TSO UK Internship Report Sets Up Integrated Management System

Internship report
Integrated Management
System set up
Summer
2015
TSO UK COMPANY
SUPERVISOR: ARNAUD PORQUET (PROCUREMENT MANAGER)
Robin CORRAL
Promotion 2017

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Robin CORRAL - promotion 2017
Contents
Acknowledgements.................................................................................................................................2
Résumé ...................................................................................................................................................3
TSO group presentation..........................................................................................................................4
Historic................................................................................................................................................4
Certifications.......................................................................................................................................5
Realizations.........................................................................................................................................5
Ambitions............................................................................................................................................9
Competing companies and partners...................................................................................................9
Suppliers............................................................................................................................................10
Missions ................................................................................................................................................11
Structures locations ..........................................................................................................................11
Context..........................................................................................................................................11
Mission..........................................................................................................................................11
Mission assessment ......................................................................................................................14
Integrated Management System (IMS) set up..................................................................................14
Definition ......................................................................................................................................14
Standards and norms....................................................................................................................15
Context..........................................................................................................................................16
Mission..........................................................................................................................................17
Mission assessment ......................................................................................................................19
Personal review.....................................................................................................................................20
Conclusion.............................................................................................................................................22
Bibliography ..........................................................................................................................................23
Appendix 1. Personal Protective Equipment (PPE) to be worn on site.............................................24
Appendix 2. TSO UK IMS table summary ..........................................................................................25

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Acknowledgements
First of all, I would like to thank TSO for giving me the opportunity to do my internship in their
company within the TSO UK Company. This internship has allowed me to learn a lot from a
professional and a personal point of view.
I also would like to thank Arnaud PORQUET, procurement manager, who was my internship
manager, and Edouard JOLY, design manager, who was the one who helped me the most
thanks to his coaching and support during my internship.
I want to thank all the person I have worked with: Joao BAYAM, Jérémy VERMARE, Sebastien
LUSTRO, Laurent Joseph, Stéphane GUYOT, Christelle LANGLAIS PICHON, Bruno LEFEBVRE…
Finally I would like to thank Joël PERELLE, Executive Vice President of NGE, without him this
internship would not have been possible.

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Résumé
Afin de finir et compléter ma premiere année d’étude à l'Ecole Catholique des Arts et Métiers,
j’ai effectué un stage d'application de quatre mois à Londres, au sein de l’entreprise TSO.
Cette entreprise internationale est spécialisée depuis plus de 80 ans dans la construction et
la rénovation des voies ferrées. La branche dans laquelle j'ai travaillé, basée en plein coeur de
la city de Londres, existe depuis l'an dernier seulement et a été nommée TSO UK. Cette
dernière s'occupe exclusivement de la pose et de la rénovation des caténaires.
Le choix de cette entreprise a été motivé par l’opportunité de valider dès cet été ma mobilité
internationale, l’immersion pendant quatre mois dans une structure complètement nouvelle
mais également par la chance d’intégrer une entreprise certes composée d’uniquement 50
salariés mais extrêmement soudée. Cette branche TSO UK est majoritairement composée de
Français et essaie d'imposer notre savoir faire en Angleterre.
Malgré le fait que les Anglais soient les inventeurs du premier train, leur réseau est
aujourd'hui vieux et a grand besoin d'être rénové. C'est pourquoi la maison mère TSO France
a créée TSO UK. Cette nouvelle branche, et certainement bientôt nouvelle filiale, travaille déjà
sur des projets tels que Crossrail ou même la rénovation des lignes anglaises avec les plus
grands comme Vinci ou Morgan Sindall.
Durant toute cette période, j'ai pu découvrir et apprécier l'ambiance de travail en entreprise
mais également travailler sur le système de qualité d'une entreprise naissante. La vie en
dehors du travail, la multi culturalité de Londres, toutes les personnes que j'ai pu rencontrer
ont enrichi cet apprentissage et ont aussi fait de ce stage une experience grandissante sur le
plan social.
J'ai eu la chance de travailler et d'être accompagné par des personnes aux compétences
diverses que je reverrai après ce stage. Durant les deux principaux projets que jai mené, il a
fallu que je me débrouille seul la plupart du temps. J'ai donc pu apprendre un peu plus sur
moi, ma capacité à prendre des décisions et à gérer mon emploi du temps seul.

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TSO group presentation
TSO (Travaux Sud Ouest) is a French firm well-known for being a construction, renovation and
maintenance specialist of the railway networks and catenaries. Because the French railway
network is now well developed, the firm has been looking for new contracts abroad during
the last decades. The company realizes now around 30% of its turnover abroad and is
composed of many subsidiaries.
Historic
The firm was created in 1927 by Auguste PERRON and was already building and renewing
railway networks. At the end of the Second World War, an important part of the French
railway network has been destroyed, TSO began really its development.
In 1964, Loic PERRON took the lead of the company and invested a lot in the specialized
equipment improvement. Thanks to those investments the company became competitive.
In 1996, the third generation with Emmanuelle PERRON managed the group. TSO provides its
high knowledge in railways track activity. The company has taken an active part in the testing,
development and implementation of modern railway techniques: Introduction of concrete
sleepers, rail welding, elastic fastenings, continuous welded track, ballast less track and high
speed lines…
In 2011 TSO joined NGE group. The “Nouveau Groupement d’Entrepreneurs” is a growing
French company employing over 7,500 people and achieving revenues of 1.5 billion euros.
This company is involved in the construction of major infrastructures, urban and local projects
in France and worldwide. Like TSO, NGE is composed by different subsidiaries as GUINTOLI,
NGE GENIE CIVIL, SIORAT, AGILIS and GTS.
Nowadays TSO employs 1500 people and it turnover is superior to 250
million of euros. TSO is also composed by several subsidiaries like:
FRASCA, SIFEL, FVF, OLICHON, MIRE and TSO CATENAIRES.
Figure 1: TSO branches

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The backwardness of the UK railway network pushes TSO to create a new branch in this
country called TSO UK last year in 2014. Twenty people compose the TSO UK team today, and
this number is still increasing. In fact TSO UK is a specialist of catenaries and is only working
on catenaries like TSO CATENAIRES. TSO UK is a branch of TSO and not TSO CATENAIRES
because only TSO was able and allowed to send expatriate abroad administratively.
Certifications
The continuous improvement of performance, defined through its QSE Integrated
Management System is determinant for the business success and a major tool in ensuring its
durability.
To develop this approach and maintain the confidence of all stakeholders, the management
of TSO seeks to maintain certification AFAQ according to the three reference standards ISO
9001v2008 (system requirements for Quality Management), OHSAS 18001v2007
(requirements for System Management Health and Safety) and ISO 14001v2004
(requirements for system of environmental management).
In England the security norms are more respected and more numerous than in France. In
order to work on the UK Railway Infrastructure our company must comply with the Railway
Industry Supplier Qualification Scheme (RISQS) Audit Protocols.
Realizations
In France: TSO operates nationwide serving RFF (the French rail track authority), SCNF, RATP
(Paris transport authority) and local authorities. It plays an active part in
regenerating the national rail network. Specialized in high speed lines, the company
Figure 2: TSO UK organization flowchart

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Figure 2: Rail laying train
has successively worked to the construction of the Northern, Lyon-Valence and
Mediterranean’s high speed lines as well as the construction of the Eastern high
speed line on which the world rail speed record was broken in 2007.
Figure 3: Speed world record line
It is also specialized in the construction of urban lines, and participated in the
construction of Orleans, Nantes, Grenoble and Paris tramways.
Abroad: TSO group has distinguished itself both in railway networks and in the urban
transport field, ensuring a French presence in Saudi Arabia, Togo, Belgium,
Luxembourg, Malaysia, Gabon, Egypt (Cairo metro), Nigeria, Panama and Guinea…
It participated in the construction of the Taipei metro in Taiwan, a new double
gauge track in Bangladesh, a new line in Greece, doubling up the track in Thailand
and overhauling various tramway lines in Bucharest, Romania. Currently, TSO is also
working in Egypt, India, Greece, Congo, Gabon, Turkey, and Dominican Republic for
the construction of the first metro line in Santo Domingo, Cambodia and Algeria.

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Figure 4: Panama viaduct metro
In the UK: TSO also participated in the construction of the second section of the high speed
line called the “High Speed One” (Eurostar) line. TSO UK is working on 2 projects:
• Cross rail: It is the Europe’s largest infrastructure train project. This new
train will be able to join west and east of London. The railway will cover
over 100km of track including 21km tunnels and ten new stations. The
different stations will be connected with the national rail service
(NETWORK RAIL infrastructures), the London underground and also the

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Docklands Light Railway (DLR). The project is going to cost around 42
billions of pounds.
• The entire national railway catenaries network renovation for NETWORK
RAIL in collaboration with Morgan Sindall (UK construction and
regeneration group, operating in the public and commercial sectors)
Figure 4: Eurostar rail
Figure 3: CROSS RAIL plan

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Ambitions
-The NGE group is always buying new firms for two reasons:
• Currently NGE realizes 3% of its turnover abroad. The objective is to reach
15% of its turnover abroad in the next five years, showing the export
intentions of the group. Buying international firms (like TSO with TSO UK for
example) allows the direct abroad turnover increase for the group.
• When a company is answering to an invitation to tender for a construction
it is never to make all the construction alone. Even the biggest firms, as
VINCI, employ sub-contractors to make some tasks during the works. NGE
group wants to be the first company to be able to answer to an invitation
tender alone thanks to its different industry sectors. The purchase of new
firms diversifies the NGE group. Being the only enterprise on a building site
increases a lot the turnover and pushes the client to work with NGE because
the terms and conditions are simpler.
-The TSO UK branch manages by TSO want to become a real subsidiary. Sebastien
LUSTRO would be the manager of TSO UK in this case, instead of Jean BERNADET
or even Emmanuelle PERRON (NGE).
Competing companies and partners
As it is written in the paragraph just above, even the biggest companies are not able to answer
to an invitation to tender alone without being helped by sub-contractors or partners. An
important factor is that, in the construction field, competing companies are often partners.
TSO’s French competing companies are:
• MORGAN SINDALL (part of the MORGAN SINDALL GROUP PLC): A leading UK
construction and regeneration in sector as transport, science and technology, water,
energy, industrial… This group is working on the national railway catenaries network
renovation with TSO UK.
• ETF: it is a subsidiary of EUROVIA (Vinci Group, leader of the Construction sector) and
one of the world’s leading players in the rail industry. They are specialised in the
construction and maintenance of national railway networks, urban transport
networks and industrial sidings.
• EIFFAGE RAIL is also specialised in all fields of railway engineering (railway network
renewal, creation and maintenance of trams, works on high-speed links etc.) and is
growing steadily and is currently the third French rail companies with NGE Group
(including TSO), Vinci, Alstom and Bouygues Construction.
• COLAS RAIL (which joined the Bouygues Group in 1986) is working on high-speed lines,
networks maintenance, urban transports (trams, subways), signalling, electrification
and rail transport…

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• ALSTOM TRANSPORT: They is the global leader in the sector of power generation,
power transmission and rail infrastructure.
Those companies are also our partners. Furthermore TSO has local competing companies
in each country where they work.
Suppliers
TSO has more suppliers than subcontractors. There are hundreds of suppliers, but here are some
of the more recurrent ones:
• TATA STEEL for the delivery of the rails. Tata steel is a multinational steel-making
company which, according to the World Steel Association, is the “the 11th largest steel
producing company in the world in 2014”. Tata Steel is one of TSO’s most reliable
suppliers.
• VOSSLOH COGIFER for the delivery of Switches & Crossings (S&C) which is basically the
mechanical installation enabling trains to go from one track to another. VOSSLOH
COGIFER is a subsidiary of the VOSSLOH GROUP specialised only in the switch gear
field for all types of networks, railways, metros, tramways in Europe and all over the
world.
• SATEBA for the delivery of sleepers.
SATEBA, subsidiary of BONNA SABLA is a
leading supplier of concrete railway
products. It is one of the pioneers in the
development and production of
concrete sleepers. A sleeper (or railway
tie) is a support for the rails. These
blocks are laid horizontally underneath
tracks to hold rail lines. It is the
backbone of the railway.
Figure 5: Switch train rail
Figure 6: Railway plan

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Missions
Structures locations
Context
Even if English were the train inventor and England was the first country ever to build train,
the English railway network is nowadays really old in all respects. The railway lines are old as
the trains. That is why NETWORK RAIL wants to improve its network by investing in the rails,
catenaries and trains renovation and
also in the train timetable
management. The project has
already begun and the end is
expected in 2019. TSO UK is
participating (with MORGAN
SINDALL’s help) to the catenaries
renovation. Most of the time, it
consists in exchanging the posts, the
catenaries and the scrap linked to
the fixing.
After the design part, the new components just produced have to be delivered in the right
times and in the right places.
Mission
During the first month, I realized the material delivery management on different building
sites. This management depended on several variables:
• The delivery place (which line, which line side)
• The delivery date
• The stocking place
• The fastest and easiest access to deliver the material
At the end of the project I had to return a list and a map summarizing all the material
deliveries to do by zone in the next 4 years.
This is the approach I have done:
• The first task to realize was to locate and mark all the places where the posts would
be changed. I have used a lot Google Map (earth view) to place them thanks to the
geographical coordinates already known. The Google Map precision allowed me to
see the different posts.
Figure 7: Catenaries change

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Figure 8: Example of post marking
Each post was numbered thanks to the line name abbreviation (example: CE), then by the
section number (example: 05) and finally by the post name (example: 33) in this section
always composed of 100 posts.
I have also realized a colour key to distinguish the delivery year on the building site until 2019.
Figure 9: Example of a bad delivery zone

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• Then, the difficulty was to find a simple access for the delivery trucks. The small
roads could not be taken by the trucks. Most of the time a delivery zone was also
used as a workers parking.
Figure 10: Example of a good delivery zone
• After having located all the posts to change and all the delivery areas, zones were
created to:
- facilitate the communication for designers and workers.
- determine the work places according to the year
- determine the material storage zones before their delivery on the building site.
NETWORK RAIL has warehouses scattered through England. The objective was
to stock the material in the closer warehouse possible.
This is the final zones distribution (Each point colour corresponds with a work year)

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Each black zone corresponds with a work zone. The material to deliver will be stocked next to its
zone in warehouses. In total 130 posts have been located (zone, line, line direction…), almost 130
delivery zones have been found…
Mission assessment
During this first month, my mission was to realize the delivery organization. Except the first
explanations of Edouard JOLY (designer engineer) who told me the posts geographical
coordinates and the results expected, I have not been helped during all the mission. We are
not used to this liberty in ECAM. The plan importance is crucial, my first week was only given
to the approach of the request. Furthermore this last point, I have learnt how to use Google
Map, which includes an incalculable possibilities number I did not expect.
Integrated Management System (IMS) set up
Definition
An Integrated Management System (IMS) is a system allowing the global management of the
Quality, Security and Environment (QSE) according to the company characteristics (industry
sector, policies, human resources and financial resources). Anything which has an effect on
business results must be integrated in the management system.
An integrated management system allows a management team to create one structure that
can efficiently help to reach organization's objectives.
The IMS is organized according to a hierarchy. It is composed of processes, procedures and
forms. Each process includes several procedures and each procedure includes several forms.
Figure 12: SMI organization

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The IMS is more than useful, it is indispensable for a company. Mainly for the following
reasons:
• It constitutes the structure’s company spinal column. The IMS is a document linking
up all the different departments of the firm: quality, health and safety, environment,
personnel, finance, security etc. If the IMS is enough complete, all the actions realized
and undertaken by the employees are described in the processes and procedures. So
the staff can consult the IMS if they need it.
• Nowadays most the companies are certified. The firms respect several norms as ISO
9001, ISO 14001 and OHSAS 18001 (describe in the following paragraph). Those
norms assure the works service quality of the company. The certifications are part of
the IMS so this management system traduces the reliability of the firm.
• More than the reliability, having a complete IMS could be a real publicity for the
company. During an invitation to tender, the client can ask for the IMS and see the
whole firm organization.
• During or before an audit, the IMS shows to the auditors how the company works and
simplifies a lot the certificate obtaining.
• The certifications included in the IMS insure also the company against all the different
accidents that could happened: a worker on a building site, toxic leak on the ground
or in a river, vehicles broken…
Having an Integrated Management System has advantages and disadvantages for the
company:
Advantages:
• Consistent objectives, planning, and document management
• Implementation and operation of the system cost less.
• Easier internal audits
• Reducing the chance of conflict.
Disadvantages:
• Responsibility of QMS (Quality Management System) and EHS (Environment Hygiene
and Security) can be conflictual in some organizational structures
• Documentation can be more intricate.
• External third party audits can be more difficult.
Standards and norms
A standard is a document that provides requirements, specifications, guidelines or
characteristics that can be used consistently to ensure that materials, products, processes
and services are fit for their purpose. Certifications are one of the very first criteria guiding
choice between several offerings. There are delivered based on an assessment of the systems,

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services, products or professional competencies targeted in the application. The assessment
measures the characteristics claimed of the company.
The assessment is realized by external firm specialized in the certification as ISO (International
Organization for Standardization) or AFNOR to hold up a French company. TSO UK is certified
by different ISO certifications. To become certified, TSO France certifications benefited to TSO
UK because it is still a branch so it did not need to do any audit. But if TSO UK wants to become
a real TSO France subsidiary, it will have to do all the standard audits.
TSO UK certifications:
• ISO 9001 (2015 version) is a Quality Management System (QMS). This standard is
based on a number of quality management principles including a
strong customer focus, the motivation and implication of top
management, the process approach and continual improvement.
Using this standard helps to ensure that customers get consistent,
good quality products and services, which brings many business
benefits.
• ISO 14001 (2015 version) is an Environmental Management System (EMS). It focus on
environmental systems to achieve this. It maps out a framework that a company or
organization can follow to set up an effective environmental
management system. Using this standard can provide assurance to
company management and employees as well as external
stakeholders that environmental impact is being measured and
improved.
• OHSAS 18001 (2007 version) is a British occupational health and
safety management system.
Context
TSO UK is a new branch of TSO since 2014 so it is an organization completely new. Even the
direction is done by TSO, TSO UK has to adapt itself to different elements. The first reason to
this adaptation is because the rules and the work habits in UK are quite different the French
ones. From a contractual point of view, the IMS is really important for the audit, offer tender…
Even if some norms are European (ISO 9001, ISO 14001 and OHSAS 18001…), there are lots of
Figure 15: OHSAS
certification logo
Figure 13: ISO 9001
(version 2015) logo
Figure 14: ISO 14001
(version 2015) logo

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slight differences between France and UK concerning the norms. For example, English people
pay more attention to the security in every department especially on building sites (Personal
Protective Equipment (PPE) to be worn on site”).
So far, TSO UK is just traducing and adapting the documents from the French IMS when they
need them for special occasions as audits or offer tenders. They sometimes also do exactly
the same thing with the documents of theirs subcontractors or partners. For example I have
traduced and adapted for TSO UK some documents from MORGAN SINDALL. So finally, there
is no real IMS in TSO UK. As it is writing previously, TSO UK should have its own IMS to show
a better quality and reliability to the client.
Mission
By accepting this internship request, my supervisor asked me to set up the IMS of TSO UK.
This task has been my principal mission during these four months. I have met and worked
with people from different sectors.
The IMS is organized into processes, procedures and forms. Each IMS size depends on the
company size. For the moment TSO UK employs only 20 persons so their IMS is considered as
a small one for a company.
To realize the new IMS of TSO UK, I have used different sources:
• The first one and most important is the IMS of TSO France. TSO exists now for more
than 80 years so their IMS is really complete. Of course all the processes, procedures
and forms are adapted to the French law, work habits and rules. Moreover TSO France
is working in several sectors and industries so their IMS has been made to be used in
all those different sectors.
• The TSO CATENAIRES IMS has also been an important source of information. TSO
CATANAIRES is a specialist of the catenaries, so their IMS is sometimes more focused
for the catenaries industry.
• I have also been guided and helped by all the different employees of the company.
Before beginning each new process, I asked the more specialized project subject
person what to keep, to change and to delete with the aim to adapt the process to
the UK.

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The several processes of the IMS allow the whole management of the company. TSO UK
IMS is composed of about ten processes, each of them grouped into 3 parts.
Globally, I have worked and been helped by 10 persons (one for each process):
• Management and planning: Stéphane GUYOT: International director
• Contractual project management: Sébastien LUSTRO:
• Project management: Joao BAYAM: Construction management
• Design: Edouard JOLY: Design manager
• Surveillance and measures: Joao BAYAM: Construction management
• Human resources: Laurent JOSEPH: Financial administrative international director
• Material management: Joao BAYAM: Construction management
• Procurement/logistics management: Arnaud PORQUET: Procurement manager
It is important to quote that Arnaud PORQUET, my internship supervisor, is not working for
TSO UK but for TSO France on the Crossrail project. He is part for the Joint Venture (JV) ATC
(ALSTOM TSO and COSTAIN). The big Crossrail open space office is located in a different place
than TSO UK in London.
I have also worked with Christelle PICHON-LANGLAIS, living in France, who is the quality
manager of TSO France. She has a global vision of what is the IMS, which is really useful for
targeting the work to do.
I was working in the same building as most those people, so it was quite simple to gather
information, except for Arnaud PORQUET and Christelle LANGLAIS PICHON.
Figure 16: Processes flowchart

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Because of the IMS complexity about classifying the documents, we have also decided of a
new way to name the different processes, procedures and forms. Each process corresponds
to a number: the process “Management and planning” was numbered 1000, the process
“Contractual project management” was numbered 2000…
To name the procedures into each process, we have used the same numbering: the first
procedure of the “management and planning” process was named PRO UK 1001, PRO UK
1002 for the second…
To name the forms into each procedures, same thing: The first form of the first procedure of
the “management and planning” process was named PRO UK 1001-1.
The Appendix 2 “25TSO UK IMS table summary” presents all the processes/procedures and
forms treated during the mission.
Mission assessment
This second mission about the IMS was a completely new subject for me, I have discovered
how important is the organization and the hierarchy in a company. For having work with
people who know the work habits in France and UK, they made me realize that British people
are really respectful of the established rules. Quality is decisive during an invitation to tender
and to maintain a good company reputation. The certification system is present everywhere.
More technically speaking, I really improve my knowledge about Word software and my
typing quickness!

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Personal review
This internship has been a really good experience. It was the first time that I have a real
mission to do for a company. The fact that TSO UK is specialized in the catenaries laying allows
me to discover the railway field. This sector is well developed in civilized countries such as
France, that is why companies, as TSO, are looking abroad now. The railway sector still
represents a potential in developed countries but it is really more important in developing
countries. So why not working in this field later?
The knowledge of the English language is crucial to stay universal. So I absolutely wanted to
do an internship abroad. Staying in London for 4 months allowed me to improve my English,
but not as well as I expected because TSO UK is mainly composed of French people. Finally I
improved my English out of the working hours.
Concerning the pace of work, TSO UK did not care about the number of hours I was doing but
more about my efficiency. During all the different tasks I have realized, I was working most of
the time alone. Except the weekly meeting I had with my supervisor Arnaud PORQUET, I was
entirely managing my own schedule. We are not used with this management in ECAM, it
allows us to be aware of ours responsibilities. I was working in a building principally composed
of English companies and contrary to the French company habits, the English people are
scrupulously respecting the working hours. At 17.30 pm, English people leave their office to
go to the closer pub and have some drinks.
Something more surprising is that Friday is called a “day off” in England. From Monday to
Thursday, people are really well dressed, especially in London city, but it is really common to
see people wearing trainers and jeans every Friday.
Apart from the work, London is the most multicultural city I have ever seen. I was living in a
student residence composed of several flats. During the four months, my different flat mates
were coming from all around the world: USA, Italy, Spain, Asia, Australia, Russia, Canada,
Argentina, France, Brazil, Ireland and even Iceland. Making friends with people who have a
completely different way of life compared to yours is also part of the internship. It traduces
your capacity to adapt yourself to new cultures.
I was living in a district called Camden town, even if it is a very touristic place, you can see all
the different styles in the street: punks, people disguised, homosexuals without any complex,
persons covered of tattoos, hipsters… English people are so much more open-minded than
French people! Doesn’t matter your origin, everybody is friendly and approachable. This
mixing social ladder is one of the reasons that have made this experience so beneficial for me.
It is important to know how to behave in a company but also with people outside.
Otherwise all the most famous clichés seem to be true! I have never known a summer with
so much rain. People are used to it here, but it had a really bad impact on my morale several
times. Coming from France, one of the best country in the world for food, it is sure that English

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food is not that good… but the social diversity allows to taste and try food from all around the
world with all the different types of restaurants. The cost of life is so high to such an extent
that one pound is exactly like one euro (1£=1.36€).
To conclude, I would say that London has been great experience. I met lots of person and
learnt how to behave to have in a company.

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Conclusion
Through these 4 months of internship, I have really enriched my knowledge as for a company
management and organization. The different missions presented and studied have allowed
me to develop different skills and tools and to discover new ones; which helps to gain
confidence in the workplace. The entire internship was very helpful for my personal growth
and enrichment.
TSO UK is a completely new branch. I have lived for four months, from the inside, how a start-
up is created. The different managers of TSO UK have been send here because the parent
company, TSO France, knows about the capacities and competences of creating company in
new contexts. Whatever the problem, there is always a solution. These managers have done
different studies but they have one competence in common which is probably the most
important: they know what and how to talk and convince their clients, suppliers, sub-
contractors and service providers. Beyond ours technical competences learnt in ECAM,
communication appears to be the major asset I really need to improve and I hope that ECAM
will help me in this field too.
I had the chance to be quite close with the people I was working with. The capacity they have
to differentiate work and social life after work is really impressive. People could be your friend
during parties and your boss the next day. It traduces the fact that, in a working life, the only
thing which matters is your performance.
I finally appreciated the trust TSO managers gave me with complex missions I didn’t expect to
manage. Doing internship are the best way to know what we like and, on the contrary, what
we don’t want to do later.

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23
Bibliography
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Bristish Assessment - ISO Certification. (n.d.). Retrieved from Bristish Assessment:
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certification/?utm_source=bing&utm_medium=cpc&utm_campaign=OHSAS%2018001%20N
EG%20K%2FW%20ADDED%2025%2F3&utm_term=ohsas%2018001
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CROSSRAIL project. (n.d.). Retrieved from http://www.colasrail.co.uk/
EIFFAGE RAIL. (n.d.). Retrieved from http://www.eiffagerail.fr/Home
ETF, subsidiary of EUROVIA (VINCI Group). (n.d.). Retrieved from http://www.etf.fr/en
FPA consulting, UK rail compliance. (n.d.). Retrieved from http://www.fpaconsulting.co.uk/business-
management-standards/uk-railway-compliance
ISO certification. (n.d.). Retrieved from http://www.iso.org/iso/home/standards.htm
MORGAN SINDALL. (n.d.). Retrieved from http://www.morgansindall.co.uk/
NGE company. (n.d.). Retrieved from http://www.nge.fr/en/the-group/the-basics/
NGE company. (n.d.). Retrieved from http://www.nge.fr/en/the-group/the-basics/
OHSAS 18001 certification. (n.d.). Retrieved from http://www.british-assessment.co.uk/services/iso-
certification/ohsas-18001-
certification/?utm_source=bing&utm_medium=cpc&utm_campaign=OHSAS%2018001%20N
EG%20K%2FW%20ADDED%2025%2F3&utm_term=ohsas%2018001
TATA STEEL. (n.d.). Retrieved from http://www.tatasteel.com/
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VOSSLOH COGIFER. (n.d.). Retrieved from http://www.vossloh-cogifer.com/en/home/home.html

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

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Appendix 2. TSO UK IMS table summary

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26

TSO UK Internship Report Sets Up Integrated Management System

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