UK Public Sector Contracts & Tenders

The purpose of this work is to assess the technical files submitted for authorisation of subsystems complying with the Energy NTSN (National Technical Specification Notices) against the requirements of the Railways (Interoperability) Regulations 2011, and to review the risk management as documented through the CSM-RA process. The consultant will advise ORR whether the application meets the requirements for authorisation, and whether CSM-RA documentation confirms that hazards have been identified and managed. This will require the consultant to have extensive experience with Energy NTSN authorisations and the use of CSM-RA in Great Britain. 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 high level aims and objectives of the project are: To review NH's compliance with Licence condition 5.9 (re: asset information); To provide recommendations to improve NH's capability to develop and maintain high-quality and accessible asset information; and To provide recommendations to improve how ORR holds NH to account to meet is Licence condition 5.9. 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 are aiming to conduct a comprehensive stakeholder survey in FYs 24/25, 25/26 and 26/27, with the final report to be completed by 31 March each year

We would like to commission a Culture Audit to: • Deep dive in our culture, by providing insight into individual motivators and drivers and how this is broken down by directorates, teams, age groups and protected characteristics. • To understand the 'why' behind displayed behaviours or resistance and suggest solutions.

The purpose of this tender is to undertake a 'deep dive' and assess a sample of the actions taken by TfL and Hitachi Rail in relation to the requirements of relevant standards. The deep dive will include: Review the software development practices in place now for the next major software upgrade, including a deep dive to look at a sample of subsystem specification and associated software specification. Opinion will be required on the scope and sufficiency of testing as preparation for the next major software upgrade, to include a sample verification that any root cause analyses which may have the potential to affect safety have been addressed, as well as an assessment of any equally effective measures which have been undertaken.

The project will focus on developing a set of leading indicators of passenger and freight train punctuality and reliability, which create the precondition for success, giving insight into the steps the rail industry is taking to improve outcomes for passengers and freight. 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 scope of work comprises the recalibration of the Network Rail and Train Operator Payment Rates, Network Rail and Train Operator Benchmarks and Sustained Poor Performance (SPP) thresholds in the passenger Schedule 8 regime. Each of these parameters (except SPP thresholds, which are defined at the train operator level) is defined at a service group level, of which there are around 150, and must be recalibrated for each of these service groups. Monitoring Points, Monitoring Point Weightings and Cancellation Minutes are out of scope, as explained in this section under 'Exclusions from scope'.

The Communications Directorate at the Office of Rail and Road (ORR) is currently looking for a supplier to provide the services used to monitor, analyse and evaluate print and online media coverage.

We require a report benchmarking Network Rail's operations, support, maintenance and renewals expenditure against suitably selected international railway infrastructure managers. This is to help us to understand whether and to what extent there is a gap between the cost and efficiency of Network Rail's operations, support, maintenance and renewals expenditure and that of comparators and the reasons for any differences so we can identify potential efficiency or activity opportunities. We invite bidders to explain their proposed approach, together with its strengths and limitations.

ORR's Board is commissioning an independent board effectiveness review that draws on recognised best practice, including guidance from the Financial Reporting Council and relevant government frameworks.

The objective of this project is to conduct a focused, independent review of the Industry Risk Fee Fund and the Network Rail Risk Fund, both of which form part of the framework for third-party and private investment in Network Rail infrastructure.

During the Efficiency Review, we conduct a thorough assessment of National Highways' Draft Strategic Business Plan (SBP) to confirm that the company's plans will deliver the government's requirements and do so in a way that represents an effective and efficient use of public money. Consultants will undertake an evaluation of the cost effectiveness and deliverability of National Highways' safety improvement proposals and provide expert advice on the potential approaches to setting safety performance targets, and on the targets themselves, for RP3 that are challenging and deliverable.

The review will look at how large renewal projects evolve through the project stages and identifying and evidencing the causation factors and drivers for project changes. In addition, the review will look at comparisons between road and rail (and where applicable draw examples from other sectors or industries); and where efficiencies can be delivered by the grouping, packaging or bundling together of renewals projects.

We are seeking support in creating a productivity metric such as Total Factor Productivity (TFP) for the rail industry in Great Britain.

The objective of this project is to review and compare how selected European rail infrastructure managers manage the approval of new products, components, and technologies for use on their networks. The project will assess the governance, efficiency, safety assurance, responsiveness to innovation, and overall burden on suppliers, with the aim of identifying best practices and lessons that the ORR can use to inform oversight of Network Rail's product approval regime and regulatory expectations. The outcomes will directly support ORR's preparation for PR28 by informing its ability to assess Network Rail's CP8 plans, scrutinise claimed innovation pathways, and assess how barriers to supplier entry are being addressed.

ORR and Network Rail have identified specific, potential medium- and longer-term opportunities to improve the administrative effectiveness and efficiency of how they work together, to support the railway delivering for its stakeholders and supports further growth and investment. The successful bidder will prepare and lead "in-person" workshops for each of these, then produce an agreed scope and indicative timeline that ORR and Network Rail will deliver.

To identify how leading European rail infrastructure managers develop and implement long-term strategies for on-track machines (OTMs) and railway plant, including procurement, deployment, lifecycle planning, and efficiency optimisation. The review will identify best practices, strategic frameworks, and operational models that the ORR can consider when assessing the adequacy and value-for-money of Network Rail's own machine and plant strategy.

To review and assess the efficiency, effectiveness of Network Rail's written governance (rather than operational compliance) in managing lifts and escalators. This assessment should review and assess a) Network Rails current position and b) Network Rail's intended position is, noting the current changes underway in L&E written governance and changes in L&E asset management model.

● Evaluate the adequacy of NR CP7 WRCCA planning for Operational Property (Buildings) assets, particularly heritage and vulnerable Building asset groups. ● Assess how well NR WRCCA strategies incorporate performance-based design, including lifecycle considerations. ● Benchmark Network Rail's approach against best practice for strengthening existing buildings. ● Recommend enhancements for CP8 WRCCA planning that reflect a proportionate, risk-informed, performance-based framework. ● Support accountability and transparency through a top-down and bottom-up synthesis of climate hazard, vulnerability, and mitigation planning.

In RP3, there will be a notable increase in the number and size of renewals schemes on the strategic road network. It will include an expansion of the type of assets being renewed, such as an increase in roadside technology renewal and will require a shift in the type of supplier required to deliver works. This may present risks to the delivery of the renewals programme, if the appropriate supply chain resources do not have the capacity or capability to deliver in an agile environment. The project is being commissioned to allow ORR and NH to identify and assess the risks to delivery of RIS3 and the potential for cost escalation and schedule delay. We are seeking support from an appropriate consultant to provide us with a clear understanding of these risks and the measures to mitigate them