https://devbusiness.un.org/content/contract-management-and-project-supervision-consultant-cairo-giza-%E2%80%93-beni-suef
Egypt, Arab Republic of- P175137- Railway Improvement and Safety for Egypt Project- CBS- SUPERVISION Country: Egypt, Arab Republic of Project Id: P175137 Project Name: Railway Improvement and Safety for Egypt Project Loan/Credit/TF Info.: IBRD-92090 Notice Version No.: 1 General Information Notice Type Request for Expression of Interest Borrower Bid Reference CBS- SUPERVISION Bid Description Contract Management and Project Supervision Consultant for Cairo- Giza – Beni Suef Language of Notice English Deadline for Application Submission Date 2021/12/20 Local Time 12:00 Selected category codes for product to be procured 46161502-Railway signaling systems Contact Information on Advertisement Organization/Department Egyptian National Railways Name Mahmoud Hanafy Title Senior Project Engineer/Coordinator Address Building No. 1- Ramsis square- Cairo City   Province/State   Postal Code   Country Egypt, Arab Republic of Phone 01203635268 Fax   Email [email protected] Website enr.gov.eg Detailed Information for Advertisement                                                                                                                           REQUEST FOR EXPRESSIONS OF INTEREST (CONSULTING SERVICES – FIRMS SELECTION)     Egypt Employer: Egyptian National Railways (ENR) Project: Railway Improvement and Safety for Egypt (RISE) Loan No.: IBRD-9209 Assignment Title: THE SUPERVISION AND MANAGEMENT OF THE CONTRACT FOR THE DESIGN, SUPPLY, INSTALLATION AND MAINTENANCE OF MODERNIZATION OF SIGNALING SYSTEMS & TRACK WORKS ON CAIRO – BENI SUEF CORRIDOR Reference No. (as per Procurement Plan): CBS – SUPERVISION   ICB Ref. No.: 324G8/496     The Egyptian National Railways   has received financing from the World Bank toward the cost of the  Railway Improvement and Safety for Egypt (RISE), and intends to apply part of the proceeds for consulting services.   The consulting services (“the Services”) include  the supervision and management of the contract for the design, supply, installation and maintenance of modernization of signaling systems & track works on Cairo – Beni Suef corridor including the following tasks:- Supervision of the implementation of the Project Supervision of the elaboration, and implementation of the Contractor's Environmental & Social Management Plan (C-ESMP) Deployment of risk-based Project Management Approach    An indicative-only estimate of the resourcing required for the Project Manager to successfully complete the scope suggests that key areas of expertise require a total of 1,200 man-months.   The implementation period will be 60 months, and expected to start in the 2nd quarter of 2022.   The detailed Terms of Reference (TOR) for the assignment are attached to this request for expressions of interest and can be obtained at the address given below.     The Egyptian National Railways  now invites eligible consulting firms (“Consultants”) to indicate their interest in providing the Services. Interested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services. The shortlisting criteria are: The consultant firm should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services The consultant firm should at minimum manage two similar projects. The consultant firm should at minimum manage one similar project in last five years or have sub-contracted to carry out same assignment in last five Years.     The attention of interested Consultants is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers”, further edidtion November 2020  (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest   Consultants may associate with other firms to enhance their qualifications, but should indicate clearly whether the association is in the form of a joint venture and/or a sub-consultancy. In the case of a joint venture, all the partners in the joint venture shall be jointly and severally liable for the entire contract, if selected.   A Consultant will be selected in accordance with the  Quality & Cost Based Selection (QCBS) method set out in the Procurement Regulations.   Further information can be obtained at the address below during office hours. 0800 to 1400 hours   Expressions of interest must be delivered in a written form to the address below (in person,, or by e-mail) on or before Dec 20, 2021 at 12:00 noon   Egyptian National Railways Attn: Eng. Amal Youssef- Director of Needs Department Railways Compound, Fifth Floor, Above Shubra Tunnel, Cairo, Egypt Email: [email protected]   & [email protected] &   [email protected] & [email protected]         THE ARAB REPUBLIC OF EGYPT MINISTRY OF TRANSPORT EGYPTIAN NATIONAL RAILWAYS   CONSULTANCY SERVICES FOR THE SUPERVISION AND MANAGEMENT OF THE CONTRACT FOR THE DESIGN, SUPPLY, INSTALLATION AND MAINTENANCE OF MODERNIZATION OF SIGNALING SYSTEMS & TRACK WORKS ON CAIRO – BENI SUEF CORRIDOR TERMS OF REFERENCE     Contents TERMS OF REFERENCE.. 1 Background. 3 Terminology used in the present ToRs. 4 Objectives of the Consultancy Services. 4 Task A: Supervision of the implementation of the Project 5 Task B: Supervision of the elaboration, and implementation of the Contracto r's Environmental & Social Management Plan (C-ESMP) 9 Task C: Deployment of risk-based Project Management Approach. 11 Execution of the Consultancy services. 13 General organization. 13 Logistic and timing. 13 Required expertise. 14 Reporting Requirements and Time Schedule for Deliverables. 16           Background   The railway sector in Egypt is managed and operated by the Egyptian National Railways (ENR), a public undertaking subordinated to the Minister of Transport created by Law N° 152 of 1980. The total length of the network is 5,085 km; about 60% of the network is in the Nile delta and along the Nile valley; other lines in the desert provide connections to iron ore and phosphate mines (see schematic map in annex). The network is very densely used (around 11 million traffic units per km of line on average). Cairo-Alexandria (double track; 208km Cairo Alexandria corridor is being modernized relay interlocking to Electronic Interlocking System (EIS) project with Central Traffic Control (CTC) in Cairo by Thales company (project completion estimated at 81%); Cairo-Beni Suef (double track; 125km; installed in 1990; supplier: Alstom); Asyut-Sohag (initially single track, later converted to double track; 90km; installed in 1962 and modified for double track in 1990; supplier: Siemens) now Asyut/Sohag/Nagh-Hammadi is being modernized from mechanical interlocking to EIS project with CTC in Sohag by Thales company (project progress 59%); and Cairo-Etay El Baroud (single track; 100km; installed in 1986; supplier: Siemens). Beni-Suef/ Asyut (double track; 250 km is being modernized from mechanical interlocking to EIS project with CTC in Elminya by Alstom company (project completion estimated at 76.5%), Qalyoub/ Shibin Alqanater (single track; 18km) is modernized from mechanical interlocking to EIS project with CTC in Shibin/ Alqanater by CAF signalling and was handed over to ENR in 2014. Benha/ Port-Said double track; 214km & Zagazig/ Abou Kebir single track; 23km is being modernized from mechanical interlocking to EIS project with CTC in Zagazig by SIEMENS AG (project completion estimated at 73%) Other lines are equipped with outdated mechanical systems. A microwave telecommunication system covers the entire network and allows voice communications between dispatchers (located in 10 regional traffic control centers) and train drivers, as well as voice communications between regional offices and Cairo headquarters.[1] Most of the signalling installations are not properly maintained. The risk is gradually increasing in the case of Siemens ATP ZUB system; it is first generation punctual ATP equipment that has been abandoned in many railway networks around the world. The process of modernization of the signalling system at the ENR, which started in 2009, is currently at various stages of implementation on the lines Cairo – Alexandria and Beni Suef – Asyut – Nag Hammadi. ENR is currently undertaking– under the supervision of the Ministry of Transport – a 2021-2026 modernization investment program, which will finance, inter alia, improvement of signalling and telecommunications facilities. The current project on the line Cairo (Ramses Station)- Beni Suef is part of the corridor mentioned above and will need to be fully interoperable with other railway signalling projects under implementation in Egypt. These ToRs refer to the consultancy services for the supervision and management of the contract for the design, supply, installation, and maintenance of modernization of signalling systems & track works on Cairo – Beni Suef corridor.     Terminology used in the present ToRs   Strictly limited for the understanding of the content of the present ToRs, the terms listed below have the meaning given by the following definitions: Project: the modernization of the signaling system of the Cairo – Beni Suef Corridor, including designing, supplying, constructing, phasing, testing, and commissioning, spare parts, training, documentation, and total guarantee with maintenance services for 5 years for the signaling system, including renewal, modification and refurbishment of tracks and turnouts and civil works related to the modernized signaling system. Employer: is the Egyptian National Railway (ENR), the entity that contracts the suppliers of goods and services for the realization of the Project Contractor: s the company or the joint venture which was competitively selected by the Employer to execute the Project Contract: is the Single responsibility contract sign by the Employer with the Contractor to execute the Project This is the set of bidding documents used for the selection of the Contractor for the execution of the Project Project Manager: is the Consultant appointed by the Employer (ENR) to perform the duties delegated for representing and acting in its name for the execution of the tasks described in these ToRs related with the realization of the Project. IPC: is the Integrated Program for Completion of the Project which includes all activities related with the Project, and is developed by the Project Manager based on the inputs developed by all parties involved (Contractor, Employer, Project Manager, third parties) Objectives of the Consultancy Services The main objective of the consultancy services is to supervise and manage on behalf of the ENR the activities of the Contractor’s representatives for the realization of the Project. The responsibilities of the Consultant as Project Manager and its relationships with the ENR and the Contractor during the execution of the Project are defined in the procurement document issued by ENR to select the contractor. The shortlisted applicants shall receive access to the procurement document issued for Single responsibility contract for the modernization of the signaling system & tracks of the Cairo – Beni Suef Corridor, including designing, supplying, constructing, phasing, testing and commissioning, spare parts, training, documentation and total guarantee with maintenance services for 5 years for the signaling system and renewal, modification and refurbishment of tracks and turnouts and civil works related to the modernized signaling system including the functional specifications of the new system and the matrix of compliance, to understand the requirements of the Project, to be able to allocate sufficient resources for supervision.  As the dedicated Project Manager on the ENR’s Cairo-Beni Suef Project, the consultant’s role will include monitoring of and reporting on the contractor’s progress. This role will require detailed assessment of physical aspects of project delivery in the form of assessment of contractor’s past performance but also have sufficient focus on completion based on interpretation of results and forward-looking to (1) understand program implications of the current situation at any point in time and (2) allow informed challenges of the contractors’ proposed action plans. The scope of consultancy services include activities for covering the following major aims: Supervision of the implementation of the Project Review and approve the Contracto r 's Environmental & Social Management Plan (C-ESMP) and supervise and monitoring their implementation. deployment of risk-based Project management approach.     Tasks to be performed by the Consultant The scope includes three tasks labelled A through C which the Project Manager will implement concurrently. Task A: Supervision of the implementation of the Project   The Consultant will be the Project Manager with all its duties and responsibilities as defined by the Procurement Document issued by ENR to select the contractor.   The Consultant shall perform its duties as Project Manager for all components of the Project, including signaling, track renewal, power supply, telecommunications, civil construction, for all phases of execution of the Project, comprising design, execution, testing, commissioning, handing over. The Consultant shall carefully assess the  the procurement document issued to select the contractor including the functional specifications of the new system and the matrix of compliance for evaluating the complexity of its responsibilities as Project Manager, considering the numerous components, the geographical extent, and the number of working places organized by the Contractor for the realization of the Project. The Consultant shall allocate the necessary resources to perform its duties as Project Manager, taking into consideration that it will be in charge with the revision and approval of the following documents elaborated by the Contractor, in accordance with the provisions of the Contract the contractor will sign with the Employer (see the Appendix 6 – Contract Forms in the Procurement Document): List of documents to be reviewed and approved: Project Management Plan Quality Assurance / Quality Control Plan Safety Case Construction and Procurement Plan and documentation Design documents and full set of principles Preliminary installation program Verification, Test and Acceptance Plan including but not limited to the software verification program, System Assurance Monitoring Plan, Test Management etc. System Assurance Plan including Safety Assurance Plan, RAM Assurance Plan, and Software Assurance Plan Migration Plan Test Procedures Commissioning Plan Possessions Plan: Full details of the means and measures which the Contractor proposes to implement for undertaking any works that affect the railway lines or disrupt their operation Program of performance Progress Report Detailed Document Plan Interface Management Plan  C-ESMPs List of the documents to be reviewed: Detailed work plan Factory Acceptance Tests (FAT) Procurement progress Quality Assurance /Quality Control progress Method Statements     The Consultant shall take into consideration that the review and approval of the documents presented above is an iterative process, for each component of the Project, and many of the above reports are submitted weekly or monthly as the implementation of the Project advances. In this context, the Consultant shall be in charge with daily supervision of the Project according to its obligation as Project Manager, as defined in the Procurement document issued to select the contractor, including but not limited to the following activities: Manage the communications between the Employer and the Contractor for the entire duration of the execution of the Project record copies for all notices exchanged between the Employer and the Contractor.   Receive and reviews all the Contractor ’s notices, instructions, information and all other communications under the Contract Supervise the activities of the Contractor ’s Representatives and, based on reasonable evidence, may require the removal of any person who misbehaves, carries out duties incompetently or negligently, acts prejudicial to safety, health or the protection of the environment, or fails to comply with any provision of the Contract. Evaluates the organization proposed by the Contractor for carriying out the works for the Project, including any revision or alteration of it. Evaluate the detailed program of performance of the Contract submitted by the Contractor and formulate requirements to bring it to an acceptable form, illustrating the sequence of activities for design, acquisition of materials and equipment, installation, and pre-commissioning of the Project. Verify if the updates or revisions of the program are in line with the Times for Completion specified in the Contract. Evaluate the progress reports submitted by the Contractor, verify the percentage of completion compared with the planned completion for each activity. For activities that are behind the implementation program, gives comments, highlights the consequences, and specifies the corrective measures to be taken. Receive and review reports on any allegation, incident, or accident of any nature (e.g., fatalities, serious injury, damage of private property, any allegation of SEA and/or SH)[2] in the site of works and require clarifications and corrective action on the adverse effects on environment, local communities or personnel of the Contractor or of the Employer. Investigate incidents and preparate Root cause Analysis and corrective action plans in compliance with the requirements and to the satisfaction of the Employer. Receive, evaluate, and approve the basic design, the detailed design, the engineering work, possession plans, and all other technical documents required for design, production, implementation, and testing of all components of the Project in compliance with the requirements of the Contract or in accordance with good engineering practice, if there are no specifications in Contract. For all documents which require its approval, in maximum 14 days after submission of the documents, the Project Manager shall either issue an approval or shall notify the Contractor in writing of its disapproval including the reasons and the proposed modifications. The Project Manager shall correctly dimension its resources, to be able to provide its opinion in 14 days, considering the high possibilities of simultaneous submission of more documents for various components of the Project, mainly during the design stage. Inspect the Contractor ’s personnel based on the records of data about staff (names, ages, genders, hours worked, wages paid) submitted monthly by the Contractor in a form approved by the Project Manager. Approve the equipment brought by the Contractor onto the Site for the execution of the Contract and give the consent for the removal of the equipment when it is no longer required for the execution of the Contract. Receive, assess, and approve the Site Regulations submitted by the Contractor, setting out the rules to be observed in the execution of the Contract, including Code of Conduct for environmental and social aspects, security management plan and other security arrangements, safety of the facilities, gate control, sanitation, medical care, and fire prevention. Inspect and/or investigate any findings of the Contractor concerning the cultural heritage findings found on the Site and shall issue instructions for dealing with it. Allocate its staff for permanent supervision of works on all working places, organize inspections, participate at any tests organized by the Contractor related to the Project, and evaluate the certified report of the results of any such test and/or inspection. Can request the Contractor to carry out any test or inspection to achieve its supervision and management objectives even if it is not required by the Contract. Supervise that no part of the new system or foundations shall be covered up without carrying out tests and/or inspections required by the Contract. Participate at the inspection of the materials and equipment procured by the Contractor to be used for the realization of the Project to any place where they are manufactured, or they are stored before the installation. Verify the status of the implementation of the Project in accordance with the terms of the Contract and issues the Form of Completion Certificate on the parts of the Project that have been completed, highlighting the obligation of the Contractor to complete potential outstanding items Attend the commissioning of the Project and advises and assists the Employer during this process Verify the status of the implementation of the Project in accordance with the terms of the Contract and issues the Form of Operational Acceptance Certificate for specific parts of the Project that have been satisfactorily attained Instruct the Contractor after the consultation with the Employer upon the actions to be taken to overcome potential physical or artificial obstructions encountered in the realization of the Project. In the limits of the Contract, has the right to demand the Contractor (based on the request of the Employer) to make changes, modifications, additions, or deletions in the execution of the Project, as long as these changes fall within the general scope and do not constitute unrelated work. Analyze the potential requests of the Contractor to extend the time of completion of the Project, including the causes of delays in execution, and give instructions on the steps to be taken to overcome or minimalize the actual or anticipated delays. Receives all documentation and notices supporting the payment invoices submitted by the Contractor, assess the documents received and decides upon the approval or rejection of the payment request Assist the Employer in appropriate and timely planning of disbursements of funds for financing the realization of the Project.   Task B: Supervision of the elaboration, and implementation of the Contracto r's Environmental & Social Management Plan (C-ESMP)   Consultant shall review and approve the Contractor ’s Environmental, Social and Health and Safety Management Plans in accordance with the RISE project Environmental and Social Assessment (ESA) study, Labour Management Procedures (LMP), Resettlement Framework (RF) and Stakeholder Engagement Plan (SEP).   The documents reviewed and approved by the Consultant include: Waste Management Plan (WMP) Hazardous Material and Waste management Plan (HAZMAT); Air quality, Noise and vibration Management Plan Traffic management plan Occupational Health and Safety Plan including: Emergency preparedness and response plan COVID-19 and communicable diseases management plan Community health and safety management plan Security Management Plan, in case of engaging security personnel/company SEA/SH Action Plan including Workers code of conduct; Labor Management Procedures and Workers Grievance Mechanism; Stakeholders Engagement Plan including grievance mechanism.   The Consultant shall supervise the implementation of the approved construction Environmental, Social and Health and Safety Management Plans during the entire duration of the execution of the Contract:   review and consider the ES risks and impacts of any design change proposals and advise if there are implications for compliance with ESA, ESMP, consent/permits and other relevant project requirements.                                                                                             undertake, as required, audits, supervisions and/or inspections of any sites where the Contractor is undertaking activities under its contract, to verify the Contractor’s compliance with ES requirements (including relevant requirements on SEA/SH and project grievance mechanism);   undertake audits and inspections of Contractor’s accident logs, community liaison records, monitoring findings and other ES related documentation, as necessary, to confirm the Contractor’s compliance with ES requirements (including relevant requirements on SEA/SH and project grievance mechanism);   determine remedial action/s and their timeframe for implementation in the event of a noncompliance with the Contractor’s ES obligations;   ensure appropriate representation at relevant meetings including site meetings, and progress meetings to discuss and agree appropriate actions to ensure compliance with ES obligations;   ensure that the Contractor’s actual reporting (content and timeliness) is in accordance with the Contractor’s contractual obligations;   review and critique, in a timely manner, the Contractor’s ES documentation (including regular reports and incident reports) regarding the accuracy and efficacy of the documentation;   undertake liaison, from time to time and as necessary, with project stakeholders to identify and discuss any actual or potential ES issues;   establish and maintain a grievance redress mechanism for its workers including types of grievances to be recorded and how to protect confidentiality e.g. of those reporting allegations of SEA and/or SH;   ensure that in case of land taking from land users, encroachers, tenants, or owners no civil works are happening on the ground without preparation and implementation of appropriate resettlement plans by ENR as per the RF.   in the event of accidents or incidents resulting in serious injury or fatalities, the Consultant shall investigate root causes of accidents and oversee implementation of Corrective action plans.     Task C: Deployment of risk-based Project Management Approach   The ENR will work with all project stakeholders to establish an implementation completion plan at the start of the Project to deploy an informed management of its Project and, on a continual basis, improve confidence of project delivery to plan. This intention will involve development of a fully resource-loaded program-to-completion, supporting resource schedule and risk register, and interface management plans by the Project Manager.   The Project Manager will develop the IPC using the Work Program and Organization developed by the Contractor. The IPC will cover all project activities, including design, development, implementation, the necessary planning for system testing, and commissioning, and the requirements for interface management. The IPC will also consider activities to be developed by all parties involved in the project and the impact of external factors (e.g., custom authority, permits issues by central and local authorities, unexpected events during works, etc.). The IPC will enable the resulting project S-curve to be fully understood and any delays and recovery actions explained in terms of impact on the contracted goals.   The Project Manager shall review and approve the Work Program and Organization submitted by the Contractor and shall monitor permanently the progress in the execution of the work program provided in electronic format (P6 native XER files) by the Contractor on a monthly basis, or at shorter intervals where the situation requires so.     The Project Manager will use the IPC as its own internal benchmark and guide to review and, where merited, approve the Work Program and Organization submitted by the contractor and shall continue to monitor progress of the project using the IPC to advise ENR on the following: Likelihood of meeting the completion timescale and cost targets and the potential for delay and cost increase. This will be based on a detailed understanding of the contractor’s delivery schedules, contract risk profiles and any proposed acceleration plans. Where likelihood of meeting the contractual targets is assessed as low, propose revision of acceleration measures and/or assess feasibility of revising the completion targets. In reviewing contractor’s acceleration proposals, the following should be considered: (1) cost of acceleration in the context of the contract in place and disaggregated per ENR, Contractor and others; (2) impact on (any) schedule compression; (3) changes in risk profile and supporting risk management budgets, arising from acceleration of delivery, and (4) course of action that secures the best “value-for-money” for ENR assessed in terms of increased confidence of delivery versus cost of acceleration.     The Consultant shall develop a risk-based management approach of the Project with the scope of putting in place a system of warnings for all deviations from the targeted outcomes, which will need to alert the involved parties (Employer and Contractor) to identify the appropriate decisions and to activate suitable recovery measures.   The ENR requires that the Consultant implements a robust approach to support project delivery. This will require the Consultant to develop a suitable project implementation health warning system which could be in a form of red, amber and green performance zones. This system would be expected to take account of all the resources, interfaces and other enabling arrangements required for successful delivery, so as to ensure that ENR is not exposed to a risk of creeping failure. As a result, the project’s implementation health warning system will enable the Project Manager and ENR to: (1) become familiar with what acceptable performance should look like, (2) quickly understand which zone the Contractor’s Project performance belongs to, (3) identify risks on time, and (4) introduce appropriate mitigation actions to increase confidence in the Project delivery and/or remedy deficiencies in the most effective and efficient way.   The Consultant shall use the IPC and the Risk Register to realign the contractual relationship with the supply chain and shall put in place an early warning mechanism of potential risks. The IPC and the Risk Register shall be used to enable the analysis of the status of the Project, based on the S-curve, which will need to illustrate the impact of the corrective actions on the contractual outputs. The Consultant will use the IPC and Risk Register, among others, to ensure the Project is completed on time and within budget.   The Consultant, in its position of the Project Manager will need to act in a balanced approach between the supervision for the compliance of the executed works with the Contract provisions (review of past performance) and forward-looking to identify risks and to develop corrective measures to avoid / mitigate the deviations from the timeline of the Project.   The Consultant shall allocate dedicated resources exclusively for the risk-based Project management, separated from the team used for the daily monitoring of progress of works. The Consultant shall provide evidence that the team allocated for the management of the Project holds adequate skills and experience and is well dimensioned to successfully manage the Project to completion.   The Consultant shall organize monthly meetings between the teams of senior decisions makers from the Employer, Contractor, and Project Manager working as a single team to better understand the challenges and to address any identified risk for the implementation of the Project.   Execution of the Consultancy services   General organization   The consultancy services will be executed entirely in Egypt. The Project Manager will report to the ENR Director of Project. The Project Manager will work directly with the General Director of Signalling & Telecommunication Department in ENR and Permanent way Department in ENR with the S&T staff and PW staff in the central (Cairo) and regional offices. The working language of the Project Manager will be the English language, and reports will be written in English. The Project Manager shall include in its team the necessary staff to help on all project matters requiring the knowledge of Arabic language. Logistic and timing   The services will be carried out in the field, on the Cairo / Beni Suef Corridor. For coordination purposes, the Project Manager shall also maintain an office in Cairo as from the start of the project.   The logistics needed by the Project Manager for fulfilling its obligations as defined by the present ToR are to be determined by each proposer. The following list is only indicative; each proposer will propose the logistic elements according to its needs for the supervision of works: a)   1vehicle b)   2 GSM (one for Long-term expert, one for Short-term expert). c)   1 high-volume printer/copier in the main office in Cairo + one small printer/copier in each Region involved in project. d)   6 PC’s in the main office in Cairo and 1 PC in each Region involved in project. e)   6 portable computers. f)         1 plotter in the main office in Cairo. The Project Manager shall acquire the logistic items on a bidding procedure. The ToRs, the selection procedure, and the contract for the acquisition of the logistic items shall be agreed with the ENR. After the completion of the Project Manager’s contract with ENR, the logistic items will be transferred, in good condition, without any cost to ENR.   It is expected that the Project Manager would start its services at the signature of the Works Contract. The duration of execution of Works Contracts is estimated at 60 months for contract. An indicative-only estimate of the resourcing required for the Project Manager to successfully complete the scope suggests that key areas of expertise require 1,200 man-months from international and local experts. The Consultant will execute its activities under a time-based contract.   As part of the proposal, the Consultant shall submit its own calculation of the resources allocated for the execution of the Tasks A – C and shall justify in its Working Plan the utilization of resources over time for fulfilling all requirements of these Terms of References and considering the procurement document issued to select the contractor including  the functional specifications of the new system and the matrix of compliance. The consultant shall include in its proposal, a detailed allocation of resources, for each type of activity and for each category of experts, indicating the unit costs for each of them.   The Contract will include a clause establishing the Consulting Contract may be extended, using the same unit rates offered by the selected consultant and included in the contract, for the finalization of any eventual additional required services up  the finalization of the CONTRACT. Required expertise   The Project Manager shall include in its proposal the following Key Experts with proven skills for the execution of each of the Tasks A-C:   Project Management Project Scheduling Project Controls Contract Management Railway operation. Signaling equipment. Permanent way. Interlocking systems. Automatic block line, signalling systems, level crossing protection. Telecommunications systems for railway. CTC computer-based Command Centre Power Supply systems Testing and commissioning Environmental safeguards Social safeguards Health & Safety Management Civil works  RAMS Works   For each of the Key Experts included in the team shall be indicated to which Task(s) is allocated, the unit cost (man-day cost) and the estimated time allocated for that expert for each of the task(s) he/she is allocated.   In terms of qualifications and skills, all Key Experts are expected to have: University degree in a relevant field i.e. engineering, occupational health and safety, economics, law, environmental sciences, or similar (BSc or MSc degree; or equivalent); Excellent knowledge of English language; Excellent organizational, communication, and report writing skills; Full computer literacy.   For all Key Experts, previous experience in comparable projects in Egypt or the Middle East region would be an advantage.   The permanent Resident Project Manager shall have at least 15 years of experience and 5 years in the same working position.   The Key Experts proposed by the proposer shall provide satisfactory evidence of at least 7 years of experience in similar working position.   Apart of the Key Experts, the Project Manager is free to add to its team any number of short-term experts or support staff necessary for the execution of the Tasks.   The team of the Project Manager must include staff able to read/interpret data/documents in Arabic for facilitating the execution of tasks (e.g., carrying out the assignment, discussions with the stakeholders, and summarizing any data/document that has been provided in Arabic).   The permanent Resident Project Manager shall require punctual support of short-term experts, within the total men-month available for this purpose. Mobilisation of short-term experts shall take place when and as necessary to ensure proper implementation of the project. It is expected to take place during important control stages of the works (i.e., on-site-tests, integration / conformity tests, etc.) or during heavy workload periods (e.g., simultaneous works in different sites).   The Egyptian experts proposed in the Consultant’s Tender shall provide satisfactory evidence of at least 7 years of experience in the field of railways works supervision as well as their commitment under the Contract period.   The technical proposal shall include a summary table with the allocation of the Key Experts for each of the three Tasks A – C (name of the staff, estimated time allocated, responsibilities, unit cost, total cost). The cost of other staff (short-term or long term, local or international) shall be estimated  for each of the Tasks A – C. An estimated cost of the execution of each of the Tasks A – C shall be included in the proposal.   Reporting Requirements and Time Schedule for Deliverables   The Project Manager shall elaborate written reports to prove the execution of its responsibilities according to the provisions of these ToRs. There will be no payments of works based on timesheets of the staff of the Project Manager staff if they are not sustained by a specific report resulted from the execution of tasks formulated in these ToRs.   The Project Manager shall elaborate and submit to the different involved parties of the Project the following categories of reports: a)   Inception Report: This report shall be prepared within two months of the Contract start date. The report will provide a management overview of the development of the assignment, as perceived by the Project Manager, and will address organizational and technical aspects of the contracts to be supervised, including any foreseen problem, with solutions and schedule of staffing and key events. The report shall be submitted to ENR for approval.  b) Periodical Progress Reports. c) Reports on revision and approval of specific documents related with the Contract. d) Reports on the tests and inspections requested to the Contractor. e) Completion Report at the time of final completion of the works.   The Project Manager shall elaborate specific reports for each of Tasks A – C. The following are the minimum list of reports to be elaborated by the Project Manager: a) Reports for the Task A: Submission to the ENR of the results of the revision and approval of specific documents related with the project (see paragraph 4 of these ToRs). Submission to the ENR of the reports on the evaluation and approval of basic design, detailed design, engineering work, possession plans, and all other technical documents required for the execution of the Contract. Submission to the ENR of the certificates for inspection of works. Submission to the ENR of the reports on testing and acceptance of components of the new system or of works. Approval of documents submitted by the Contractor or formulation of requests of clarification in maximum 14 days after receiving the documents. b) Reports for the Task B: Submission to the ENR of the reports on the results of evaluation and / or approval of the documents related with the elaboration, and implementation of the Contractor's Environmental & Social Management Plan (see Task B description above). Compliance and implementation of the Contractors’ ESHS management plans. Accidents and incidents and implementation of associated corrective measures and action plans. c) Reports for the Task C: Submission to the ENR of the report on the approval of the IPC elaborated by the Contractor. Submission to the ENR of the IPC version elaborated by the Project Manager and of the Risk Register for the management of the works of the Contract. Submission to the ENR the monthly reports on the progress of works compared with the IPC, identified risks, correction actions proposed, and agreements with the Contractor for recovering of potential delays. The content of each report will include, as a minimum, the following elements: Review of contractor’s IPC and cost curves. Scrutiny of contractor’s resource and interface plans for project delivery, cost efficiencies in delivering the work as well as ENR’s “below-the-line” costs arising from any contractor’s proposals for changes, variations, and/or acceleration. Review of planned interface arrangements such as, for example, the logistics of sourcing and coordination of increased manpower, additional third-party approvals required, rate of expenditure absorption, support with project issues like trenching, transfer of land plots, etc. Identification and evaluation of project risks and related management actions and their costs Identification and prioritization of any emerging issues with the potential to negatively impact delivery including review of impact on quality of works as a result of changes and/or acceleration Analysis of the project risk profile, Contractor’s risk management plans, and advice on deployment of appropriate risk and issue mitigation measures Monitoring and cost control of contractor’s actions and performance Following the approval from ENR received on its proposed course of action, monitor contractors’ implementation plans. Overview of contract baseline, change/variation orders, list of claims, with an assessment of cost and schedule impact of each Contractor’s submission and a recommended course of action for the Employer.   The monthly reports for the Tasks A – C shall be submitted to the relevant party within 14 days from the last calendar day of the previous month.   For all deliverables in Tasks A-C, the Consultant shall provide the reports in electronic format in English with Arabic Summary, and will send printed copies according to the following list of distribution: ENR Project Director                                     1 copy ENR Signalling Director                                             1 copy c) ENR Head of PMU                                                      1 copy d) ENR Regional directors involved in project                1 copy   The Project Manager shall organize periodical review, progress, and coordination meetings according to the provisions of the General Conditions of the Contract and the Special Conditions of the Contract attached to the present ToR. (Annex 1).   The Project Manager and the ENR shall also agree to organize meetings for monitoring the progress of works as follows: a) Quarterly Review Meetings. These meetings will take place every three months and are to be attended by the ENR staff, permanent Resident Project Manager, other key staff of the Project Manager, and the Contractor, b)   Monthly Progress Meetings: These meetings will take place every month (except when a review meeting has just taken place), to be attended by the ENR staff, the permanent Resident Project Manager, other key staff of the Project Manager, and the Contractor, c)   Coordination Meetings: these meetings must lead to mutual agreement giving the possibility to the Contractor's teams to carry-out the works; they shall take place weekly when necessary or at least every two weeks after the beginning of the works between the Contractor Representatives and the corresponding ENR technical representatives for the sites where works are being carried-out, to coordinate the works with possible traffic restrictions.           [1]ENR is contemplating cooperating with a telecommunication company for installation of a fiber-optic telecommunication network, which would also be accessible for specialized railway communications, including data transmission for planned Management Information Systems. [2] SEA is sexual exploitation and abuse, and SH is sexual harassment. Railway Improvement and Safety for Egypt Project Egypt Not cancelled Invitation for Bids Works Monday, December 20, 2021- 17:00 WB-P871628-11/21 IBRD-92090 CBS- SUPERVISION P175137 Railways Thursday, November 18, 2021 English Thursday, November 18, 2021- 08:33 World Bank