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. 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. In my previous role as an Operations manager, I was responsible for overseeing 5 delivery teams working on a Fibre build project that included civils, fibre construction, Sub con, transport logistics, and planning departments. Each team had its own specific goals and timelines, but they were all interconnected, so effective coordination was key. To manage the different challenges, I implemented a structured approach by prioritizing tasks based on project deadlines and dependencies. I ensured regular communication through weekly team meetings, where each department would update the others on their progress, challenges, and any potential roadblocks. This helped me identify early on if there were any issues that could affect the overall timeline. 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? In a previous role, I worked closely with a client, NH, on a project where there were significant changes to internal processes, including a TUPE (Transfer of Undertakings Protection of Employment) situation. NH wanted to implement certain changes outside the terms of the contract, which created a conflict. Specifically, they wanted to modify processes that weren't aligned with the existing contractual agreement, and they were not fully clear on their own internal procedures. I took the lead in reviewing the contract in detail and identifying the areas where NH's proposed changes conflicted with the terms. I then facilitated several meetings with NH to explain the limitations within the contract, and I worked to bridge the gap between their desired approach and what was legally and contractually feasible. While this was a delicate situation, I remained focused on maintaining a collaborative approach. During the discussions, I had to assertively explain that certain processes could not be altered without breaching the contract. I presented the rationale behind the clauses, ensuring NH understood the implications of deviating from the agreement. At the same time, I worked with them to explore alternative solutions within the contract framework that could address their concerns without compromising the project's integrity or our commitments. In the end, we were able to resolve the conflict by sticking to the contract but also finding a way to adapt certain internal processes that aligned with both NH's needs and the terms of our agreement. By maintaining clear communication, being patient, and providing solutions within the existing contract, we were able to strengthen the working relationship and move forward without further conflict.\" This example demonstrates a proactive, client-facing approach to resolving conflicts, while also emphasizing the importance of adhering to contractual agreements and maintaining professional relationships What the most important thing to you in how you mange your client relationships and an example of when you have demonstrated it? The most important thing to me in managing client relationships is building trust through honesty and integrity. I believe that by being transparent, upfront, and consistent in my actions, clients feel confident in my approach and the direction of our work together. This trust is the foundation for a long-term, healthy relationship where open communication can flow freely, and we can collaboratively work through challenges. An example of when I demonstrated this was during a visit to the NW contract. I already had an established relationship with a colleague in the north, and I understood the importance of reinforcing that bond. When we visited the site, I took the client along to meet with a colleague who was deeply involved in the project. I made sure to clearly communicate our processes, expectations, and any potential challenges, ensuring they felt informed and supported at every stage. By being transparent about both successes and areas for improvement, I was able to maintain trust and ensure the client knew they were getting honest and reliable information from me. This approach not only strengthened the relationship but also helped ensure that the work was aligned with the client's expectations and moving in the right direction, building a sense of confidence and partnership that has continued to be valuable throughout our collaboration.\" This answer highlights how trust, honesty, and integrity are key to managing client relationships and provides a specific example of demonstrating these values in practice Can you tell us about a incident you have managed and how you went about ensuring the correct resources were assigned to the investigation? One incident that I managed involved a reversing accident on the motorway, where four individuals were involved. The situation required investigation to understand the root cause and prevent similar incidents in the future. I then turned my focus to managing the investigation process. I reviewed the standard operating procedures (SOPs) and safety protocols related to reversing on the motorway to ensure that everything was followed correctly, and to identify any gaps or potential areas for improvement. Next, I evaluated the team culture and how safety practices were being communicated and adhered to. This led me to assign the appropriate resources to the investigation. I brought in a safety officer to review the procedures and an experienced investigator to analyze the incident and gather testimonies from the individuals involved. Additionally, I ensured that relevant team members from the training department were involved to assess whether there was any need for additional training or reinforcement of best practices. By carefully assigning the right mix of resources, I ensured that the investigation was thorough, unbiased, and focused on addressing both the immediate incident and any underlying cultural or procedural factors. After the investigation, we implemented new safety measures and reinforced training, which significantly reduced the likelihood of similar incidents occurring in the future.\" This example demonstrates a structured approach to managing an incident and ensuring that the correct resources were applied to address the issue effectively **Give me an example of where you worked hard to improve your performance** What was the role you were undertaking? In my previous role as a Service Performance Manager, I was responsible for overseeing the performance of multiple teams, including operational teams, NH teams, and ROC teams. A key part of my role was to ensure that all teams were aligned with performance metrics and standards, and that the client had a clear understanding of what was expected from each team. One of the main challenges I faced was that the client didn't fully understand their own internal processes and the level of performance required. This created confusion around expectations and performance tracking, which made it difficult to align all teams on the same objectives. To address this, I focused on collaboration---working closely with the client and all internal teams to help them understand the performance metrics and the significance of each stage, from Red to Green. I implemented a performance tracking system using a Red, Amber, Green (RAG) scale: anything below 90% was classified as Red, 90-95% as Amber, and anything above 95% was Green. This clear, simple scale helped everyone understand where they stood and where improvements were needed. I worked hard to improve the performance of all teams involved. For example, if a team's performance was below the Green threshold, I would work with them to identify the root causes of underperformance and address them. This often involved revising internal processes, providing additional training, or improving communication between teams. I also regularly communicated with the client to ensure they understood what was happening on the ground and how we were addressing performance gaps. By collaborating closely with all parties, I was able to improve not just my own performance but also the performance of the contractor teams and NH teams. As a result of this collaborative approach, we were able to consistently meet or exceed performance targets, with most teams achieving Green status on the performance metrics. This was a significant achievement in a role that required constant monitoring and adjustments to improve service delivery in fine margins.\" This answer demonstrates a proactive, collaborative approach to managing performance and highlights how clear communication and a focus on continuous improvement can lead to better outcomes. Person who disregards Health and safety A person who disregards health and safety may be influenced by factors such as unclear processes, poor communication, a lack of safety culture, personal circumstances, or a business environment that prioritizes productivity over safety, and it's important to evaluate whether this behaviour is driven by leadership, organizational culture, or simply laziness Budgets **Monthly Budgeting**: Budgets are set on a monthly basis, meaning that you plan out your expected revenues and expenses each month. This helps track financial performance and ensure you\'re staying within allocated limits. **Setting Targets**: Clear financial goals or targets are established, which may include income targets, expense limits, or specific savings goals for the month. This helps align the team\'s efforts and track progress against these objectives. **Predicting Workload and Costs**: There\'s an understanding of the type and volume of work expected in the month, allowing for rough estimation of how much the work will cost. This could involve forecasting labor costs, material costs, or other operational expenses based on historical data and current trends. **Maintaining Staff and Overhead Costs**: Keeping staff expenses (salaries, wages, benefits, etc.) and overhead costs (rent, utilities, etc.) within the budget is critical to ensuring financial health. You likely monitor these expenses closely to avoid going over budget. **Cost Code Review**: The budget is likely broken down into different cost categories or \"cost codes.\" Regular reviews against these cost codes allow you to track where money is being spent, identify areas of overspending or underspending, and adjust as needed to stay on track. Tell us about a time when you were able to change someone's viewpoint significantly. In a previous role, I was tasked with delivering 18 ISUs (Individual Service Units) as per the requirement. However, after analyzing the data in the Confirm system, I proposed that we could still meet the target but at a reduced cost by optimizing our staffing and work schedules. Using the historical data, I identified the busy periods when more call-outs were required, as well as the quieter times when fewer resources were needed. I suggested changing the existing rotas to align more closely with these patterns. Instead of having a 24/7 operation, I proposed moving to staggered shifts that would be more cost-effective. By releasing staff during the quieter times, we were able to redeploy them into other critical areas such as winter maintenance and cyclic maintenance, ensuring we were still able to meet all operational requirements. The change was initially met with some resistance, as it involved shifting established practices and redistributing work across different areas. However, by presenting the data and demonstrating how the new schedule would not only reduce overhead but also enhance efficiency during peak periods, I was able to shift my colleague's viewpoint significantly. The revised approach was implemented, and we successfully delivered the 18 ISUs within budget, while also optimizing resources across multiple areas of maintenance. This not only saved costs but also improved our team\'s flexibility and ability to respond to varying demands Explain an example of when you had to work to an important deadline. In my previous role, I was responsible for managing a key performance metric called CPF (Customer Performance Factor), which was essential for tracking the quality and timeliness of our service delivery. The CPF data needed to be thoroughly cleansed before the end of each month to ensure its accuracy and to meet the reporting deadline. To meet this deadline, I worked closely with both the Quality Manager and the Service Delivery Managers to coordinate efforts throughout the month. We set clear milestones and timelines, ensuring that each team member was aligned and understood their role in the data cleansing process. One of the challenges we faced was a company culture that traditionally focused on completing one task at a time, rather than juggling multiple responsibilities. This approach sometimes slowed down progress, particularly when tasks were waiting to be completed before others could start. To address this, I encouraged collaboration and shared opportunities, suggesting that we could work in parallel to expedite the process. I also promoted the idea of multitasking within the team, ensuring that while some were focused on cleansing the data, others could begin preparing for the next stage of reporting. By fostering a culture of collaboration and shifting the team\'s mindset towards more flexible task management, we were able to meet the deadline successfully. The CPF data was fully cleansed and accurate, enabling us to submit the performance metrics on time, without compromising quality. This experience reinforced the importance of working collaboratively and adapting to challenges to meet critical deadlines Tell us about an unpopular decision you have made as a manager? One of the more unpopular decisions I had to make as a manager involved changing the shift structure and rotating shifts within the operations team. The goal was to ensure that our team was available to support both day and night operations, which was necessary to meet business needs and ensure that we could respond effectively to call-outs, especially during busy periods. To implement the change, we initiated a 90-day consultation period, during which team members had the opportunity to raise concerns and provide feedback. However, the decision was met with some resistance, as it meant that staff would have to adjust to a new way of working, including the possibility of being called in for call-outs during their off hours. The change also required updating our contracts to reflect that employees would need to provide a week\'s notice for their availability, ensuring proper scheduling and coverage. While I understood that this was an inconvenience for many team members, it was a strategic decision that was necessary to align operations with the company\'s long-term goals. Despite the initial pushback, I communicated the reasoning behind the decision clearly, emphasizing the importance of flexibility and responsiveness for the overall success of the business. Over time, the team adapted to the new shift patterns, and the decision ultimately helped improve operational efficiency and service delivery. The experience taught me that while some decisions may not be popular, they are sometimes necessary to ensure the sustainability and success of the business, and clear communication and consultation can help ease the transition Explain a situation where you successfully overcame a setback in order to achieve an objective or meet a deadline? A situation where I successfully overcame a setback to meet a deadline involved managing a project that relied on fibre subcontractors across multiple cities. We had a situation where the original allocation of subcontractors wasn't working as effectively as planned. Certain areas were understaffed, while others had more resources than needed, causing delays in our timeline and hindering progress. To address this setback, I quickly reassessed the distribution of subcontractors and made the decision to move contractors around to better support each other in their respective locations. This required coordinating with multiple subcontractors and ensuring they were willing and able to adjust their locations. Additionally, I had to amend their contracts to reflect these changes and make sure that all subcontractors were officially signed up and aligned with the new setup in each city. Despite the challenges of renegotiating and amending contracts, I kept close communication with the subcontractors and our internal teams to ensure that the changes were implemented smoothly and without disrupting the overall project. The flexibility and quick thinking allowed us to redistribute the workforce effectively, ultimately keeping the project on track and meeting the original deadline. Through this experience, I learned the importance of adaptability, proactive problem-solving, and clear communication when facing setbacks, which helped ensure the objective was still achieved Explain a situation where you demonstrated confidence in your viewpoint despite opposition. A situation where I demonstrated confidence in my viewpoint despite opposition occurred when I was moved to a new role in CF, and I became involved in addressing health and safety procedures, particularly regarding winter maintenance calls. At the time, the company was significantly behind in adhering to health and safety procedures, and I noticed that there was a gap in understanding about responsibilities between our team and the client. One specific instance involved a near-miss situation during a winter maintenance call. The client, Peter C, was not communicating with us effectively, which led to confusion about who was responsible for certain tasks. I recognized that there was a lack of clarity regarding the division of responsibilities, and that this could potentially result in further safety issues. Despite some initial opposition, I confidently stood my ground and educated the client on what was within our responsibility and what fell under theirs. I explained the importance of adhering to our health and safety procedures, including proper risk assessments and clear communication, and the need to rectify any gaps that existed in our current approach. Although the client was resistant at first, I maintained my stance, backed by clear reasoning and a focus on the safety of both our team and the client. I helped facilitate a more structured approach going forward, ensuring that everyone understood their roles and responsibilities in winter maintenance scenarios. This experience reinforced the importance of confidence in your viewpoint, especially when it comes to safety. Standing firm in the face of opposition helped not only protect the team but also build a better, clearer working relationship with the client, which ultimately improved our health and safety procedures and our overall working dynamic What are your three major accomplishments? My three major accomplishments are as follows: 1. **Serving in the Army**: My time in the Army was foundational, where I developed resilience, leadership skills, and the ability to work under pressure in high-stakes environments. This experience taught me discipline, attention to detail, and the importance of teamwork, all of which have been invaluable throughout my career. 2. **Contributing to a Successful Contract and Transition to Utilities**: I was part of a team working on a highly successful contract, where we exceeded expectations and delivered results under challenging circumstances. As a result of this success, I was moved to the Utilities sector to support their growth. This transition broadened my skill set and allowed me to contribute to expanding the company's presence in a new sector, further enhancing my capabilities in strategic project management. 3. **Understanding Commercial Quality and Contractual Performance**: Over the years, I developed a deep understanding of commercial quality standards and contractual performance, which has been a significant accomplishment in my career. By working closely with various stakeholders, I honed my ability to manage contracts effectively, ensuring that projects met both quality benchmarks and financial objectives. This has enabled me to deliver results that are both profitable and aligned with customer expectations One example that demonstrates my initiative and willingness to work is when I took the opportunity to change my location to work from both the ROC (Regional Operations Centre) and Bescot. This move allowed me to be closer to key operations, but more importantly, it put me in a position where I could be client-facing and actively build strong relationships with both internal teams and external clients. I understood the importance of establishing a direct connection with the client to ensure effective communication and build trust. This proactive approach to engaging with the client has continued into my current role. For instance, I now travel to Basingstoke weekly to hot desk, which not only helps me stay close to key stakeholders but also demonstrates my determination to support the team and the business, regardless of location. By being present and involved, I've been able to show my commitment to the role and continue strengthening my professional relationships, all while contributing to the success of the organization Tell us about a difficult customer or a customer complaint that you have dealt with. One difficult customer situation I dealt with involved a client at CF who, at the time, had a team that was very inexperienced and unsure about how to conduct themselves professionally. This lack of experience led to miscommunications and confusion regarding our processes, expectations, and timelines. The team often didn\'t understand the full scope of our services or how to engage with us effectively, which resulted in frustration on both sides. To address this, I took the initiative to work closely with the client's team, providing guidance and setting clear expectations. I ensured they understood our processes, including timelines, deliverables, and communication protocols. I also helped them build a better understanding of our role and their responsibilities, which helped set a more constructive tone for future interactions. While the situation was challenging, by showing patience, actively listening to their concerns, and offering educational support, I was able to turn the relationship around. Over time, the client became more confident in how to work with us, and our communication improved significantly. This experience reinforced the importance of empathy and proactive problem-solving in customer relations, especially when dealing with clients who may be unfamiliar with certain processes Describe something creative that you've done. One creative solution I implemented involved writing processes that operated outside the scope of the existing contract, but still adhered to core principles and values. The goal was to find ways to improve collaboration and enhance service delivery without breaching any terms of the contract. I recognized that some of the client\'s needs were evolving and that sticking strictly to the original contract terms wouldn't allow for the flexibility required to meet these changing demands. Rather than simply sticking to the letter of the agreement, I approached the client and negotiated a mutually beneficial solution. We worked together to develop new processes that allowed for smoother collaboration and more efficient operations, while still respecting the foundational principles of our agreement. This creative approach enabled us to deliver a higher level of service, built stronger relationships with the client, and improved overall project outcomes, all without the need for a formal contract amendment. It showed the value of thinking outside the box and being flexible while still maintaining the integrity of the original agreement. Tell us about a major problem you have encountered and how you dealt with it? A major problem I encountered was during a period of severe weather, with storms and heavy snowfall forecasted to hit the area. The situation required quick thinking and preparation to minimize disruption and ensure the safety of our team and operations. I took a proactive, forward-looking approach by anticipating the impact of the weather conditions and preparing in advance. I coordinated with the relevant teams to ensure that we had the necessary resources in place, such as gritters and additional support staff. I also made sure that all safety protocols were reviewed and communicated clearly to everyone involved. When the snow began to fall, I personally went out with the gritter to assess the conditions firsthand and ensure that the affected areas were treated promptly. By staying one step ahead and being on the ground, we were able to manage the situation effectively, keeping the roads safe for our team and avoiding any significant delays or disruptions to our operations. This experience reinforced the importance of forward planning, staying calm under pressure, and being hands-on when tackling challenges. By anticipating problems and acting decisively, we were able to minimize the impact of the severe weather and continue operations smoothly 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.