About us
CP7 brings the opportunity to deliver capital works in new ways. Network Rail has taken the opportunity to build upon the lessons of other major programmes and portfolios to drive greater value and efficiency into project delivery.
Adopting Value-Based Models for Long-Term Efficiency
By understanding the limitations of traditional contracting models and taking on board lessons from other sectors, SRE aims to deliver greater efficiency by adopting a progressive, value-based model, creating long-term relationships in which all parties are genuinely incentivised to deliver better outcomes for the travelling public and freight partners.
Strategy
The Enterprise will focus on delivering five stated outcomes…
Happy customers and stakeholders
Being safe, fit and healthy
Being affordable and profitable
Being cleaner and greener
Creating a positive legacy
These outcomes link directly to the principles that drive our philosophy of operating, which sit on two fundamental foundations – whatever we do, we are always:
- Safe
- On the side of passengers and freight
Our purpose and behavioural charter (see below) provide a framework through which the SRE team can focus on delivering our five stated outcomes in line with our two fundamental foundations.
The Enterprise’s forward-looking ethos demands continuous improvement.
Guiding this effort, our shared core principles define:
- How the enterprise works (being aligned, collaborative and agile)
- How it will develop (by innovating, digitalising and learning)
- How it will succeed (by being people-focused, incentivised, and outcome-based).
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SRE aims to create value-driven, collaborative, integrated relationships that will deliver Southern’s CP7 renewals portfolio in line with the ORR’s Final Determination. It will provide a sustainable level of return for all business partners, aligned to Network Rail’s corporate commitments.
The operating model is drawn from the ICE Project 13 principles, lessons learnt from other client organisations across numerous sectors and developed openly with the supply chain market; it aims to merge the capabilities of all parties to get the best of each.
The model
Three distinct entities make up SRE and will replace the existing Regional Asset Management and Capital Delivery structure. These are the:
Capable Owner
Capable Owner (Network Rail) will focus on owning, defining and appropriately assuring the renewals portfolio delivery.
EcoSystem
EcoSystem of the best-in-class constructors and specialist partners, assembled and managed by SID, for the overall benefit of SRE’s outcomes.
Southern Integrated Delivery (SID)
Southern Integrated Delivery (SID) will be empowered to plan, specify, assemble and handback the full renewals portfolio. Partners will pool their expertise and resources across the entire regional renewal’s portfolio, coordinating and delivering five interlinked tranches of work:
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- Building and civils – VolkerFitzpatrick.
- Electrification and plant – Octavius.
- Signalling and telecommunications – AtkinsRéalis.
- Track – VolkerRail.
- Minor works - Network Rail.
Under the SID Alliance Agreement, all decisions will be unanimous and made on a ‘best for portfolio’ basis between all partners, based on measurable evidence related to SRE’s purpose, five stated outcomes and behavioural charter, with partners rewarded for their collective successes.
Purpose statement and
behavioural charter
Our purpose
Our purpose statement was developed collaboratively during the Enterprise Development Phase (EDP), and in consultation with colleagues working across SRE at all levels. As part of this process, it was agreed that the purpose statement would be simple, authentic, aspirational, unifying and would spark momentum.
Our purpose connects everyone to the five outcomes we want SRE to achieve whilst also simply defining what it is the Enterprise ultimately needs to deliver.
Our purpose is:
Our behavioural charter
Our purpose is underpinned by our behavioural charter, which sets out clear commitments and expectations on how we work together.
The three core ‘basic’ behaviours are:
- 1. We are one team
- 2. We take action
- 3. We do things better
Our behavioural charter has been carefully crafted to reflect our purpose and vice versa:
Our behavioural charter has been carefully crafted to reflect
our purpose and vice versa:
Bringing people together
Unifying and collaborative, reflecting how we create on team from different partners and diverse backgrounds.
to renew the railway
Reflecting the tangilble role that SRE will play, the actions that will be taken.
for a sustainable future
Our commitment to deliver our outcomes and create a lasting, positive change.
Underpinning our purpose and our three basic behaviours is our full behavioural charter:
Underpinning our purpose and our three basic behaviours
is our full behavioural charter:
Bringing people together
We are one team
- We create an inclusive environment for all, looking out for one another
- We recognise everyone’s contributions and celebrate all our wins
- We assume the best in each other but don't shy away from hard conversations
- We make sure those closest to the problem can solve it, supporting where needed
- We share openly to help each other
To renew the railway
We take action
- We speak up, say the important things in the moment, and invite challenge
- We keep it simple wherever possible
- We never walk past a problem
- We act quickly on decisions and explain the ‘why?’ to help others
- We always take the action that is best for the Enterprise
For a sustainable future
We do things better
- We seek diverse input from others, so we can make better decisions
- We use data and test different options to inform our decisions
- We own the results of our work
- We learn from experience, trying new things to help us improve
- We always push to raise the bar, without letting perfection get in the way of progress
