduce controls to reduce consumption As part of the final design process we will work closely with our Project Engineer colleagues (Installation) to identify all plant and equipment that is capable of being connected to the BMS

We will adopt and support the use of BAE Systemsâ&#x20AC;&#x2122; Energy Management policy documentation as the cornerstone to providing an energy aware maintenance system, supporting and enhancing the delivery to achieve the targets.

By utilising a BMS system, we will be able to monitor utilities consumption and report on this at pre-agreed frequencies. This will highlight trends in utilities consumption and allow investigation into peak usage periods to understand the cause and consider minor changes to operational procedures to ultimately reduce consumption.

As outlined in the following section, the set up of the BEMS system needs to replicate the energy aspirations set out within the BAE Systemâ&#x20AC;&#x2122;s Energy Management policy. It also needs to understand the building operatives working patterns and building zone occupational usage so the system can be set to automatically reduce energy consumptions during non-core hours.

Special consideration will be paid to certain areas, i.e. the hangar areas and open spaces which have large industrial doors. A relatively simple monitoring system within these areas, located at the doors, will ensure that if the doors are open for longer than a pre-determined time, then the heating to that area will be shut down. If more than one door is open for the same period then the heating will be shut off to the entire open area.

The key to a consistent and efficient energy management and monitoring process is the early engagement of all stakeholders to ensure all practical operational measures have been considered and implemented, prior to the construction phase beginning.

â&#x20AC;&#x192;

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119 3

2.20 CAD capability

CAD capability Maintaining the Asset Information Model (AIM) throughout the Workstream 3 period to end of LII Sustainment means that we will be able to provide CAD outputs as required

We understand that there may be a requirement to provided detailed CAD information associated with the existing asset as a result of proposed Minor New Works orders that require costing and developing through to outline proposal stage.

Working with Balfour Beatty, we will be maintaining the Asset Information Model (AIM) throughout the Hard FM period and therefore will be able to export 2D CAD information from the AIM as and when required by BAE Systems or the Base.

We have CAD trained users as part of our Projects Team in our Newmarket office who will provide CAD outputs as required. â&#x20AC;&#x192;

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2.21 Out of hours & emergency operation & management

our of hours procedures We have robust procedures and resource in place to ensure that we can deliver the contract requirements 24 hours per day, 7 days per week, 365 days of the year During the construction phase and prior to commissioning, we will develop and issue a draft Out of Hours Handbook for review.

Once agreed with appropriate personnel, we will formally issue a controlled version All Operatives with have access to the handbook on their mobile devices

An out of hours service will be made available to ensure we are in a position to deliver the contract requirements 24 hours per day, 7 days per week, 365 days of the year. For continuity, the method of contacting the helpdesk will not differ for out of hours reactive maintenance from the normal contact methods.

Out of core working hours, the same process will still be followed; however the Helpdesk will be manned by different personnel. It should be noted that we will suitably ring-fence out of hourâ&#x20AC;&#x2122;s staff to ensure retention of knowledge and site/stakeholder familiarisation. The duty engineer whom will be notified immediately and works will be undertaken as required; the system will be updated to reflect this. If a specialist sub-contractor is required the call will be handled as above, with our on-site shift Engineer being notified to ensure access is arranged and possibly make first attendance (if required).

Contingency provisions will also be implemented should a second operative or Engineer of a different discipline be required.

We will develop and implement a bespoke call-out rota for off-site support to ensure that we can effectively address any type of call-out. For example if the shift engineer is an electrician and we have a boiler issue we need to have a Combustion engineer on call with site inductions completed and security clearance in place An Out Of Hours Handbook will be created and updated when required to ensure the information contained is up to date, and all operatives will have access to the handbook via their mobile devices. â&#x20AC;&#x192;

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124

chapter III general service framework

ITT Submission Commercial Hard FM Proposals F35 FoA Facilities at RAF Marham

delivering engineering excellence

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3.1 BIM Level 2 for the operation & maintenance phase of the facilities life cycle. The following is not an exhaustive list but outline sections to be cov ered

BIM level 2 operation & maintenance Maintaining the Asset Information Model (AIM) throughout the Workstream 3 period to end of LII Sustainment means that we will be able to provide CAD outputs as required

We understand the importance of correct categorisation of assets from a management and handover of assets to the Ministry of Defence (MOD).

We are conversant with MOD Defence Infrastructure Organisation (DIO) Spec 024 asset categorisation which we have successfully deployed on other similar MOD sites/bases. The asset register will be held within our CMMS, which will be developed from the Building Information Models (BIM) and be compliant with Spec 024.

To achieve compliance with Spec 024 we will deploy our knowledge, experience and relationships with the DIO to ensure assets are categorised in accordance with Spec 024. This approach will ensure compliance with MOD standards enabling effective management and handover of data at the appropriate time.

â&#x20AC;&#x192;

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3.2 Asset information

asset information We will utilise the Building Information Models (BIM) and Project Information Models (PIM) to continuously update our asset register via data drops to our CMMS Our asset register will be fully compliant with MOD Spec 024 Protocol During the design, construction and mobilisation phases we will work to understand fully the expected life span of all elements of the buildings.

Once the asset register structure has been finalised it will be populated with the manufactures information, date of installation, copies of commissioning information where required, expected life span of the product (which may be in years or running hours)

Our approach to asset management is summarised below and should be read in conjunction with the following responses in the preceding chapters: 2.1 Scope of assets to be maintained covered by the proposal 3.1 BIM Level 2 for the Operation and Maintenance phase 2.10 CMMS Asset Management System and Strategy The asset register within our CMMS will capture all asset data referenced using MOD Spec 024 including, but not limited to: • Building number • Location within building • Asset description • Make manufacturer • Manufacturer details and specifications • Design/building drawings • Model name / number • Serial number • Year of manufacture / installation • Condition of Item (A to E as per agreed asset condition guidelines) • Asset criticality (0 to 25 / 1-5 as per agreed asset criticality guidelines) • Maintenance strategy (PPM, RTF) • Inspection frequency • Statutory Inspection Requirement (SIR) • Cost of maintenance/ownership (labour / nonlabour) • All other relevant ancillary functions (such as spares control, interface to asset accounting etc.)

• Photographs • Operational criticality • Compliance Our CMMS will provide asset management, asset tracking and trend analysis functionality and the ability to report on historical data, to include information against all service provision.

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3.3 Mobilisation / implementation plan

mobilisation & implementation plan We are experienced in contract mobilisation and implementation, similar to the requirements of RAF Marham.

Integral’s approach to mobilisation will be Flexible, Collaborative and Seamless We have developed a four stage process to ensure effective mobilisation, implementation and transition

We recognise that a smooth and seamless transition period during the initial mobilisation period, from commencement of contract award and also any demobilisation following the contract end date is paramount to the effectiveness of service provision for site(s) users and having no impact on the operational activities carried out.

We anticipate that an initial engagement meeting will be set up between Integral and appropriate stakeholders where a programme of scheduled meetings will be established.

Our dedicated Mobilisation Manager (Paul Byrne), along with local Operations Teams, will lead mobilisation, together with HR, Health, Safety and Compliance and Commercial teams to ensure that all elements of mobilisation and transition are addressed and that all systems and procedures are in place.

•

Paul’s responsibility will include, but not be limited to;

•

Managing the overall process through all phases

•

Co-ordinating activities/action plans, ensuring overall master plan timelines are adhered to

•

Implementing and managing the control mechanisms throughout the project

•

Managing communication

•

Progress reporting to steering group

•

Managing change management risk

The purpose of the mobilisation plan is to provide the framework for establishing the resources and systems required to successfully deliver the services and for ensuring that all deliverables are produced to plan. The overall approach will be to build on the principles of collaboration and shared risk and engender an integrated ‘one-team approach’ from the outset, clearly defining roles, responsibilities and interfaces.

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Integral’s 4 Stage mobilisation programme is;

Element 1 — PLANNING

The transition planning phase comprises the setting up of new processes, the tools required by the Mobilisation Manager and the finalisation of the baseline plan. The planning period will ensure that all of RAF Marham’s requirements are understood and that communication plans are detailed properly for deployment. We will hold internal kick-off meetings and ensure all resource allocated to the transition are fully briefed on the project.

Additionally, a joint kick off meeting will be held with all stakeholders to discuss the plan, communications and any other requirements.

Element 2 — UTILISATION

This phase will focus on the range of activities required to ensure that our operational teams are in a position to provide the scope of services required from date of contract commencement. Full Asset Verification will take place within this phase.

Element 3 — STABLISATION

During this period we will ensure training needs of all staff are assessed and programmes deployed. We will also determine if the financial management process put in place during mobilisation is appropriate or if changes are necessary to meet specific needs as our customer knowledge matures and the operations staff settle into the new contract. A stabilisation period of 3 months is envisaged for the 3 buildings.

Element 4 — OPTIMISATION

This is about using the information collected in elements 1-3 to develop a strategic and operational solution for service delivery to RAF Marham that gives best practice management and operational service delivery at best value.

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3.4 Demobilisation plan

demobilisation plan We will deploy appropriate Subject Matter Experts (SMEs) to ensure responsibility for the planning and execution of an exit strategy process We will develop a 16 stage programme for developing our final exit strategy with agreed duration periods. This programme will be issued and agreed 12 months ahead of FM contract practical completion

We will produce a detailed exit strategy for RAF Marham. Our exit plan will provide a documented systematic approach to the transfer of information, services and duties at the end of our contract to the future incoming Hard FM contractor in such a way as to provide uninterrupted service to stakeholders.

Some aspects of the exit strategy and plan will require more detailed data and direct experience of the contract operations than we have at this stage. This data and experience will be progressively gathered and assimilated during the contract mobilisation and the early months of operation following Practical Completion (PC).

Areas covered by our exit plan Our contract exit strategy will be sufficiently comprehensive to inform both the client and our team about all the requirements, timings, and processes for handing over the management and maintenance of the facilities. It will include;

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•

Our staffing arrangements to manage the handover of deliverables and responsibilities

•

How the exit strategy will be implemented to ensure its successful and timely implementation by all parties: the strategy and plan will include provision for a phased handover of services

•

A programme showing orderly completion of services and work to be undertaken

•

Our methodology for achieving successful completion and hand over of any work where completion is unavoidably delayed

•

The processes for agreeing on-going services by us in the event of unsatisfactory transfer of responsibilities to a future incoming contractor

•

The procedures for handing over of any work or

Integral ITT Submission / Commercial Hard FM Proposals

services (such as preparatory work, completed designs, estimates, statement of requirements and work briefs) to enable a future incoming contractor to start •

How we will maintain continuity of service up to the agreed time and date of transfer

•

How we will cooperate with the Client and any future incoming contractor(s) who will take over the Service delivery

•

Provision for a period of ‘parallel running’ between future incoming contractors and ourselves.

•

Production of a briefing pack for the future incoming contractor, including a description of the facilities, a statement of work in progress

•

Our proposals for the orderly and timely handover to the future incoming contractor(s) of all the up to date estate Information.

•

Staffing details for TUPE etc.

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3.5 Risk & opportunities

risk & opportunities Key risks The following high level risks have been developed for our interim HFMP, as we develop our final HFMP we will continue to build on this register and develop further our mitigation strategies.

RISK / OPPORTUNITY

DESCRIPTION

MITIGATION

Increased cost of ownership

Not fully considered / integrated design decisions increase cost of ownership and maintainability which impact on operational capability.

Integrated design, construction, FM and BIM team.

Energy consumption

Design decisions affect energy consumption and through life cost of ownership.

Integrated design, construction, FM and BIM team to ensure energy efficiency measures are built in.

Asset data availability

Access to data availability affects asset management strategy.

Integrated design, construction, FM and BIM team. Effective management of handover/ commissioning process linked to CMMS. Effective commercial arrangements/ retention at handover.

Data transfer to MOD at end of support phase

After the initial support phase handover of Asset Management Information to MOD DIO.

Our MOD experience in managing MOD assets in accordance with Spec 024.

The handover of assets to the MOD DIO may be difficult to achieve at the end of the support phase.

MOD fully involved in facilities design and handover. Keep then engaged throughout the support phase.

Handover of assets at end of support phase

Value engineering.

Through Life Cost Modelling.

Established and ongoing relationships with DIO. Understand further the DIO asset management and data exchange strategies.

Work with BAE Systems during the support phase to effect handover.

Utilise existing strategic relationships with the current support provider at RAF Marham.

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Complete asset management data

An incomplete asset management data set at handover and beneficial occupancy.

Integrated design, construction, FM and BIM team to ensure data migration strategy. Formal handover processes/sign off aligned to CMMS data compliance.

Support pricing

Inaccurate support pricing.

Integrated design, construction, FM and BIM team to undertake elemental cost review.

Construction Delays

Delays in the construction phases impacts on Support Service mobilisation and pricing.

Engagement as an integrated design team

Original installer commitment posthandover

During Defect Liability period the original installer unwilling to respond in the timescales to support operational output/capability.

Integrated design team and relationship building. Effective commercial arrangements/ retention at handover.

FOA F35 capability changes

Asset base changes to support evolving FOA F35 capability requirements.

Work with BAE to evolve the asset management strategy.

Forward Resource planning.

Develop business continuity solution to this potential risk.

Transparent communication and understanding of capability requirements.

Build a solution to meet the revised requirements.

Integral ITT Submission / Commercial Hard FM Proposals

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3.6 Business continuity plan

business continuity plan We recognise that a robust approach to business continuity is critical to your operations and the success of our business The BCP will be tested on a regular basis and reviewed at a minimum on an annual basis Integral are a national company with a corporate and local approach to Business Continuity

Our approach to business continuity will be to identify an event or scenario that could prevent BAE Systems, Balfour Beatty and wider RAF Marham stakeholders undertaking normal business activities. Being culturally attuned will go some way to ensuring this, as well as following a proven methodology.

As previously stated, we will, in collaboration with all stakeholders to design a Communications Plan which will be regularly reviewed and include a number of topics relating to Business Continuity, including; •

Escalation plan (emergencies and major incidents)

•

Helpdesk procedures

•

Steps to resolution

•

Agenda and attendees for periodic reviews

We are a national company with a corporate and local approach to Business Continuity. At a Corporate Level:

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•

A long-term business plan that is updated annually to ensure long term objectives are set and achievement measured;

•

National Business Continuity Plans (BCP) are regularly tried and tested to confirm validity. Our Telecommunication and IT systems (Inc. Servers) are backed-up off site and in the event of the loss of a server a back-up server will kick in. Loss of our Head Office is mitigated through the use of a converged network system enabling staff to work from home or other sites.

•

Suitably qualified Procurement departments ensure we work with trustworthy, audited associates and that our supply chain has reliance in times of emergency.

•

Annual budgets set every year in order to ensure expenditure is controlled. Monitored on a monthly basis by Finance Department. Quarterly re-forecasts undertaken to ensure budgets can be achieved and

Integral ITT Submission / Commercial Hard FM Proposals

•

mitigating actions undertaken in order to achieve the budget;

whether full or partial in regards to fire, explosion, adverse weather, power cut or any other unforeseen circumstances.

BS EN ISO 9001, 14001 and 18001 accredited, ensuring that we operate in line with industry best practice and to the highest standards of protocol

Business Continuity/Contingency Plan to protect the Hard FM Service Delivery at RAF Marham;

Contract/Region specific to RAF Marham: •

A dedicated network of resources available at all times during the life of the contract, including but not limited to – dedicated operational resource , Service Delivery Management, Operations Director, Helpdesk, Mobilisation, Health & Safety, Compliance, Training and HR.

•

We will ensure additional/contingency Mobile Engineers are trained to meet contract requirements. In the unlikely case of a staff shortage or any other unforeseen circumstance, there will be no disruption to provisions.

•

Regional Business Continuity Plans (BCP) are regularly tried and tested to confirm validity.

The Business Continuity Plan (BCP) will be dovetailed to that of BAE System’s and key stakeholders (i.e. other on-site providers) to ensure a coordinated response in times of service disruption/ emergency.

Our BCP will be regularly audited by our HSQE Director to ensure it reflects changes in organisational structure, personnel, perceived business or market risks, legislation or technological advancements.

You will be notified immediately in times of adversity and will be kept informed of our actions taken and service levels maintained. Communication will be maintained by the on-site team and regional management team or if necessary will be transferred over to the Head Office. Local teams will own/project manage the reactive procedure for any loss of site,

Loss of Telecommunications: Our system enables inbound calls to be transferred to neighbouring sites or other Integral Offices (18 in total) to ensure access is not interrupted. We have back up servers to ensure that asset information data is always available – including out of normal office hours.

Loss of Site: One of Integral’s biggest strengths, both site and field based, is its National presence. We have multiple potential delivery sites across the UK and our converged network system enables services to be coordinated remotely whilst the local site is restored.

Staff Capacity: We operate the largest mobile fleet of operatives in the industry, which will give us the capability to support our on-site team, 24 hours per day, 365 days per year. We have a documented procedure for prioritising calls in the event of unexpected staff shortage and communicating need and response to all appropriate stakeholders.

Transport & Inclement Weather: Mobile Engineers vans include GPS software which optimises transport routes and can identify alternative routes in the event of traffic congestion or accidents blocking roads. We link into local weather bulletins and use alerts to prepare for inclement weather through the prioritisation of calls and communication of potential delays.

Civil Contingencies: In the event of a County-wide emergency our local Business Continuity Lead will liaise with all stakeholders as required to plan service provision around their advice.

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