Wesley Francis Portfolio PDF

WESLEY FRANCIS
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Wesley Francis
Since i began my career as a Creative Artworker, over 10 years ago, i have worked in many fields, such as print production, pre-press, design agencies, investment banking and retail. Seeing how all these very different and diverse industries work was the real eye opener for me as everyone likes things done differently and not to just one guidline or set structure. I have worked on some of the biggest brands in telecommunication, law, and investment banking doing everything from a simple business card and literature to products like bespoke photo books, unique packaging, and window graphics which you will see some of in this portfolio.
BT Allen & Overy T.Rowe Price Metlife Box Design Career Teachers/Career Legal Action Challenge and Avanti Im Family Retreat itinerary Personal
BT
Carers Network Webpages

Why not ask a question on the Carers Network?
You will have access to people who have probably experienced something very similar, even though there might be different circumstances. The webpages also contain details of forthcoming knowledge share calls. These calls cover a wide variety of topics specifically relevant to Carers, for example, caring for someone with dementia. These calls are usually available for playback for those people who are unable to listen to the call live.
Where can I get help?

The HR pages contain a lot of useful information and links to relevant pages https://intra.bt.com/bt/hr/fairness/ diversity/carers/Pages/index.aspx
A network to support BT carers past, present and future

Who is a carer?
Carers are those people who have to provide care for a disabled, elderly, or sick partner, relative or friend.
What is the Carers 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.
Do I need a Carers passport?

The BT Carers Passport can be completed by any BT employee who has caring responsibilities that they believe could have an impact on their ability to work currently or at some point in the future. The BT Carers Passport describes the nature of the caring responsibilities, adjustments that the individual might need and action to take if the individual needs to leave work suddenly together with agreed communication between the individual and BT if the individual is unable to come to work.
When someone becomes a carer

Many people dont identify themselves as a carer to begin with. For many, it becomes a reality when the caring role impacts on their work life. Some people are concerned about the impact of caring on their ability to cope at work, so are reluctant to accept it and talk about the role they now have.
Endorsed by BT Group HR. To join the BT Carers Network
www.btpeoplenetworks.com/carers
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A network to support BT carers past, present and future

For more information visit:
https://intra.bt.com/bt/hr/ fairness/diversity/carers/Pages/ index.aspx http://www.btpeoplenetworks. com/carers
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BT
Beyond business as usual
Sharpen your competitive edge
Project Services
Bid with condence, minimise risks and get the job done
Generating new business to drive growth is one of the best ways to prosper in a competitive market. But what if you nd yourself unable to bid for a lucrative new contract because you dont have the right project management resources when you need them?
Worse still, what if, after making a commitment to deliver a project on time, you encounter logistical problems that your team doesnt have enough spare capacity or experience to solve in the given timeframe? Project Services a core capability within our wider Service Based Solutions portfolio can provide the answer. Regardless of size, complexity or UK location*, once engaged, our Project Services experts are here to help you bid with confidence, plan more effectively and deliver your project on time and to the highest possible standard.
Our business-as-usual processes are designed to automate the ordering and delivery of high volume products for straightforward delivery scenarios. They meet the core requirements identified by industry for each of the products we supply. However, if your orders or projects are complex, you may need more than business-as-usual is designed to provide. This is where Project Services has a role to play.
Understanding the labyrinth of sector-specic issues

Weve developed a thorough understanding of working environments and practices across major market sectors. Using this knowledge we can help you avoid issues and delays that could otherwise put things in jeopardy.
Minimise fullment process delays

Winning a bid is one thing. But your name will be mud if you dont deliver your project on time. A single delay could make all the difference between profit and loss not to mention the chance to win repeat business. Here are some examples of the process delays that can occur and how we can help:
Handle unforeseen issues more efciently

In some cases issues that may put a project in jeopardy simply cannot be predicted. Its at times like these that experience counts for everything. We expect the unexpected and relish opportunities to take on a new challenge and put our adaptability to the test.
Produce more informed bids Prepare for the unexpected Deliver complex projects Meet challenging deadlines
Education
Time is often of the essence in this sector. Work typically needs to avoid term time and other critical dates to minimise the impact of noise and other disruptions. There are security considerations too, school staff need to be on site to check the engineers identity card as well as give them access to school buildings. All of this is manageable, but getting it wrong can spell trouble when it comes to job planning, circuit routing, engineer access and work sign-offs.
Health
This is yet another sensitive sector where noise and disruptions are not welcome. Unlike schools though, hospitals do not have the luxury of being closed during non-term times and evenings. They are 24/7 operations where staff work on rotas and where access to certain areas is heavily restricted due to data and medical considerations. All of this can pose significant access and sign-off issues. Many also demand up front health and safety method statements and detailed risk assessments too.
How Project Services can help you

Get vital access to industry knowledge, planning skills and resource
Our experts know what works and what doesnt and, by drawing on experience of working across a range of industry sectors, they are able to identify potential issues in advance, mitigate risks and help you deal with unforeseen issues. Their primary goal is to smooth your project delivery by helping you avoid significant delays and headaches.
Driving order progression
Enjoy a single point of contact

Every project is allocated a dedicated project manager or co-ordinator. You can choose for them to either take end-to-end accountability or to work alongside your existing team to provide an overflow capability. Each project manager is backed by a team of specialists who have unrivalled knowledge of our systems and processes.
When you place an order, a number of automated messages pass backwards and forwards as it progresses through our systems. If we dont receive a response to one of these messages, your order is effectively stalled. This doesnt happen when Project Services is in the driving seat, because we check order progress on a regular basis on your behalf. If were waiting for a response, well call you to elicit one, allowing your orders to progress to the next stage with the minimum of delay.
At the time our projects were in full ow, we had the Icelandic volcanic eruption. This delayed the shipping of important network components. The Openreach guys helped us understand all of our requirements and priorities and enabled stores to be diverted to where they were most needed.
Malcolm Janes, Easynet, Head of UK Project Management
Identify external delays early

Using our experience, we can tell you up front what the delaying factors in your orders are likely to be and help prevent unexpected contractual issues between you and your customers. As well as dealing with any wayleaves we need for our circuits and equipment as per normal, we can provide advice and support on issues with landlords and local authorities. For instance, it can sometimes take three months or longer to get permission to close down a road to install new line plant. We can make you aware of the ramifications in advance, allowing you to better manage the expectations of your customers and thus agree more realistic contractual terms. We are also constantly improving relationships with public bodies, such as the Highways Authority. By sharing knowledge with them and explaining typical processes and critical paths we are better able to smooth the way for all projects that need their permission to proceed. This helps to ensure any required digging can be done in the shortest possible timescales.
Managing access and sign off

Time can be wasted if an engineer visits a site and cant gain access because no-ones around to let them in. The same applies if the person who needs to sign off the work isnt available. Here again, we can minimise delays by contacting the relevant people on site and establishing their availability, so the job can get done.
Benet from powerful reporting

A weekly progress report is provided as standard and, if you require more frequent reports, we can tailor our service to meet your needs. For instance, we can provide daily reports on how many circuits have been delivered, how many remain to be delivered, what stage each circuit is at, what the next actions are and when theyre scheduled to take place. Armed with this information you can keep customers up to date and be confident yourself that everything is on track.
Gaining security clearance

Many sites require notice of a week or more before an engineer visit. They may also want the name of the engineer in advance. Some sites require specific security clearance as well as the engineers identity card. We can facilitate all these arrangements across multiple orders to avoid delay.
Transform multiple orders into a programme of work

Rather than handling a series of orders as individual requirements, Project Services can take multiple orders, transform them into a programme of work and manage that programme through to completion. This is ideal for larger projects that are geographically concentrated (such as a new housing development or a shopping centre) or where an individual customer has requirements at multiple related sites across the country (for example banks, retail chains, distribution companies).
Mobile
Engineers typically require keys to get into base stations but these are not always easy to get hold of. Access to sites is heavily protected for good reason and more than one visit to complete the work may be needed. Because of the location of many mobile base station sites, wayleaves are often required from landowners, landlords and even tenants themselves (in the case of roof access). Again, although manageable, experience counts for a lot. Get it wrong or plan poorly and it could add weeks or months especially if access refusal ends up resulting in legal proceedings.
By providing us with more accurate, timely information, Project Services eliminated uncertainty and saved us no end of time. They also helped us share issues, work together to solve them and create an excellent, collaborative working environment.
Robert Gathergood, Sky Network Services, Head of LLU Implementation
*Project Services is not available in the Isle of Man or Hull
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BT
We deliver a lot of large projects each year to different organisations. These have gone a lot more smoothly where we have used Project Services. And the fact that they have done such a great job with Digital Switchover means we will denitely use them again in the future.
Paul Shields, BT Wholesale, Senior Project Manager
End-to-end service ensures maximum impact

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) can make all the difference between winning and losing vital new business.
Involving us up front is a great way to achieve this. It also allows us to help quantify any additional costs or lead time impacts on your behalf. Not only does this provide your customers with extra certainty that theyre choosing the right supplier, but it also helps you to avoid nasty surprises, and can even reduce the risk of penalty payments brought about by unexpected delays. As a contract progresses, Project Services can go on to detect and tackle many potential delays before they have a chance to affect the delivery timescales youve promised your customers. These could include delays during the order process and even issues common to particular market sectors. The provision of valuable reporting throughout completes the package from us ensuring you always know exactly how things are progressing.
Retail
The variety of retail premises in the UK means that, once again, issues can vary from one location to another. Security procedures tend to be dictated by the nature of the business being undertaken and we often need to rely on the customer to tell us exactly where they want the Network Terminating Equipment installed. Different types of retail premises also have different operating hours that may need to be taken into consideration to ensure the right people are on site and that work is not too disruptive. Time is money for these organisations and any work that interrupts, or is feared to interrupt their ability to trade can generate local issues and individual resistance even when people know we are coming.
What Project Services cant offer

Well only take on a Project Services contract if we believe we can add value beyond the businessas-usual processes that we operate. That means Project Services cant: be used to reduce the Openreach contractual lead times for circuit delivery or to fast track defined order processes. It can however provide access to knowledge, experience and expertise to help co-ordinate multiple orders and minimise unnecessary and sometimes unforeseen delays place orders on your behalf. However, other aspects of our Service Based Solutions portfolio can provide more managed solutions should you be interested assist if theres not enough space or power at an exchange. In both these instances, the normal business-as-usual processes apply.
Customers who choose to completely outsource project management requirements need to know that the supplier they choose will take full accountability, especially when the outcome is highly visible to their own customers. The excellent reputation we have built from doing exactly this, end-to-end, for a number of major and complex programmes of work continues to attract repeat and additional business.
Derek Hewins, Openreach, Head of Major Programmes
Defence
MoD work is usually required at very short notice with an equally fast turnaround expected. There are unique installation processes to follow which, if not properly understood, can drive extended lead times. Not only do engineers need to be security cleared, but they must also work to the exacting expectations of on-site contractors who rarely welcome different ways of tackling challenges. The need to be able to manage all of these demands and co-ordinate with on-site personnel on the day is essential to deliver a successful contract and win repeat business.
Our team has experience of managing massive network rollout programmes where bespoke processes, access issues, security clearance hurdles and all manner of unforeseen issues present constant challenges.
Bill Jones, Openreach, SBS Project Services General Manager
Non-served premises
Non-served premises present their own unique set of challenges. For example, circuit provisions to traffic light control boxes and portakabins on construction sites. Provisioning to traffic lights means securing Local Authority permission to dig at potentially busy road junctions. This can take up to three months, and once secured there may only be a limited window in which to undertake the work. A construction site meanwhile can be nothing more than a wasteland at first glance. Although grid references for a portakabin location may be provided, once on site these may be inappropriate or subject to change. Such issues can cause unexpected delays. The more circuit orders, products, and complexity involved in a contract, the greater the challenge. When you choose Project Services though, whichever sector youre supplying to, our experts will ensure that as much as possible is planned for. Where planning cant be done in advance they will draw on their experience and put best practice workarounds into action.
Without Openreach help we wouldnt be able to deliver what we had promised our customer. They look after all our orders and provide a joined up picture on a regular basis. We always know where we are with the project and can therefore deal with any problems as they arise.
Graham Keeble, MLL Telecom, Head of Project Delivery
Project Services helps you complete your projects on time and to the highest possible standard. For more information speak to your sales and relationship manager or visit www.openreach.co.uk/projectservices
Finance
One of the greatest issues here is that we often dont know the extent of the barriers we face until we arrive on site. A straight swap from one circuit to another, for example, may look simple but there may be more than one comms room and existing circuits might not be labelled. Having a best practice approach is vital. Financial institutions are host to sensitive data and some locations (such as those hosting ATMs) require special on-site procedures that can vary from one organisation to another. Access restrictions may require names of engineers in advance and timing often needs to be aligned to the availability of security personnel. Careful co-ordination and double-checking of information is essential but time consuming.
Early birds or fire fighters your choice

Before you even take on a contract, our Project Services experts can help you identify and mitigate potential risks. Involving us at the planning stage, rather than using us to fix problems once they become evident, will ensure the most efficient use of your time and budget, and could also add a level of granularity that helps to win the bid. Either way, utilising our expertise will leave you free to concentrate on other priorities and minimise the need to invest in recruiting and training people within your own organisation.
It costs nothing to talk to us and if we cant add value, we wont take on the work.
Project Services 7
Openreach is the BT Group business that installs, services, supports and maintains the rst mile of wiring, bres and connections which links tens of millions of homes in Britain to their Communications Providers networks.
www.openreach.co.uk
The telecommunications services described in this publication are subject to availability and may be modied from time to time. Services and equipment are provided subject to British Telecommunications plcs respective standard conditions of contract. Nothing in this publication forms any part of any contract. BT and the BT logo are trademarks of British Telecommunications plc. British Telecommunications plc 2013. Registered ofce: 81 Newgate Street, London EC1A 7AJ Registered in England No: 1800000 Produced by Openreach Designed by Westhill.co.uk PHME 66969
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Re-routing line plant on a sensitive government site, while keeping alarms and security lines working at all times
Co-ordinating the establishment of a new comms room for a car manufacturer, and ensuring no break in service
Customer Network Solutions
From network rearrangement to complex cabling conundrums
Our local experts thrive on your challenges

Whether you need to move a distribution point or drop wire, create a bespoke network solution or alter a network on a complex site, we have the skills and exibility to help. We can even provide connectivity for remote or temporary locations. With ring-fenced resource and access to engineers out of hours, our team are able to respond quickly and work to challenging timescales. At the end of the day though, its good, old-fashioned human interaction that gets us noticed. That and a real passion for cracking complex cabling conundrums!
From small line plant installation, to complete line plant re-routing

When a communications provider asked Openreach to suss out a new project at a sensitive government site, they were under the impression that running line plant to a new building would be a relatively straightforward job. However, this was only part of a massive construction project that would entail the re-routing of all line plant at the site. Customer Network Solutions project manager Tony Breen visited the site and duly reported back: My ndings were a revelation to the communications provider. It was immediately apparent that we would need to re-route all our line plant. So they gave me the go-ahead to deal with their customer direct, which saved a lot of to-ing and fro-ing. The clients main concern throughout was health and safety. Due to the work carried out at the site, their muster alarms and other security lines had to be in full working order at all times. Im delighted to say that the project went very well. There was no disruption to service. In fact, the one and only time someone reported a line down, the culprit turned out to be a faulty handset!
Bespoke approach to managing comms room relocations

When a car manufacturer decided to increase the size of their facility, they also needed a bigger comms room, but at a different location on the same site. They werent expecting a man in a van from Openreach to turn up, because no one was aware of the service wrap that Customer Network Solutions (CNS) can provide. Openreach CNS project manager Mark Evans recalls: The customer had ordered a line shift using the normal business process. But what they were going to get, wasnt what they actually needed. And such a large and complex project couldnt be taken on single-handedly. I visited the site and spelt out our capabilities to the manufacturers IT manager. He was delighted to hear that hed be able to get on with his core business, while we managed his infrastructure requirements end-to-end.
Continuity of service was vital

We went on to work closely with the manufacturers IT team and their building contractors. The communications provider was more than happy to entrust us with the work. Their prime consideration was continuity of service. I put a survey team together and briefed them before they visited the site. I also put a resource team together engineers who were highly experienced at this kind of work. And, all the way through, I personally made sure that everyone was where they were supposed to be at the appointed time. I can report that there was no break in service. The project was a great success. So much so that weve been asked to manage similar projects at the car manufacturers other UK plants.
Health and safety was a main concern

Because of the nature of the site, our team had to go through a number of hoops on the security front. Once that was out of the way, we started working closely with the site owners and their construction company. All their managers had my contact details for urgent issues. We also held weekly project update meetings.
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Copper and bre teams work together to nish on time with no break in service
Rolling out a new service to dozens of ofces, libraries and childrens centres
Relocating overhead network to allow building contractors to erect scaffolding
Installing lines to a new duty free shop without disrupting the bank next door
The use of copper for existing voice services and as a backup for bre
Providing secure feeds to a highly sensitive government site

A government customer wanted secure copper and bre feeds to run their voice and data services at one section of a large and highly sensitive site. Openreach ran the feeds from a local telephone exchange to a new on-site comms room, terminated them at the new Distribution Point (DP), swapped the original circuits over from the old DP and commissioned them. Customer Network Solutions project manager Mandy Davies explains: While the new cables shared existing ducting with other customer cables, the footway boxes along the route were locked down and the cables themselves carried special markings. This warns engineers working on other cables not to tamper with them.
Project managing the installation of a country-wide telephony service

A local authoritys communications provider had been contracted to roll out a new telephony service to dozens of locations across the county, including their ofces, libraries and childrens centres. Thanks to its proven track record in project management, Openreach was chosen to install and commission the new service. Customer Network Solutions project manager Louise Thompson explains: The complexity of the work required, and the close collaboration it demanded with all stakeholders, meant that our all-embracing approach delivered the peace of mind the customer was looking for. Finding the right contacts to let our engineers into many of the locations, particularly at the childrens centres, was a challenge in itself. The authority also stipulated that they didnt want any activities interrupted by potentially noisy engineering work. Even so, compared to getting the service up-and-running, installing the new cables turned out to be a relatively straightforward exercise. Thats because we were effectively commissioning an entire new network. All the locations had to interwork with each other from day one of the migration from the old telephony service. And they did, thanks to the prowess of our engineers, who made the nal connections at each Distribution Point.
Temporary overhead network changes to accommodate building work

A building contractor was engaged by a local authority to re-render the fascias of 200 tenanted properties. However, the work couldnt proceed because the Openreach overhead network serving the homes was effectively preventing the contractor from erecting their scaffolding. Customer Network Solutions project manager Chris Priestley explains: If wed left the existing wiring in situ, it would have created trip hazards on the scaffolding. This was unacceptable from the Health & Safety perspective. Moreover, the contractor would have had to work around our plant. This would have been less than ideal, as the nish would have been imperfect. have wood-effect resin panels. We couldnt attach our xings to these panels and therefore had to conduct a second site survey; the upshot being that we re-positioned the xings and the associated lead-in wiring on the affected homes. Other than that, and working closely with the contractor, we kept well ahead of the schedule of works. The downtime for tenants right the way through from the re-positioning our wiring and xings, to re-instating them in their original positions after the building work had been completed amounted to less than an hour. We also told the tenants exactly when their lines would be down in advance. So there were no complaints on that front. We subsequently agreed to work with the same contractor on several hundred more of the authoritys properties.
Relocating a Distribution Point at an airport terminal

A franchisee at a regional airport had paid the operator a hefty premium to locate their new duty free shop next to passport control. This meant it would be the rst to be seen by passengers leaving the UK on business or for their holidays. Installing the shops voice and data lines called for a exible approach from Openreach. Customer Network Solutions project manager Richard Knight takes up the story: Building work in the terminals international departure lounge meant we had to move one of our Distribution Points (DPs) and its associated cabling. We then planned the routes, agreed them with the contractor and the airport authorities, made the required connections to the DP and supplied the cabling itself. We did most of our work after 10pm, when there were far fewer ights and therefore far less chance of trip hazards to passengers. Bank staff had to be on site when we tested and commissioned their lines. We did this work out of normal working hours too, so as not to interfere with their day-to-day business. The duty free shop opened on the scheduled date, at the agreed time. Their voice and data lines were in full working order. And I have it on good authority that their tills havent stopped ringing since!
Advisory role in campus infrastructure deployment

A communications provider engaged Openreach to install and maintain a copper infrastructure to connect several buildings around a large campus. Their customer was a national broadcasting organisation. The copper would be used to run existing voice services and to provide a basic backup for bre. Although there were challenges in sorting out on-site and off-site wayleaves, one of the most important Openreach roles apart from the infrastructure design itself was an advisory one. Customer Network Solutions project manager Paul Hinchy explains: The communications provider put us in direct contact with their customers project team. This was essential with a job of this size and complexity. We had regular three-way meetings, during which we offered in-depth technical advice on copper cable capacity and cable resilience between buildings, as well as on cable terminations and our associated space requirements within comms rooms.
Great team working relationships

The fact that everyone was able to express their views in an atmosphere of openness and complete honesty was the icing on the cake. It helped to build some of the nest teamworking relationships Ive ever come across. Our planners knew what they had to do. And they did it, creating an infrastructure design that will stand the test of time. Our engineers on the ground went on to deliver the reality. Of course there were hiccups along the way. But they were sorted out in double-quick time, after a phone call to me. We provided a total service wrap for this project and committed to take responsibility for ongoing infrastructure maintenance on the broadcasters campus.
Co-ordination was key

There was a minor hiccup, when we found that one stretch of the ducting was blocked. But we soon cleared that. The main role was one of co-ordination. Our copper and bre planners and engineers have different skillsets. And each of the engineering teams uses different equipment. I had to make sure that the two planning teams came up with an acceptable solution and agree timescales with the customer before work could start.
The same level of co-ordination applied to the two engineering teams, as the bre was being laid on top of the copper. I also visited the site on several occasions and held regular calls with the customer, to update them on our progress. On-site connectivity at the Distribution Point was again provided by our copper and bre engineers, each of whom had to have security clearance. The project was completed on schedule, to the agreed budget, with no break in service. And the customer was delighted with the outcome.
Survey and access challenges

First we had to survey each location, plan the routes and get each of them approved. The most direct route wasnt always the most appropriate, either. A couple of childrens centres had just had their playgrounds re-tarmacked. Digging them up to lay ducting for new cables was denitely out-of-bounds! We had to go around them instead.
Night working
First of all, we did a tap and verify exercise on the existing lines to establish which were being used by a bank. Then we relocated the DP and arranged for the building contractor to run new cabling from it to the bank and to the new duty free shop.
Relocation and re-instatement

The solution we came up with involved relocating the lines so they passed underneath the original xings and were attached to new temporary xings tted with protruding brackets. The only issue that caused a minor delay was a lack of upfront information from the contractor. They forgot to tell us that some of the properties would
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Around 700 additional lines allow the world to view the route through London
Preventing overhead cables being an obstacle for a procession through the city
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Working with civil engineers and the local authority to connect the Town Hall
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30 lines and four data circuits up and running to meet 3am deadline
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Relocating distribution points while a train operator has stations refurbished
Providing broadcast capacity for a Royal event in the capital

Preparing for a major event in London to be broadcast throughout the UK and around the world meant Openreach had to work closely with numerous communications providers, their customers and other parties. Nothing could be left to chance. Everything had to work like clockwork on the big day. And it did. From the very rst meeting with all the stakeholders, including the Metropolitan Police, Royal Parks, Royal Household and Security Services, Customer Network Solutions project manager Dave Matthew knew he had his work cut out. He recalls: In view of the fact that there wasnt nearly enough capacity along the route the procession would take, the timescales were very ambitious. Around 700 additional lines were needed mostly copper, although there was an element of bre. We delivered the required infrastructure by creating several temporary Points of Presence in secure compounds and running cables to them from various vantage points between Buckingham Palace and Westminster Abbey.
Route planning for a very special event

When a local authority was planning a major cultural event around a city, it quickly became apparent that the overhead telephone cables serving residential properties along the route would be an obstruction. So they called in Openreach to advise on the best way forward. Customer Network Solutions project manager Paul James says: During the rst meeting, the authoritys head of roadworks and his team were very secretive about the details. They wanted to avoid the possibility of any information leaking out to the press and spoiling the surprise. However, after explaining that we handle a lot of sensitive work for customers right across government including projects for the security services and that they could rely on the discretion of Openreach people, the roadworks team took us into their condence.
New telephony services route delivered ahead of schedule

When a large local authority decided to sell off a building on its main campus, their engineering contractors were faced with a headache. The line plant providing the authoritys telephony services ran through the basement area of the building in question. That was unacceptable to the authority. They didnt want any services running through a third partys premises. The Openreach Customer Network Solutions project manager Mark Holden was quick to respond to the contractors request for assistance. He says: I visited the site, assessed the situation, got a planner in there the next day and we reported back with a solution less than a week later. went through the footway, along the carriageway and back into the Town Hall a distance of around 150 metres. To minimise disruption to day-to-day comings and goings, our civil engineering team worked at night. There were no issues about noise nuisance, as this wasnt a predominantly residential area. We didnt experience any problems at all really, thanks to the fact that we worked so closely with the engineering contractor, the authority itself and the police. We completed the job just ahead of the deadline, without any disruption to the authoritys telephony services. We even got a pat on the back at the debrief, for a job well done.
Installing a new infrastructure for a franchisee at an international airport

When a currency exchange company took over a competitor at an airport terminal, they wanted Openreach to provide an all-new infrastructure to serve their new booths. The timescales were short and the switchover had to be done between the hours of 11pm and 3am on the appointed day. Customer Network Solutions project manager Dean Cook recalls: The rst challenge was to sort out an ordering issue. The customer had gone ahead and ordered the lines they needed using the normal automated process, not aware that they would be routed over the existing infrastructure. I took control of the reins from then on, priming our surveyors and planners, ordering new cable, reordering the lines for the new infrastructure wed be installing and booking the required engineering resource. We soon discovered the airport owners stipulation that we would have to run any new cabling on full containment in the terminals false ceiling. We immediately reassessed the timescales, worked out that we could still meet the deadline and reported the fact back to a relieved customer. From then on, we quite literally pulled out all the stops, installing the cabling for 30 new lines and four powerful new data circuits in record time. All the lines were up and running at exactly 3am on the appointed day.
Keeping a 24-hour business online 24 hours a day

When Openreach was approached by a train operating company in the process of having their stations refurbished, the solution involved moving two Distribution Points to a new temporary location, relocating them after the refurbishment and making sure there was no disruption to service along the way. Customer Network Solutions project manager Mark Broadley says: We do that kind of work all the time and its usually pretty straightforward. However, when you appreciate how comms requirements at railway stations have changed over time, such refurbishments can throw up unique challenges as they did in this case. Theyve become 24-hour businesses. And they rightly demand that their communications are available 24 hours a day. Apart from impacting safety and security, losing a data line for even a short period can cost them and their franchisees hard cash. If wed been engaged at the planning stage, we would have presented the customer with an accurate footprint of all the lines at their station in relation to the works in hand. They didnt do that, because they werent aware of our existence. And because the builders were already in charge when we arrived on the scene, we had to nd a way to work around their existing refurbishment plan. From the customers perspective, this back-to-front approach caused delay and added unnecessary cost. But they were keen to learn from the experience. Were now working closely with the train operating company and their builders at the planning stage of each of their station refurbishments.
Mitigating risk
Much thought was given to technology with the potential to cause outages. Routers were doubled-up and ready to be switched over by strategically positioned engineers. We also saw to it that spare capacity was available at key locations. Whether we were running our cables through trees or along footways, public safety was uppermost in our minds. Even the slightest possibility of overhead cables working themselves loose or underfoot cables causing trip hazards was eliminated. Great teamwork was key to the success of this project not just with our customers and the other stakeholders, but within Openreach as well. The virtual team we put together consisted of regional event co-ordinators, planners and our engineers on the ground. I cant thank them enough for their sterling efforts.
Straightforward solution
It was vital that they did so. It saved them a great deal of time, hassle and unnecessary expense. Instead of moving the telephone poles which we were fully intending to do before we were made aware of the full facts we came up with a much simpler, far more costeffective solution. Our proposal involved two teams of engineers, one at the front of the procession and the other bringing up the rear. The rst team disconnected the cables crossing the route. The second team reconnected them. It was as straightforward as that. Even though the disconnects would be for a few hours at most, we were concerned about the Health & Safety implications of lines being out of service. We discussed these concerns with the authority, who decided to issue all the affected residents with mobile phones for the duration of the event.
Working closely with the contractor

The end location the authoritys Town Hall wasnt changing, only the route to it. That said, considering the amount of civil engineering work we had to do, the timescales were extremely short. We rst identied the existing cable routes, then every working circuit. We then planned the new route, which
Pulling out all the stops

Our routing people spotted what they assumed to be an error as the booths were already being served by a working infrastructure and put the orders on hold. Sorting that out took a couple of days we could ill afford.
A costly oversight
Not so many years ago, train operating companies only required a phone line. Now they also need dedicated data lines for ticket ofces, franchises, CCTV and alarms.
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Dealing with sensitive wayleaves and installing 19 million metres of cabling
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MoD line to Commonwealth embassy in London requires specialist attention
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Maintaining lifelines for the elderly in housing association ats
Bespoke infrastructure design around established ducting

With 19 million metres of cabling, the passive bre infrastructure Openreach installed for a communications providers land developer customer was the largest such deployment in the UK at the time. The main concern from the Openreach perspective revolved around designing an infrastructure that would work with the established ducting. Lesley Kellett, who heads up the Customer Network Solutions project management team, says: Wed already installed a 4 million metre bre infrastructure for another customer. And, at the time of this tender, wed just been appointed ofcial infrastructure provider for the London Olympic & Paralympic Games. That responsibility involved well over 100 million metres of passive bre. So our credibility and the availability of adequate engineering resource were never in question.
Security priority in Distribution Point shift

When the facilities management company working for a Commonwealth embassy in London was contracted to refurbish the embassys communications centre a small ofce block housing around 40 people the changes meant moving a Distribution Point (DP). We didnt have much internal re-wiring to do, as we only had to move the DP to the other side of the same wall, says Openreach Customer Network Solutions project manager Scott Lear. However, it wasnt all plain sailing. One of the lines was an MoD line, which had to be kept working during the shift. So we did what we call a No Break Changeover. As soon as we got the MoD line working on the new DP cable, we simply cut the old one. Our engineer then called a special number, to have the line veried as secure to MoD standards. Job done!
Line shifts to suit the customer, not the system

A building contractor employed to refurbish a small block of ats by a housing association was faced with a tricky dilemma. They were working on the ats one by one. On the day before each refurb was due to start, the residents were being asked to move to a temporary at within the same block. As they were elderly people, their telephone lines were quite literally their lifelines. Already stressed, a break in service was the last thing they needed. Openreach Customer Network Solutions project manager Jimmy Cook explains: If the building contractor had not employed us direct, all the line shifts ordered to the temporary at and back to the refurbished ones would have been done on the pre-agreed days, at the pre-agreed times, regardless of whether or not the building works had been completed.
Dealing with every issue

The infrastructure design was a challenge, because the building contractors had installed the ducting before we became involved. Even so, with a dedicated planning team at the heart of things, it didnt take us long to come up with a solution. There were sensitive wayleave issues. But they were always resolved quickly, in discussions with the land developer. Security was very strict. So we had to make sure that our engineers wore their ID badges and carried the right documentation at all times.
The only other hurdle was method statements. We couldnt use generic statements. We had to write an individual method statement for each and every type of job wed be doing, and there were dozens of them! Resource and brieng were critical, of course. We had to have the right number of engineers on-site. And they had to know exactly what they would be doing and exactly where they would be doing it in advance. We ticked all the right boxes and the overall project ran smoothly from start to nish.
Working together
Before we met I had lots of phone calls and exchanged several emails with the customer. The rst site meeting included other members of the Openreach team, including a planner and two security-cleared engineers. That early personal contact proved to be really valuable. It gave me a good feel for the job and for the customer. And they felt more condent because they only had one person to deal with too. By the time we all met face-toface, everyone already knew what was expected of them and by when. There were no hitches during the move. Everything went well. I kept the customer briefed. They were delighted. So was their customer.
Contentment from a job well done

With us project managing the communications side of things, the contractors foreman simply called me and told me exactly when each at would be ready for occupation. And I made certain that our lads were squared up and on-site, as and when required.
This proved to be a simple but highly effective solution to a project that had the potential to become a real nightmare if handled in a different way. The contractor was over the moon. I felt great, too. Nothing beats the pleasure of saying to a customer, yes, I can see exactly what you want. We can do that for you.
To get in touch with our Customer Network Solutions team, visit www.openreach.co.uk/cns
Openreach installs, services, supports and maintains the wiring, bres and connections which link tens of millions of homes and businesses in Britain to their communications providers networks. Through the Customer Network Solutions team, our expertise extends to on-site cabling solutions nationwide.
www.openreach.co.uk
The telecommunications services described in this publication are subject to availability and may be modied from time to time. Services and equipment are provided subject to British Telecommunications plcs respective standard conditions of contract. Nothing in this publication forms any part of any contract. BT, Openreach, the BT logo and the Openreach identity are trademarks of British Telecommunications plc. British Telecommunications plc 2012. Registered ofce: 81 Newgate Street, London EC1A 7AJ Registered in England No: 1800000 Produced by Openreach Designed by Westhill.co.uk Printed in England PHME 65339 Printed on paper which meets international environmental standards
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Allen & Overy

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A L A N PA U L
Memories of life at A&O
A&O figure. One of the best M&A lawyers of his generation and one of our most highly respected partners.
David Morley
Alan is a legendary
Alan is fun to be with and a top class M&A lawyer. These two qualities do not always go together. Mark Wippell I have known Alan since I joined Allen & Overy. I will always remember him as someone whose unassuming manner was inversely proportionate to the respect he actually commanded from everyone around him (we all know characters where that works the other way round, but probably only one like him). Johannes Bruski
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I remember a dinner that we held for Alan and his lovely wife in Beijing some years ago which was soon after the Corporate Partners had held their (now infamous) trek across the Spanish wilderness. Whilst Alan was telling the table about the great benefits of the trek, Mrs Paul interjected and said that the next time A&O wants to spend that much money on a camping trip, we should let her know as she would happily host it in the Pauls back yard and bring out a full English breakfast each morning. For that amount of money, we would even be permitted to use the bathroom facilities. Will McAuliffe A couple of months before joining Allen & Overy in May 2010 I had my partner interview and met by chance Alan at the reception desk of the London office in the morning of that day. He immediately recognised my face and cordially introduced me to other London partners standing around him saying: This is Christian, our new partner hey, Christian, you should agree on a meeting with these guys figuring out which of their clients fit in your portfolio and vice versa. A couple of hours later, after my interview, Alan invited me for lunch and I told him that one of my clients shared with me a nice war story: he had to participate in a supervisory board meeting and simultaneously had to travel by plane. So the company would book a private jet enabling him to participate via telephone. Alan simply replied: Yes, thats normal, we do it all the time. This - at the latest - was the moment when I knew that I would join the right firm. Kind regards Christian Eichner
Alan went to the Takeover Panel when he was quite a young man. It was the 80s and the Takeover Code was quite young too. For other young lawyers (like me) it was a new animal not the law but not something you could ignore either. Lots of pushy young merchant bankers were constantly trying to test the limits. Alans patient, down to earth style, as he pointed out flaws in their arguments, contributed massively to their (and our) education. Stephen Denyer Alan is always positive and respectful. I have known him since 1997 when I called him to see whether he was available to do a public bid for a Dutch company Vedior NV on Select a UK listed company. Alan was very approachable and I always appreciated working with him. Annelies van der Pauw Well they said I would and I guess I will but wont fully realise it until 1 May 2012. Thats when I know just how much Ill miss working for you - all those tapes, docs, emails, pitches ... and then theres that handwriting The enormity of your contribution to A&O is impossible to quantify in such a small book but needless to say youve made your mark here on many people in many ways. Ive no doubt youll be working the ADP magic for many years to come showing your new colleagues how its done by the best. Its been a privilege to work for you and I hope your new life turns out just the way you want. You deserve it. Take care. Debbie Pickernell
Thanks so much, the firm has a huge amount to be grateful to you for
Tom Brown
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We sort of grew up together at A&O from the time when there were only two offices outside London - Brussels (which I set up) and Dubai. He has always had a very keen sense of humour and ability to make me laugh a great deal. I very much enjoyed overseas trips with him especially the marketing visit we did to Delhi and Mumbai a few years ago during which I greatly enjoyed watching him at Delhi airport trying to keep calm in the face of mass questioning and examination by about 4 officers of the Indian army. Despite incidents like this he always had an international outlook and was very supportive of all our early attempts to further internationalise the firm particularly in Western and CE Europe and Russia. Another great incident was when we took part in the Great Corporate Department Outdoor Adventure in and around Seville in 2006. Alan did not react at all well to the wigwam and the one we were in was full of champion snorers. The next morning when we were on one of the exercises in a hire car Alan suggested making a dash for a luxury hotel near Marbella or to the nearest airport. As we drove along he seemed more and more determined to do this and his face began to light up until one horrible realisation filtered through which someone in the back pointed out. The Management took all our passports before we set off from Madrid. There was no escape and Alan sad and wistful checked into the selected roadside hotel for that evening. It was not as I pointed out to him a Leading Hotel of the World but it was not a wigwam. Anyway he softened the deprivations and discomfort of those fascinating few days by keeping us endlessly amused. Mike Reynolds
Talking to Rupert Faure-Walker, a corporate finance banker at HSBCs investment bank, in the 1990s about a completely unrelated matter, Rupert suddenly went berserk and launched into a diatribe about Alan and his appalling advice/behaviour. How could a firm of the status of A&O etc behave like this etc. It turned out what was exercising Rupert was Alans idea, which was successful, so much so that the Takeover Code had to be changed to outlaw it, in the Northern Electric bid, which allowed SBC (from memory) to take a hedged position in the target stock, without breaching the Code. Public M&A has always had a hairy side to it, in that you take public positions with no negotiation, and invite your opposition, at their relative leisure, to take a pop at you. Alan has always been a master of that universe. In the pre email world some of us were brought up in, partners used to receive little brown envelopes marked strictly private and confidential. Sometimes these contained random conflict searches, other times important financial news, like what our drawings were. In the early 1990s recession, it became clear one financial year that we were going to comprehensively miss budget. So in the classic post summer/September reassessment of the budget, the senior partner decided that drawings needed to be cut by 25%. However as we were half way through the year, that meant monthly drawings were cut by 50%. In those happy days partners were paid in 3 different
ways, first by drawings against your budgeted draw for the current year, secondly by distributions of the leftovers from the last financial year, which were often large given a conservative drawings policy, and finally by occasional distributions of unnecessary tax reserves. Alan and I were then just on the equity ladder, and therefore not qualified to receive either of the latter 2 forms of pay, and solely reliant on drawings. Alan, who had recently returned from secondment at the Takeover Panel appeared in my room, looking thoughtful and waved the said brown envelope in the air and asked what I thought? Not a hell of a lot in reality. However what I was unaware of was that Alan had recently got divorced, and he announced that the new drawings didnt even cover his maintenance to his first wife. Thereafter I was visited by Julia Salt, another of our generation, who told me that she had recently moved house, and had been so short of cash that she had bought her new furniture on her A&O Amex card; and the bill had just come in and she wasnt quite sure what to do... Richard Cranfield
Alan, thanks for some great memories. That first week in Australia will always be one of the very best of my career. You were superb and your wisdom, judgment and support for the venture were critical to its success. We also had a lot of fun! Thanks always for giving me a warm welcome at the board, even in the testier moments of Japan etc. Looking forward to staying in touch and please let me know if you are heading this way. Thanks so much, the firm has a huge amount to be grateful to you for. Tom Brown It has been a privilege and joy to work with you over the last 20 years. Whatever the transaction and however complex, you have always made them fun. Very best wishes, Adam Cleal Merci toi Alan pour toutes ces annes, pour ton soutien indfectible et ton enthousiasme toute preuve. Bon vent pour la suite.
It is always great when extraordinary people remain modest

Helga Van Peer
During the 1980s, A&Os reputation within the clique that is the City of London grew steadily. If you had to point to one individual responsible for that (and why not) that person would be Alan Paul...
Richard Cranfield
Jean-Claude Rivalland April 1st in Shanghai with Alan and his Family. Alan your mischievous side will be missed. PRC customs would be proud. Please stay in touch. Victor Ho
Alan did not react at all well to the wigwam

Mike Reynolds
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Alan is a legendary A&O figure. One of the best M&A lawyers of his generation and one of our most highly respected partners. He is famous for his marketing and client handling skills. I remember the partners conference in Barcelona where Mishal Hussein interviewed him on stage in front of 500 partners, asking him how he did it. He was so disarmingly modest but so devastatingly effective in his explanation of what it takes to reel in the client that many partners told me afterwards that they learned more from that session than from 100 hours in the classroom. He even discovered that Mishals husband is an in-house lawyer and promptly handed her his business card to pass on to him! Alan always held the firms values very dear. As a board member, elected for successive terms, he would always be the first to question anything which might be interpreted as contrary to our core values and principles. He is a strong believer in fairness and due process, important principles that might occasionally have been less well heeded than they should be - to the long term detriment of the firm - without Alans vigilance. Alan is also an internationalist. He consistently supports the long term global growth of the firm. He has never been afraid to get on a plane to fly somewhere to support a fellow partner, make a pitch for new business or simply to show support for an office or group of partners. He is a great supporter of the efforts of younger partners and went out of his way to praise and encourage young partners in their efforts. He has made a massive contribution over the years and will be missed. David Morley
Alan and I first met in 1978 when he was a new articled clerk (trainee) and I was a newly qualified assistant solicitor (associate). We both then worked for the legendary Stuart Menzies, a formidable senior partner with great client skills. I then went off on secondment for two years to the Stock Exchange and, some time after I returned, Alan went off for two years to the Takeover Panel. On his return, Alan was instrumental in introducing the novel concept of marketing (which we now call BD but which in those distant times was viewed by many with a mixture of disdain and suspicion). Alan was well ahead of his time in recognising, and persuading others to recognise, the need to bring in new business and to look after your clients (both on and off deal). That has been one of his greatest contributions to the firm. As well as being a very clever lawyer, Alan is able to think strategically and see the big picture - which made him well qualified to be an independent member of the Board. He has a great sense of humour and does not take himself too seriously - qualities that have made him fun to work with and an excellent mentor. I am sure he will be equally successful in the next stage of his career. Paul Crook
Im really going to miss Alans pragmatic, no-nonsense approach to everything

Jonathan Brayne
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Dear Alan Thanks for always taking time to respond to the mails, for making me feel part of it from the start and whenever we spoke, for being a true meritocrat and a democrat, for building such a success story. It is always great when extraordinary people remain modest. We will miss you. Helga van Peer Thank you Alan for being brave enough to admit publicly at our Partners Retreat that you dont like going to the opera with clients. Many of us feel the same way but didnt know we were allowed to say so out loud. Best wishes, Judith Gill Alan was one of the people who interviewed me when I was joining A&O and from that very early point he made a positive impression on me. I very much enjoyed working with Alan in his management role which always came with a principled approach to doing the right thing. I also learned about his dry sense of humour, discovering that his tolerance for too much talk about strategy had its limits when he described an exercise I was running involving post-it notes on a board as a parlour game. We got the desired result in the end, but with fewer sticky notes. James Humphrey
Alan Thank you for all your support over the years. You have been a fantastic champion of best practice in Marketing, BD & Comms. In particular, you helped us get from step 1 of the brand refresh project (when we were not allowed to use the word brand!) to the present day when the partnership regards the brand as one of the firms greatest assets. You have tirelessly put the client at the forefront of our strategic priorities and inspired confidence in the efforts of the Marketing & BD function to advance our networking and client relationship management activities. In between all this you found time to be voted a sex symbol in your 50s. As my children would say, respect! I wish you all the very best for the future. I would very much like to stay in touch and hear about your new ventures. Regards Richard Grove Alan thanks so much for your guidance and support over the years. You will be missed but hope to keep in touch in the future in other ventures. Iigo Gomez-Jordana I remember as a senior associate going on a development course and being asked to name a role model. One of my fellow associates, who is now a partner in London Corporate, chose Alan. He said this was because he admired the way Alan could take a room full of big egos on a complicated transaction, and gently steer the key people to agree with his approach, by suggesting ideas to them and making them think they were their own, without them ever realising Alan was dictating the outcome. Surely thats a personal quality to admire. Tom Levine
I would like noted please in Alans book that in my view he made an invaluable contribution to the establishment of the Australian offices. His good humour, judgement and wisdom were of great benefit - and the Australian partners have great affection for him as a result. Grant Fuzi I first met Alan quite recently, when John Geraghty and I were first introduced to Allen & Overy in March 2010. Alan and Andrew Ballheimer were the first faces of the firm we saw. It is hard to imagine a more professional or charming pairing. After our initial meeting, Alan was in touch to say that the firm would like to take things forward and he became the primary point of contact and continuity. It was a pleasure to deal with him. Ever responsive and attentive, he was perceptive to the difficulties of our potential leaving (Herbert Smith was to confirm our suspicions that ours would not be an easy leaving) and the benefits of our having a growing connection to our new firm as the joining process moved on. Alan has continued to play a very important role for me and I have come to value highly his sage counsel. Although our time together at the firm has not been so long, it has been a delight to have him as a partner and I will miss his unfailingly friendly and positive nature and his easy wisdom. I wish him all good things in this next step in his career and what will, I am sure, be his continuing success. I look forward to staying in touch. Paul Griffin
Alan has always struck me as a consummate professional who gained clients confidence by telling them how it is - if there were problems he would tell them, he would not pretend to know something he didnt and clients greatly admired his honesty. I remember handling with him a very tricky problem with a leading client of the firm who were unhappy about an aspect of our advice (not Alans). Alan quickly gained the clients trust by being honest about what we had done well and what may not have gone so well. The clients really appreciated this frankness which produced from them a greater understanding of our perspective on the deal. The issue was quickly resolved to the satisfaction of the client in a way which we also felt was fair. Alans role in this was key, as were his light touch and ready sense of humour. Andrew Clark
Alan has contributed over the years an immense amount to the firm. His legacy of high profile deal-making will go down in the annals of the Corporate Practice as among the very best, if not the best. In particular, in the 1980s and 1990s, he was in the forefront of re-inventing our Corporate offering, using the combination of his experience at the Takeover Panel, his great intellect and his engaging personality and humour to fantastic effect. He has also represented to many the embodiment of the A&O Partner - talented, personable, collegiate and principled. We shall miss you Alan. On behalf of the Corporate Practice, we are very grateful for all that you have contributed and proud to have been your partner. Best wishes for the next chapter of your career. Andrew Ballheimer
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Alan and I started work on the same day in early 1978. He was a keen footballer in those days and, like me, joined the Company Department on qualifying in 1980. He was unusual in that he appeared to have some detailed knowledge of the law and he also soon gained considerable experience of the funds and investors who were the precursors of the modern private equity market. We became partners on the same day in 1985 and Alan broke new ground by going on a secondment to the Takeover Panel. His time there left him with a unique knowledge and perspective of both public takeovers and private equity investments and I know of no practitioner who had such a command of both those worlds. We both latterly found ourselves together on the Partnership Board after the firm had transformed itself into an international business. Alan brought a characteristic consideration for the interests and welfare of individual people into the increasingly corporate environment of the firms governance. Without this balance, the firm would have risked losing its character and individuality - qualities which have always been personified by Alan personally. Guy Beringer
Alan, We have known each other since 2000. I remember my first oneon-one conversation with you as if it happened yesterday. It was late at night at a bar in one of the hotels close to Heathrow. I had been invited to present the case for the Belgian merger at the end of a partner retreat. My flight had been cancelled, so everybody had been waiting for 90 minutes on a Friday late afternoon, most of the attendants wanting to rush home. After the presentation and the dinner (and a couple of drinks) the two of us ended up at the bar. You kicked off by saying I had presented a pretty good show but challenged me on why A&O would take on such a large group of Belgian partners. Why had I not considered a move with just 4 or 5 partners and the best associates? What is the added value of a bigger group We went on for an hour. I was puzzled by your questions as I could not believe you seriously thought I would leave my partners behind, having had a mandate to negotiate with A&O on their behalf. Also, your questions came very late in the process as the vote on the merger was out. I was puzzled, but it was the first step in getting to know you and your genuine care for A&O, its partners and its clients. It took me a while and many surprising questions from you to understand that: your question back in 2000 and later as an IPD came from a perfect reading of the partnership and the concerns partners have about ongoing initiatives. I have often thought your method is comparable to the one of a journalist. You go around and gather views, you take polls of partners, keep your sources anonymous and before decisions are taken you share the result of your investigation with the decision makers. Very effective, very useful and sometimes surprising, maybe a bit last-minute as well. For years we would get an email from you the night before the Board meeting with the results of your last weeks poll combined with a request to deal with it at the next days Board meeting. But these initiatives have helped move the partnership in the right direction. I have been going through some of your emails and found an example of your journo style last minute writing of short opinion pieces. Email from you to David and me, dated 19 November for Board meeting on 21 November 2008 (obviously after the agenda for that meeting had gone out!): One topic.is whether we should be giving serious consideration to opening an office in Qatar sooner rather than later. I am convinced that if we can do it is right to be in Qatar: particularly true if we want to tap the work that the cash generated in Qatar is going to produce. A number of firms have opened there and I believe that the position is going to be like Abu Dhabi; unless you are there then you will not be a first choice for work. It seems to me that if we could get Qatar institutions to make right noises at us about the possible work then this is something we should seriously be looking at now. We could miss a boat. Please could it go on the Board agenda. For there to be a meaningful discussion I suspect one needs some input from the Middle East - I know Andrew Schoorlemmer is making enquiries of the team down there. I cannot believe you expected us to deal with his request within the next 24 hours but we all know what happened after that and it tells you how important your last-minute opinion pieces have been for the firm. Your contribution as a board member has been great but your real strength has always been on the client relationship management side. At the first partners conference in Barcelona you introduced the partnership to your approach to client relationships and how to keep relations with clients going off deal, mentioning very simple habits: I call at least one client a day for no reason, just to show him that we are thinking of him. That did inspire a lot of partners and we have moved a long way since then. You played a key role in many of our major client relations. I recently had another very good example when we announced to GE that you were retiring from the firm. It caused a bit of a panic at the GCs office in Fairfield, so they decided to immediately get on the phone to me explaining that it would be impossible to replace you as relationship partner, that they were really worried about it, that they expected personal involvement from me to assure them that they would continue to get the same attention as they got from you and that it needed to be a very senior partner who knows how boardrooms operate. It took a trip to Fairfield from me and 4 other partners, followed by a trip by you and a detailed relationship plan to put them at ease. Alan, you are a hard act to follow! Take care. Wim Dejonghe
Wim Dejonghe
Alan, you are a hard act to follow!
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T.Rowe Price
T.Rowe Price
Metlife Box Design
Metlife
Gilmex
Career Legal/Career Teachers

Career Teachers 4th Floor Camomile Court 23 Camomile Street London EC3A 7LL www.careerteachers.co.uk
WAYNE McERLANE
Senior Consultant
www.careerlegal.co.uk
Mob: 07803 020 977 Tel: (0)20 7382 4270 Fax: (0)20 7628 4398 Email: waynemcerlane@careerteachers.co.uk
Anita-Jane Hiscott
Senior Consultant HR Division
DD: 020 7382 4211 T: 020 7628 7117 F: 020 7638 4300 E: anitahiscott@careerlegal.co.uk 4th Floor Camomile Court 23 Camomile Street London EC3A 7LL www.careerlegal.co.uk
looking out for you
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Teaching is the art of inspiring minds

Career Teachers 4th Floor Camomile Court 23 Camomile Street London EC3A 7LL www.careerteachers.co.uk
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Action Challenge
MOONRIDERS
NOT JUST ANY BIKE RIDES - THESE ARE MOONRIDES!
Experience our unique Moonriders series, as we present three 100km rides for 2013. Cycle city to city on our London to Cambridge challenge, tackle the iconic London to Brighton route, or experience a Halloween tour of the capital. Enjoy the party atmosphere, experience cycling at its most exciting, and take on a challenge you wont soon forget!
WHATS INCLUDED
Take on any of our Moonrides (or all three!) as a solo rider, or with a team of friends, family or colleagues. However you ride, youll be fully supported from the start to the finish line...
PRE-CHALLENGE

London 2 Cambridge - 10th May 2013

Take part in this breathtaking night ride, cycling under the moonlight from the capital to Cambridge. Begin in East London, as you set out towards the sleepy villages and towns of Hertfordshire and Cambridgeshire. Experience real team camaraderie pedalling under the stars, as you ride to meet the sunrise over the historic city of Cambridge. Enter the city of cycling on clear, empty roads, and be rewarded with a well earned celebratory breakfast with friends and family.
Online resource area - training plans & kit lists. Urban & night cycling guide. Access to detailed route info & GPS files. Why not get branded merchandise for you + your team!
DURING CHALLENGE

London 2 Brighton - 12th July 2013

Theres no other London to Brighton ride like Moonriders! Cycle one of the most iconic routes in the UK, under a moonlit night, decorated by your fellow florescent riders. Begin in Olympic territory in Stratford, leaving the London lights for the rural countryside of Surrey and Sussex. Climb the infamous hill of Ditchling Beacon - one of the highest points across the South Downs, before arriving into Brighton to a celebration breakfast.
Rider safety pack - energy supplies, maps & hi-vis. Fully signed & mapped route. Energy drinks & snack stops en-route. Hot meal feast at halfway point. Professional roaming bike mechanics. Event medics, support vehicles & cycle guides. Public & personal liability insurance.
POST CHALLENGE

A finishers medal! Celebratory breakfast (supporters welcome). Free bike transfer service back to London. Optional extra - coach return service.
Halloween Special - 25th October 2013

Get ready to pass the haunted landmarks on this spooky tour of London, in our Halloween Special. As the moon casts shadows across the eerily dark streets, join hundreds of other riders on our creepy cycle of the city. Enjoy the party atmosphere and pedal your way between the frightening pit stops. A ride full of surprises on the way, this is one not to be missed!
MORE KEY POINTS

All bikes are welcome, inc. road, mountain, tandems & BMX. For all cycling experiences - its your challenge, at your pace. Fantastic group cycling with plenty of space on the road. Meet fellow Moonriders online - talk training and fundraising! Moonriders on Facebook: facebook.com/moonridersseries
www.moonriders.co.uk
HOW TO JOIN
You can either sign up by selecting to fundraise for your chosen charity, or by paying your own costs. Register online at www.moonriders.co.uk
How much does it cost to take part? You can sign up to the challenge by choosing one of two options: 1. 2.
FAQS
OPTION 1: FUNDRAISE FOR CHARITY

Moonriders is a great opportunity to fundraise for a charity of your choice!
Registration fee of 49. Fundraising commitment of 300 per rider. 50% of this pledge paid to your charity ideally 6 weeks prior to challenge. Your charity pays the balance for your place on the ride from that sponsorship. Remaining 50% is due to your charity ideally no later than 4 weeks after.
Fundraise a minimum fundraising target of 300 for a charity of your choice: 49 to register onto your chosen challenge. Commit to a minimum sponsorship target of 300. 50% of this target is due 6 weeks prior to the challenge. The remaining balance is due 4 weeks after. Choose to pay own costs. There are two options & both include 20 donation to charity partner of your choice: 139 - to be paid in FULL by card. 49 - registration fee, then further 99 paid 6 weeks prior to the Moonride.
What is night cycling like? Visibility is obviously reduced, with depth perception and judging distances more difficult. Its a skill we advise to practice in the company of others. Its best to be comfortable with riding long distances in the dark, relying on cycle lights only. But it is a thrilling experience, and youll receive a full night cycling guide upon signing up! How often are the rest stops? There are energy snack stops along the route approximately every 20-30km. At the halfway point there is a hot meal stop, including toilets, medics, bike mechanics, and an area to sit down and relax. How should I select my start time? When signing up to the challenge, youll need to select your preferred start time window for the night. Well then try to allocate a start time based on your preference. If signing up as part of a larger team or with a group of friends, we recommend you all choose the same start time window so you can set off together. What happens to my baggage? There will be an optional service for transporting your baggage from the start to the finish of the challenge. The full cost details and instructions on how to book will be available once youve signed up to the event. How do I transport my bike back from finish? At the finishes of the London 2 Cambridge and London 2 Brighton Moonriders challenges, there will be a free of charge bike return service back to London. Alternatively, we advice contacting local rail companies and stations to check if you can take your bike on the train to travel with. Our Halloween Moonride is a loop, so youll begin and finish in East London. What insurance do I require? Youll be insured by Action Challenge for Personal Liability and Accident Cover. Bike insurance isnt compulsory but highly recommended, and is down to you. Can I sign up to more than one challenge? Yes, absolutely! You can sign up to one, two, or all three of our Moonrides. How do I sign up? Visit our website: www.moonriders.co.uk and click Register Now! From there, you'll be able to choose which Moonride you'd like to take on - see you in 2013! If you have any further questions, please contact the team on: info@moonriders.co.uk - 0207 609 6695
.
OPTION 2: SELF FUND

Or, pay for the full cost of your place on the ride. You have 2 options here & each includes a 20 donation to one of our Charity Partners of your choice.
139 - to be paid in full by card when signing up. 49 - registration fee online, then further 99 paid 6 weeks prior to Moonride.
Who can I fundraise for? We offer you a full list of partner charities to choose from, which can be found on our website. If you wish to support a charity that isnt listed, please contact them directly and inform them of our challenge. We can then take it from there! Whats included? Pre-event support with fundraising & training advice + route GPS. Personal liability & personal accident insurance. A rider safety pack. Fully signed & controlled route. 2 water / rest stops en route. Hot meal stop at the mid point. Embedded support riders/vehicles, bike mechanics & medics. Celebratory breakfast. Complimentary bike return service. Bookable return coach service to London.
VISIT THE CHALLENGE WEBSITE

Registration onto the challenge is via the website, which also has full details of the route, itineraries, event rules, whats included and much more. If you have any questions prior to signing up, or want to speak to our team about the challenge, please contact us on:
info@moonriders.co.uk - 0207 609 6695
How tough is the challenge? The ride is challenging, and 100km in the saddle is a good ride-out even for regular cyclists. We advise that you train in the build up and get used to cycling at night, especially in an urban area. Although tough, it is achievable for anyone! How will I find my way? The route will be well signed, using reflective signage with glow sticks where appropriate. Youll also be issued with personal rider maps as a backup. Support cyclists are embedded to the ride in order to assist at awkward junctions.
Avanti
media guide
Im Family Retreat Itinerary

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

Grand Hotel Park, Gstaad, Switzerland
08:00 10.00
Buffet Breakfast Smaller children with Sirander (0-6 years)
08:00 10.00
Buffet breakfast Smaller children with Siranda (0-6 years)
10.00
Young persons 7 18 years present to Adults -
10.00
Young persons 7 18 years present to adults -
11.00 11.30 13.00
Education Committee update

Group team building (Adults and Children)
11.00 11.30 13.00
Education Committee update

Group team building (adults and children)
Guests depart for Gstaad station
Guests depart for Gstaad station
Im having a good time
having a good time
26th 28th June 2013
26th 28th June 2013
Wednesday 26th June 2013

13.15 14.45 14.45 14.45
Buffet lunch with Magician Smaller children with Siranda (0 6 years) Teaching young persons business (7-18 years) - Jeff Brown Introduction
Thursday 27th June 2013

08:00 10:00 10:00
Buffet Breakfast Smaller children with Siranda (0 6 years)

15.00
Team Building Activities
Wednesday 26th June 2013

13.15 14.45
Buffet lunch with magician

08:00 10:00 10:00
Buffet breakfast

15.00
Team Building Activities
Smaller children with Siranda (0 6 years)
Smaller children with Siranda (0 6 years)
Cookery
Smaller Children (3-6 years)
14.45 14.45
Teaching young persons business (7-18 years) - Jeff Brown
Cookery
Smaller children (3-6 years)
Introduction
15.00
15.00 17.30 10.00
Nutrition Programme
Smaller Children with Siranda (0-6 years) Swimming pool Males and young children (7-18 year olds from 19.00) / Spa Treatments
15.00
15.00 17.30
Smaller children with Siranda (0-6 years)
Nutrition Programme
Leisure TIme
15.30 16.15
Principal Story, Family Legacy and Values
10.00 10.00
Swimming pool Males and children Spa Treatments (7-18 year olds from19.00)
Leisure TIme
15.30 16.15 16.45 17.00 19.00
Principal Story, Family Legacy and Values 3G-C Learning From Living and Learning Abroad Presenting about Photography Team Building Activities
10.00
3G-C Learning from Living and Learning Abroad
Values from the Female Retreat (Adults)
16.45
Values from the female retreat (Adults)
10.30 11.30 11.30 12.00 13.00
Presenting about Photography
Charity update and contest update
10.30 11.30 11.45 12.00
17.00 18.00 21.30

Young persons preparation session (7-18 years) - Jeff Brown Dinner with DJ
Charity update and contest update
Coffee Break Adult business session - Jeff Brown Young persons activity with Outward Bound (7-18 years) Buffet Lunch
Team building activities
Leisure Time
Swimming pool Females and Children / Spa Treatments
19.00
Coffee break
Leisure Time
21.30
Dinner with DJ
Swimming pool Females and Children Spa Treatments
Adult business session - Jeff Brown
18.00
Young persons preparation session (7-18 years) - Jeff Brown
21.30
Dinner with DJ
Young persons activity with Outward Bound (7-18 years)
21.30
Dinner with DJ
13.00
Buffet lunch
Personal
Personal
Personal

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WESLEY FRANCIS

Carers Network Webpages

Where can I get help?

A network to support BT carers past, present and future

What is the Carers Network?

Do I need a Carers passport?

When someone becomes a carer

Endorsed by BT Group HR. To join the BT Carers Network

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A network to support BT carers past, present and future

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Beyond business as usual

Sharpen your competitive edge

Understanding the labyrinth of sector-specic issues

Minimise fullment process delays

Handle unforeseen issues more efciently

How Project Services can help you

Driving order progression

Enjoy a single point of contact

Identify external delays early

Managing access and sign off

Benet from powerful reporting

Gaining security clearance

Transform multiple orders into a programme of work

*Project Services is not available in the Isle of Man or Hull

End-to-end service ensures maximum impact

What Project Services cant offer

Early birds or fire fighters your choice

Customer Network Solutions

From network rearrangement to complex cabling conundrums

Our local experts thrive on your challenges

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

Bespoke approach to managing comms room relocations

Continuity of service was vital

Health and safety was a main concern

Relocating overhead network to allow building contractors to erect scaffolding

Providing secure feeds to a highly sensitive government site

Project managing the installation of a country-wide telephony service

Temporary overhead network changes to accommodate building work

Relocating a Distribution Point at an airport terminal

Advisory role in campus infrastructure deployment

Great team working relationships

Co-ordination was key

Survey and access challenges

Relocation and re-instatement

Relocating distribution points while a train operator has stations refurbished

Providing broadcast capacity for a Royal event in the capital

Route planning for a very special event

New telephony services route delivered ahead of schedule

Installing a new infrastructure for a franchisee at an international airport

Keeping a 24-hour business online 24 hours a day

Working closely with the contractor

Pulling out all the stops

Dealing with sensitive wayleaves and installing 19 million metres of cabling

MoD line to Commonwealth embassy in London requires specialist attention

Maintaining lifelines for the elderly in housing association ats

Bespoke infrastructure design around established ducting

Security priority in Distribution Point shift

Line shifts to suit the customer, not the system

Dealing with every issue

Contentment from a job well done

Allen & Overy

WESLEY FRANCIS