Internship report Robin Corral

Internship report

Integrated Management

System set up

Summer

2015

TSO UK COMPANY

SUPERVISOR: ARNAUD PORQUET (PROCUREMENT MANAGER)

Robin CORRAL Promotion 2017

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Robin CORRAL - promotion 2017

Contents Acknowledgements ................................................................................................................................. 2

Résumé ................................................................................................................................................... 3

TSO group presentation .......................................................................................................................... 4

Historic ................................................................................................................................................ 4

Certifications ....................................................................................................................................... 5

Realizations ......................................................................................................................................... 5

Ambitions ............................................................................................................................................ 9

Competing companies and partners ................................................................................................... 9

Suppliers ............................................................................................................................................ 10

Missions ................................................................................................................................................ 11

Structures locations .......................................................................................................................... 11

Context .......................................................................................................................................... 11

Mission .......................................................................................................................................... 11

Mission assessment ...................................................................................................................... 14

Integrated Management System (IMS) set up .................................................................................. 14

Definition ...................................................................................................................................... 14

Standards and norms .................................................................................................................... 15

Context .......................................................................................................................................... 16

Mission .......................................................................................................................................... 17

Mission assessment ...................................................................................................................... 19

Personal review ..................................................................................................................................... 20

Conclusion ............................................................................................................................................. 22

Bibliography .......................................................................................................................................... 23

Appendix 1. Personal Protective Equipment (PPE) to be worn on site ............................................. 24

Appendix 2. TSO UK IMS table summary .......................................................................................... 25

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Acknowledgements

First of all, I would like to thank TSO for giving me the opportunity to do my internship in their

company within the TSO UK Company. This internship has allowed me to learn a lot from a

professional and a personal point of view.

I also would like to thank Arnaud PORQUET, procurement manager, who was my internship

manager, and Edouard JOLY, design manager, who was the one who helped me the most

thanks to his coaching and support during my internship.

I want to thank all the person I have worked with: Joao BAYAM, Jérémy VERMARE, Sebastien

LUSTRO, Laurent Joseph, Stéphane GUYOT, Christelle LANGLAIS PICHON, Bruno LEFEBVRE…

Finally I would like to thank Joël PERELLE, Executive Vice President of NGE, without him this

internship would not have been possible.

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Résumé

Afin de finir et compléter ma premiere année d’étude à l'Ecole Catholique des Arts et Métiers,

j’ai effectué un stage d'application de quatre mois à Londres, au sein de l’entreprise TSO.

Cette entreprise internationale est spécialisée depuis plus de 80 ans dans la construction et

la rénovation des voies ferrées. La branche dans laquelle j'ai travaillé, basée en plein coeur de

la city de Londres, existe depuis l'an dernier seulement et a été nommée TSO UK. Cette

dernière s'occupe exclusivement de la pose et de la rénovation des caténaires.

Le choix de cette entreprise a été motivé par l’opportunité de valider dès cet été ma mobilité

internationale, l’immersion pendant quatre mois dans une structure complètement nouvelle

mais également par la chance d’intégrer une entreprise certes composée d’uniquement 50

salariés mais extrêmement soudée. Cette branche TSO UK est majoritairement composée de

Français et essaie d'imposer notre savoir faire en Angleterre.

Malgré le fait que les Anglais soient les inventeurs du premier train, leur réseau est

aujourd'hui vieux et a grand besoin d'être rénové. C'est pourquoi la maison mère TSO France

a créée TSO UK. Cette nouvelle branche, et certainement bientôt nouvelle filiale, travaille déjà

sur des projets tels que Crossrail ou même la rénovation des lignes anglaises avec les plus

grands comme Vinci ou Morgan Sindall.

Durant toute cette période, j'ai pu découvrir et apprécier l'ambiance de travail en entreprise

mais également travailler sur le système de qualité d'une entreprise naissante. La vie en

dehors du travail, la multi culturalité de Londres, toutes les personnes que j'ai pu rencontrer

ont enrichi cet apprentissage et ont aussi fait de ce stage une experience grandissante sur le

plan social.

J'ai eu la chance de travailler et d'être accompagné par des personnes aux compétences

diverses que je reverrai après ce stage. Durant les deux principaux projets que jai mené, il a

fallu que je me débrouille seul la plupart du temps. J'ai donc pu apprendre un peu plus sur

moi, ma capacité à prendre des décisions et à gérer mon emploi du temps seul.

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TSO group presentation TSO (Travaux Sud Ouest) is a French firm well-known for being a construction, renovation and

maintenance specialist of the railway networks and catenaries. Because the French railway

network is now well developed, the firm has been looking for new contracts abroad during

the last decades. The company realizes now around 30% of its turnover abroad and is

composed of many subsidiaries.

Historic

The firm was created in 1927 by Auguste PERRON and was already building and renewing

railway networks. At the end of the Second World War, an important part of the French

railway network has been destroyed, TSO began really its development.

In 1964, Loic PERRON took the lead of the company and invested a lot in the specialized

equipment improvement. Thanks to those investments the company became competitive.

In 1996, the third generation with Emmanuelle PERRON managed the group. TSO provides its

high knowledge in railways track activity. The company has taken an active part in the testing,

development and implementation of modern railway techniques: Introduction of concrete

sleepers, rail welding, elastic fastenings, continuous welded track, ballast less track and high

speed lines…

In 2011 TSO joined NGE group. The “Nouveau Groupement d’Entrepreneurs” is a growing

French company employing over 7,500 people and achieving revenues of 1.5 billion euros.

This company is involved in the construction of major infrastructures, urban and local projects

in France and worldwide. Like TSO, NGE is composed by different subsidiaries as GUINTOLI,

NGE GENIE CIVIL, SIORAT, AGILIS and GTS.

Nowadays TSO employs 1500 people and it turnover is superior to 250

million of euros. TSO is also composed by several subsidiaries like:

FRASCA, SIFEL, FVF, OLICHON, MIRE and TSO CATENAIRES.

Figure 1: TSO branches

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The backwardness of the UK railway network pushes TSO to create a new branch in this

country called TSO UK last year in 2014. Twenty people compose the TSO UK team today, and

this number is still increasing. In fact TSO UK is a specialist of catenaries and is only working

on catenaries like TSO CATENAIRES. TSO UK is a branch of TSO and not TSO CATENAIRES

because only TSO was able and allowed to send expatriate abroad administratively.

Certifications

The continuous improvement of performance, defined through its QSE Integrated

Management System is determinant for the business success and a major tool in ensuring its

durability.

To develop this approach and maintain the confidence of all stakeholders, the management

of TSO seeks to maintain certification AFAQ according to the three reference standards ISO

9001v2008 (system requirements for Quality Management), OHSAS 18001v2007

(requirements for System Management Health and Safety) and ISO 14001v2004

(requirements for system of environmental management).

In England the security norms are more respected and more numerous than in France. In

order to work on the UK Railway Infrastructure our company must comply with the Railway

Industry Supplier Qualification Scheme (RISQS) Audit Protocols.

Realizations

In France: TSO operates nationwide serving RFF (the French rail track authority), SCNF, RATP

(Paris transport authority) and local authorities. It plays an active part in

regenerating the national rail network. Specialized in high speed lines, the company

Figure 2: TSO UK organization flowchart

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Figure 2: Rail laying train

has successively worked to the construction of the Northern, Lyon-Valence and

Mediterranean’s high speed lines as well as the construction of the Eastern high

speed line on which the world rail speed record was broken in 2007.

Figure 3: Speed world record line

It is also specialized in the construction of urban lines, and participated in the

construction of Orleans, Nantes, Grenoble and Paris tramways.

Abroad: TSO group has distinguished itself both in railway networks and in the urban

transport field, ensuring a French presence in Saudi Arabia, Togo, Belgium,

Luxembourg, Malaysia, Gabon, Egypt (Cairo metro), Nigeria, Panama and Guinea…

It participated in the construction of the Taipei metro in Taiwan, a new double

gauge track in Bangladesh, a new line in Greece, doubling up the track in Thailand

and overhauling various tramway lines in Bucharest, Romania. Currently, TSO is also

working in Egypt, India, Greece, Congo, Gabon, Turkey, and Dominican Republic for

the construction of the first metro line in Santo Domingo, Cambodia and Algeria.

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Figure 4: Panama viaduct metro

In the UK: TSO also participated in the construction of the second section of the high speed

line called the “High Speed One” (Eurostar) line. TSO UK is working on 2 projects:

• Cross rail: It is the Europe’s largest infrastructure train project. This new

train will be able to join west and east of London. The railway will cover

over 100km of track including 21km tunnels and ten new stations. The

different stations will be connected with the national rail service

(NETWORK RAIL infrastructures), the London underground and also the

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Docklands Light Railway (DLR). The project is going to cost around 42

billions of pounds.

• The entire national railway catenaries network renovation for NETWORK

RAIL in collaboration with Morgan Sindall (UK construction and

regeneration group, operating in the public and commercial sectors)

Figure 4: Eurostar rail

Figure 3: CROSS RAIL plan

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Ambitions

-The NGE group is always buying new firms for two reasons:

• Currently NGE realizes 3% of its turnover abroad. The objective is to reach

15% of its turnover abroad in the next five years, showing the export

intentions of the group. Buying international firms (like TSO with TSO UK for

example) allows the direct abroad turnover increase for the group.

• When a company is answering to an invitation to tender for a construction

it is never to make all the construction alone. Even the biggest firms, as

VINCI, employ sub-contractors to make some tasks during the works. NGE

group wants to be the first company to be able to answer to an invitation

tender alone thanks to its different industry sectors. The purchase of new

firms diversifies the NGE group. Being the only enterprise on a building site

increases a lot the turnover and pushes the client to work with NGE because

the terms and conditions are simpler.

-The TSO UK branch manages by TSO want to become a real subsidiary. Sebastien

LUSTRO would be the manager of TSO UK in this case, instead of Jean BERNADET

or even Emmanuelle PERRON (NGE).

Competing companies and partners

As it is written in the paragraph just above, even the biggest companies are not able to answer

to an invitation to tender alone without being helped by sub-contractors or partners. An

important factor is that, in the construction field, competing companies are often partners.

TSO’s French competing companies are:

• MORGAN SINDALL (part of the MORGAN SINDALL GROUP PLC): A leading UK

construction and regeneration in sector as transport, science and technology, water,

energy, industrial… This group is working on the national railway catenaries network

renovation with TSO UK.

• ETF: it is a subsidiary of EUROVIA (Vinci Group, leader of the Construction sector) and

one of the world’s leading players in the rail industry. They are specialised in the

construction and maintenance of national railway networks, urban transport

networks and industrial sidings.

• EIFFAGE RAIL is also specialised in all fields of railway engineering (railway network

renewal, creation and maintenance of trams, works on high-speed links etc.) and is

growing steadily and is currently the third French rail companies with NGE Group

(including TSO), Vinci, Alstom and Bouygues Construction.

• COLAS RAIL (which joined the Bouygues Group in 1986) is working on high-speed lines,

networks maintenance, urban transports (trams, subways), signalling, electrification

and rail transport…

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• ALSTOM TRANSPORT: They is the global leader in the sector of power generation,

power transmission and rail infrastructure.

Those companies are also our partners. Furthermore TSO has local competing companies

in each country where they work.

Suppliers

TSO has more suppliers than subcontractors. There are hundreds of suppliers, but here are some

of the more recurrent ones:

• TATA STEEL for the delivery of the rails. Tata steel is a multinational steel-making

company which, according to the World Steel Association, is the “the 11th largest steel

producing company in the world in 2014”. Tata Steel is one of TSO’s most reliable

suppliers.

• VOSSLOH COGIFER for the delivery of Switches & Crossings (S&C) which is basically the

mechanical installation enabling trains to go from one track to another. VOSSLOH

COGIFER is a subsidiary of the VOSSLOH GROUP specialised only in the switch gear

field for all types of networks, railways, metros, tramways in Europe and all over the

world.

• SATEBA for the delivery of sleepers.

SATEBA, subsidiary of BONNA SABLA is a

leading supplier of concrete railway

products. It is one of the pioneers in the

development and production of

concrete sleepers. A sleeper (or railway

tie) is a support for the rails. These

blocks are laid horizontally underneath

tracks to hold rail lines. It is the

backbone of the railway.

Figure 5: Switch train rail

Figure 6: Railway plan

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Missions

Structures locations

Context

Even if English were the train inventor and England was the first country ever to build train,

the English railway network is nowadays really old in all respects. The railway lines are old as

the trains. That is why NETWORK RAIL wants to improve its network by investing in the rails,

catenaries and trains renovation and

also in the train timetable

management. The project has

already begun and the end is

expected in 2019. TSO UK is

participating (with MORGAN

SINDALL’s help) to the catenaries

renovation. Most of the time, it

consists in exchanging the posts, the

catenaries and the scrap linked to

the fixing.

After the design part, the new components just produced have to be delivered in the right

times and in the right places.

Mission

During the first month, I realized the material delivery management on different building

sites. This management depended on several variables:

• The delivery place (which line, which line side)

• The delivery date

• The stocking place

• The fastest and easiest access to deliver the material

At the end of the project I had to return a list and a map summarizing all the material

deliveries to do by zone in the next 4 years.

This is the approach I have done:

• The first task to realize was to locate and mark all the places where the posts would

be changed. I have used a lot Google Map (earth view) to place them thanks to the

geographical coordinates already known. The Google Map precision allowed me to

see the different posts.

Figure 7: Catenaries change

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Figure 8: Example of post marking

Each post was numbered thanks to the line name abbreviation (example: CE), then by the

section number (example: 05) and finally by the post name (example: 33) in this section

always composed of 100 posts.

I have also realized a colour key to distinguish the delivery year on the building site until 2019.

Figure 9: Example of a bad delivery zone

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• Then, the difficulty was to find a simple access for the delivery trucks. The small

roads could not be taken by the trucks. Most of the time a delivery zone was also

used as a workers parking.

Figure 10: Example of a good delivery zone

• After having located all the posts to change and all the delivery areas, zones were

created to:

- facilitate the communication for designers and workers.

- determine the work places according to the year

- determine the material storage zones before their delivery on the building site.

NETWORK RAIL has warehouses scattered through England. The objective was

to stock the material in the closer warehouse possible.

This is the final zones distribution (Each point colour corresponds with a work year)

Figure 11: Final map

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Each black zone corresponds with a work zone. The material to deliver will be stocked next to its

zone in warehouses. In total 130 posts have been located (zone, line, line direction…), almost 130

delivery zones have been found…

Mission assessment

During this first month, my mission was to realize the delivery organization. Except the first

explanations of Edouard JOLY (designer engineer) who told me the posts geographical

coordinates and the results expected, I have not been helped during all the mission. We are

not used to this liberty in ECAM. The plan importance is crucial, my first week was only given

to the approach of the request. Furthermore this last point, I have learnt how to use Google

Map, which includes an incalculable possibilities number I did not expect.

Integrated Management System (IMS) set up

Definition

An Integrated Management System (IMS) is a system allowing the global management of the

Quality, Security and Environment (QSE) according to the company characteristics (industry

sector, policies, human resources and financial resources). Anything which has an effect on

business results must be integrated in the management system.

An integrated management system allows a management team to create one structure that

can efficiently help to reach organization's objectives.

The IMS is organized according to a hierarchy. It is composed of processes, procedures and

forms. Each process includes several procedures and each procedure includes several forms.

Figure 12: SMI organization

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The IMS is more than useful, it is indispensable for a company. Mainly for the following

reasons:

• It constitutes the structure’s company spinal column. The IMS is a document linking

up all the different departments of the firm: quality, health and safety, environment,

personnel, finance, security etc. If the IMS is enough complete, all the actions realized

and undertaken by the employees are described in the processes and procedures. So

the staff can consult the IMS if they need it.

• Nowadays most the companies are certified. The firms respect several norms as ISO

9001, ISO 14001 and OHSAS 18001 (describe in the following paragraph). Those

norms assure the works service quality of the company. The certifications are part of

the IMS so this management system traduces the reliability of the firm.

• More than the reliability, having a complete IMS could be a real publicity for the

company. During an invitation to tender, the client can ask for the IMS and see the

whole firm organization.

• During or before an audit, the IMS shows to the auditors how the company works and

simplifies a lot the certificate obtaining.

• The certifications included in the IMS insure also the company against all the different

accidents that could happened: a worker on a building site, toxic leak on the ground

or in a river, vehicles broken…

Having an Integrated Management System has advantages and disadvantages for the

company:

Advantages:

• Consistent objectives, planning, and document management

• Implementation and operation of the system cost less.

• Easier internal audits

• Reducing the chance of conflict.

Disadvantages:

• Responsibility of QMS (Quality Management System) and EHS (Environment Hygiene

and Security) can be conflictual in some organizational structures

• Documentation can be more intricate.

• External third party audits can be more difficult.

Standards and norms

A standard is a document that provides requirements, specifications, guidelines or

characteristics that can be used consistently to ensure that materials, products, processes

and services are fit for their purpose. Certifications are one of the very first criteria guiding

choice between several offerings. There are delivered based on an assessment of the systems,

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services, products or professional competencies targeted in the application. The assessment

measures the characteristics claimed of the company.

The assessment is realized by external firm specialized in the certification as ISO (International

Organization for Standardization) or AFNOR to hold up a French company. TSO UK is certified

by different ISO certifications. To become certified, TSO France certifications benefited to TSO

UK because it is still a branch so it did not need to do any audit. But if TSO UK wants to become

a real TSO France subsidiary, it will have to do all the standard audits.

TSO UK certifications:

• ISO 9001 (2015 version) is a Quality Management System (QMS). This standard is

based on a number of quality management principles including a

strong customer focus, the motivation and implication of top

management, the process approach and continual improvement.

Using this standard helps to ensure that customers get consistent,

good quality products and services, which brings many business

benefits.

• ISO 14001 (2015 version) is an Environmental Management System (EMS). It focus on

environmental systems to achieve this. It maps out a framework that a company or

organization can follow to set up an effective environmental

management system. Using this standard can provide assurance to

company management and employees as well as external

stakeholders that environmental impact is being measured and

improved.

• OHSAS 18001 (2007 version) is a British occupational health and

safety management system.

Context

TSO UK is a new branch of TSO since 2014 so it is an organization completely new. Even the

direction is done by TSO, TSO UK has to adapt itself to different elements. The first reason to

this adaptation is because the rules and the work habits in UK are quite different the French

ones. From a contractual point of view, the IMS is really important for the audit, offer tender…

Even if some norms are European (ISO 9001, ISO 14001 and OHSAS 18001…), there are lots of

Figure 15: OHSAS

certification logo

Figure 13: ISO 9001

(version 2015) logo

Figure 14: ISO 14001

(version 2015) logo

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slight differences between France and UK concerning the norms. For example, English people

pay more attention to the security in every department especially on building sites (Personal

Protective Equipment (PPE) to be worn on site”).

So far, TSO UK is just traducing and adapting the documents from the French IMS when they

need them for special occasions as audits or offer tenders. They sometimes also do exactly

the same thing with the documents of theirs subcontractors or partners. For example I have

traduced and adapted for TSO UK some documents from MORGAN SINDALL. So finally, there

is no real IMS in TSO UK. As it is writing previously, TSO UK should have its own IMS to show

a better quality and reliability to the client.

Mission

By accepting this internship request, my supervisor asked me to set up the IMS of TSO UK.

This task has been my principal mission during these four months. I have met and worked

with people from different sectors.

The IMS is organized into processes, procedures and forms. Each IMS size depends on the

company size. For the moment TSO UK employs only 20 persons so their IMS is considered as

a small one for a company.

To realize the new IMS of TSO UK, I have used different sources:

• The first one and most important is the IMS of TSO France. TSO exists now for more

than 80 years so their IMS is really complete. Of course all the processes, procedures

and forms are adapted to the French law, work habits and rules. Moreover TSO France

is working in several sectors and industries so their IMS has been made to be used in

all those different sectors.

• The TSO CATENAIRES IMS has also been an important source of information. TSO

CATANAIRES is a specialist of the catenaries, so their IMS is sometimes more focused

for the catenaries industry.

• I have also been guided and helped by all the different employees of the company.

Before beginning each new process, I asked the more specialized project subject

person what to keep, to change and to delete with the aim to adapt the process to

the UK.

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The several processes of the IMS allow the whole management of the company. TSO UK

IMS is composed of about ten processes, each of them grouped into 3 parts.

Globally, I have worked and been helped by 10 persons (one for each process):

• Management and planning: Stéphane GUYOT: International director

• Contractual project management: Sébastien LUSTRO:

• Project management: Joao BAYAM: Construction management

• Design: Edouard JOLY: Design manager

• Surveillance and measures: Joao BAYAM: Construction management

• Human resources: Laurent JOSEPH: Financial administrative international director

• Material management: Joao BAYAM: Construction management

• Procurement/logistics management: Arnaud PORQUET: Procurement manager

It is important to quote that Arnaud PORQUET, my internship supervisor, is not working for

TSO UK but for TSO France on the Crossrail project. He is part for the Joint Venture (JV) ATC

(ALSTOM TSO and COSTAIN). The big Crossrail open space office is located in a different place

than TSO UK in London.

I have also worked with Christelle PICHON-LANGLAIS, living in France, who is the quality

manager of TSO France. She has a global vision of what is the IMS, which is really useful for

targeting the work to do.

I was working in the same building as most those people, so it was quite simple to gather

information, except for Arnaud PORQUET and Christelle LANGLAIS PICHON.

Figure 16: Processes flowchart

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Because of the IMS complexity about classifying the documents, we have also decided of a

new way to name the different processes, procedures and forms. Each process corresponds

to a number: the process “Management and planning” was numbered 1000, the process

“Contractual project management” was numbered 2000…

To name the procedures into each process, we have used the same numbering: the first

procedure of the “management and planning” process was named PRO UK 1001, PRO UK

1002 for the second…

To name the forms into each procedures, same thing: The first form of the first procedure of

the “management and planning” process was named PRO UK 1001-1.

The Appendix 2 “25TSO UK IMS table summary” presents all the processes/procedures and

forms treated during the mission.

Mission assessment

This second mission about the IMS was a completely new subject for me, I have discovered

how important is the organization and the hierarchy in a company. For having work with

people who know the work habits in France and UK, they made me realize that British people

are really respectful of the established rules. Quality is decisive during an invitation to tender

and to maintain a good company reputation. The certification system is present everywhere.

More technically speaking, I really improve my knowledge about Word software and my

typing quickness!

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Personal review This internship has been a really good experience. It was the first time that I have a real

mission to do for a company. The fact that TSO UK is specialized in the catenaries laying allows

me to discover the railway field. This sector is well developed in civilized countries such as

France, that is why companies, as TSO, are looking abroad now. The railway sector still

represents a potential in developed countries but it is really more important in developing

countries. So why not working in this field later?

The knowledge of the English language is crucial to stay universal. So I absolutely wanted to

do an internship abroad. Staying in London for 4 months allowed me to improve my English,

but not as well as I expected because TSO UK is mainly composed of French people. Finally I

improved my English out of the working hours.

Concerning the pace of work, TSO UK did not care about the number of hours I was doing but

more about my efficiency. During all the different tasks I have realized, I was working most of

the time alone. Except the weekly meeting I had with my supervisor Arnaud PORQUET, I was

entirely managing my own schedule. We are not used with this management in ECAM, it

allows us to be aware of ours responsibilities. I was working in a building principally composed

of English companies and contrary to the French company habits, the English people are

scrupulously respecting the working hours. At 17.30 pm, English people leave their office to

go to the closer pub and have some drinks.

Something more surprising is that Friday is called a “day off” in England. From Monday to

Thursday, people are really well dressed, especially in London city, but it is really common to

see people wearing trainers and jeans every Friday.

Apart from the work, London is the most multicultural city I have ever seen. I was living in a

student residence composed of several flats. During the four months, my different flat mates

were coming from all around the world: USA, Italy, Spain, Asia, Australia, Russia, Canada,

Argentina, France, Brazil, Ireland and even Iceland. Making friends with people who have a

completely different way of life compared to yours is also part of the internship. It traduces

your capacity to adapt yourself to new cultures.

I was living in a district called Camden town, even if it is a very touristic place, you can see all

the different styles in the street: punks, people disguised, homosexuals without any complex,

persons covered of tattoos, hipsters… English people are so much more open-minded than

French people! Doesn’t matter your origin, everybody is friendly and approachable. This

mixing social ladder is one of the reasons that have made this experience so beneficial for me.

It is important to know how to behave in a company but also with people outside.

Otherwise all the most famous clichés seem to be true! I have never known a summer with

so much rain. People are used to it here, but it had a really bad impact on my morale several

times. Coming from France, one of the best country in the world for food, it is sure that English

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food is not that good… but the social diversity allows to taste and try food from all around the

world with all the different types of restaurants. The cost of life is so high to such an extent

that one pound is exactly like one euro (1£=1.36€).

To conclude, I would say that London has been great experience. I met lots of person and

learnt how to behave to have in a company.

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Conclusion

Through these 4 months of internship, I have really enriched my knowledge as for a company

management and organization. The different missions presented and studied have allowed

me to develop different skills and tools and to discover new ones; which helps to gain

confidence in the workplace. The entire internship was very helpful for my personal growth

and enrichment.

TSO UK is a completely new branch. I have lived for four months, from the inside, how a start-

up is created. The different managers of TSO UK have been send here because the parent

company, TSO France, knows about the capacities and competences of creating company in

new contexts. Whatever the problem, there is always a solution. These managers have done

different studies but they have one competence in common which is probably the most

important: they know what and how to talk and convince their clients, suppliers, sub-

contractors and service providers. Beyond ours technical competences learnt in ECAM,

communication appears to be the major asset I really need to improve and I hope that ECAM

will help me in this field too.

I had the chance to be quite close with the people I was working with. The capacity they have

to differentiate work and social life after work is really impressive. People could be your friend

during parties and your boss the next day. It traduces the fact that, in a working life, the only

thing which matters is your performance.

I finally appreciated the trust TSO managers gave me with complex missions I didn’t expect to

manage. Doing internship are the best way to know what we like and, on the contrary, what

we don’t want to do later.

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Bibliography AFNOR certification. (n.d.). Retrieved from http://www.afnor.org/en/core-

activities/certification/mission-overview

ALSTOM. (n.d.). Retrieved from http://www.alstom.com/microsites/transport/

Bristish Assessment - ISO Certification. (n.d.). Retrieved from Bristish Assessment:

http://www.british-assessment.co.uk/services/iso-certification/ohsas-18001-

certification/?utm_source=bing&utm_medium=cpc&utm_campaign=OHSAS%2018001%20N

EG%20K%2FW%20ADDED%2025%2F3&utm_term=ohsas%2018001

CONSOLIS BONNA SABLA. (n.d.). Retrieved from http://www.bonnasabla.com/

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CROSSRAIL project. (n.d.). Retrieved from http://www.colasrail.co.uk/

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ETF, subsidiary of EUROVIA (VINCI Group). (n.d.). Retrieved from http://www.etf.fr/en

FPA consulting, UK rail compliance. (n.d.). Retrieved from http://www.fpaconsulting.co.uk/business-

management-standards/uk-railway-compliance

ISO certification. (n.d.). Retrieved from http://www.iso.org/iso/home/standards.htm

MORGAN SINDALL. (n.d.). Retrieved from http://www.morgansindall.co.uk/

NGE company. (n.d.). Retrieved from http://www.nge.fr/en/the-group/the-basics/

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OHSAS 18001 certification. (n.d.). Retrieved from http://www.british-assessment.co.uk/services/iso-

certification/ohsas-18001-

certification/?utm_source=bing&utm_medium=cpc&utm_campaign=OHSAS%2018001%20N

EG%20K%2FW%20ADDED%2025%2F3&utm_term=ohsas%2018001

TATA STEEL. (n.d.). Retrieved from http://www.tatasteel.com/

TSO France. (n.d.). Retrieved from http://www.tso.fr/historique.asp

VOSSLOH COGIFER. (n.d.). Retrieved from http://www.vossloh-cogifer.com/en/home/home.html

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Appendix 1. Personal Protective Equipment (PPE) to be worn on site

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Appendix 2. TSO UK IMS table summary

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Internship report Robin Corral

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