UK Public Sector Contracts & Tenders

The ORR are aware of an issue where sub-systems have been brought into use without an Interoperability authorisation. The ORR want, on a NR Region basis the following; 1. The size of the issue determined (i.e the number of sub-systems brought into use without an authorisation where an authorisation was most likely required). 2. The significance of the issue in terms of regulatory compliance as well as future safety, quality and cost implications. 3. An evidenced opinion on the cause(s) of the issue. 4. An informed opinion on whether the issue is ongoing and whether NR are adequately addressing the issue. The scope shall include the following: • NR led and 3rd Party projects going back to 1st April 2017.Collecting evidence from Network Rail Sponsors, DEAM's and Capital Delivery Directors on current and previous construction projects dating back to 2017 with ORR authorisation tracker • Investigating a sample of infrastructure project completed, including but not exclusively 3rd party station projects dating back up to 5 years, use this a base line, collect statements from Network Rail • Investigating a sample of current projects in progress but not captured in ORR authorisation tracker • The consultant shall ensure the Network Rail and 3rd party owned projects receive equal scrutiny, we are interested to understand the relationship that both 3rd parties and Network Rail have with the authorisation process • Understanding relationship of ASPRO (Asset Protection and Optimisation) with 3rd parties • Understanding why any identified unauthorised works continued without a Network Change Notification • Investigating differences in process and acceptance between SRPs (System Review panel) across the regions to understand level of variability across the Network • Provide evidence of good and poor practices

The ORR are aware of an issue where sub-systems have been brought into use without an Interoperability authorisation. The ORR want, on a NR Region basis the following; 1. The size of the issue determined (i.e the number of sub-systems brought into use without an authorisation where an authorisation was most likely required). 2. The significance of the issue in terms of regulatory compliance as well as future safety, quality and cost implications. 3. An evidenced opinion on the cause(s) of the issue. 4. An informed opinion on whether the issue is ongoing and whether NR are adequately addressing the issue. The scope shall include the following: • NR led and 3rd Party projects going back to 1st April 2017.Collecting evidence from Network Rail Sponsors, DEAM's and Capital Delivery Directors on current and previous construction projects dating back to 2017 with ORR authorisation tracker • Investigating a sample of infrastructure project completed, including but not exclusively 3rd party station projects dating back up to 5 years, use this a base line, collect statements from Network Rail • Investigating a sample of current projects in progress but not captured in ORR authorisation tracker • The consultant shall ensure the Network Rail and 3rd party owned projects receive equal scrutiny, we are interested to understand the relationship that both 3rd parties and Network Rail have with the authorisation process • Understanding relationship of ASPRO (Asset Protection and Optimisation) with 3rd parties • Understanding why any identified unauthorised works continued without a Network Change Notification • Investigating differences in process and acceptance between SRPs (System Review panel) across the regions to understand level of variability across the Network • Provide evidence of good and poor practices

Advice to the Office of Rail and Road and Channel Tunnel Safety Authority (CTSA) concerning: How the carriage of alternative fuel vehicles could impact the fire and explosion risk profile for a long underground railway tunnel environment. Additional information: The tender exercise is being managed via the ORR Procurement portal (BRAVO). All tender clarification questions must be raised via the portal. The closing date for receipt of tenders is 26 Aug 22 at 1000hrs.

The primary purpose of this review is to support the board's thinking on how they carry out their role, explore ways the organisation might better benefit from their individual contributions, and encourage them to look for ways to improve their overall effectiveness. We anticipate that the action of undertaking the review and having wide ranging conversations about ambition, risk and purpose will strengthen the personal relationships and build on existing levels of trust and engagement to enable even more effective team working at board level.The involvement of non-board directors in exploring the wider organisational issues as part of the review will also inform and strengthen working relationships. Some roll out to the Deputy Directors may be appropriate to spread that benefit further through the senior leadership group. Additional information: The tender exercise is being managed via the ORR Procurement portal (BRAVO). All tender clarification questions must be raised via the portal.

We require a benchmarking study of the factors that impact the planning, forecasting and deliverability of UK infrastructure projects across different sectors. We envision this would require a contractor to compile qualitative and quantitative evidence about the factors affecting deliverability of capital projects (renewals and enhancements), then analyse this information to establish the key factors which are currently governing deliverability.

The overarching objective of this commission is to help ORR understand the extent to which other regulators both in the UK and abroad (in for example, North America, Europe and Japan): (1) use behavioural science and behavioural economics principles and methods; (2) assess and manage regulatory risk; and (3) undertake stakeholder engagement, public consultation and act transparently to drive good outcomes, including constructive relationships in their regulated sectors.

ORR is seeking advice on its approach to understanding and regulating the Infrastructure Manager's (IM) delivery of strategic planning. ORR has previously more directly involved with strategic planning, but during CP6 our engagement with NR's System Operator has focused more strongly on other issues such as timetabling. We consider that strategic planning is likely to need a stronger regulatory focus during CP7 and would therefore like to consider our capabilities and approach. We are seeking advice and recommendations on the following: • What characteristics and qualities the IM's strategic planning processes will need to support the public interest and private sector use of the network (freight and open access). • Evaluative commentary on Network Rail's previous approaches to strategic planning, including: o An assessment of what characteristics/qualities worked particularly well, or conversely were problematic o What fostered good engagement and confidence in the outcomes o Whether there are lessons to be drawn from previous approaches. • What types of behaviours need to be encouraged through our regulatory approach, both within IM and by stakeholders; and how these behaviours can be a) assessed and b) supported/incentivised. • How the strategic planning function of NR and/or GBR can be held to account through Control Period 7. This should include consideration of: o How and when in strategic planning process ORR can most effectively evaluate (and if necessary, intervene in) strategic planning to ensure that it delivers government priorities and stakeholder requirements. o What elements of the strategic planning process ORR could most effectively seek to evaluate (for example, consideration of "input" issues such as stakeholder engagement; process and capability issues; and output quality.) o Whether there are lessons to be drawn for ORR's approach to holding to account on strategic planning, potentially drawing on previous approaches or the approach taken by other regulators. • Updating ORR's guidelines on strategic planning. Our current guidance is available here: Long term planning process | Office of Rail and Road (orr.gov.uk) • What capabilities ORR may need to develop or source to support our future capability in holding the IM to account. Advice and recommendations should be robust to the particular circumstances of GBR as an integrated rail body (responsible for both infrastructure and large proportion of train service specification) and the current position of NR as IM but not franchise authority. It will be critical that all funders, specifiers, all types of train operator and freight operators have confidence in the strategic planning process whatever wider industry structure is in place. We are not seeking advice on what GBR's strategic planning process should be, or how it is resourced or delivered. This is a matter for GBR. Additional information: As detailed in the ITT, the project team will be holding a session on Thursday 24 November at 10:00am with potential bidders to set expectations and take any questions. If you are unable to attend, the session will be recorded and any questions and answers and anything mentioned in the session will be posted on Bravo for all suppliers to view. You may also still raise any clarification questions on Bravo. If you wish to attend, please contact procurementteam@orr.gov.uk and the PM will issue out a Teams invite. The tender exercise is being managed via the ORR Procurement portal (BRAVO). All tender clarification questions must be raised via the portal.

ORR is seeking advice on its approach to understanding and regulating the Infrastructure Manager's (IM) delivery of strategic planning. ORR has previously more directly involved with strategic planning, but during CP6 our engagement with NR's System Operator has focused more strongly on other issues such as timetabling. We consider that strategic planning is likely to need a stronger regulatory focus during CP7 and would therefore like to consider our capabilities and approach. We are seeking advice and recommendations on the following: • What characteristics and qualities the IM's strategic planning processes will need to support the public interest and private sector use of the network (freight and open access). • Evaluative commentary on Network Rail's previous approaches to strategic planning, including: o An assessment of what characteristics/qualities worked particularly well, or conversely were problematic o What fostered good engagement and confidence in the outcomes o Whether there are lessons to be drawn from previous approaches. • What types of behaviours need to be encouraged through our regulatory approach, both within IM and by stakeholders; and how these behaviours can be a) assessed and b) supported/incentivised. • How the strategic planning function of NR and/or GBR can be held to account through Control Period 7. This should include consideration of: o How and when in strategic planning process ORR can most effectively evaluate (and if necessary, intervene in) strategic planning to ensure that it delivers government priorities and stakeholder requirements. o What elements of the strategic planning process ORR could most effectively seek to evaluate (for example, consideration of "input" issues such as stakeholder engagement; process and capability issues; and output quality.) o Whether there are lessons to be drawn for ORR's approach to holding to account on strategic planning, potentially drawing on previous approaches or the approach taken by other regulators. • Updating ORR's guidelines on strategic planning. Our current guidance is available here: Long term planning process | Office of Rail and Road (orr.gov.uk) • What capabilities ORR may need to develop or source to support our future capability in holding the IM to account. Advice and recommendations should be robust to the particular circumstances of GBR as an integrated rail body (responsible for both infrastructure and large proportion of train service specification) and the current position of NR as IM but not franchise authority. It will be critical that all funders, specifiers, all types of train operator and freight operators have confidence in the strategic planning process whatever wider industry structure is in place. We are not seeking advice on what GBR's strategic planning process should be, or how it is resourced or delivered. This is a matter for GBR. Additional information: As detailed in the ITT, the project team will be holding a session on Thursday 24 November at 10:00am with potential bidders to set expectations and take any questions. If you are unable to attend, the session will be recorded and any questions and answers and anything mentioned in the session will be posted on Bravo for all suppliers to view. You may also still raise any clarification questions on Bravo. If you wish to attend, please contact procurementteam@orr.gov.uk and the PM will issue out a Teams invite. The tender exercise is being managed via the ORR Procurement portal (BRAVO). All tender clarification questions must be raised via the portal.