Ringway Notes PDF

- **ISO 9001: Quality Management Systems** - Let\'s start with ISO 9001, one of the most widely recognised ISO standards. ISO 9001 focuses on quality management systems (QMS) and outlines requirements for organisations to demonstrate their ability to provide a product and/ or servic...

- **ISO 9001: Quality Management Systems** - Let\'s start with ISO 9001, one of the most widely recognised ISO standards. ISO 9001 focuses on quality management systems (QMS) and outlines requirements for organisations to demonstrate their ability to provide a product and/ or services that meet customer and regulatory requirements, consistently. Implementing ISO 9001, businesses can enhance customer satisfaction, improve processes, and increase efficiency, leading to higher profitability and more competitiveness in their market. - **ISO 14001: Environmental Management Systems** - Next we have ISO 14001, which deals with environmental management systems (EMS). This standard helps organisations identify, prioritise, and manage environmental risks and opportunities. By implementing ISO 14001, companies can reduce their environmental footprint, comply with environmental regulations, and enhance their reputation as environmentally responsible entities. ISO 14001 certification demonstrates a commitment to sustainability and can attract environmentally conscious customers and stakeholders. - **ISO 44001: Collaborative Business Relationship Management Systems** ISO 44001 is a relatively newer standard, compared to the previous standards. ISO 44001 focuses on collaborative business relationship management. This is the least common ISO standard out of the four, with less than 1000 certificates worldwide. It provides a framework for establishing, managing, and improving collaborative relationships between organisations, whether they are customers, suppliers, or partners. ISO 44001 shows trust, transparency, and mutual benefit in business relationships, leading to increased innovation, efficiency, and resilience in supply chains and partnerships. - Environment -- Embracing a greener future. - Social Value -- Enhancing the impact on the communities we serve. - Digital -- Enabling mobility with data driving insights - - - - - **Questions to ask** 1. Explain your delivery and the team model. How many hours and general Ops contracts, the same or different. 2. What would success for me look like in 12 months 3. What advice would you give to the successful candidate. 4. Tell me about the Contract and some of the performance measure. How many Ops, delivery managers, Supervisors. Support teams, Quality, commercial, H+S, Finance, Comms. Call centre (NCC) 5. What changes are you looking to make. 6. Contract length? 7. See any gaps in my experience. 1. The role involves managing multiple work streams including Highways, Street Lighting, Planning, Transport, Depot as well as construction teams. Can you give us an example of when you have managed multiple teams and how you manage the different challenges and priorities within each team. 2. The role is very client facing, can you give us an example of when you have worked with a client to resolve a conflict situation? PAD -- Worked with NH to work outside of the contract. People TUPE'ing and process changes. NH wanted to work to a certain way, I had to look at Contract and advise, argue when required. The contract stood. Internal process wasn't available to them, they didn't understand their own processes. 3. What the most important thing to you in how you mange your client relationships and an example of when you have demonstrated it? Work hard to seek trust with clients, I demonstrate honesty and integrity with how I work. This builds a healthy relationship and allows me to ensure my work is in the right direction. An example of this when we visited the NW contract. I had a relationship already in the north and took the client along to meet with a colleague. 4. Can you tell us about a incident you have managed and how you went about ensuring the correct resources were assigned to the investigation? Reversing incident on Motorway. 4 people involved. Looked at procedure and culture. **Give me an example of where you worked hard to improve your performance** What was the role you were undertaking? Service performance manager -- Operational Teams, NH teams, ROC Teams -- Collar numbers, Client didn't understand their own processes and what was expected, Collaboration is key. Improving my performance, contractor performance and NH performance metric. Fine margins. Red, Amber, Green. Below 90 Red, 90 -- 95 amber -- 95 and above Green. Pass. Person who disregards Health and safety Consider why this is happening, is the process right. Does it require good communication. What learning is there to take away from it. Is it part of the culture. Is there any personal circumstances? Is it part of the business culture. Driven by a Line manager, or is it just laziness. Budgets Budget set on a monthly basis. Set targets. Roughly knew the type of work and how much their would be. Keeping staff and overheads within that budget. Reviewing against different cost codes. 1. Tell us about a time when you were able to change someone's viewpoint significantly. Requirement was for 18 ISU's. Proposed that we could deliver the same for less, looking at busy periods. Data was in Confirm when more call outs where required. Changed rotas. 24/7 less, staggered shifts. Released people in to winter maint and cyclic maintenance. 2. Explain an example of when you had to work to an important deadline. CPF -- performance metric. Collaboration between Quality Manager and Service delivery managers. Would manage through the month, to ensure the the data was cleansed prior to month end. Culture of only doing 1 job at a time, not multiple jobs within TM. Sharing opportunities. 1. Tell us about an unpopular decision you have made as a manager? Changed process and rotated shifts. 90 day consultation period. If they wanted to or not. Ops had to be available for days and night. Agreed in Contract that a weeks notice would be required. Calling people in for call outs. Strategy stuff. 3. Explain a situation where you successfully overcame a setback in order to achieve an objective or meet a deadline? We had fibre sub contractors. Moved contractors around to support each contractors around. Had to amend contracts and ensue that subbies were signed up in each city. 4. Explain a situation where you demonstrated confidence in your viewpoint despite opposition. Near miss. When moved to CF. Changing opinions. Well behind in H+S procedure and reasons why. Winter maintenance calls. Peter C not speaking. Educating client in what is our responsibility and what is theirs. 1. What are your three major accomplishments? Army. On a successful contract and moved to Utilities to support their growth. And my understanding of commercial quality and contractual performance. 1. What have you done that shows initiative and willingness to work? Change of location. Worked from ROC and Bescot. Made sure that I was client facing and building relationships. This has continued in to current role. Travel to Basingstoke weekly to hot desk and show determination. 1. Tell us about a difficult customer or a customer complaint that you have dealt with. CF Staff. Very inexperienced as a client, didn't know how to conduct themselves. 1. Describe something creative that you've done. Wrote processes that worked outside the contract. Sticking to principals but negotiating with client to ensure collaboration. 1. Tell us about a major problem you have encountered and how you dealt with it? Severe Weather -- Storms coming. Snow -- went out in gritter. Forward looking, being one step ahead. Ringway Worcester do a lot of small scheme SoR work, like footway reinstatement, ironwork minor civils, etc. With Ringway, there is a real focus on cost and value through weekly and monthly CVR meetings. Experience in Bid winning. Area 9. Always pressure to perform commercially. The Ops manager Jason Henderson has left to go  live in Spain his wife wasn\'t well and the warmth helps her and the divisional manager Richard fry is semi retiring. I understand Worcester a flag ship Ringway contract has just been awarded its final year extension so will be officially up for re-tender this year as it will end late 2026. I\'m sure Ringway will make a big push to keep it as it also bases it\'s national procurement team there. Depots in Newland Malvern. Lydiate ash bromsgrove. Stanford Kidderminster and Hinton on the green in Evesham just off A46 near sedgeberrow. They ultilise eurovia surfacing alot. I\'m not sure if they manage the PROW teams or if that stays with WCC much like the inspectors I think that\'s also with WCC. Big summer surface dressing programmes. I\'m not sure who does their soft estate either. Big structures maintenance team as Worcester is a massive county to. People I know Lazenby, Shropshire Charlie, Dean, Ian McLellen, Birmingham, Ian. Simon Robinson Hereford. Allocation Baseline £ (25/26) Allocation New funding £ (25/26) Total funding £ (25/26) - if LHAs meet incentive ------------------------------- ---------------------------------- -------------------------------------------------- £21,711,000 £7,859,000 £29,571,000 The Highways Act 1980 sets out the duties of the Local Highway Authority in respect of highway maintenance. In particular, Section 41 imposes a duty to maintain the adopted highway at public expense. Whilst the Highways Act does not specify the level of maintenance required, this document sets out Worcestershire County Council's policy to maintain the highway network and to deliver the highway maintenance service in accordance with the \'Well Managed Highway Infrastructure\' (WMHI) Code of Practice published in October 2016. This Code of Practice replaces the following: Well Maintained Highways - Code of Practice for Highway Maintenance Management; Well-lit Highways - Code of Practice for Highway Lighting Management; and Management of Highway Structures - A Code of Practice. This systematic risk based approach to highway safety inspections, determines whether identified defects should be defined as either a Category 1 response (within 24 hours) or a Category 2 (planned response), as per the response times detailed below: R.1 Make safe or repair within 1 hour (emergency situations); R.2 Make safe or repair within 24 hours; R.3 Repair within 7 working days; R.4 Repair within 4 weeks. (28 working days) 12 Key Performance Indicators as part of a Performance Management Framework.