1248 RES courses in Birmingham

This five-day programme empowers participants with the skills and knowledge to understand and effectively apply best practice commercial and contracting principles and techniques, ensuring better contractor performance and greater value add. This is an assessed programme, leading to the International Association for Contracts & Commercial Management (IACCM)'s coveted Contract and Commercial Management Practitioner (CCMP) qualification. By the end of this comprehensive programme the participants will be able to: Develop robust contracting plans, including scopes of work and award strategies Undertake early market engagements to maximise competition Conduct effective contracting and commercial management activities, including ITT, RFP, negotiated outcomes Understand the legalities of contract and commercial management Negotiate effectively with key stakeholders and clients, making use of the key skills of persuading and influencing to optimise outcomes Undertake effective Supplier Relationship Management Appreciate the implications of national and organisational culture on contracting and commercial activities Appreciate professional contract management standards Set up and maintain contract and commercial management governance systems Take a proactive, collaborative, and agile approach to managing commercial contracts Develop and monitor appropriate and robust KPIs and SLAs to manage the contractor and facilitate improved contractor performance Appreciate the cross-functional nature of contract management Collaborate with clients to deliver sustainable performance and to manage and exceed client expectations Understand the roles and responsibilities of contract and commercial managers Use effective contractor selection and award methods and models (including the 10Cs model) and use these models to prepare robust propositions to clients Make effective use of lessons learned to promote improvements from less than optimal outcomes, using appropriate templates Effectively manage the process of change, claims, variations, and dispute resolution Develop and present robust propositions Make appropriate use of best practice contract and commercial management tools, techniques, and templates DAY ONE 1 Introduction Aims Objectives KPIs Learning strategies Plan for the programme 2 The contracting context Key objectives of contract management Importance and impact on the business 3 Critical success factors Essential features of professional commercial and contract management and administration The 6-step model 4 Putting the 'management' into commercial and contract management Traditional v 'new age' models The need for a commercial approach The added value generated 5 Definitions 'Commercial management' 'Contract management' 'Contracting' ... and why have formal contracts? 6 Stakeholders Stakeholder mapping and analysis The 'shared vision' concept Engaging with key functions, eg, HSE, finance, operations 7 Roles and responsibilities Contract administrators Stakeholders 8 Strategy and planning Developing effective contracting plans and strategies DAY TWO 1 Contract control Tools and techniques, including CPA and Gantt charts A project management approach Developing effective contract programmes 2 The contracting context Key objectives of contract management Importance and impact on the business 3 Tendering Overview of the contracting cycle Requirement to tender Methods Rationale Exceptions Steps Gateways Controls One and two package bids 4 Tender assessment and contract award I - framework Tender board procedures Role of the tender board (including minor and major tender boards) Membership Administration Developing robust contract award strategies and presentations DAY THREE 1 Tender assessment and contract award II - processes Pre-qualification processes CRS Vendor registration rules and processes Creating bidder lists Disqualification criteria Short-listing Using the 10Cs model Contract award and contract execution processes 2 Minor works orders Process Need for competition Role and purpose Controls Risks 3 Contract strategy Types of contract Call-offs Framework agreements Price agreements Supply agreements 4 Contract terms I: Pricing structures Lump sum Unit price Cost plus Time and materials Alternative methods Target cost Gain share contracts Advance payments Price escalation clauses 5 Contract terms II: Other financial clauses Insurance Currencies Parent body guarantees Tender bonds Performance bonds Retentions Sub-contracting Termination Invoicing 6 Contract terms III: Risk and reward Incentive contracts Management and mitigation of contractual risk DAY FOUR 1 Contract terms IV: Jurisdiction and related matters Applicable laws and regulations Registration Commercial registry Commercial agencies 2 Managing the client-contractor relationship Types of relationship Driving forces Link between type of contract and style of relationships Motivation - use of incentives and remedies 3 Disputes Types of dispute Conflict resolution strategies Negotiation Mediation Arbitration DAY FIVE 1 Performance measurement KPIs Benchmarking Cost controls Validity of savings Balanced scorecards Using the KPI template 2 Personal qualities of the contract manager Negotiation Communication Persuasion and influencing Working in a matrix environment 3 Contract terms V: Drafting skills Drafting special terms 4 Variations Contract and works variation orders Causes of variations Risk management Controls Prevention Negotiation with contractors 5 Claims Claims management processes Controls Risk mitigation Schedules of rates 6 Close-out Contract close-out and acceptance / completion HSE Final payments Performance evaluation Capturing the learning 7 Close Review Final assessment Next steps

The 'golden rule' of negotiation is simple - don't! But life's rarely that simple and very often we do have to negotiate, particularly if we want to win the business and especially if we want to win it on our terms. Such negotiations are crucial. We need to prepare for them. We need a strategy, and the skills to execute it. Does your team have a structured approach? Is it flawlessly executed, every time? Or is there room for improvement? This programme will help them master the six fundamentals of closing better business: Manage all these elements well and you will win more business, more profitably. This course will help participants: Negotiate from a position of partnership, not competition Deal more effectively and profitably with price objections Identify and practise successful sales negotiating skills Identify strengths and weaknesses as a sales negotiator Understand different types of buyer behaviour Learn to recognise negotiating tactics and stances Apply a new and proven structure to their business negotiations Identify and adapt for different behavioural styles Be alert to unconscious (non-verbal) communication Prepare and present a proposal at a final business negotiation stage Project confidence and exercise assertiveness in all sales negotiations 1 Planning for successful business negotiations This session introduces the concept of business negotiation and looks at its importance in the context of the participants' roles and activities. It briefly examines why we negotiate and the dynamics involved. Session highlights: What kind of a negotiator are you? Negotiation skills self-assessment and best practice How to establish roles and responsibilities for both parties How to identify and set objectives for both buyer and seller How to research and establish the other person's position (business negotiation stance) 2 How to structure your negotiations This module presents an eight-step framework or structure for use in negotiations and considers how best to prepare and plan your negotiations within the context of a supplier/customer relationship or business cycle. It also includes a brief review of legal responsibilities and what constitutes a 'deal'. Session highlights: Learn and apply a formal structure to use when negotiating How to establish short- and longer-term objectives and opportunities How best to plan, prepare and co-ordinate a major business negotiation meeting, or on-going negotiations Understanding of basic legal and organisational requirements 3 Verbal negotiation skills This session examines the human and communication dynamics inherent in any negotiation situation. It emphasises the importance of professional skills in preparing for a negotiation by identifying needs, wants and requirements accurately and by qualifying the competitive and organisational influences present. Session highlights: How to fully 'qualify' the other party's needs, requirements and constraints during the negotiation process by using advanced questioning and listening skills How to pre-empt negotiation objections by promoting and gaining commitment to options, benefits, value and solutions How best to propose and suggest ideas, using drawing-out skills 4 Non-verbal negotiation skills This module highlights how different personal styles, corporate cultures and organisation positions can influence events, and demonstrates practical methods for dealing with and controlling these factors. It also examines key principles of body language and non-verbal communication in a practical way. Session highlights: Gaining rapport and influencing unconsciously Understanding the importance of non-verbal communication; reading other people's meaning and communicating effectively as a result Ensure that non-verbal behaviour is fully utilised and observed to create maximum impact and monitor progress (eg, buying signals) Recognising that business negotiations are precisely structured and agreements gained incrementally 5 Proposing and 'packaging' This session highlights how best to present and package your proposal. It looks at how to pre-empt the need for negotiating by creating minor-options and 'bargaining' points, as well as how to manage the expectations and perceptions of the customer or buyer. Session highlights: How to identify the key variables that can be negotiated The power and use of 'authority' within your negotiations How to structure and present your proposal, ideas or quotation to best effect The importance of when and how to identify and influence buyer's objections 6 Dealing with price This module highlights how to best present and package price within your proposal or negotiation. In most cases, price has more to do with psychology than affordability and preparation and careful handling are essential. Session highlights: The three reasons that people will pay your asking price How to set price in a competitive market The key differences between selling and negotiating Ten ways to present price more effectively and persuasively 7 Getting to 'Yes': tactics and strategies There are many different tactics and strategies common to successful negotiators. This session looks at those that are most appropriate to the participants' own personal styles and situations. The importance of 'follow-through' is also explained and how to deal with protracted or 'stale-mate' business negotiations. Session highlights: How to negotiate price and reduce discounting early in the process How to recognise negotiating tactics and strategies in your customer or supplier Key strategies, techniques and tactics to use in negotiation The importance of follow-through and watching the details How to deal with stalled business negotiations or competitor 'lock-out' 8 Case studies and review This session examines a number of different situations and participants discuss ways to approach each. This will allow learning to be consolidated and applied in a very practical way. There will also be a chance to have individual points raised in a question and answer session. Session highlights: Case studies Question and answer Planning worksheet Negotiation 'toolkit' and check-list 9 Personal action plans Session highlights: Identify the most important personal learning points from the programme Highlight specific actions and goals Flag topics for future personal development and improvement

This workshop will help you create, develop and close business opportunities using a consultative approach and a value-based (not price-led) proposition. Value-based selling means working the way your customer wants to buy, not how you want to sell. It also means: In a transactional sale the customer knows the answer without help from a salesperson (or cannot see why they should choose you), or is prepared to stay with what they have. Customer decision criteria are price and convenience and customers resent time spent with (new) salespeople, mainly because the salesperson adds little or nothing to what the customer already has and just wastes time. In a consultative or value-based sale, by contrast, the customer doesn't know the answer already. The salesperson must take the role of an advisor, not just a 'product promoter'. Customers demand expertise, advice and customisation during the sales process. Often customers insist on multiple meetings with salespeople and others to develop advantages that you can bring and reduce the perceived risk of changing. In this way the salesperson often adds more value than the product or service alone. This very practical workshop will help you use proven strategies and tactics to build, manage and successfully close sustainable business opportunities using a consultative approach and a value-based (not price-led) proposition. This includes: Increased impact of your new sales conversations, presentations and proposals - leading to faster decisions and increased conversion Greater confidence, consistency and professionalism throughout the business development process Enhanced sales questioning skills and techniques, leading to better, faster and more accurate development of customer needs, problems, value and expectations Improve your people, communication, influence and persuasion skills when approaching, consulting or presenting your services and solutions How to build value at all points in the customer's buying process through your knowledge, skills and structured approach Proven ways to gain additional business and referrals from existing customers and contacts, through direct approach and lead generation Being better able differentiate your firm, your solutions, track-record and expertise clearly and accurately with tailored value statements for each stage and for each opportunity Overcome and avoid price-based objections, buying criteria and negotiation 1 Introduction and key principles of value-based selling Introduction and review of pre-course questionnaires - KPIs, personal learning objectives and key principles The main principles of value-based selling and how they benefit you and the customer How value-based selling differs from 'transactional' or 'price-based' selling The stages of the customer's buying cycle - how to identify and work through strategies for each stage The concept of structured and set-piece selling and proposing Presentation by participants: Personal sales improvement goals 2 Value-based selling strategies and skills What is value? How can one move away from a price-led agenda? How to survive and resist price pressure - six techniques A review of key competencies and skills needed for a value-based approach Strategies, case studies and examples with discussion and review Defining your initial value proposition and comparative advantage How best to established the right level of trust, rapport and credibility Planning and practice session: Strategy - mapping a value-based sales process. 3 Connecting skills Research before the meeting and the first few minutes - ways to gain instant rapport and setting the foundation for a successful outcome in a first sales call How to structure an effective first time sales call or meeting - the subtle differences that are important to master How best to differentiate your solutions and build credibility and enthusiasm early or at the start of the buying process Overcoming initial buying resistance and relaxing the prospect; gaining rapport, opening the meeting: PBC (purpose-benefit-check) and gaining agreement to proceed Planning and practice session: Connecting - first meeting with a new contact 4 Consulting - building, developing and influencing client needs Understanding the power of high-impact and third-level questions to influence people based around specific needs and solutions The importance of body language and other personal communication dynamics when asking questions; empathic listening, run-on questions, drawing out skills, summarising, etc Creating a 'disturb' approach to creating needs and opportunities and positioning your solutions Using proven advanced sales questioning techniques with greater skill: Outcome, SPIN and qualification questions 'Decision-making criteria' - tools to help you develop the relevant criteria with the customer and in doing so progress your sales opportunities more effectively Planning and practice session: Questioning skills 5 Convincing - presentation and persuading skills practice Substance and style - selecting the right tone and content to engage and enthuse your prospect Compelling benefits and reducing perceived risk - key messages to deliver Helping the customer choose your proposition - by being convincing, compelling and credible when you present Professional and effective presentation skills - with personal coaching and practice sessions The keys of influence and persuasion and the keys to convincing a new customer to choose you for the first time Planning and practice session: Role-play in presenting your solution 6 Commitment Knowing when and how to close for commitment to the next stage in your sales process, plus ways to ask for commitment professionally and effectively How to isolate, prioritise and answer objections and concerns more openly and accurately, using a consultative not a confrontational approach Deal more effectively and profitably with price objections and reduce buyer's remorse (which can lead to an 'I want to think about it' reaction and cause delay and inertia) Key negotiation skills around the closing process - getting to 'yes' Planning and practice session: Role-play in closing and negotiation skills 7 Assessed role-play - Final practice session Live role-plays There is an option for external participants to be brought in to the live training workshop to take-part in the final assessed role-play or assist with other sessions run during the course. Performance assessment - 'Dragon's Pitch' The final afternoon of the course is an assessed role-play using a prepared scenario and external 'CEO'. The assessment criteria will be agreed prior to the workshop. 8 Workshop summary and close Personal action plan and learning summary

This course has a simple objective: to help gain appointments with potential clients. In most consultative selling situations clients won't commit to purchases over the telephone. This means setting up a meeting to discuss the options with them face-to-face. But getting 'face time' can be tricky. This practical workshop can help. Participants will acquire essential tools, skills and methods; discuss specific organisational issues; and identify areas for improvement. They will discover how to: Increase their effectiveness through proper preparation Construct attention-grabbing opening statements Help potential clients feel comfortable agreeing to a meeting Develop tactics for responding to difficult excuses and objections Stress the benefits of a face-to-face consultation Develop and enhance their questioning and listening skills Prevent customers cancelling booked appointments 1 Introduction to appointment setting Key trends that have changed the way people buy today - and will buy tomorrow Why many sales people avoid picking up the phone The difference that makes a difference - what makes a good appointment-maker? 2 Before you pick up the telephone It all starts with a plan... Who and what to focus our attention How much research should we undertake and why? Setting primary and secondary objectives 3 Making your approach Key considerations Every call is an opportunity - creating a positive mind-set Using a structured approach Using partnership language 4 Gaining an insight into the customer's needs How to quickly 'tune in' to your customers, so that you can serve them more easily Developing speech patterns that put customers at their ease Using effective questioning and listening skills Finding and building pain points 5 Dealing with excuses and objections Pre-empting potential excuses Developing techniques for responding to client objections Keeping the door open for future contact 6 Securing the appointment Selling the benefits of a consultancy meeting Techniques for avoiding cancelled appointments Gaining commitment 7 Action plans Course summary and presentation of action plans

All organisations today operate in an environment of constant and rapid change. Managing this change effectively is often achieved through a portfolio of formal projects. Many organisations today have qualified and experienced project management staff to run their projects. Some organisations today have dedicated functions, staff or processes to support their project management teams. The very largest organisations have in-house Enterprise Programme Offices, or project management specialists in corporate audit or risk functions; or organise 'Red Team Reviews' of a project by other staff with project management experience who are not participating in the reviewed project. But for many mid-size businesses and SMEs - and even some larger organisations - these resources are simply not available. For them, having access to external expertise to assure project management disciplines and to coach project managers can be a major contributor to project success. Such reviews can take place at project initiation; at major stage-gates (especially if significant capital is to be committed at the stage-gate); or at any other time if concerns arise concerning project quality, cost or timescales. And it is for those organisations that we offer the necessary expertise, on an ad hoc basis, in reviewing projects and coaching senior project management staff. A document review and workshop led by one of our consultants can help you assess whether: The strategic goals and priorities for the project are clear and being addressed Governance of the project within the business is defined and being effectively executed Project roles and responsibilities are clear and effective The credibility and robustness of the project plan can be enhanced Performance measures and reporting procedures are effective Critical risks are identified and being managed and contingencies are agreed The roles, responsibilities and capabilities of the key players in the project team are fit for purpose Budgets are realistic and costs being managed effectively Communication and change management activities are effectively planned and being executed At your discretion, you can capture the outcomes from the workshop for yourselves, in terms of identifying opportunities for improvement, or you can have our consultant write a report and make recommendations to you.

This programme provides an intensive, one-day overview of the key concepts and techniques of project management. The project management methods presented can be applied to a wide range of projects and the course emphasises both the task and the team-related aspects of project management. The aims of the programme are to: Present the key concepts of project management Provide a structured approach for managing projects Demonstrate tools and techniques for planning and controlling project work Enable participants to apply the techniques to their own projects At the end of the programme, participants will: Recognise the benefits of a structured approach to project work Be able to apply a range of practical tools and techniques to improve their personal effectiveness in project work Have a means of determining the status of current projects and know what actions are needed to ensure success 1 Introduction Why this programme has been developed Review of participants' needs and objectives 2 Key concepts The characteristics of projects and project work The four key phases of a project Essential lessons from past projects Key success factors Achieving success through the 'Team-Action Model' Challenges of the multi-project situation 3 Setting project goals Understanding 'customer' requirements Managing project stakeholders and gaining commitment Using questioning skills to define goals and success criteria Defining and documenting the scope of the project 4 Project planning Defining what has to be done Creating a work breakdown Agreeing roles and responsibilities for the work Developing a programme using networks and bar charts Estimating timescales, costs and resource requirements Planning exercise: participants develop a project plan Identifying and managing project risks Using project planning software Managing and updating the plan 5 Project implementation and control Creating a pro-active monitoring and control process Techniques for monitoring progress Using latest estimates Managing project meetings Resolving problems effectively Managing multiple projects Personal time management 6 Course review and action planning Identify actions Sponsor-led review and discussion of proposals Conclusion

This one-day introduction workshop is intended for users who need to get to grips with the essentials of Microsoft Outlook. It will provide you with the basic skills you need to effectively start using Outlook to manage your emails, calendar, contacts, tasks and notes. This course will help participants: Send messages with added email options applied Quickly file messages away for safe keeping Manage messages and attachments Organise calendar meetings and check other people's schedules Respond to a meeting request Create a contacts list Manage daily tasks Use reading and folder panes Create and manage folders Use auto reply Use notes Utilise Outlook's printing functionality 1 Getting started Using the reading pane Using the folder pane Changing inbox views Managing the to-do bar 2 Emailing messages Replying to and forwarding messages Adding message options Attaching files to an email message Opening and saving attachments 3 Outlook folders Creating and managing folders Moving messages into folders Adding folders to favourites Using search folder Always moving messages in conversation Automatically move messages with rules 4 Managing messages Using instant search Finding messages by criteria Grouping and sorting messages Categorising messages Adding message follow up flags Filtering messages with the people pane 5 Using auto reply Replying to messages whilst you are away Managing auto reply settings Applying rules to auto reply 6 Outlook calendars Adding and editing appointments Adding calendar reminders Moving and copying appointments Creating all day events Recurring appointments Sharing your calendar Opening another user's calendar 7 Planning a meeting Arranging meetings Inviting attendees to meetings Responding to meeting invites 8 Outlook contacts Creating and editing a contact Saving emails as contacts Finding contacts Sending messages to contacts Creating contact groups 9 Adding tasks Creating and editing tasks Completing tasks Assigning a task to another user Responding to a task request 10 Notes Creating and editing tasks Emailing notes Sticking notes on your desktop 11 Printing Printing messages Printing calendars Printing contacts

This one-day workshop is designed to help users work with advanced features within Word. It includes hands-on exercises to help make complex documents more manageable. Participants will learn how to share and collaborate on documents and track document changes. This course will help participants: Add document links to files, websites, bookmarks and headings Create and revise footnotes and endnotes Use cross-referencing Insert and mark a document index Use comments within a document Create and edit document templates Set up picture and table captioning Work with tracked changes, including viewing, accepting and rejecting changes Use tables of contents Transfer styles across files using styles organiser Protect and restrict the opening and editing of documents Work with document themes Work with subdocuments Use ribbon buttons and groups 1 Adding document links Adding links to a document Linking to files, websites and email Adding and linking to bookmarks Linking to document headings 2 Captioning and cross-referencing Inserting picture and table captions Creating and updating a table of figures Adding and revising endnotes and footnotes Understanding cross-reference types Creating a cross-reference Marking and inserting a document index 3 Collaborating on documents Inserting and viewing documents Navigating through comments Replying to a comment Printing comments 4 Tracking changes Using tracking changes within a document Choosing how to view document revisions Accepting and rejecting changes 5 Comparing documents Comparing two documents Combining changes into a single document Accepting and rejecting changes 6 Protecting a document Restricting opening or editing of documents Defining regions for editing Restricting document formatting 7 Outline view Collapsing paragraphs with heading styles Managing files with subdocuments Editing and locking subdocuments Sharing subdocuments 8 Document themes Standardise document formatting with themes Using a theme to match corporate branding Transferring themes across files 9 Creating templates Creating and editing document templates Adding font and heading styles to templates Defining file locations for shared templates Copying styles across templates and files 10 Customising the ribbon Customising ribbon buttons Adding new ribbons Adding buttons to ribbon groups

Many people have a misconception about networking events, and lose out on new business opportunities as a result. They either don't appreciate the real benefits and techniques of networking and don't attend events, or they attempt to 'sell on the first date', causing resentment. You can either attempt to make a sale for a quick buck (which is particularly likely to backfire at a networking event), or you can try to open a long-term relationship, creating new opportunities and a high lifetime value customer (which is how it's meant to be done). Networking, when done properly, is an excellent tool for referrals. But you have to appreciate that it's done on the basis of giving rather than receiving and this doesn't always come naturally to sales professionals. The old saying that it's about getting to 'know, like and trust' is still true. This workshop is about having your prospects and customers getting to know, like and trust you, and building that lifetime value as a result. By the end of this programme, participants will be able to: Understand what networking is - networking etiquette Know how and where to network Clarify their objectives - why network Use the 4 basic questions to start a conversation Build rapport quickly and easily Answer the question 'What do you do?' effectively in a few seconds Deliver a 60-second pitch Break into a group Prepare for a network meeting Identify opportunities Use tools to assist in networking 1 Introduction Aims and objectives 2 What is networking? Why network - objectives and goal setting Networking etiquette Preparation - online and offline tools to use Identify networking opportunities - where to network Know what you have to offer 'Know, like and trust' - the process 3 What do you do? Answer in 5-10 seconds Create and deliver a 60-second pitch Who is your target market? 4 Starting a conversation Breaking into a group Building rapport The 4 questions to start a conversation Moving on 5 Communicate and engage LISTEN - 4 types of listening skill Ask powerful questions Influence - don't sell What can you do to help others - give to get 6 Power of referrals Who can give you referrals? When to give or ask for referrals Have a referral system Showing appreciation 7 Social media and other online tools Using LinkedIn and other social media Online directories 8 Next steps Following up Arranging one-to-one meetings Developing relationships

If your organisation manages contractors then your staff need to understand the health and safety issues. This course is the answer. The expert trainer will set out clearly the legal responsibilities of all relevant parties and explore the practical application of these responsibilities with the course participants. The course will then examine the issues associated with the planning of work to be contracted out and the evaluation, selection, control and monitoring of contractors engaged to undertake the work. Although the main focus is on health and safety, the course will also explain how health and safety issues need to be integrated into your organisation's functional management processes to ensure effective control of contractors. The course will consider all types of contracted activities, including construction and maintenance, cleaning, security, plant installation, etc. This programme will give participants: A clear understanding of the organisation's legal responsibilities for managing contractors The information they need to assess the competence of contractors A practical understanding of risk assessment principles and the transfer of risk to contractors A step-by-step guide to the key aspects of managing contractors in practice, covering:Planning of the workSelecting contractorsHandover prior to work commencementDuring the workReviewing the work on completion Practical guidance on the integration of health and safety controls into organisational procedures for contractor management 1 Introduction Who are contractors? Why manage contractors? Different types of contractors Costs of poor contractor performance 2 Overview of health and safety law and liability Health and safety law and statutory duties Relevance of civil and criminal law Enforcement and prosecution 3 Relevant legislation for controlling contractors Health and Safety at Work Act 1974 Management of Health and Safety at Work Regulations 1999 Construction (Design and Management) Regulations 1994 (as amended, 2007) Other relevant legislation Contract law 4 Managing contractors in practice Exercise - how well is it happening? The objectives Five step approachPlanning of the workSelecting contractorsHandover prior to work commencementDuring the workReviewing the work on completion 5 Planning the work Scope and extent Risk assessment Interface and other activities Who controls what? Contract arrangements 6 Selecting the right contractor(s) Locating contractor organisations Selection the right contractors Assessing contractor competence Approved lists/frameworks Tender process 7 Pre-work commencement Co-ordination and co-operation Exchange of information Contractor risk assessments and method statements Permits to work Case study exercise 8 During contract work Communication and liaison Supervision and inspection of the work Inspection and reporting procedures Security issues Facilities and access 9 Reviewing work on completion Why, what and how? Achieving continuous improvement in contractor performance 10 Questions, discussion and review