Digital Railway Collaboration Workshop 9 February 2016

Some images from the session

Collaboration: our vision 3 When we have achieved successful collaboration… We will be…  One team working together to a common outcome  Delivering faster  Solving problems together  Having fun  Celebrating successes We will have achieved this with…  A plan of who is talking to who/how/when/etc  Memorandums of understanding for a dynamic supply chain  Enabling organisational structures and decision making frameworks  An approach and culture of sharing intellectual property and lessons from our successes and failures  Lots of formal knowledge networks  Helpful measures that support the bigger picture  Clear governance to provide a focus on the end target  Regular collaboration health-checks  Continuous improvement  Team building We will have…  Shared objectives under a common vision and the ability to constantly reconcile objectives  A mutual sense of achievement  Trust – all parties have an expectation of payback and a sense of fairness  One version of the truth and a common and natural language based on ‘we’ and ‘us’  A shared identity (e.g. common addresses)  Understanding of where we each fit and the value we are are adding within the 30 year timeframe – including ways to stay fresh - as well as each others strengths  Allowed time to develop properly balanced by a sense of urgency and knowing the right mix of the two  A multi-sided market that is re-purposing resources  Industry-wide collaboration to facilitate change We will not have…  Complex and onerous contracts  Crude contractual mechanisms and measures  Tolerance for self-interests overriding collaboration  A blame culture  Surprises  Collaboration ‘evangelists’ as collaboration is now everyone's’ day job

Collaboration: our desired values 4 Openness Honesty Respect Fairness Authenticity Goal orientated Reliability Proactivity Success & recognition Empathy Right thing

Collaboration: our desired behaviours 5 Truthfulness and integrity Working positively together Safety and welfare Consistency and commitment Communicating Pragmatic action / goal oriented Listening Proactive Open minded Approachable Meeting etiquette Thoughtful Supportive

Attendees

Rupert Cook BAE Systems Steve Denniss WSP Parrsons Brinckerhoff Kate Fairhall Arup Ben Foulser KPMG LLP Ken Greenwood Altran UK Ltd Matt Griffiths McLaren Applied Technologies Chris Harris Mass Transit Tratos Group Dawn Hart NR Dr Andrew Humphries SCCI Ltd Charlie Mitchell PA Consulting Jeremy Noble Interfleet SNC-Lavalin Geraiant Lloyd Ultra PMES Jocelyn Lomer Cereno Joao Silva Atkins Global Richard Stansfield Capita Elaine Stewart ATOS Dougie Potter The Pacific Institute David Taylor Thales Peter Walfisz Ignite Trevor Birch PA Lindsay Noble Stanway Consulting Laura Doughty NR Phil Bennett NR Selina Clarke NR NOTE LIST IS INCOMPLETE/INACURATE DUE TO MISSING BUSINESS CARDS / ATTENDANCE SHEET!!!!

Full workshop notes

Our vision for collaboration 9 When we have achieved successful collaboration… we will have…  Proper trust – ingrained trust – linked to that is a singular set of values  Meaningful conflict – difficult conversations for the good of the project  Zero tolerance? For the self interested parties  The right forums to debate and review progress  Based on values and behaviours  Mechanisms and tools to collaborate and people are openly sharing, right motivations – not all financial  Lots of informal networks to ask questions and get answers  Shared common language  A community with common purpose  Each party knows what’s in it for them and what they need to contribute to the whole  A value chain that understands how they contribute over 30 years (different mentality)  An environment where each company strives to build value so often not just their own group  A great understanding of the part we play in the vision  Longevity in addition to innoovaton – there needs to be a charter to keep things fresh – e.g. replace 10% of team every year  A sense of urgency for achieving successes  People are empowered to make decisions  An environment of constructive challenge and empowerment  An environment where success is clearly understood  Recognising the capabilities of individuals  A way of identifying strength of the team members  A way of supporting each other  A method by which individuals can cross learn and collaborate  Working together for the greater good  A no-blame culture  Achieved a level of trust which facilitates a good working relationship  Achieved a level of transparency  Achieved level of communication enabling effective change management  A way of escalating issues, without damaging relationships  A method of remoulding collaboration  Buy in from all parties/companies  A tangible way of industry collaboration  Shared view/appreciation of performance  Open information approach  Both have different knowledge  Trusting partnership  Trust based on conversations  Level of understood intent  Trust through working  Put the contract in the drawer  Value for you/all – eventual payback  Give without expecting immediate return  Neither party taking advantage  Do what you will say you will do

Our vision for collaboration continued 10  Being open if there is a problem/change  Working together to manage change  Decided who, with whom and when  Shared goal  Time taken to collaborate  Where are we in the process  Culture  Process  Get rid of silos  The hierarchy / vs expert collaboration  Perfect digital railway  Trust – face to face and with remote media/teams  Left our bags/company at the door  A clear an common vision (shared behaviours and ways of working)  Sufficient levels of granularity – so people know that contribution and can see that role  appropriate at different levels  People/organisations working together  Good behaviours – openness and honesty  Realistic understanding and commercial imperatives  Respect for contributions of others expectation and behaviour  Willing contribution beyond the norm/contract  A mutual sense of achievement  Moved beyond measurement (of collaboration)  A dynamic supply chain underpinned by trust and agreed commercial terms/understanding  A clear/transparent use of supply chain capabilities  A clear/transparent view of the pipeline of opportunities  Willingness to share intellectual property for the greater good and to drive innovation  Simpler. Less onerous contracts with a reduced need for lawyers!  A clear understanding of the value chain  Risk pooling and shared insurance policies  A cohesive team sharing a team culture  A common language and references to ….  All parties looking to deliver the right time and not for individual commercial gain  A no blame culture  A mutual sense of achievement  Shared objectives  Formalised knowledge networks  Shared investment actoss the supply chain  Parties living the charter  No surprises  Appropriate terms and conditions  Pipeline visibility  Enhanced/willingness to share intellectual property  Simple contracts  Appropriate role share  Clear understanding of what adds value

Our vision for collaboration continued 11  Spent enough time in prioritising on supply chain so the vision / risk can be understood  Agreement – who collaborating  Shared goal/identity  Time to collaborate  Plan – who can and does what (jigsaw) for 2 nd tier suppliers  Agreed ways of working  Organisational structures that support collaboration  Understanding of what each other does  Trust  Sharing IP/data  One team working together – same goal  Celebrate together  Mobilise together  Work together to address challenges  Open and transparent communication throughout supply chain  Shared office – colocation  Same identity when you visit looks like one company  Shared , collaboration tools portal wiki  A single vision, mission and values  Shared identity  Everybody score highly  Collaborative assessment conducted regularly to encourage this way of working  Throw your lot in – other will – two way fair  Seen to be fair – generosity of giving  A cohesive – collegiate community  We all talk about WE/US  Lasting robust continually evolving  Understanding differences  A different mind-set  Belief based leadership  A positive attitude  Achieved full human potential  Seamless integrated team unable to identify employer  Working for the right outcome not individual commercial advantage  A relationship when we can accept we don’t know everything and can rely on others  Come together for one outcome  No recognisable company association  Achievable milestones on the way  Clarity of leadership and direction  Clarity of roles and responsibilities 

Values 12 Openness – Richard (10) Fairness – Kate (5) Reliability – Joao (3) Right thing – Geraint (2) Goal orientated – Jocelyn (4) Passion – Selina (1) Honesty – Ben (7) Challenging – Dawn (1) Communication – Chris (1) Innovative – Richard (1) Respect – David (7) Long term/sustainability – Kate (1) Proactivity – Elaine (3) Opportunity – Steve (1) Empathy 0 Geraint (2) Common good – Peter (1) Authenticity 0 Elaine (5) Success & recognition – Jeremy (3) Commitment Fun Consistency Self awareness Connection Supportive of others Safety

We will have: 13 One team working together – all working to a common goal Plan of who is talking to who/how/when/etc We all talk about “we” and “us”  common/natural to speak this way Trust  all parties have expectation of payback  fairness Simple and less onerous contracts  less lawyers MOUs in place for dynamic supply chain A no blame culture A mutual sense of achievement  celebrating success together and solving problems together Knowing where you sit and the value you are adding within 30 year timeframe  ways to stay fresh Understanding of each others strengths and where to get what 0% tolerance for only (over collaboration) self interested parties Enabling decision making framework Sharing identity (e.g. addresses) Allow time to develop properly before running ahead An approach/culture of sharing intellectual property We will be delivering faster We will have lots of formal knowledge networks One version of the truth Shared objectives under a common vision  ability to constantly reconcile objectives (change) Regular collaboration health checks that are finding the right behaviours Less need for evangelists – collaboration = day job Be having fun Sharing lessons from success and failure Investing in t4eam building All parties understand what’s in it for them and what is needed of them (invest/commit/receive returns – e.g. sharing data) Multi sided market  re-purposing resources Parties living the values  common purpose  no surprises Wont need punitive crude/incentivisation contractual mechanisms We will have helpful measures  don’t lose sight of the bigger picture The right org structure that supports collaboration  not silo’d  needs to be NR/client et al Understand role of governance – focus end targets Need for industry wide collaboration Collaboration to facilitate change There will be an understanding of the BCR of collaboration Sense of urgency – knowing what the right mix is (not 100% every time) Continuous improvement

We will have: 14 One team working together – all working to a common goal Plan of who is talking to who/how/when/etc We all talk about “we” and “us”  common/natural to speak this way Trust  all parties have expectation of payback  fairness Simple and less onerous contracts  less lawyers MOUs in place for dynamic supply chain A no blame culture A mutual sense of achievement  celebrating success together and solving problems together Knowing where you sit and the value you are adding within 30 year timeframe  ways to stay fresh Understanding of each others strengths and where to get what 0% tolerance for only (over collaboration) self interested parties Enabling decision making framework Sharing identity (e.g. addresses) Allow time to develop properly before running ahead An approach/culture of sharing intellectual property We will be delivering faster We will have lots of formal knowledge networks One version of the truth Shared objectives under a common vision  ability to constantly reconcile objectives (change) Regular collaboration health checks that are finding the right behaviours Less need for evangelists – collaboration = day job Be having fun Sharing lessons from success and failure Investing in t4eam building All parties understand what’s in it for them and what is needed of them (invest/commit/receive returns – e.g. sharing data) Multi sided market  re-purposing resources Parties living the values  common purpose  no surprises Wont need punitive crude/incentivisation contractual mechanisms We will have helpful measures  don’t lose sight of the bigger picture The right org structure that supports collaboration  not silo’d  needs to be NR/client et al Understand role of governance – focus end targets Need for industry wide collaboration Collaboration to facilitate change There will be an understanding of the BCR of collaboration Sense of urgency – knowing what the right mix is (not 100% every time) Continuous improvement

What behaviours are important to achieve collaborative working Listening Working positively together Communicat e Proactive Pragmatic action / goal oriented Open minded Approachabl e Truthfulness and integrity Meeting etiquette Consistency and commitment Thoughtful Supportive Safety and welfare Listening Working positively together Communicate Proactive Pragmatic action / goal oriented Open minded Approachable Truthfulness and integrity Meeting etiquette Consistency and commitment Thoughtful Supportive Safety and welfare