Wesley Francis Portfolio.pdf

8/14/2019 Wesley Francis Portfolio.pdf

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A networkto supportBT carers

past, presentand future

Endorsed by BTGroup HR.

Tojointhe BT Carers Network

www.btpeoplenetworks.com/carers

Carers Network Webpages

Why not ask a question on the

Carers Network?

Youwillhave access topeople who have probably

experienced something very similar, eventhough there

might be different circumstances.

The webpages alsocontain details of forthcoming

knowledge share calls. These calls covera wide variety

of topics specifically

relevant toCarers,

forexample , caring for

someone withde mentia.

These calls are usually

available forplayb ack

forthose people

whoare unable

tolistentothe

calllive.

Where can I get help?

The HR pages containalot of useful

informationa nd links torelevant pages

https://intra.bt.com/bt/hr/fairness/

diversity/carers/Pages/index.aspx

BT Carers Network DL.indd 1-3 22/08/2013 14:35

Who is a carer?

Carers are those people whoha ve toprovide care fora

disabled, elderly, orsick partner, relative orfriend.

When someone becomes a carer

Many people dont identify themselves as acarer to

beginwith. Formany, it becomes a reality whenthe

caring role impacts ontheir work life. Some people are

concerned about the impact of caring ontheir ability to

cope at work, soare reluctant to accept it and talk about

the role they nowhave.

Do I need a Carers passport?

The BTCarers Passportcanbe completed by any

BTemployee who has caring responsibilities that they

believe could have animpact on theirability towork

currently orat some point inthe future.

The BTCarers Passportdescribes the nature of the

caring responsibilities, adjustments that the individual

might need and actionto take if the individual

needs toleave work suddenly togetherwith agreed

communicationbetweenthe individualand BTif the

individualis unable to come towork.

What is theCarers Network?We are a group of people who are,

have been or may be carers one day.

Everyone is welcome to join, you dont

have to be a carer, we probably all know

or manage someone who is.

BT Carers Network DL.indd 4-6 22/08/2013 14:35


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A networkto support

BT carers past, presentand futureFor more information visit:

https://intra.bt.com/bt/hr/

fairness/diversity/carers/Pages/

index.aspx

http://www.btpeoplenetworks.

com/carers

B T C ar e N et wo rk b oo km ar k. in dd 1 2 2/ 08 /2 01 3 14 :3 6


6/21

Bid with confidence, minimise risks and get the job done

Produce more informed bidsPrepare for the unexpectedDeliver complex projectsMeet challenging deadlines

Project Services

Generating new business to drive growth is one of the best ways toprosper in a competitive market. But what if you find yourself unableto bid for a lucrative new contract because you dont have the rightproject management resources when you need them?

Worsestill,whatif,after makingacommitmenttodeliver aprojecton time,youencounter

logisticalproblemsthatyourteam doesnthaveenoughsparecapacityor experiencetosolveinthegiventimeframe?

ProjectServices acore capabilitywithinour wider ServiceBased Solutionsportfolio

canprovidethe answer. Regardlessof size, complexityor UK location*,onceengaged,our ProjectServicesexpertsare hereto help youbid withconfidence, planmore effectively

and deliver your projectontimeand tothe highestpossiblestandard.

Get vital access to industryknowledge, planning skillsand resourceOur expertsknowwhat worksand whatdoesnt

and, bydrawing onexperienceof working acrossarangeof industrysectors, theyareableto identify

potential issuesinadvance, mitigaterisksand helpyoudeal withunforeseenissues. Their primary

goal isto smoothyour projectdeliveryby helpingyouavoid significantdelaysand headaches.

Transform multiple ordersinto a programme of workRatherthanhandlinga seriesoforders asindividual

requirements,ProjectServicescantakemultiple

orders,transformthemintoa programmeofworkandmanagethat programmethroughto

completion.Thisisidealfor largerprojectsthatare

geographicallyconcentrated(suchas anewhousingdevelopmentorashoppingcentre)or wherean

individualcustomerhasrequirementsatmultiple

relatedsitesacrossthe country(forexamplebanks,

retailchains,distributioncompanies).

Enjoy a single point of contact

Everyprojectisallocated adedicatedprojectmanagerorco-ordinator.Youcanchoose forthem

toeithertake end-to-endaccountabilityortowork

alongsideyourexistingteam toprovidean overflowcapability.Eachprojectmanageris backedbya

teamof specialistswhohaveunrivalledknowledge

ofour systemsandprocesses.

Identify external delays early

Using our experience, wecantell youup front

whatthe delaying factorsinyour ordersarelikelytobe and help preventunexpected contractual

issuesbetweenyou and your customers. Aswell as

dealing withanywayleaveswe need for our circuitsand equipmentasper normal, wecanprovide

adviceand supportonissues withlandlordsand

local authorities.

For instance, itcansometimestakethree months

or longer toget permissiontoclosedown aroad

toinstall newline plant. Wecanmake youaware

of theramificationsinadvance, allowing youtobetter managetheexpectationsof your customers

and thusagreemore realistic contractual terms.

Weare alsoconstantlyimproving relationships

withpublic bodies, suchas theHighwaysAuthority. Bysharing knowledgewiththem and

explaining typical processesand critical pathswe

arebetter abletosmooth thewayf or all projects

thatneed their permissiontoproceed. Thishelpstoensure anyrequired digging canbedone in

theshortestpossible timescales.

*ProjectServicesisnotavailable intheIsleof Manor Hull

Sharpen your competitive edge

How ProjectServices canhelp you

2 ProjectServices

Minimise fulfilmentprocess delaysWinningabidisone thing.Butyournamewill be

mudifyou dontdeliveryourprojectontime. A

singledelaycouldmake allthe differencebetween

profitandloss nottomentionthe chancetowinrepeatbusiness.Hereare someexamplesof the

processdelaysthatcan occurandhowwe canhelp:

DrivingorderprogressionWhenyouplacean order,anumberof automated

messagespassbackwardsandforwards asit

progressesthroughoursystems.Ifwe dontreceive

aresponseto oneofthese messages,yourorderiseffectivelystalled.Thisdoesnthappenwhen Project

Servicesisinthe drivingseat,becausewecheck

orderprogressona regularbasisonyour behalf.Ifwerewaitingfora response,wellcallyou toelicit

one,allowingyourordersto progresstothe next

stagewiththe minimumofdelay.

Managingaccess andsign offTimecanbe wastedifan engineervisitsasite andcantgainaccessbecauseno-onesaroundto let

themin.The sameappliesif thepersonwhoneeds

tosignoff theworkisntavailable. Hereagain,wecanminimisedelaysbycontactingthe relevant

peopleonsite andestablishingtheiravailability,

sothejob cangetdone.

Gainingsecurityc learanceManysitesrequirenoticeof aweek ormorebefore

anengineervisit.Theymay alsowantthe nameof

theengineerinadvance.Some sitesrequirespecificsecurityclearanceaswell astheengineersidentity

card.Wecanfacilitateall thesearrangementsacross

multipleorderstoavoiddelay.

Handle unforeseen issuesmore efficientlyInsomecasesissuesthatmayputaprojectin

jeopardysimplycannotbe predicted. Itsattimes

likethese thatexperiencecountsfor everything.

Weexpectthe unexpected and relishopportunitiestotake ona newchallengeand putour adaptability

tothetest.

Benefit from powerful reporting

Aweekly progressreportis provided asstandardand, if yourequiremore frequentreports, wecan

tailor our servicetomeet your needs. For instance,

wecanprovide dailyreportson howmanycircuits

havebeendelivered, howmanyremain tobedelivered, whatstage eachcircuitisat, what

thenextactions areand whentheyrescheduled

totake place. Armed withthisinformationyoucankeep customersup todateand beconfident

yourself thateverything isontrack.

Atthetimeour projectswereinfull flow,wehad the Icelandic volcanic eruption. Thisdelayed theshipping of importantnetworkcomponents. TheOpenreach guyshelpedusunderstand all of our requirementsand

prioritiesand enabled storesto bediverted towheretheyweremostneeded.

MalcolmJanes, Easynet,Head of UK ProjectManagement

Byproviding uswith moreaccurate, timelyinformation, ProjectServiceseliminated uncertaintyand saved usno end of time. Theyalso helped usshareissues, work together tosolvethem and createanexcellent,collaborativeworking environment.

RobertGathergood, SkyNetwork Services, Head of LLU Implementation

Beyond business as usualOurbusiness-as-usualprocessesaredesignedtoautomate theorderinganddeliveryofhighvolumeproductsfor straightforwarddeliveryscenarios.Theymeet thecore

requirementsidentifiedbyindustryforeachof theproductswesupply. However,if

yourordersorprojectsare complex,youmayneedmore thanbusiness-as-usualis

designedtoprovide.Thisis whereProjectServiceshasa roletoplay.

ProjectServices 3

Understanding the labyrinthof sector-specific issues

EducationTimeisoften of theessence inthissector. Work

typicallyneedsto avoid termtimeand other criticaldatesto minimisetheimpactof noiseand other

disruptions. Therearesecurityconsiderationstoo, school staff need tobeon siteto check the

engineersidentitycard aswell asgive themaccess

toschool buildings. All of thisismanageable, but

getting itwrong canspell troublewhenitcomes tojob planning, circuitrouting, engineer accessand

work sign-offs.

Weve developed a thorough understanding of working environments andpractices across major market sectors. Using this knowledge we can helpyou avoid issues and delays that could otherwise put things in jeopardy.

HealthThisisyet another sensitivesector wherenoise

and disruptionsarenotwelcome. Unlikeschoolsthough, hospitalsdonot havethe luxuryof being

closed during non-termtimesand evenings.Theyare24/7 operationswherestaff work onrotasand

whereaccessto certainareasis heavilyrestricted

duetodata and medical considerations. All of this

canposesignificantaccessandsign-offissues.Manyalsodemand up fronthealthand safety method

statementsand detailed risk assessmentstoo.

MobileEngineerstypicallyrequirekeys toget intobasestations butthesearenotalwayseasytoget

hold of. Accesstosites isheavilyprotected for

good reason and morethan onevisitto complete

thework maybeneeded. Becauseof thelocationof manymobilebasestation sites, wayleaves

areoften required fromlandowners, landlords

and eventenantsthemselves (inthe caseof roof

access). Again, althoughmanageable, experiencecountsfor alot. Getit wrong or planpoorlyand it

could add weeksor months especiallyif access

refusal endsup resulting inlegal proceedings.

4 ProjectServices


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RetailThevarietyofretailpremisesin theUKmeansthat,

onceagain,issuescanvaryfromone locationtoanother.Securityprocedurestendtobe dictated

bythenatureof thebusinessbeingundertaken

andweoftenneed torelyonthe customertotellus

exactlywheretheywanttheNetworkTerminatingEquipmentinstalled.Differenttypesofretailpremises

alsohavedifferentoperatinghoursthatmayneed

tobetaken intoconsiderationtoensurethe rightpeopleareonsite andthatworkis nottoodisruptive.

Timeismoneyfor theseorganisationsandany workthatinterrupts,orisfearedto interrupttheirability

totradecangenerate localissuesandindividualresistanceevenwhenpeopleknowwe arecoming.

FinanceOneof thegreatestissueshereisthatweoftendontknowthe extentof thebarrierswe faceuntil

wearrive onsite. Astraightswap fromonecircuit

toanother, for example, maylook simplebut there

maybe morethan onecommsroom and existingcircuitsmightnotbe labelled. Having abest

practiceapproachis vital.

Financial institutionsarehostto sensitivedataand somelocations(suchasthose hosting ATMs)

requirespecial on-siteproceduresthat can

varyfromone organisationtoanother. Access

restrictionsmayrequirenames of engineersinadvanceand timing oftenneedsto bealigned

tothe availabilityof securitypersonnel. Careful

co-ordinationand double-checking of information

isessential buttimeconsuming.

DefenceMoD work isusually required atveryshortnoticewithanequally fastturnaround expected. Thereare unique

installationprocessesto followwhich, if notproperly

understood, candriveextended lead times. Notonlydo

engineersneed tobe securitycleared, buttheymust alsowork totheexacting expectationsof on-sitecontractors

whorarelywelcome differentwaysof tackling challenges.

Theneed tobe abletomanageall of thesedemandsand

co-ordinatewithon-sitepersonnel onthe dayise ssentialtodeliver asuccessful contractand winrepeatbusiness.

Non-servedpremisesNon-served premisespresenttheir ownuniqueset of

challenges. For example, circuitprovisionstotraffic lightcontrol boxesand portakabinsonconstructionsites.

Provisioning totraffic lightsmeanssecuring Local

Authoritypermissiontodig atpotentiallybusy roadjunctions. Thiscantakeup to threemonths, and once

secured theremay onlybea limited windowinwhichto

undertakethework. Aconstructionsitemeanwhile canbe

nothing morethan awasteland atfirst glance. Althoughgrid referencesfor aportakabinlocationmay beprovided,

onceonsite thesemaybe inappropriateor subjectto

change. Suchissuescancauseunexpected delays.

Themorecircuit orders, products, and complexity

involved in a contract, the greater thechallenge. When

you chooseProjectServicesthough, whichever sectoryouresupplying to, our expertswill ensurethatas

much aspossibleis planned for. Whereplanning cant

bedonein advance theywilldraw on their experience

and putbestpracticeworkaroundsinto action.

Wedelivera lotof largeprojectseachyearto differentorganisations.Thesehavegonea lotmore smoothlywherewehaveused Project

Services.Andthefactthat theyhavedone suchagreat jobwithDigitalSwitchovermeanswe willdefinitelyusethem againinthe future.

Paul Shields, BTWholesale, Senior ProjectManager

Pro je c t Se rvi c es 5

Showing that youve considered all the risks in a project at the bid stage,and have taken steps to mitigate them (or have a plan to do so) canmake all the difference between winning and losing vital new business.

Involvingusupfrontis agreat waytoachievethis.

Italsoallows ustohelp quantifyanyadditionalcostsorleadtime impactsonyourbehalf.

Notonlydoesthis provideyourcustomerswithextra

certaintythattheyrechoosingtherightsupplier,butitalso helpsyouto avoidnastysurprises,and

canevenreducethe riskofpenalty payments

broughtaboutbyunexpecteddelays.

Asa contractprogresses,ProjectServicescangoon

todetectand tacklemanypotentialdelays before

theyhavea chancetoaffectthe deliverytimescalesyouvepromisedyourcustomers.Thesecould

includedelaysduringtheorder processandeven

issuescommontoparticularmarketsectors.

Theprovisionofvaluablereportingthroughout

completesthepackagefrom us ensuringyou

alwaysknowexactlyhowthingsare progressing.

End-to-end serviceensures maximum impact

What Project Servicescant offerWellonlytakeon aProjectServicescontractif

webelievewe canaddvalue beyondthebusiness-as-usualprocessesthatwe operate.ThatmeansProjectServicescant:

beusedto reducetheOpenreachcontractualleadtimesfor circuitdeliveryortofast trackdefinedorderprocesses.Itcan howeverprovideaccessto

knowledge,experienceandexpertisetohelp

co-ordinatemultipleordersandminimise

unnecessaryandsometimesunforeseendelays

placeorderson yourbehalf.However,otheraspectsofour ServiceBasedSolutionsportfoliocanprovidemoremanagedsolutionsshould you

beinterested

assistif theresnotenough spaceor power atanexchange. Inboththeseinstances, thenormal

business-as-usual processesapply.

Early birds or fire fighters your choice

Beforeyoueventakeona contract,ourProjectServicesexpertscanhelp

youidentifyandmitigatepotentialrisks.Involvingusattheplanningstage,

ratherthanusingustofixproblemsoncetheybecomeevident,willensure

themostefficientuseofyourtime andbudget,andcouldalsoadda levelofgranularitythathelpstowinthebid.Eitherway,utilisingourexpertisewill

leaveyoufreeto concentrateonotherprioritiesandminimisetheneedto

investinrecruitingandtrainingpeoplewithinyourownorganisation.

6 ProjectServices

Our teamhas experienceofmanaging massivenetwork rolloutprogrammeswhere bespokeprocesses, accessissues, securityclearancehurdles and all mannerof unforeseenissues presentconstantchallenges.

Bill Jones,Openreach,SBS ProjectServicesGeneral Manager

WithoutOpenreach help wewouldntbeableto deliver whatwehad promised our customer. Theylook after all our ordersand provideajoined up pictureona regularbasis. Wealways knowwherewearewiththeprojectand canthereforedeal withany problemsasthey arise.

GrahamKeeble,MLLTelecom,Head of ProjectDelivery

Customerswhochoose tocompletelyoutsource projectmanagementrequirementsneedtoknowthatthesuppliertheychoosewilltakefullaccountability,especiallywhentheoutcome ishighly visibletotheir owncustomers.Theexcellentr eputationwehave builtfrom doingexactlythis,end-to-end,foranumberofmajorandcomplexprogrammesofworkcontinuesto attractrepeatand additionalbusiness.

Derek Hewins,

Openreach,Head of Major Programmes

It costs nothing to talk to usand if we cant add value,

we wont take on the work.

ProjectServices 7

Openreachisthe BT Group businessthatinstalls, services,supportsand maintainsthefirst mileof wiring, fibresandconnectionswhich linkstensof millionsof homesinBritaintotheir CommunicationsProviders networks.

www.openreach.co.uk

Thetelecommunications servicesdescribed inthispu blicationaresubjectt oavailability and maybemodified fromtimeto time.Servicesand equipmentareprovided subjectto BritishTelecommunicationsplcs respectivestandard conditionsofcontract. Nothing inthis publicationformsany partof anycontract.BT and theBT logoaretrademarksof BritishTelecommunications plc.

BritishTelecommunicationsplc 2013.Registered office: 81 NewgateStreet, LondonEC1A7AJRegistered inEngland No: 1800000Produced byOpenreachDesigned byWesthill.co.uk

PHME 66969

Project Services helps you complete your projects on

time and to the highest possible standard.

For more information speak to yoursales and relationship manager or visit

www.openreach.co.uk/projectservices


8/21

Customer Network Solutions

From networkrearrangement tocomplex cablingconundrums

8005_CNS_Brochure_4.indd 1 14/08/2012 14:07

Agovernmentcustomerwantedsecurecopperandfibrefeedstoruntheir voiceanddataservicesatone sectionofa largeand

highlysensitivesite.Openreachranthefeedsfrom alocaltelephoneexchangeto anewon-sitecommsroom,terminatedthematthenewDistributionPoint(DP),swappedtheoriginalcircuitsover fromtheoldDPand commissionedthem.

Customer Network Solutionsprojectmanager MandyDaviesexplains:Whilethenewcables shared existing

ducting withother customer cables,thefootwayboxes along theroutewere

locked downand thecablesthemselvescarried special markings. Thiswarns

engineersworking onother cablesnottotamper withthem.

Co-ordination waskey

Therewasaminor hiccup, whenwefound thatonestretchof theducting

wasblocked. Butwesooncleared that.Themainrolewas oneof co-ordination.

Our copper and fibreplannersandengineershavedifferentskillsets.

And eachof theengineering teamsusesdifferentequipment.

Ihad tomakesurethat thetwo

planning teamscameup withanacceptablesolutionand agreetimescaleswiththecustomer

beforework could start.

Thesamelevel of co-ordinationapplied tothetwo engineering teams,asthefibre wasbeing laid ontop of

thecopper. Ialsovisited thesiteonseveral occasionsand held regular calls

withthecustomer, toupdatethem onour progress.

On-siteconnectivityatthe Distribution

Pointwasagainprovided byour copperand fibreengineers, eachof whomhad

tohavesecurity clearance.

Theprojectwascompleted onschedule, totheagreed budget, with

nobreak inservice. And thecustomerwasdelighted withtheoutcome.

Providing secure feeds to a highlysensitive government site

Copper and fibreteamswork together tofinish ontime withno break inservice3


Our local expertsthrive on yourchallengesWhether youneed tomovea distributionpoint or drop wire,

createa bespokenetwork solutionor alter anetwork ona

complex site, wehavetheskills and flexibilityto help. Wecan

evenprovide connectivityfor remoteor temporarylocations.

Withring-fenced resourceand accessto engineersout of hours,

our teamare ableto respond quicklyand work tochallenging

timescales. Atthe end of thedaythough, itsgood, old-fashioned

humaninteractionthat getsus noticed. Thatand areal passion

for cracking complex cabling conundrums!


Alocalauthorityscommunicationsproviderhad beencontractedto rollouta newtelephonyserviceto dozensoflocationsacrossthecounty, includingtheiroffices,librariesand childrenscentres.Thanksto itsproventrack recordinproject

management,Openreachwaschosento installandcommissionthe newservice.

Customer Network Solutionsprojectmanager LouiseThompsonexplains: Thecomplexityof thework

required, and theclosecollaborationitdemanded withall stakeholders,

meantthatour all-embracing approachdelivered thepeaceof mind the

customer waslooking for.

Surveyand accesschallenges

Firstwehad tosurveyeachlocation,plantheroutes and geteachof themapproved. Themostdirect routewasnt

alwaysthemostappropriate, either.Acoupleof childrenscentreshad just

had their playgroundsre-tarmacked.Digging themup tolayducting for new

cableswasdefinitelyout-of-bounds! Wehad togoaround theminstead.

Finding therightcontacts toletourengineersintomanyof thelocations,particularlyatthechildrenscentres,

wasachallengein itself. Theauthorityalsostipulated thattheydidnt want

anyactivitiesinterrupted bypotentiallynoisyengineering work.

Evenso, compared togetting the

serviceup-and-running, installing thenewcablesturned outto bearelatively

straightforward exercise. Thatsbecausewewereeffectivelycommissioning anentirenewnetwork.

All thelocationshad tointerworkwitheachother fromdayoneof themigrationfromtheold telephony

service. And theydid, thankstotheprowessof our engineers, who

madethefinal connectionsateachDistributionPoint.

Rolling outanew serviceto dozensof offices, librariesand childrenscentres

Project managing the installationof a country-wide telephony service

4



Abuilding contractor wasengaged bya localauthorityto re-render thefasciasof 200 tenantedproperties. However, thework couldntproceed becausethe Openreach overhead network serving

thehomeswas effectivelypreventing thecontractor fromerecting their scaffolding.

Relocating overhead network toallowbuilding contractorsto erectscaffolding

Temporary overheadnetwork changes toaccommodate building work

Customer Network Solutionsprojectmanager ChrisPriestleyexplains:If wed lefttheexisting wiring insitu,

itwould havecreated trip hazardsonthescaffolding. Thiswasunacceptable

fromtheHealth &Safetyperspective.Moreover, thecontractor would have

had towork around our plant. Thiswould havebeenlessthanideal, asthefinishwould havebeenimperfect.

Relocation and re-instatement

Thesolutionwecame up withinvolved

relocating thelinesso theypassedunderneaththeoriginal fixingsand were

attached tonewtemporaryfixingsfittedwithprotruding brackets.

Theonlyissue thatcaused aminor

delaywasa lack of upfrontinformationfromthecontractor. Theyforgotto tell

usthatsome of thepropertieswould

havewood-effectresinpanels.Wecouldntattachour fixingstothesepanelsand thereforehad toconduct

asecond sitesurvey; theupshotbeingthatwere-positioned thefixingsand

theassociated lead-inwiring ontheaffected homes.

Other thanthat, and working closely

withthecontractor, wekeptwell aheadof thescheduleof works. Thedowntime

for tenantsrighttheway throughfromthere-positioning our wiring andfixings, tore-instating themintheir

original positionsafter thebuilding workhad beencompleted amounted toless

thananhour.

Wealsotold thetenantsexactlywhentheir lineswould bedownin

advance. Sotherewere nocomplaintsonthatfront. Wesubsequentlyagreed

towork withthesamecontractoronseveral hundred moreof theauthoritysproperties.

5


When a communicationsprovider asked Openreach to sussout a new projectata sensitivegovernmentsite, theywereunder theimpression thatrunning line

plantto a new building would bea relativelystraightforward job. However, thiswasonlypart ofa massiveconstruction projectthat would entailthere-routingofalllinep lantatthesite.

Customer Network Solutionsprojectmanager TonyBreenvisited thesiteand

dulyreported back: Myfindingswerearevelationto thecommunications

provider. Itwasimmediatelyapparentthatwewould need tore-routeall

our lineplant. Sotheygave methego-ahead todeal withtheir customerdirect, whichsaved alotof to-ing

and fro-ing.

Health and safetywasa main concern

Becauseof thenatureof thesite,our teamhad togothrough anumber

of hoopsonthesecurityfront. Oncethatwasout of theway, westarted

working closelywiththesite ownersand their constructioncompany. Alltheir managershad mycontactdetails

for urgentissues. Wealsoheld weeklyprojectupdatemeetings.

Theclientsmainconcernthroughoutwashealthand safety. Dueto thework

carried outatthesite, their musteralarmsand other securitylineshadtobein full working order atall times.

Imdelighted tosaythat theprojectwentvery well. Therewasnodisruptiontoservice. Infact, theone

and onlytimesomeonereported alinedown, theculpritturned outtobe a

faultyhandset!

From small line plant installation,to complete line plant re-routing

Re-routing lineplanton asensitivegovernment site, whilekeeping alarmsandsecuritylinesworking atall times1


When a car manufacturer decided to increasethesizeofth eir facility, theyalso needed a bigger commsroom, butat a differentlocation on thesame site.Theywerentexpecting a man in a van fromOpenreach to turn up, because

no onewasawareof theservicewrap thatCustomer Network Solutions(CNS)can provide.

OpenreachCNS projectmanagerMark Evansrecalls: Thecustomer

had ordered alineshiftusing thenormal businessprocess. Butwhatthey

weregoing toget, wasntwhattheyactuallyneeded. And suchalargeand

complex projectcouldntbe takenonsingle-handedly.

Ivisited thesiteand speltoutourcapabilitiestothemanufacturers

IT manager. Hewasdelighted tohearthathed beabletogetonwithhis

corebusiness, whilewemanaged hisinfrastructurerequirementsend-to-end.

Continuityofservice wasvital

Wewentonto work closelywiththemanufacturersIT teamand

their building contractors. Thecommunicationsprovider wasmore

thanhappytoentrustuswiththework. Their primeconsiderationwascontinuityof service.

Iputa surveyteamtogether andbriefed thembeforethey visitedthesite. Ialsoput aresourceteam

together engineerswhowerehighlyexperienced atthiskind of work. And,

all thewaythrough, Ipersonallymadesurethateveryonewas wheretheywere

supposed tobeatthe appointed time.

Icanreport thattherewasno breakinservice. Theprojectwasa great

success. Somuchso thatwevebeenasked tomanagesimilar projectsatthecar manufacturersother UK plants.

Bespoke approach to managingcomms room relocations

Co-ordinating theestablishmentof anewcomms roomfor acar manufacturer,and ensuring nobreak inservice2


Afranchiseeat a regionalairporthad paid theoperator a heftypremiumtolocatetheir new dutyfreeshop nextto passportcontrol. Thismeantit would

bethefirst to beseen bypassengersleaving theUKon businessor for theirholidays. Installing theshopsvoiceand data lines called for a flexibleapproach

fromOpenreach.

Customer Network Solutionsproject

manager Richard Knighttakesup thestory: Building work intheterminals

international departureloungemeantwehad tomoveone of our Distribution

Points(DPs)and itsassociated cabling.

Nightworking

Firstof all, wedid atap and verify

exerciseonthe existing linestoestablishwhichwerebeing used bya

bank. Thenwerelocated theDP andarranged for thebuilding contractor torunnewcabling fromittothe bank and

tothenewdutyfreeshop.

Wethenplanned theroutes, agreed

themwiththecontractor and theairportauthorities, madetherequired

connectionstothe DP and supplied thecabling itself.

Wedid mostof our work after 10pm,

whentherewerefar fewer flightsandthereforefar lesschanceof trip hazards

topassengers.

Bank staff had tobeonsite whenwetested and commissioned their lines.

Wedid thiswork outof normal workinghourstoo, soasnot tointerferewiththeir day-to-daybusiness.

Thedutyfree shop opened onthescheduled date, attheagreed time.

Their voiceand datalineswerein fullworking order. And Ihaveiton good

authoritythattheir tillshaventstoppedringing since!

Installing linesto anew dutyfreeshop withoutdisrupting thebank nextdoor

Relocating a Distribution Pointat an airport terminal

6


AcommunicationsproviderengagedOpenreachtoinstallandmaintainacopper

infrastructuretoconnectseveralbuildingsaroundalargecampus.Theircustomerwasanationalbroadcastingorganisation.Thecopperwouldbeusedtorun

existingvoiceservicesandtoprovidea basicbackupforfibre.Althoughtherewerechallengesinsortingouton-siteand off-sitewayleaves,oneofthemost important

Openreachrolesapartfromthe infrastructuredesignitselfwasanadvisoryone.

Customer Network Solutionsproject

manager Paul Hinchyexplains:Thecommunicationsprovider putusindirectcontact withtheir customers

projectteam. Thiswasessential withajob of thissizeand complexity.

Wehad regular three-waymeetings,

during whichweoffered in-depthtechnical adviceoncopper cablecapacityand cableresiliencebetween

buildings, aswell asoncableterminationsand our associated space

requirementswithincommsrooms.

Greatteam workingrelationships

Thefactthat everyonewasableto

expresstheir viewsinanatmosphereof opennessand completehonestywastheicing onthe cake. Ithelped to

build someof thefinestteamworkingrelationshipsIveever comeacross.

Our plannersknewwhatthey had

todo. And theydid it, creating aninfrastructuredesignthatwill stand

thetestof time. Our engineersontheground wentonto deliver the

reality. Of coursetherewerehiccupsalong theway. Buttheyweresortedoutindou ble-quick time, after a

phonecall tome.

Weprovided atotal servicewrapfor thisprojectand committed

totakeresponsibilityfor ongoinginfrastructuremaintenanceonthe

broadcasterscampus.

Theuseof copper for existing voiceservicesand asa backup for fibre

Advisory role in campusinfrastructure deployment

7



9/21

Preparing for a major eventin London to bebroadcastthroughoutthe UKand around theworld meantOpenreach had to work closelywith numerous

communicationsproviders, their customersand other parties. Nothing could beleftto chance. Everything had to work likeclockwork on thebig day. And itdid.

Fromthevery firstmeeting withall thestakeholders, including theMetropolitanPolice, Royal Parks, Royal Household

and SecurityServices, CustomerNetwork Solutionsprojectmanager Dave

Matthewknewhehad hiswork cutout.Herecalls: Inviewof thefactthat there

wasntnearlyenoughcapacity along theroutetheprocession would take, thetimescaleswereveryambitious.

Around 700 additional lineswereneeded mostlycopper, althoughtherewasanelementof fibre. Wedelivered

therequired infrastructurebycreatingseveral temporaryPointsof Presence

insecurecompounds and runningcablestothem fromvariousvantage

pointsbetweenBuckinghamPalaceand Westminster Abbey.

Mitigating risk

Muchthoughtwas giventotechnologywiththepotential tocauseoutages.

Routersweredoubled-up and readyto beswitched over bystrategicallypositioned

engineers. Wealsosawto itthatsparecapacitywasavailableat keylocations.

Whether wewererunning our cables

throughtreesor along footways, publicsafetywasuppermostin our minds.Eventheslightestp ossibilityof overhead

cablesworking themselveslooseorunderfootcablescausing trip hazards

waseliminated.

Greatteamwork waskeyto thesuccessof thisproject notjustwith our

customersand theother stakeholders,butwithinOpenreachas well. The

virtual teamweputtogether consistedof regional eventco-ordinators,plannersand our engineersonthe

ground. Icantthank themenoughfor their sterling efforts.

Around 700 additional linesallowthe world toviewtheroute throughLondon

Providing broadcast capacityfor a Royal event in the capital

8


With19millionmetresofcabling,the passivefibreinfrastructureOpenreachinstalledforacommunicationsprovidersland

developercustomerwasthelargestsuchdeploymentintheUK atthetime.The mainconcernfromthe Openreachperspectiverevolvedarounddesigninganinfrastructurethatwouldworkwiththe establishedducting.

LesleyKellett, whoheadsup theCustomer Network Solutionsproject

managementteam, says: Wedalreadyinstalled a4 millionmetrefibre

infrastructurefor another customer.And, atthetimeof thistender,wed justbeenappointed official

infrastructureprovider for theLondonOlympic &Paralympic Games. That

responsibilityinvolved well over 100millionmetresof passivefibre. So

our credibilityand theavailabilityofadequateengineering resourcewerenever inquestion.

Dealing with everyissue

Theinfrastructuredesignwasa

challenge, becausethebuildingcontractorshad installed theducting

beforewebecameinvolved. Evenso,withadedicated planning teamattheheartof things, itdidnttakeuslong to

comeup withasolution.

Thereweresensitivewayleaveissues.Buttheywere alwaysresolved quickly,

indiscussionswiththe land developer.Securitywasvery strict. Sowehad to

makesurethatour engineersworetheir ID badgesand carried theright

documentationatall times.

Theonlyother hurdlewasmethodstatements. Wecouldntusegeneric

statements. Wehad towriteanindividual method statementfor each

and everytypeof job wed bedoing,and thereweredozensof them!

Resourceand briefing werecritical,

of course. Wehad tohavetherightnumber of engineerson-site. And theyhad toknowexactly whattheywould

bedoing and exactlywherethey wouldbedoing itin advance. Weticked all

therightboxes and theoverall projectransmoothlyfromstart tofinish.

Bespoke infrastructure designaround established ducting

Dealing withsensitivewayleavesand installing 19 millionmetresof cabling13


When a localauthoritywas planning a major culturaleventaround a city, itquicklybecameapparentthat theoverhead telephonecablesserving residential

propertiesalong theroutewould bean obstruction. So they called in Openreachto adviseon thebestwayforward.

Customer Network Solutionsprojectmanager Paul Jamessays: Duringthefirstmeeting, theauthoritys

head of roadworksand histeamwereverysecretiveabout thedetails.

Theywanted toavoid thepossibilityofanyinformationleaking outtothe press

and spoiling thesurprise.

However, after explaining thatwehandlealot of sensitivework forcustomersrightacrossgovernment

including projectsfor thesecurityservices and thattheycould rely

onthediscretion of Openreachpeople,theroadworksteamtook usinto

their confidence.

Straightforward solution

Itwasvital thattheydid so. Itsavedthemagreat deal of time, hassleand

unnecessaryexpense. Instead of movingthetelephonepoles whichwewere

fullyintending todo beforeweweremadeawareof thefull facts wecameup withamuch simpler, far morecost-

effectivesolution.

Our proposal involved twoteamsof engineers, oneatthe frontof the

processionand theother bringing uptherear. Thefirstteamdisconnected

thecablescrossing theroute.Thesecond teamreconnected them.

Itwasas straightforward asthat.

Eventhoughthe disconnectswouldbefor afewhoursat most, wewere

concerned abouttheHealth &Safetyimplicationsof linesbeing outofservice. Wediscussed theseconcerns

withtheauthority, whodecided toissueall theaffected residentswithmobile

phonesfor thedurationof theevent.

Preventing overhead cablesbeing anobstaclefor aprocessionthrough thecity

Route planning for a veryspecial event

9


When thefacilitiesmanagement companyworking for a Commonwealth embassyin London wascontracted to

refurbish theembassyscommunicationscentre a smallofficeblock housing around 40 people thechangesmeantmoving a Distribution Point(DP).

Wedidnthavemuch internal re-wiringtodo, asweonlyhad tomovetheDP

totheother sideof thesamewall, saysOpenreachCustomer Network Solutions

projectmanager ScottLear. However,itwasntall plainsailing. Oneof thelineswasanMoD line, whichhad tobe

keptworking during theshift.

Sowedid whatwecall aNoBreakChangeover. Assoonas wegotthe MoD

lineworking onthenew DP cable, wesimplycutthe old one. Our engineer

thencalled aspecial number, tohavethelineverified assecuretoMoD

standards. Job done!

Working together

BeforewemetI had lotsof phonecallsand exchanged several emails

withthecustomer. Thefirstsitemeeting included other membersof the

Openreachteam, including aplannerand twosecurity-cleared engineers.

Thatearlypersonal contactproved to

bereallyvaluable. Itgaveme agoodfeel for thejob and for thecustomer.

And theyfeltmore confidentbecausetheyonlyhad onepersonto deal withtoo. Bythetimeweall metface-to-

face, everyonealreadyknewwhat wasexpected of themand bywhen.

Therewerenohitches during the

move. Everything wentwell. Ikeptthecustomer briefed. Theyweredelighted.

Sowastheir customer.

Security priority inDistribution Point shift

MoD lineto Commonwealthembassyin Londonrequires specialistattention14


When a largelocalauthority decided to selloffa building on itsmain campus, their engineering contractorswerefacedwith a headache. Thelineplant providing theauthoritystelephonyservicesran through thebasementarea ofthe buildingin question. Thatwasunacceptableto theauthority. Theydidnt wantanyservices running through a third partyspremises.

TheOpenreachCustomer Network

Solutionsprojectmanager Mark Holdenwasquick torespond tothecontractorsrequestfor assistance. Hesays: Ivisited

thesite, assessed thesituation, gotaplanner intherethe nextdayand we

reported back withasolution lessthanaweek later.

Working closelywith thecontractor

Theend location theauthoritysTown

Hall wasntchanging, onlytheroute toit. Thatsaid, considering theamountof

civil engineering work wehad todo, thetimescaleswereextremelyshort.

Wefirstidentified theexisting cable

routes, theneveryworking circuit. Wethenplanned thenewroute, which

wentthroughthe footway, along the

carriagewayand back intotheTownHall adistanceof around 150 metres.

Tominimisedisruptiontoday-to-day

comingsand goings, our civil engineeringteamworked atnight. Therewerenoissuesaboutnoisenuisance, asthis

wasntapredominantlyresidential area.

Wedidntexperienceany problemsatall really, thankstothe factthatwe

worked socloselywith theengineeringcontractor, theauthorityitself and the

police.

Wecompleted thejob justahead of thedeadline, withoutanydisruption tothe

authoritystelephonyservices. Weevengotapat ontheback atthedebrief, for a

job well done.

New telephony services routedelivered ahead of schedule

Working withcivil engineersand thelocal authorityto connectthe TownHall10


Abuildingcontractoremployedtorefurbishasmallblockof flatsbyahousingassociationwasfaced withatrickydilemma.

Theywereworkingontheflats onebyone.On thedaybeforeeachrefurbwasdueto start,theresidentswerebeingaskedtomovetoa temporaryflatwithinthesameblock.Asthey wereelderlypeople,theirtelephonelineswerequiteliterallytheir

lifelines.Alreadystressed,abreakinservicewasthelast thingtheyneeded.

OpenreachCustomer Network

Solutionsprojectmanager JimmyCookexplains: If thebuilding contractor

had notemployed usdirect, all thelineshiftsordered tothetemporaryflatand back totherefurbished

oneswould havebeendone onthepre-agreed days, atthepre-agreed

times, regardlessof whether or notthebuilding workshad beencompleted.

Contentmentfroma job welldone

Withusproject managing the

communicationssideof things, thecontractorsforemansimplycalled

meand told meexactlywheneachflatwould bereadyfor occupation.And Imadecertainthatour lads

weresquared up and on-site, asand whenrequired.

Thisproved tobea simplebuthighly

effectivesolutionto aprojectthathad thepotential tobecomeareal

nightmareif handled inadifferentway. Thecontractor wasover themoon. Ifeltgreat, too. Nothing beats

thepleasureof saying toacustomer,yes, Icansee exactlywhatyou want.

Wecando thatfor you.

Line shifts to suit the customer,not the system

Maintaining lifelinesfor theelderly inhousing associationflats15


Whenacurrencyexchangecompanytookover acompetitoratan airportterminal,theywantedOpenreachtoprovideanall-newinfrastructuretoserve theirnew

booths.Thetimescaleswereshortandthe switchoverhadtobedonebetweenthehoursof11pmand3amon theappointedday.

Customer Network Solutionsprojectmanager DeanCook recalls: Thefirstchallengewastosort outanordering

issue. Thecustomer had goneaheadand ordered thelinestheyneeded

using thenormal automated process,notawarethat theywould berouted

over theexisting infrastructure.

Pulling outallthe stops

Our routing peoplespotted whattheyassumed tobean error astheboothswerealreadybeing served by

aworking infrastructure and puttheordersonhold. Sorting thatouttook

acoupleof dayswe could ill afford.

Itook control of thereinsfromthenon, priming our surveyorsand planners, ordering new

cable, reordering thelinesforthenewinfrastructurewed be

installing and booking therequiredengineering resource.

Wesoondiscovered theairportownersstipulationthatwe would

havetorun anynewcabling onfull containmentintheterminalsfalseceiling. Weimmediatelyre-

assessed thetimescales, worked outthatwecould still meetthedeadline

and reported thefactback toarelieved customer.

Fromthenon, wequiteliterallypulled

outall thestops, installing thecablingfor 30 newlinesand four powerful new

datacircuitsin record time. All thelineswereup and running atexactly3amonthe appointed day.

Installing a new infrastructure for afranchisee at an international airport

30 linesand four datacircuitsup and running tomeet3amdeadline11


When Openreach wasapproached bya train operating companyin theprocessofhaving their stationsrefurbished, thesolution involved moving two Distribution

Pointsto a new temporarylocation, relocating themafter therefurbishmentandmaking suretherewasno disruption to servicealong theway.

Customer Network Solutionsprojectmanager Mark Broadleysays: Wedo

thatkind of work all thetimeand itsusuallyprettystraightforward. However,

whenyouappreciate howcommsrequirementsatrailwaystationshavechanged over time, suchrefurbishments

canthrowup uniquechallengesastheydid inthiscase.

Acostly oversight

Notsomany yearsago, trainoperatingcompaniesonlyrequired aphoneline.

Nowtheyalso need dedicated datalinesfor ticketoffices, franchises,

CCTV and alarms.

Theyvebecome24-hour businesses.And theyrightlydemand thattheir

communicationsareavailable24 hoursaday. Apartfromimpacting safetyand

security, losing adatalinefor evenashortperiod cancostthemand theirfranchiseeshard cash.

If wed beenengaged attheplanningstage, wewould havepresented thecustomer withanaccurate footprint

of all thelinesattheir stationinrelationtotheworks inhand. Theydidntdo

that, becausetheywerentaware ofour existence.

And becausethebuilderswerealreadyinchargewhen wearrived onthescene,

wehad tofind awayto work aroundtheir existing refurbishmentplan.

Fromthecustomersperspective, this

back-to-frontapproachcaused delayand added unnecessarycost. Butthey

werekeentolearn fromtheexperience.Werenowworking closelywiththe train

operating companyand their buildersattheplanning stageof eachof theirstationrefurbishments.

Keeping a 24-hour businessonline 24 hours a day

Relocating distributionpointswhilea trainoperator hasstationsrefurbished12


To get in touch withour Customer NetworkSolutions team, visitwww.openreach.co.uk/cns


www.openreach.co.uk

Thetelecommunicationsservicesdescribedinthispublicationaresubjecttoavailabilityandmaybemodifiedfromtimetotime.ServicesandequipmentareprovidedsubjecttoBritishTelecommunicationsplcsrespectivestandardconditionsofcontract.Nothinginthispublicationformsanypartofanycontract.BT,Openreach,theBTlogoandtheOpenreachidentityaretrademarksofBritishTelecommunicationsplc.

BritishTelecommunicationsplc2012.Registeredoffice:81NewgateStreet,LondonEC1A7AJRegisteredinEnglandNo:1800000ProducedbyOpenreachDesignedbyWesthill.co.ukPrintedinEngland

PHME65339

Printedonpaperwhichmeetsinternationalenvironmentalstandards

Openreachinstalls,services,supportsandmaintainsthewiring,fibresandconnectionswhichlinktensof millionsofhomesandbusinessesinBritainto theircommunicationsprovidersnetworks.

ThroughtheCustomerNetworkSolutionsteam,ourexpertiseextendstoon-sitecablingsolutionsnationwide.



10/21

Memories of life at A&O

AL AN PA UL

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We sortofgrew uptogetherat A&O from the time whenthere were only two ofcesoutside London- Brussels(whichIsetup) andDubai. He hasalwayshada very keensenseofhumourandability to make me laugha greatdeal. I verymuchenjoyedoverseastripswithhim especially the marketingvisitwe didto Delhi and Mumbai a few yearsago duringwhichIgreatly enjoyedwatching him atDelhi airporttrying tokeepcalm inthe face of massquestioning andexaminationby about4 ofcersofthe Indianarmy. Despite incidentslikethishe alwayshadaninternational outlook andwasverysupportive ofall ourearly attemptsto furtherinternationalisethe rm particularly inWesternandCEEurope and Russia.

Anothergreatincidentwaswhenwe took partinthe GreatCorporate DepartmentOutdoorAdventure inandaroundSeville in2006. Alandidnotreactat all well to the wigwamandthe one we were inwasfull ofchampionsnorers.

The nextmorning whenwe were onone ofthe exercisesina hire carAlansuggestedmaking a dashfora luxury hotelnearMarbella orto the nearestairport. Aswe drove along heseemedmore andmore determinedto do thisandhisfacebeganto lightupuntil one horrible realisationlteredthroughwhichsomeone inthe back pointedout. The Managementtook all ourpassportsbefore we setofffrom Madrid.

There wasno escape andAlansadandwistful checkedinto the selectedroadside hotel forthatevening. ItwasnotasI pointedoutto him a Leading Hotel ofthe Worldbutitwasnota wigwam. Anyway he softenedthe deprivationsanddiscomfortofthose fascinating few daysby keepingusendlessly amused.

MikeReynolds

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Alandidnotreactat allwelltothewigwam

MikeReynolds

Itis always greatwhen extraordinarypeopleremain modestHelgaVanPeer

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Iremembera dinnerthatwe heldforAlanandhislovely wife

inBeijing some yearsago whichwassoonafter the CorporatePartnershadheldtheir(now infamous) trek acrosstheSpanishwilderness. WhilstAlanwastelling the table aboutthe greatbenetsofthe trek, MrsPaul interjectedandsaidthatthe nexttime A&O wantsto spendthatmuchmoney ona camping trip, we shouldletherknow asshe wouldhappilyhostitin the Paulsback yardandbring outa full Englishbreakfasteachmorning. Forthatamountofmoney, wewouldevenbe permittedto use the bathroom facilities.

Will McAuliffe

Acouple ofmonthsbefore joining Allen& Overy inMay 2010Ihadmy partnerinterview andmetby chance Alanatthereceptiondesk ofthe Londonofce inthe morning ofthatday.He immediately recognisedmy face and cordially introducedme to otherLondonpartnersstanding aroundhim saying:ThisisChristian, ournew partner hey, Christian, youshouldagree ona meeting withthese guysguring outwhichoftheirclientstinyourportfolio andvice versa. Acouple ofhourslater, aftermy interview, Alaninvitedme forlunchandItoldhim thatone ofmy clientssharedwithme a nice warstory:he hadto participate ina supervisory boardmeeting andsimultaneously hadto tr avel by plane. So the company wouldbooka private jetenabling him to participate via telephone.Alansimply replied: Yes, thatsnormal, we do itall the time.This- atthe latest- wasthe momentwhenIknew thatIwouldjointhe rightrm.

Kindregards

ChristianEichner

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Alan is a legendary

A&O gure. One ofthe best M&A lawyersof his generation and

one of our most highly

respected partners.

DavidMorley

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Talking to RupertFaure-Walker, a corporate nance bankeratHSBCsinvestmentbank, inthe 1990sabouta completely

unrelatedmatter, Rupertsuddenly wentberserk andlaunchedinto a diatribe aboutAlanand hisappalling advice/behaviour.How coulda rm ofthe statusof A&O etc behave like this

etc. Itturnedoutwhatwasexercising RupertwasAlansidea,whichwassuccessful, so muchso thatthe TakeoverCodehadto be changedto outlaw it, inthe NorthernElectric bid,

whichallowedSBC (from memory) to take a hedged positioninthe targetstock, without breaching the Code. Public M&Ahasalwayshada hairy side to it, inthatyou take public

positionswithno negotiation, andinvite youropposition,attheirrelative leisure, to take a popatyou. Alanhasalwaysbeena masterofthatuniverse.

Inthe pre email worldsome ofuswere broughtupin, partnersusedto receive little brownenvelopesmarkedstrictly privateandcondential. Sometimesthese containedrandom conict

searches, othertimesimportantnancial news, like whatourdrawingswere. Inthe early 1990srecession, itbecame clearone nancial yearthatwe were going to comprehensively

missbudget. So in the classic postsummer/Septemberreassessmentofthe budget, the seniorpartnerdecidedthatdrawingsneededto be cutby 25%. Howeveras we were half

way throughthe year, thatmeantmonthly drawingswere cutby 50%. Inthose happy dayspartnerswere paidin 3 different

ways, rstby drawingsagainstyourbudgeteddraw forthecurrentyear, secondly by distributionsofthe leftoversfrom the

lastnancial year, whichwere oftenlarge givena conservativedrawingspolicy, andnally by occasional distributionsofunnecessary taxreserves.

AlanandI were thenjustonthe equity ladder, andthereforenotqualiedto receive eitherofthe latter2 formsof pay, andsolely reliantondrawings. Alan, who hadrecently returned

from secondmentatthe TakeoverPanel appearedinmy room,looking thoughtful andwavedthe saidbrownenvelope inthe airandaskedwhatIthought? Nota hell ofa lotinreality.

HoweverwhatIwas unaware ofwasthatAlan hadrecentlygotdivorced, andhe announcedthatthe new drawingsdidntevencoverhismaintenance to hisrstwife. ThereafterIwas

visitedby Julia Salt, anotherofour generation, who toldmethatshe hadrecently movedhouse, andhadbeenso shortofcashthatshe hadboughther new furniture onherA&O Amex

card; andthe bill hadjustcome inandshe wasntquite surewhatto do...

Richard Cranfeld

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During the 1980s, A&Os reputation withinthe clique that is the City of London grew steadily. If you had to point to one individual responsiblefor that (and why not) that person would beAlan Paul...Richard Cranfeld

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Alanwentto the TakeoverPanel whenhe wasquite a young

man. Itwasthe 80sand the TakeoverCode wasquite youngtoo. Forotheryoung lawyers(like me) itwasa new animal -notthe law butnot something youcouldignore either.Lotsofpushy young merchantbankerswere constantlytrying to testthe limits. Alanspatient, downto earthstyle,ashe pointedoutfawsin theirarguments, contributedmassively to their(andour) education.

StephenDenyer

Alanisalwayspositive andrespectful. Ihave knownhim since1997 whenIcalledhim to see whetherhe wasavailable todo a public bidfora Dutchcompany VediorNVonSelectaUK listedcompany. Alanwasvery approachable andIalwaysappreciatedworking withhim.

AnneliesvanderPauw

Well they saidI wouldandIguessI will butwontfully realise ituntil 1 May 2012. ThatswhenIknow justhow muchIll missworking foryou- all those tapes, docs, emails, pitches... andthentheresthathandwriting

The enormity ofyourcontributionto A&O isimpossible toquantify insucha small bookbutneedlessto say youvemade yourmarkhere onmany people in many ways.

Ive no doubtyoull be working the ADPmagic formanyyearsto come showing yournew colleagueshow itsdoneby the best.

Itsbeena privilege to workforyouandI hope yournew lifeturnsoutjustthe way you want. Youdeserve it. Take care.

DebbiePickernell

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Alanisfunt o be withanda topclassM&A lawyer.

These two qualitiesdo notalwaysgo together.

MarkWippell

Ihave knownAlansince Ijoined Allen& Overy. Iwill always

rememberhim assomeone whose unassuming mannerwasinversely proportionate to the respect he actually commandedfrom everyone aroundhim (we all know characterswhere that

worksthe otherway round, butprobably only one like him).

JohannesBruski

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Alan, thanksforsome greatmemories. Thatrstweek inAustralia will alwaysbe one ofthe very bestofmy career.

Youwere superbandyourwisdom, judgmentandsupportforthe venture were critical to itssuccess. We also hadalotoffun! Thanksalways forgiving me a warm welcome

atthe board, eveninthe testiermomentsof Japanetc.Looking forwardto staying intouchandplease letmeknow ifyouare heading thisway. Thanksso much,

the rm hasa huge amountto be grateful to youfor.

TomBrown

Ithasbeen a privilege andjoy to workwithyouoverthe last

20 years. Whateverthe transactionandhowevercomplex,youhave alwaysmade them fun.

Very bestwishes,

AdamCleal

Merci toi Alanpourtoutescesannes, pourtonsoutienindfectible ettonenthousiasme toute preuve. Bonvent

pourla suite.

Jean-ClaudeRivalland

April 1stinShanghai withAlanandhis Family. Alanyour

mischievousside will be missed. PRC customswouldbe proud. Please stay intouch.

VictorHo

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Thanks so much, the rm has ahuge amount to be grateful to you for

TomBrown

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Alanisa legendary A&O gure. One ofthe bestM&Alawyersofhisgenerationandone ofourmost highly respectedpartners. He isfamousforhis marketing andclienthandlingskills. Irememberthe partners conference inBarcelonawhere Mishal Husseininterviewedhim onstage infrontof500 partners, asking him how he did it. He wasso disarminglymodestbutso devastatingly effective inhisexplanationofwhatittakesto reel inthe clientthatmany partnerstoldmeafterwardsthatthey learnedmore from thatsessionthanfrom 100 hoursinthe classroom. He evendiscoveredthatMishalshusbandisanin-house lawyerandpromptly handedherhisbusinesscardto passonto him! Alanalwaysheldthe rmsvaluesvery dear. Asa board member, electedforsuccessive terms, he wouldalwaysbe the rstto questionanything whichmightbe interpretedascontrary to ourcorevaluesandprinciples. He isa strong believerinfairnessanddue process, importantprinciplesthatmightoccasionally havebeenlesswell heededthanthey shouldbe - to the long termdetrimentofthe rm - withoutAlansvigilance. Alanisalso aninternationalist. He consistently supportsthe long term globalgrowthofthe rm. He hasneverbeenafraidto getona planeto y somewhere to supporta fellow partner, make a pitchfornew businessorsimply to show supportforanofce orgroupofpartners. He isa greatsupporterofthe effortsofyoungerpartnersandwentoutofhis way to praise andencourageyoung partnersintheirefforts. He hasmade a massivecontributionoverthe yearsandwill be missed.

David Morley

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Im really going to miss Alans pragmatic,no-nonsense approach to everythingJonathanBrayne

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AlanandI rstmetin 1978 whenhe wasa new articledclerk (trainee) andIwasa newly qualiedassistantsolicitor(associate). We boththenworkedforthe legendary Stuart

Menzies, a formidable seniorpartnerwithgreat clientskills.Ithenwent offonsecondmentfor two yearsto the StockExchange and, some time afterIreturned, Alanwentofffor

two yearsto the TakeoverPanel. Onhisreturn, Alanwasinstrumental inintroducing the novel conceptofmarketing(whichwe now call BD butwhichinthose distanttimeswas

viewedby many witha mixture ofdisdainandsuspicion).

Alanwaswell aheadofhis time inrecognising, andpersuadingothersto recognise, the needto bring innew businessand

to look afteryourclients(both onandoff deal). Thathasbeenone ofhisgreatestcontributionsto the rm. Aswell asbeinga very cleverlawyer, Alanisable to thinkstrategically and

see the big picture - whichmade him well qualiedto be anindependentmemberofthe Board. He hasa greatsense ofhumouranddoesnot take himselftoo seriously - qualities

thathave made him funto work withandanexcellentmentor. Iam sure he will be equally successful inthenextstage ofhiscareer.

Paul Crook

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DearAlan

Thanksforalwaystaking time to respondto the mails, formaking me feel partofit from the startandwheneverwespoke, forbeing a true meritocratanda democrat, forbuildingsucha successstory. Itisalwaysgreatwhenextraordinarypeople remainmodest.

We will missyou.

HelgavanPeer

Thank youAlanforbeing brave enoughto admitpublicly atourPartners Retreatthatyoudontlike going to the operawithclients. Many ofusfeel the same way butdidntknowwe were allowedto say so outloud.

Bestwishes,

JudithGill

Alanwasone ofthe people who interviewedme whenIwasjoining A&O andfrom thatvery early pointhe made a positiveimpressiononme. Ivery muchenjoyedworking withAlaninhismanagementrole whichalwayscame witha principledapproachto doing the rightthing. Ialso learnedabouthisdry sense ofhumour, discovering thathistolerance fortoomuchtalkaboutstrategy haditslimitswhenhe describedanexercise Iwasrunning involving post-itnotesona boardasa parlourgame. We gotthe desiredresultinthe end, butwithfewersticky notes.

JamesHumphrey

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AlanandIstartedwork onthe same day inearly 1978.He wasa keenfootballerinthose daysand, like me, joinedtheCompany Departmentonqualifying in1980. He wasunusualinthathe appearedto have some detailedknowledge ofthelaw andhe also soongainedconsiderable experience ofthefundsandinvestorswho were the precursorsofthe modernprivate equity market.

We became partnersonthe same day in1985 andAlanbroke new groundby going on a secondmentto the TakeoverPanel. Histime there lefthim witha unique knowledge andperspective ofbothpublic takeoversandprivate equityinvestmentsandIknow ofno practitionerwho hadsucha commandofboththose worlds.

We bothlatterly foundourselvestogetheronthe PartnershipBoardafterthe rm hadtransformeditselfinto an internationalbusiness. Alanbroughta characteristic considerationfortheinterestsandwelfare ofindividual people into the increasinglycorporate environmentofthe rmsgovernance. Withoutthisbalance, the rm wouldhave riskedlosing itscharacterandindividuality - qualitieswhichhave alwaysbeenpersoniedby

Alanpersonally.

Guy Beringer

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Alan

Thank youforall yoursupport overthe years. Youhavebeena fantastic championofbestpractice inMarketing,

BD & Comms. Inparticular, youhelpedusgetfrom step1 ofthe brandrefreshproject(whenwe were notallowedto use the wordbrand!) to the presentday whenthe

partnershipregardsthe brandasone ofthe rmsgreatestassets. Youhave tirelessly putthe clientatthe forefrontofourstrategic prioritiesandinspiredcondence inthe effortsof

the Marketing & BD functionto advance our networking andclientrelationshipmanagementactivities. Inbetweenall thisyoufoundtime to be voteda sexsymbol inyour50s. Asmy

childrenwouldsay, respect!

Iwishyou all the very bestforthe future. Iwouldvery muchlike to stay intouchandhearaboutyour new ventures.

Regards

Richard Grove

Alanthanksso muchforyour guidance andsupportovertheyears. Youwill be missedbuthope to keepintouchin the

future inotherventures.

Iigo Gomez-Jordana

Irememberasa seniorassociate going ona development

course andbeing askedto name a role model.

One ofmy fellow associates, who isnow a partnerinLondonCorporate, chose Alan. He saidthiswas becausehe admiredthe way Alancouldtake a room full ofbig egos

ona complicatedtransaction, andgently steerthe key peopleto agree withhisapproach, by suggesting ideasto them andmaking them think they were theirown, without them ever

realising Alanwasdictating the outcome.

Surely thatsa personal quality to admire.

TomLevine

C 1 _ C - _ - 7 . i / / 1 11 :

27

Iwouldlike notedplease inAlansbook thatinmy view hemade aninvaluable contributionto the establishmentofthe

Australianofces.

Hisgoodhumour, judgementandwisdom were ofgreatbenet- andthe Australianpartnershave greataffectionforhim asa result.

GrantFuzi

Irst metAlanquite recently, whenJohnGeraghty andIwererstintroducedto Allen& Overy inMarch2010. Alanand

Andrew Ballheimerwere the rstfacesof the rm we saw.Itis hardto imagine a more professional orcharming pairing.

Afterourinitial meeting, Alanwasintouch to say thatthe rm

wouldlike to take thingsforwardand he became the primarypointofcontactand continuity. Itwasa pleasure to deal withhim. Everresponsive andattentive, he wasperceptive tothe difcultiesofourpotential leaving (HerbertSmithwasto

conrm oursuspicionsthatourswouldnot be aneasy leaving)andthe benetsofour having a growing connectionto ournew rm asthe joining processmovedon.

Alanhascontinuedto play a very importantrole forme andIhave come to value highly hissage counsel. Althoughourtimetogetheratthe rm hasnotbeenso long, ithasbeena delight

to have him asa partnerandIwill misshis unfailingly friendlyandpositive nature andhiseasy wisdom.

Iwishhim all goodthingsin thisnextstep inhiscareerand

whatwill, Iam sure, be his continuing success. Ilook forwardto staying intouch.

Paul Grifn

C 1 _C - _ - 7 .i 7 / / 1 11:

32

Alan,

We have knowneachothersince 2000. Iremembermy rstone-on-one conversationwithyou asifit happenedyesterday. Itwaslate atnightata bar inone ofthe hotelsclose to Heathrow. Ihadbeeninvitedto presentthe case forthe Belgianmergeratthe endofa partnerretreat. My ighthadbeen cancelled, so everybodyhadbeenwaiting for9 0 minutesona Friday late afternoon, mostofthe attendantswanting to rushhome. After the presentationandthe dinner(anda couple ofdrinks) the two ofus endedupatthe bar. Youkickedoff by saying Ihadpresenteda pretty goodshow butchallengedme onwhy A&O wouldtake onsucha largegroupof Belgianpartners. Why hadInot considereda movewithjust4 or5 partnersandthe bestassociates?Whatistheaddedvalue ofa biggergroup We wentonforan hour. Iwaspuzzledby yourquestionsas Icouldnot believe youseriouslythoughtI wouldleave my partnersbehind, having hada mandateto negotiate withA&O ontheirbehalf. Also, yourquestionscamevery late inthe processasthe vote onthe mergerwasout. Iwaspuzzled, butitwasthe rststepin getting to know youand yourgenuine care forA&O, itspartnersanditsclients.

Ittook me a while andmany surprising questionsfrom youtounderstandthat: yourquestionback in2000 andlateras anIPDcame from a perfectreading ofthe partnershipandthe concernspartnershave aboutongoing initiatives. Ihave oftenthoughtyourmethodiscomparable to the one ofa journalist. Yougo aroundandgatherviews, youtake pollsofpartners, keepyoursourcesanonymousandbefore decisionsare takenyou share the resultofyour investigationwiththe decisionmakers. Very effective, veryuseful andsometimessurprising, maybe a bitlast-minute aswell.Foryears we wouldgetanemail from youthe nightbefore theBoardmeeting withthe resultsofyourlast weekspoll combinedwitha requestto deal withitatthe nextdaysBoardmeeting.Butthese initiativeshave helpedmove the partnershipinthe rightdirection. Ihave beengoing throughsome ofyouremails andfoundan example ofyourjourno style lastminute writing ofshortopinionpieces.

Email from youto Davidandme, dated19 Novemberfor Boardmeeting on21 November2008 (obviously afterthe agenda forthatmeeting hadgone out!):

One topic.iswhetherwe shouldbe giving seriousconsiderationto opening anofce inQatarsoonerratherthanlater.

Iam convincedthatif we cando itisrightto be inQatar:particularly true ifwe wantto tapthe work thatthe cashgeneratedinQatar isgoing to produce. Anumberof rmshaveopenedthere andIbelieve thatthe positionisgoing to be like

AbuDhabi; unlessyouare there thenyou will notbe a rstchoiceforwork. Itseemsto me thatifwe couldgetQatarinstitutionsto make rightnoisesatusabout the possible work thenthisissomething we shouldseriously be looking atnow. We could missa boat. Please coulditgo onthe Boardagenda. For there to be ameaningful discussionIsuspectone needssome inputfrom theMiddle East- Iknow Andrew Schoorlemmerismaking enquiriesofthe team downthere.

Icannotbelieve youexpectedus to deal withhisrequestwithinthe next24 hoursbutwe all know whathappenedafter thatandittellsyou how importantyour last-minute opinionpieceshavebeenforthe rm.

Yourcontributionasa board memberhasbeengreat butyourreal strengthhasalwaysbeenon the clientrelationshipmanagementside. Atthe rstpartnersconference inBarcelonayouintroducedthe partnershipto yourapproachto clientrelationshipsandhow to keeprelationswithclientsgoing offdeal, mentioning very simple habits: Icall atleastone clientaday forno reason, justto show him thatwe are thinking ofhim.

Thatdidinspire a lotof partnersandwe have moveda long waysince then.

Youplayeda key role inmany of ourmajor clientrelations.Irecently hadanothervery goodexample whenwe announcedtoGEthatyou were retiring from the rm.Itcauseda bitof a panic atthe GCsofce inFaireld,so they decidedto immediately getonthe phone to me explainingthatitwould be impossible to replace youasrelationshippartner,thatthey were really worriedaboutit, thatthey expectedpersonalinvolvementfrom me to assure them thatthey wouldcontinue togetthe same attentionasthey gotfrom youandthat itneededtobe a very seniorpartnerwho knowshow boardroomsoperate.Ittook a tripto Faireldfrom me and4 other partners, followedby a tripby youanda detailedrelationshipplanto putthem atease. Alan, youare a hardactto follow!

Take care.

WimDejonghe

C 1 _ C - _ - 7 .i / / 1 11:

33

C 1 _ C - _ - 7 .i / / 1 1 1:

28

Alanhasalwaysstruck me asa consummate professionalwho gainedclients condence by telling them how itis - if

there were problemshe wouldtell them, he wouldnotpretendto know something he didntandclientsgreatly admiredhishonesty. Irememberhandling withhim a very tricky problem

witha leading clientof the rm who were unhappy aboutanaspectofour advice (notAlans). Alanquickly gainedthe clients trustby being honestaboutwhatwe had donewell andwhatmay nothave gone so well. The clientsreally

appreciatedthisfranknesswhichproducedfrom them agreaterunderstanding ofourperspective onthe deal.

The issue wasquickly resolvedto the satisfactionofthe

clientina way whichwe also feltwasfair. Alansrole inthiswaskey, aswere hislighttouchand ready sense ofhumour.

Andrew Clark

Alanhascontributedoverthe yearsan immense amounttothe rm. Hislegacy ofhighprole deal-making will go down

inthe annalsofthe Corporate Practice asamong the verybest, ifnotthe best. Inparticular, inthe 1980sand1990s,he wasinthe forefrontof re-inventing ourCorporate offering,using the combinationofhisexperience atthe TakeoverPanel,

hisgreatintellectandhis engaging personality andhumourto fantastic effect.

He hasalso representedto many the embodimentof the A&O

Partner - talented, personable, collegiate andprincipled.

We shall missyouAlan. Onbehalfof the Corporate Practice,we are very grateful forall thatyouhave contributedandproudto have beenyourpartner.

Bestwishesfort he nextchapterofyour career.

Andrew Ballheimer

C 1 _ C - _ - 7 . i / / 1 1 1:

29

C 1 _ C - _ - 7 . i / / 1 1 1:

34

C 1 _ C - _ - 7 . i / / 1 1 1:

3535

Alan, you are a hard

act to follow!

Wim Dejonghe

C 1 _ C - _ - 7 . i / / 1 1 1: 7


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Metlife

Gilmex


15/21

Career Teachers

4th Floor

Camomile Court

23 Camomile Street

London EC3A 7LL

www.careerteachers.co.uk

WAYNE McERLANESenior Consultant

Mob: 07803 020 977

Tel: (0 )20 7382 4270

Fax: (0 )20 7628 4398

Email: [email protected]

Career Teachers

4th Floor

Camomile Court

23 Camomile Street

London EC3A 7LL

www.careerteachers.co.uk

Legal Recruitment Agencyof the Year 2002 and 2003

Teaching is the art

of inspiring minds

4th Floor

Camomile Court

23 Camomile Street

London EC3A 7LL

www.careerlegal.co.uk

Anita-Jane Hiscott

Senior Consultant

HR Division

DD: 020 7382 4211

T:020 7628 7117

F:020 7638 4300

E: [email protected]

4th Floor

Camomile Court

23 Camomile Street

London EC3A 7LL


looking out for you



16/21

WHATS INCLUDEDTake onany of ourMoonrides(orall three!) as asolorider,orwitha team of friends, familyor colleagues. However youride, youll befullysupported from the start to thefinish line...

PRE-CHALLENGE

Onlineresource area - training plans &kit lists. Urban & nightcycling guide. Access to detailedroute info &GPS files. Whynot get branded merchandise foryou + your team!DURING CHALLENGE

Rider safetypack - energysupplies, maps& hi-vis. Fullysigned & mappedroute. Energydrinks & snack stops en-route. Hot mealfeast at halfwaypoint. Professionalroaming bike mechanics.

Event medics,support vehicles & cycle guides. Public &personalliability insurance.

POST CHALLENGE

Afinishers medal!

Celebratorybreakfast (supporters welcome). Free bike transfer service back toLondon. Optionalextra- coachreturnservice.

MORE KEY POINTS

Allbikes are welcome, inc. road,mountain, tandems &BMX. For allcycling experiences - its your challenge,at your pace.

Fantasticgroupcycling with plentyof space onthe road.

Meet fellowMoonriders online- talk trainingand fundraising! Moonriders onFacebook: facebook.com/moonridersseries

www.moonriders.co.ukwww.moonriders.co.uk

MOONRIDERS

Experienceourunique Moonridersseries,as wepresent three100km ridesfor 2013.Cycle cityto cityon ourLondonto Cambridgechallenge, tacklethe iconicLondon to Brightonroute, or experiencea Halloweentour of thecapital.Enjoythe partyatmosphere, experiencecyclingat itsmost exciting, andtake ona challengeyouwont soonforget!

Takepart in this breathtakingnight ride, cycling under themoonlight from thecapitalto Cambridge. BegininEast London, as youset out towards the sleepyvillages and towns of Hertfordshireand Cambridgeshire. Experiencerealteamcamaraderiepedallingunder thestars, as youride tomeet thesunriseover thehistoric cityof Cambridge. Enter the cityof cycling on clear, emptyroads, andberewarded witha wellearnedcelebratory breakfast withfriends andfamily.

London 2 Cambridge - 10th May 2013

London 2 Brighton - 12th July 2013

Theres no other London to Brighton ridelikeMoonriders! Cycleone of the mosticonic routes in the UK, under a moonli t night, decorated by yourfel lowflorescent riders. Begin in Olympic territory in Stratford, leaving the Londonlights for therural countrysideof Surreyand Sussex. Climbthe infamous hill ofDitchlingBeacon - one of the highest points across theSouth Downs, beforearrivinginto Brightonto acelebration breakfast.

Halloween Special - 25th October 2013

Get readytopass thehaunted landmarks onthis spookytour of London, inourHalloween Special. As the mooncasts shadows across the eerilydark streets,joinhundreds of other riders onour creepy cycle of the city. Enjoythe partyatmosphereand pedal your waybetween the frighteningpit stops. A ridefull ofsurprises ontheway, this is onenot tobe missed!

NOT JUST ANY BIKE RIDES - THESE ARE MOONRIDES!

How much doesit costto takepart? Youcansignupto the chal lengebychoosingoneof twooptions:

1. Fundraisea minimum fundraisingtarget of 300for acharity of yourchoice:

49toregisterontoyourchosenchal lenge.

Commit toa minimum sponsorshiptarget of 300.

50%of this target is due6weeks priorto thechallenge.

Theremainingbalance is due4 weeks after.

2. Choosetopayown costs. Therearetwooptions & bothinclude20donationto charitypartner of your choice:

139 - tobepaidinFULLbycard.

49 - registration fee, thenfurther99paid6weeks priorto theMoonride.

Who can I fundraisefor?Weofferyou aful l l ist of partner charities tochoosefrom,whichcanbefound onour website. If youwish to support acharity that isnt listed, pleasecontact themdirectlyand inform them of our challenge. Wecan then takeit from there!

Whatsincluded?

Pre-event support withfundraising &training advice+ routeGPS.

Personalliability& personalaccident insurance.

Arider safetypack.

Fullysigned& controlledroute.

2water / rest stops enroute.

Hot mealstopat the midpoint.

Embeddedsupport riders/vehicles, bikemechanics &medics.

Celebratorybreakfast.

Complimentarybikereturn service.

Bookablereturn coachservice toLondon.

How tough isthechallenge?

Theride is challenging, and 100km inthesaddle is agoodride-out evenfor regularcycl ists. Weadvisethat youtrainin thebui ldupand get usedtocycl ingat night,

especiallyinan urbanarea. Althoughtough, it is achievablefor anyone!

How will I find myway?Theroute willbe wellsigned, usingreflective signagewithglow sticks whereappropriate. Youllalsobe issuedwith personalrider maps as abackup. Support

cyclists areembeddedto theride in orderto assist at awkward junctions.

Whatis night cycling like?Visibilityis obviouslyreduced, withdepthperception andjudging distances moredifficult. Its askill we adviseto practicein thecompany of others. Its best tobecomfortablewith ridinglong distances inthe dark, relyingoncycle lights only. But itis athrillingexperience, andyoull receivea full night cyclingguideupon signingup!

How often aretherest stops?Thereare energysnack stops alongthe routeapproximately every20-30km. At thehalfwaypoint there is ahot meal stop, including toilets, medics, bikemechanics,andanareatosit down andrelax.

How should I select mystart time?

Whensigningup tothe chal lenge, youl l needto select your preferredstart timew indow fo r the n i gh t. We l l then try to a l locate a s tar t t i me based on yourpreference. If signingupas part of a larger team orwitha groupof friends, werecommendyouallchoosethesamestart timewindowsoyoucanset off together.

Whathappenst o mybaggage?Therewillbe anoptionalservicefortransportingyour baggagefrom thestart tothe

finishof thechallenge. The fullcost details andinstructions onhowto book willbeavailableonceyouvesignedupto theevent.

How do I transport mybikeback from finish?At the finishes of the London 2 Cambridge and London 2 Brighton Moonriders

challenges, there wil l be afree of chargebike returnserviceback to London.Alternatively, weadvice contactinglocal rail companies andstations to check if youcantakeyourbikeonthe traintotravelwith. OurHalloweenMoonride is a loop, soyoullbeginand finishin East London.

Whatinsurance do I require?Youl lbe insured byActionChallenge forPersonalLiabi li tyand Accident Cover.Bikeinsuranceisnt compulsorybut highlyrecommended, andis downto you.

Can I sign up to morethan one challenge?Yes, absolutely! Youcan signup toone, two, or all threeof our Moonrides.

How do I sign up?Visit our website: www.moonriders.co.uk and click RegisterNow! From there,you'llbeableto choose whichMoonrideyou'd l iketotakeon- seeyouin2013!If youhave any further questions, pleasecontact the teamon:[email protected] 0207 6096695

.

FAQS

www.moonriders.co.uk

HOW TO JOIN

You can either sign up by selecting to fundraise for your chosencharity, or by paying your own costs. Register online atwww.moonriders.co.ukOPTION 1: FUNDRAISE FOR CHARITY

Moonriders is a great opportunityto fundraise fora charityof your choice!

Registrationfeeof 49.

Fundraisingcommitment of 300per rider.

50%of this pledgepaidtoyourcharityideally6weekspriortochallenge.

Your charitypays thebalancefor your place onthe ridefrom that sponsorship.

Remaining50% is dueto your charityideallyno laterthan 4weeks after.

OPTION 2: SELF FUND

Or, payfor thefullcost of your placeon theride. Youhave 2 optionshere&each includes a 20 donation toone of our Charity Partnersof your choice. 139 - tobe paidinfull bycardwhensigningup.

49 - registrationfee online, thenfurther 99paid 6weeks priorto Moonride.

VISIT THE CHALLENGE WEBSITE

Registrationonto the challenge is via thewebsite, which also hasfull detailsof the route, itineraries,event rules, whatsincludedandmuch more.If youhave anyquestionspriorto signingup, or want to speak toour teamaboutthechallenge, please contactus on:

[email protected] - 0207 609 6695

www.moonriders.co.uk


17/21

m e d i a g u i d e


18/21

08:00BuffetBreakfast

10.00Smallerchildren with Sirander(0-6years)

10.00Youngpersons 7 18 yearspresentto Adults-

11.00EducationCommitt eeupdate

11.30Groupteam building(Adultsa nd Children)

13.00Guestsdepart forGstaad station

Friday 28th June 2013 Al-Muhaidib Family RetreatGrand Hotel Park,Gstaad,Switzerland

26th 28th June 2013

Imhavinga goodtime

13.15Buffet lunchwith Magician

14.45Smallerchildren withSiranda(0 6 years)

14.45Teachingyoung personsbusiness (7-18 years) -Jeff Brown

14.45Introduction

15.00NutritionProgramme

15.30Principal Story,FamilyLegacyand Values

16.153G-C LearningFrom LivingandLearningAbroad

16.45Presentingabout Photography

17.00TeamBuildingActivities

19.00Leisure TimeSwimmingpoolFemalesand Children/ SpaTreatments

21.30DinnerwithDJ

08:00Buffet Breakfast

10:00Smallerchildrenwith Siranda(0 6 years)

10:00CookerySmallerChildren (3-6 years)

10.00Teachingyoung personsbusiness (7-18 years) - Jeff Brown

10.00Valuesfromthe Female Retreat(Adults)

10.30Charityupdate and contest update

11.30Coffee Break

11.30Adult businesssession -Jeff Brown

12.00Young personsactivity with Outward Bound(7-18years)

13.00Buffet Lunch

15.00Team Building Activities

15.00SmallerChildren withSiranda (0-6 years)

17.30

Leisure TImeSwimmingpool Males

and youngchildren (7-18 yearolds from19.00) /Spa Treatments

18.00Youngpersons preparationsession(7-18 years) - Jeff Brown

21.30DinnerwithDJ

Wedn es day 2 6t h J un e 2 01 3 T hu rs day 2 7t h J un e 2 01 3 T hu rs day 2 7t h J un e 2 01 3

08:00Buffetbreakfast

10.00Smallerchildren with Siranda(0-6years)

10.00Youngpersons 7 18 yearspresentto adults-

11.00EducationCommitt eeupdate

11.30Groupteam building(adults and children)

13.00Guestsdepart forGstaad station

Friday 28th June 2013 Al-Muhaidib Family RetreatGrand Hotel Park,Gstaad,Switzerland

26th 28th June 2013

havinga goodtime

13.15Buffet lunchwith magician

14.45Smallerchildrenwith Siranda(0 6 years)


14.45Introduction

15.00NutritionProgramme

15.30Principal Story,FamilyLegacyand Values

16.153G-C Learningfrom Livingand LearningAbroad

16.45Presentingabout Photography

17.00Teambuilding activities

19.00Leisure TimeSwimmingpoolFemalesand ChildrenSpaTreatments

21.30DinnerwithDJ

08:00Buffet breakfast

10:00Smallerchildrenwith Siranda(0 6 years)

10:00

CookerySmallerchildren(3-6 years)


10.00Valuesfromthe female retreat(Adults)

10.30Charityupdate and contest update

11.30Coffee break

11.45Adult businesssession -Jeff Brown

12.00Youngpersons activitywith Outward Bound(7-18 years)

13.00Buffet lunch

15.00TeamBuilding Activities

15.00Smallerchildrenwith Siranda(0-6 years)

17.30

Leisure TImeSwimmingpoolMalesand childrenSpaTreatments

(7-18 yearolds from19.00)

18.00Youngpersons preparationsession(7-18 years) - Jeff Brown

21.30DinnerwithDJ

Wedn es day 2 6t h J un e 2 01 3 T hu rs day 2 7t h J un e 2 01 3 T hu rs day 2 7t h J un e 2 01 3


19/21


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Wesley Francis Portfolio.pdf

Documents

Transcript of Wesley Francis Portfolio.pdf