Celebrating Highways Awards Finalists 2025

As part of Transport for Greater Manchester’s Bee Network, the Talbot Road Active Travel Corridor in Stretford exemplifies best-in-class design to enhance mobility, safety, and placemaking. Commissioned by Trafford Council and delivered by Amey, the scheme addressed critical barriers to active travel by introducing Trafford’s first three CYCLOPs junctions. These innovative facilities segregate all modes of transport, eliminate conflict points, and provide the highest level of service for walking, wheeling, and cycling. The corridor also features upgraded footways and continuous cycle lanes, significantly improving the look, feel, and safety of the route. The scheme has already shown a positive impact. Initial monitoring by TfGM indicates a significant increase in active travel users, with further growth expected as complementary works on the A56 are completed. The project has improved access to key destinations such as Trafford Town Hall, Old Trafford Cricket Ground, and local educational institutions, encouraging modal shift and reducing reliance on car travel. Supported by a strong business case with a positive benefit-to-cost ratio, the scheme contributes to Trafford Council’s 2038 carbon neutrality target and Greater Manchester’s broader climate strategy. It has removed a severance point in the Bee Network, enabling wider connectivity and supporting sustainable transport goals. Public feedback has been overwhelmingly positive, and the scheme now serves as a benchmark for future active travel infrastructure across the borough. Adjustments made for Velo Cycles during design further demonstrate the scheme’s inclusive and forward-thinking approach.

Angus Council were tasked with improving a section of NCN1 core path, running in a 1.3km long narrow corridor bounded tightly one side by one of the Carnoustie Golf Courses and the East Course Railway Line on the other. This section had an extremely poor surface and was shared by Non-Motorised Users and vehicles. 5 incidences a year of pedestrians tripping and falling caused by the poor surface were also recorded. A cross-section was developed as close to Cycling by Design requirements as possible which included large swathes of Carnoustie golf course being given up to gain the necessary path and road widths. This allowed the segregation of vehicular traffic and NMUs into a single track 2.75m surfaced vehicular route with intervisible passing places, and an adjacent 2.75m wide shared use surfaced path for cyclists, pedestrians and equestrians by means of a kerb with a 100mm upstand. At a bridge where a pinch point in the route is encountered, we installed traffic signals that included Lidar technology which provides uninterrupted NMU passage across the bridge where pedestrians and cyclists trigger a red light for vehicles and a green light for NMUs allowing them to safely cross without stopping.

In May 2023 the Harlow LCWIP 9 scheme was successful in being awarded £1.954m funding from Active Travel England’s (ATE) Active Travel Fund 4.The scheme improves 2.3km of the cycle and walking network from the west of Harlow (Elizabeth Way) to the north of Harlow town centre (Velizy Avenue Roundabout/ Netteswell Orchard). It also links with the under construction North to Centre sustainable transport corridor connecting to the Town Park, Railway Station and the planned East to West sustainable transport corridor. All project milestones were achieved or bettered in all stages of delivery. Delivery was 1.5 months ahead of programme and 4% under budget. The scheme used innovative engagement with Essex Sight Loss Council to enhance accessibility and technical compliance was achieved through collaborative engagement with ATE. The resulting scheme was transformative, seeing an increase in the number of users as a result of new surfacing, streetlighting, wayfinding and improved drainage, alongside enhancements including new tabletop crossings and a parallel crossing, installed at both the west and eastern ends of the route to further improve the safety of users. “Harlow LCWIP 9, demonstrates partnership and team working at its best. From strategic pipeline planning and feasibility to detailed design and construction the wider teams involved have worked collaboratively and effectively to deliver a high-profile project ahead of schedule and below budget. I’d like to thank them for them all their hard work and dedication while celebrating their one team approach”. Tracey Vickers, Head of Sustainable Transport, Essex County Council.

Huyton Asphalt, in partnership with St Helens Council, delivered Merseyside’s first Cycle Optimised Protected Signals (CYCLOPS) junction as part of the St Helens Southern Gateway regeneration. This innovative scheme redefines conventional highway design by fully separating cyclists and pedestrians from vehicular traffic, significantly enhancing safety, accessibility, and the overall quality of place. Designed to encourage modal shift and reduce carbon emissions, the junction optimises signal phasing to improve traffic flow while supporting safer, more intuitive active travel movement. The project’s impact has been tangible across environmental, economic, and social dimensions. More than 2,100 tonnes of HALO™ warm-mix asphalt were laid, achieving a 12.6% reduction in surfacing-related carbon. Site operations utilised HVO fuel and achieved 100% waste diversion from landfill. Community engagement—including school tours and public events—further promoted active travel adoption and local ownership of the changes. Early observations confirm increased uptake of walking and cycling, particularly around Lea Green Station. Local businesses have reported improved access and minimal disruption, with 90% of project expenditure retained within the Liverpool City Region, boosting local economic value. The scheme exemplifies place-based policy delivery. By embedding net zero principles, prioritising vulnerable road users, and integrating with broader regeneration efforts, the project has created a blueprint for future active travel infrastructure. It represents a step-change in network management, demonstrating how best-in-class design can improve mobility, reduce emissions, and foster healthier, safer communities.

The Dalston to Lea Bridge safe cycling route (Cycleway 23), completed in February 2024 by Marlborough Highways in partnership with Hackney Council, is a key project enhancing active travel across the borough. The scheme connects Cycleways 1 and 27, improving accessibility and safety for cyclists and pedestrians. The project was delivered in two stages: at the west end, work on Crossway included a segregated eastbound cycle track, low-level planting for sustainable drainage, refurbished footways, and a raised entry treatment at John Campbell Road. At the east end, a westbound segregated cycle track was built along Lea Bridge Road, alongside modifications to bus lanes and the introduction of floating bus stops and mini zebra crossings. Early evidence suggests a significant increase in active travel along the route, with an uptick in cycling and walking. This aligns with broader trends in London, where cycling continues to rise, contributing to healthier lifestyles and improved air quality, supporting the Mayor of London’s goals for net-zero emissions. In addition to this, the route forms part of Hackney’s wider initiative, which has introduced over 50km of protected walking and cycling routes since 2019. This helped the borough retain its top position in the 2024 Healthy Streets Scorecard and furthered the business case for sustainable, safe and accessible transport.

The Woodstock Road Improvement Scheme has delivered a transformative, inclusive, and sustainable upgrade to one of Oxford’s key transport corridors, aligning with Oxfordshire’s net zero, road safety, and placemaking ambitions. The scheme has significantly boosted active travel through the installation of a 400m shared-use footpath, improved cycle lanes, new cycle racks, and safer crossings, including a parallel pedestrian/cycle crossing at a high-footfall location. These interventions have enabled modal shift, with early data indicating a 15–20% increase in cycling and a 10–15% rise in pedestrian activity. The reversal of a key bus lane has improved peak-time traffic flow, supporting network efficiency. Road safety has been enhanced through redesigned junctions, wider footways, and traffic-calming features, reducing speeds and improving conditions for vulnerable users. The scheme also supports net zero goals through the use of low-carbon materials, solar-powered crossings, and value-engineered construction methods. Beyond transport, the scheme has revitalised the public realm with high-quality paving, landscaping, and new public amenities. It has supported local businesses by increasing footfall and creating space for outdoor seating and advertising. Community engagement has been central, with daily public interaction, support for local schools, and inclusive site practices. Recognised by the Considerate Constructors Scheme with a 44/45 score, the project exemplifies best practice in delivering safe, healthy, and accessible streets that support environmental, social, and economic wellbeing.

The Derbyshire Bus Priority Scheme is a landmark infrastructure project that exemplifies how intelligent transport solutions can deliver widespread benefits for active travel, public health, and sustainable place-making. Delivered in just 11 months across 124 signalised sites, the scheme introduced a network-wide upgrade of traffic signal infrastructure using Urban Traffic Control (UTC) systems integrated with MOVA technology and bus prioritisation features. This project has successfully advanced key objectives of the business case and wider strategic policies, including Net Zero, Vision Zero, and local place-based regeneration. By improving journey times, air quality, and road safety, it has shifted behaviour and created a more inclusive and healthier transport environment. Key achievements include: -18% reduction in bus journey times at upgraded junctions, encouraging modal shift to public transport. -12% increase in walking and cycling, supported by safer, more accessible crossings and improved traffic flows. -Up to 15% reduction in congestion, benefiting all road users and reducing emissions. -9% drop in road traffic collisions at treated sites, improving safety for vulnerable users. -7% improvement in local NO₂ levels, contributing to Derbyshire’s Net Zero targets. -Enhanced access to town centres, schools, and key services, particularly for non-drivers. By combining technology with design-led place improvements, the Derbyshire Bus Priority Scheme has reshaped how streets are used—supporting long-term modal shift and providing a scalable model for future active travel integration.

Previously dominated by vehicular traffic, the California Crossroads junction in Finchampstead Wokingham has now been significantly revitalised to improve the public realm, which delivers an attractive, vibrant local centre at the heart of the Finchampstead community, with a focus on high-quality and imaginative design, materials, landscape, and attention to detail. The area now features stylish carriageway and crossing designs, creating a more pedestrian-friendly environment and enhancing the quality of place. These improvements include new direct crossings and encourage drivers to be more considerate, helping to support active travel.

Elijah is deserving of this award due to his dedication above and beyond to his Apprenticeship, his project teams, and his commitment to supporting others around him. Even though on the outside he appears as a strong outgoing individual Elijah struggles with his confidence and this award would be a way of thanking him for taking on those internal battles and always putting others first. It would also help to bolster his confidence and validate his decision to want to push his career to the maximum by experiencing life as both a contractor and consultant. It would also give Elijah the opportunity to grow both his network and career by being able to engage with a wider network of Highways Engineers and help him transition into the next phase of his career. Elijah's performance in his day job is several years ahead of where his Apprenticeship allows him to be so this would enable him to bridge that gap and start contributing more to the industry he loves. I'm so excited to see what Elijah will achieve in his career and this recognition would expose the industry to Elijah as well and the fantastic way his brain thinks and challenges the norm. That in turn would hopefully inspire other up and coming engineers to follow Elijah's example and want to be the very best they can be and never just accept the norm. Out industry needs more Elijahs.

Kenzie-Mae Beck has shown remarkable growth as an Apprentice Quantity Surveyor at FM Conway, demonstrating a relentless desire to learn and, even more importantly, put that learning into practice. Joining a male-dominated industry as a 17-year-old woman is a daunting prospect, but Kenzie has ignored the common and out-dated misconception that she ‘doesn’t belong’ in the sector, proving that hard work and commitment to personal improvement are the skills that matter. She has contributed to major projects across three London boroughs, including the installation of Sustainable Drainage Systems and cycle improvement schemes that have improved road safety for the public. Kenzie’s training and work ethic has significantly benefitted both her team and the business as a whole, taking on additional responsibilities to improve efficiency and reduce the need for duplication of roles. She is a fantastic example of how the formal learning of an apprenticeship is only part of the education process and credits her manager and team with supporting her with both the trust she needs to develop, but also the knowledge which can’t be taught in a classroom, the subtleties of individual client and contract management. Kenzie has been promoted to Assistant Quantity Surveyor in under three years, and her willingness to speak openly about her experience as a young woman and an apprentice has seen her become the ‘face’ of several pieces of FM Conway marketing content aimed to continue to draw talented and curious minds, like Kenzie’s, to an industry where they can thrive and succeed.

Balanithesh Ragavan has made remarkable contributions as a Highways Operative Apprentice at FM Conway, showcasing exceptional dedication and a proactive approach. Starting with no prior experience, he quickly mastered a wide range of skills and has been involved in various important projects in Croydon, such as vital footway improvements, the installation of new cycle lanes, and the iconic ‘Croydon Stands Tall’ art trail project. Bal's training has significantly benefited his team. His approach to seeking additional training and his willingness to cover for team members during absences have improved team efficiency and productivity. He is always ready to support his team and is eager to take on overtime, night shifts, and weekend work, earning commendations from senior leaders. Bal is also ambitious to become a lead operative, demonstrating continuous efforts to gain more experience and take on additional responsibilities. Throughout his apprenticeship, Bal has demonstrated resilience and a strong work ethic, despite facing delays, course cancellations, and disruptions in his learning. He has also handled public abuse with professionalism, maintaining a positive attitude and providing excellent customer service. His cheerful attitude, reliability, and eagerness to learn have made him a valued team member. His journey serves as an inspiring example of the importance of apprenticeships and continuous learning, demonstrating how dedicated apprentices can enhance the quality of services in the highways maintenance sector.

Jacob Camden-Redding is approaching the end of his three-year apprenticeship at Highway Care, where he has become a valuable member of the company’s Mobile Traffic Products (MTP) production team, working in the production workshop in Herefordshire. When he completes his apprenticeship, he will be awarded a Level 3 NVQ in Electrical Engineering. He has embraced the apprenticeship model of learning from colleagues while completing a college qualification and contributing to the workload, quality assurance and operational efficiency of Highway Care’s production department. Hands-on from the beginning of his apprenticeship and consistently showing a willingness to go the extra mile, Jacob has delivered a cable dispenser project from concept through to practical application in the workshop. Working with the support and supervision of his colleagues, Jacob has been tenacious and creative in developing his initial idea through the design process and building a prototype, which he has refined to deliver a practical and safe solution for the workshop that is now in daily use. The device he has developed saves time and enhances efficiency for our production team, with the functionality to allow it to be moved around the workshop, while remaining safely static once in place. The project will also contribute to Jacob’s qualification as part of the college work element of his apprenticeship. Jacob has overcome dyslexia and dyspraxia to achieve this, demonstrating determination and resilience.

Since joining HTM and enrolling in the LTMO Traffic Management Apprenticeship through our provider, First for Apprentices, Kye has shown outstanding dedication and drive from day one. What truly sets Kye apart is not just his eagerness to learn, but his exemplary attitude and behaviour—qualities that have consistently impressed both his peers and Foreman. These attributes also earned him well-deserved recognition at HTM’s annual Streets Ahead Awards. Kye is on a clear path to becoming a skilled and reliable 12AB TM operative. He continues to demonstrate strong potential for long-term growth and success within the business. This nomination celebrates his hard work, commitment, and the positive impact he’s had on every crew he’s been part of. Foremen who have worked with Kye consistently commend his willingness to step up, tackle challenges head-on, and adapt to the physical and mental demands of the role—including unsociable hours and high-risk environments. His sharp awareness of safety, strict adherence to procedures, active engagement in briefings, and positive attitude toward every task are just some of the reasons why Kye is a deserving recipient of this award. Dean Hollis, HTM Foreman added, “It has been a pleasure having Kye working alongside me as an apprentice, showing him the ways of 12AB traffic management, watching him learn new skills and seeing his confidence grow with each shift and job we have done. Well done Kye."

Robyn is a hard working dedicated team member who Huyton Asphalt are proud to put forward for the Highways Apprentice of the Year award. Not only has she completed all required educational demands within a shorter timeframe, she has additionally driven efficiencies for the Groundworks team through her continuous passionate energy to understand and improve. Her motivated energy has enabled comradery across internal and external stakeholders which has brought strong relationships and excellent quality on the highway projects that she has managed end-to-end. A client Clerk of Works, near retirement age, has great trust and confidence in the clear development of her abilities and promotes how she is delivering above and beyond her role, which in turn completes housing estates for handover to Liverpool City Council efficiently. Understanding social value benefits to residents and the environment within the project areas she covers brings a positive community effect. Robyn has also enabled female school leavers to gain valuable experience and understanding of construction practical aspects within the highways industry with several moving into the sector. Robyn is a champion for Groundworks, cascading information and her learning to not only the internal team, but also communicating what it means to be sustainable across clients and contractors. This relentless hard-working ethic is contagious and with her continually pushing boundaries, we are excited to see what exciting steps in highways will come next.

In summary, Matthew has been remarkably proactive in furthering his career, regularly attending and learning from webinars and in-person events to further his knowledge. Particularly impressively, he not only does this for himself, but shares his learning with his colleagues and the client in team meetings, role models these behaviours, and is proactive in encouraging others. Within the last year he has obtained his Technician status with the ICE, EngTech, and he will continue his journey towards chartership. Since obtaining EngTech, he has been a mentor to two other colleagues who have now also achieved EngTech through his support. In addition to his day job, he is a STEM and careers network ambassador, leading career fairs, running work experience weeks, and visiting his old school to present on the benefits of apprenticeships. Since recently changing company under TUPE, he has become a natural leader in ensuring other apprentices were 'settled in' during this period of uncertainty and listened to regarding training. He worked closely with Jacobs as his new employer to re-start an 'Apprentice Hub' focusing on creating an open and supportive community for apprentices to discuss concerns, improve the internal apprentice programme and run CPD sessions. This has received great feedback from the apprentice community within Jacobs, helping support through End Point Assessments. Most admirably, Matthew has seized all of these opportunities whilst balancing his professional, academic, and personal life. This is why I wholeheartedly believe Matthew would be highly suitable for recognition for his efforts this year.

Maciej Kaczmarczyk is an exceptional degree apprentice who has already made a significant impact within his first year. From his early work in highway maintenance to his current role in the Bridge and Highway Structures Team, Mac has taken every opportunity to grow, contribute, and innovate. He has successfully applied technical skills such as AutoCAD, quantity surveying, and Excel automation to deliver high-quality outputs and improve team efficiency. His initiative in developing job packs, managing small schemes, and conducting inspections reflects his high level of competence and dedication. Mac is known for his professionalism, positive attitude, and eagerness to learn, consistently going above and beyond to support his team and clients. Balancing work with university studies, he demonstrates strong time management and personal responsibility. Despite facing the challenges of transitioning into a demanding industry role, Mac has shown resilience, adaptability, and a genuine passion for engineering. His contributions have not only supported his teams and improved internal processes but also helped promote civil engineering careers to future apprentices through outreach and media. Mac is a true asset to his employer and the wider industry, and his journey so far is a testament to the value of apprenticeships in shaping the next generation of engineers.

Emma's contributions to the Transport, Highways, and Parking team are truly remarkable. Her enthusiasm for the LiveLabs2 programme and her role in the Innovations forum highlight her commitment to sustainability and innovation. Representing the department in Paris and bringing back valuable insights shows her proactive approach and dedication to achieving NetZero 2030. Her ability to apply the principles from her Associate Project Management course to her daily tasks is impressive. By taking charge of resource allocation and planning out the Capital Programme, she has clearly enhanced the team's robustness and efficiency. Emma's efforts highlights the importance of representation and the impact of women in traditionally male-dominated fields. Emma's focus on learning, development, and building strong relationships is a testament to her leadership qualities. Her efforts in integrating AI, carbon reduction programmes, and best practices demonstrate her commitment to innovation and sustainability. Emma's story is a great example of how embracing challenges and opportunities can lead to significant personal and professional growth. Emma's achievements are something to be proud of and would be a worthy winner of this award.

From prison to plant operator, Martin Coffey’s story is nothing short of transformational. A former inmate at HMP Winson Green, Martin seized a second chance with both hands through Flannery Plant Hire’s Skills Bootcamp in Plant Operations. Overcoming the challenges of reintegrating into society, battling the stigma of a custodial past, and managing his dyslexia, Martin displayed unmatched determination, grit, and resilience. Martin didn’t just complete the training, he thrived. He earned his CPCS card on a 360 excavator, along with certifications in Lifting Operations, GPS use, and the Highway Passport. Today, he’s proudly operating machinery on the high-pressure M42 Junction 6 project with Skanska, contributing daily to one of the UK’s major infrastructure upgrades. His attitude has been nothing but exemplary, eager to learn, humble in approach, and deeply committed to proving his worth. His training has not only equipped him with technical excellence but has boosted morale, inspired peers, and demonstrated the life-changing impact of accessible, inclusive employment pathways. Martin’s journey proves that the right opportunity, backed by belief and support, can turn a life around. He is now a symbol of hope, for ex-offenders, for apprentices, and for an industry crying out for resilient, hardworking individuals. Martin Coffey isn’t just building roads, he’s paving the way for a more inclusive, socially responsible highways workforce. A true role model and an exceptional apprentice, Martin embodies everything this award stands for: commitment, courage, and a powerful contribution to the future of our industry.

The next-generation Bucher MaxPowa V Series marks a transformative advancement in truck-mounted sweeper technology. Designed around Bucher Municipal’s core principles of sustainability, innovation and customer success, the V Series delivers measurable improvements across performance, cost-efficiency, operator safety, and environmental impact. Key innovations include Smoothflow Air Technology, a re-engineered airflow system offering 40% increased pick-up performance, 30% fuel savings, and reduced noise; and Coolflow cooling, improving efficiency by 5kW and lowering emissions. The HVO-compliant auxiliary engines support CO₂ reductions of up to 90%. A new 10.1" touchscreen improves usability while programmable presets and a transmission-controlled hydrostatic drive reduce operator strain and enhance safety. The modular design across the range ensures reduced downtime, easier servicing, and future-ready adaptability. Real-world trials with P&A Transport confirmed lower fuel use, reduced maintenance, improved cleaning results, and high operator satisfaction. The V Series plays a crucial role in supporting net-zero targets by enabling cleaner, more sustainable urban environments. Its AI-ready architecture and compatibility with future assist technologies position it to meet the evolving needs of the highways sector, setting new standards in street cleaning. This is more than an upgrade—it’s a future-proof platform for sustainable fleet excellence.

Connect Plus Services (CPS), a joint venture between Balfour Beatty, AtkinsRéalis and Egis, is responsible for the operation and maintenance of the M25 network on behalf of Connect Plus and National Highways. Embracing innovation, CPS has transformed its operations through the use Geographic Information Systems (GIS), improving asset visibility, condition tracking, trend analysis, maintenance planning and safety. A major milestone was migrating from an on-premises ArcGIS Server to a cloud-based ESRI ArcGIS Online platform. In collaboration with ESRI UK, CPS developed an automated data update system using Python to ensure real-time accuracy and availability of key data, including Network Occupancy Management System (NOMS) roadspace bookings. This transformation enables CPS teams to make faster, more informed decisions, improving project coordination and minimising disruption to road users and stakeholders. Tools include the ‘Near Me’ and ‘Screening’ widgets, which allow teams to quickly locate assets and assess roadspace availability; thus enhancing collaboration and efficiency. The impact has been significant. In one drainage renewal scheme, GIS tools helped eliminate 242 potential road closures, saving 36,000 person-hours and £445,675 in traffic management costs. The system has reduced workforce exposure to live traffic and lowered environmental impact by reducing emissions and energy use. This initiative is a stand-out example of using smart technology in engineering and construction, which improves both delivery and safety while cutting costs. The increased use of Esri ArcGIS is an impressive working example of how geospatial technology can deliver digital transformation and make a difference to major national infrastructure.

Live Labs 2’s TrafxSAFE deployment is a UK-led innovation developed through a unique partnership between Transoft Solutions, East Riding of Yorkshire Council, and Local Transport Projects. It is the first system in the world to deliver continuous, 24/7 behavioural analysis of all road users - vehicles, pedestrians, and cyclists - using AI and thermal imaging. This enables it to detect conflict and alert when safety risks exceed trigger thresholds. The system was not simply deployed, it was adapted and shaped based on ERYC’s and LTP’s expert input to reflect UK roads, data governance, and public infrastructure needs. Through Live Labs 2, the technology was installed at live sites where its data directly influenced lighting strategies, road layouts, and risk mitigation. From rural villages to complex junctions, TrafxSAFE showed that safety and carbon reduction can go hand in hand. Using a single input of a camera feed, it is deployable at high-risk sites including roadworks and event areas, offering rapid insight without complex installation. It also supports public engagement, translating behavioural data into intuitive dashboards for officers, councillors, and communities alike. TrafxSAFE is not just a product, it’s a platform for change. It represents a new era of evidence-led, community-aware transport safety and sets a replicable standard for the UK and beyond.

Highways Drone Services has worked in partnership with Kier and Birmingham City Council to introduce drone technology as a safer, greener alternative to traditional highway lighting surveys. This innovative approach has eliminated the need for operatives to work at height or cross live carriageways—removing two of the most significant risks in the highways and construction sectors. The solution has also delivered substantial environmental benefits. By replacing vehicle-based inspections and MEWP use, the drone method has reduced CO₂ emissions by over 19.7 tonnes annually—a meaningful step towards Net Zero targets and a clear demonstration of how new technology can transform traditional practices. Following the success of the Birmingham deployment, we are now in discussions with multiple Tier 1 contractors and local authorities to roll out the service more widely. From lighting and asset inspections to wider infrastructure monitoring, drone technology is rapidly being recognised as a powerful tool in delivering safer, smarter, and more sustainable highways. This entry showcases how a forward-thinking, collaborative approach can lead to real-world impact—improving safety, reducing emissions, and setting new standards for the future of highway maintenance and asset management.

Mobile VMS’s Automated Queue Warning (AQW) System is an innovative, solar-powered technology solution deployed on live highways schemes to mitigate the risk of rear-end collisions, improve road safety and encourage gradual deceleration. The patented system uses roadside sensors and our JamLogic software to detect traffic slowdowns in real-time and automatically display queue warnings on Variable Message Signs (VMS) placed upstream. This alerts drivers early, promoting smoother deceleration and reducing the risk of crashes. All data is logged and reported so key decision can be made around management of queuing traffic in line with TM planning. The unique AQW solution was piloted on National Highways’ SMP Alliance NEAR South Scheme (M25 J5–7 and M4 J12) with Balfour Beatty, where it addressed significant congestion and safety concerns. There had also been complaints around queueing from the public. The system performed with higher accuracy and speed than Google Maps, UKNTIS, or 3rd-party travel-time systems (based on studies conducted in parallel to the project), providing reliable alerts without control room input. Proven benefits include: • Enhanced road user safety • Improved journey experience • Reduced driver frustration • Lower carbon emissions The system also enables data-led traffic management by providing project teams with live and historical queue data to support better planning and rapid incident response. Described by Balfour’s Regional Traffic Manager as “exceptionally beneficial” in mitigating collisions and enhancing safety, the AQW System has already delivered a tangible impact and demonstrates clear potential for wider deployment across the UK’s strategic road network.

In summary, the implementation of the automated closed-loop asphalt analyser has significantly improved safety, health, and sustainability while also enhancing product quality, cost efficiency and workforce engagement. Key Points: • Safety and Health: The new analyser eliminates the need for manual handling of hazardous chemicals like methylene chloride and high-temperature furnaces, significantly improving the safety and health of technical operatives. This was achieved by incorporating safety features and automating the dispensing of chemicals. • Sustainability: The analyser enables accurate and rapid testing, allowing for the optimization of bitumen content in asphalt mixes. This leads to reduced bitumen usage, increased use of recycled asphalt pavement (RAP), and significant energy savings, contributing to sustainability goals. • Cost Efficiency: The faster testing process improves technician productivity and reduces the variation between asphalt batches, leading to cost savings through optimized bitumen usage. • Positive Impact on Workforce: The new technology has fostered a positive safety culture and increased awareness of hazard reduction among technical staff. It also provides a more engaging and analytical work environment, potentially attracting and retaining skilled personnel. Following successful testing of the asphalt analyser, we purchased six machines and ultimately secured Capex funding to replace all wet methylene chloride and ignition furnace systems, across the business, with this new technology. The manufacturer provided specific on-site instruction and training. In addition, to ensure standardised operation across the UK, we successfully established an asphalt analyser user group to share learnings and best practice.

The M74 Jn 3–3A resurfacing scheme is a powerful example of how digital innovation can overcome long-standing infrastructure challenges while also delivering safer, smarter, more sustainable roads. Recurring settlement-related deformation had caused repeated rideability issues over the years. This project marked a step-change by fully embracing a digital-first methodology to deliver long-lasting results. A collaborative, technology-led approach was central to overcoming the site’s legacy and logistical challenges. Success was driven by the integration of SmoothRide technology, combining LiDAR scanning, GNSS surveying, and automated machine control to enable precision from design through to delivery. This enabled the creation of a precise Digital Twin of the carriageway, guiding a design executed with exceptional accuracy. The results were immediate and measurable: significantly improved IRI scores, elimination of hazardous undulations, and the safe removal of a long-standing 50mph speed restriction. Material usage closely matched design predictions, reducing waste and supporting carbon targets. High-resolution as-built data now supports proactive asset management—critical for monitoring future settlement near the Greenoakhill Underpass. All this was delivered with minimal disruption under partial closures, showcasing a scalable model for digital resurfacing. More than a successful project, this scheme redefines best practice—proving how collaborative digital workflows can futureproof infrastructure and deliver outstanding value for the UK highways industry. “Transport Scotland are delighted with the improved rideability and detailed monitoring capability that this innovative system has given.” - Alan Ferguson, Materials Advisor for Transport Scotland

Cheshire East Council, in partnership with SWARCO, deployed the ImFlow Adaptive Traffic Optimiser to revolutionise traffic management at key junctions. Replacing outdated Fixed Time, Vehicle Actuated (VA), and MOVA systems, ImFlow uses real-time data to dynamically optimise traffic signal timings, responding instantly to fluctuating demand and network conditions. The system was introduced to reduce congestion, improve journey reliability, enhance road safety, and support environmental goals through reduced emissions. It has delivered measurable results: traffic flow improvements of up to 19%, journey time reductions of up to 40 seconds at peak locations, and a significant cut in vehicle idling and associated CO₂ emissions. Implementation challenges—including integration with legacy infrastructure and the need for stakeholder coordination—were successfully addressed through strategic calibration, rigorous testing, and collaborative planning. The result is a seamless, non-disruptive rollout of cutting-edge technology across a live traffic environment. Beyond local impact, ImFlow represents a scalable, future-ready solution for the highways industry. It is designed to integrate with connected vehicle systems and provides continuous data collection to inform smarter transport planning. This project exemplifies how innovation in traffic signal control can deliver substantial benefits to road users and communities while setting a benchmark for modern, sustainable, and intelligent highway management across the UK.

Our latest Vehicle Activated Sign (VAS) represents a major step forward in road safety and sustainable highway technology. Fully EN12966 and EN12899 certified and registered to TOPAS 2541B, this innovation is built on the same high-performance LED and lens system used in our full-colour VMS motorway signs. Key Features and Benefits: -Patented Lens Technology (developed in-house by SWARCO): -Directs light precisely where it’s needed with zero light pollution. -Ideal for residential areas – only visible to approaching drivers, eliminating disturbance to nearby homes. Ultra-Low Power Consumption: -Operates on just 8% of LED rated current at full brightness. -Can be powered year-round by a small solar panel, dramatically cutting energy use. Exceptional Reliability and Longevity: -Lens captures and focuses 100% of LED output, reducing optical degradation over time. -Minimised maintenance and extended sign lifespan. Flexible Power Options: -Compatible with mains, switched mains, solar, battery, and hydrogen fuel cell power sources. Impact and Future Benefits: -Deployed successfully across multiple UK sites in the past 12 months with measurable safety improvements. -Future-proof, scalable technology ready for smart, sustainable road networks. -Offers immediate community benefits through safety, noise and light pollution reduction, and long-term operational savings. This innovation reflects our commitment to engineering excellence, environmental responsibility, and safer, smarter highways for everyone.

WJ Group, in partnership with HAAS Alert, has implemented the Safety Cloud technology to transform road safety and improve communication between road users and highway operations. This innovative system delivers real-time notifications of roadworks via navigation apps like Waze and in-car infotainment systems, enabling drivers to make safer, more informed decisions. By integrating Safety Cloud with WJ’s vehicle work lights, the system ensures accurate, instant alerts whenever roadworks commence, overcoming challenges such as delayed reporting and the transient nature of short-duration or mobile works. This technology reduces driver frustration, lowers the risk of dangerous incursions into work zones, and enhances safety for roadworkers and the public alike. In the past year, successful trials for WJ have proven the system’s effectiveness, paving the way for wider adoption. Safety Cloud benefits the community by reducing congestion, improving journey reliability, and fostering transparency in roadwork communication. Its scalability offers the potential to revolutionise the highways industry, supporting improved safety for road users and the highways industry workforce.

As cycle lanes are designed to encourage people to switch to active travel modes, and to be safe, easy and healthy routes for people to travel to and from towns and cities. It is vital that people are assured of their safety and reliability. Parked vehicles, even if they are only there for a short time, are particularly hazardous, posing a serious safety risk to cyclists and forcing them along with pedestrians, and wheelchair users into the road to navigate around the obstruction. The new LaneWatch Cycle Lane Enforcement solution provides local authorities with a solution for enforcing mandatory cycle lanes and has been designed to make designated cycle lanes safer for cyclists and other vulnerable road users by deterring motorists from parking illegally. This innovative solution is helping to support the shift to active travel and the drive to make our urban environments safer, healthier and more attractive places to live, work, and study in, keeping cycle lanes flowing freely and reducing accidents.

The M25 junction 10 is the busiest section of the M25 with over 300,000 vehicles passing through every day. The improvement scheme will reduce congestion, create a smoother flow of traffic and provide safer journeys for thousands every day. As part of this project, we’ve created a larger gyratory with extra lanes to increase capacity. To do this we needed to build two new gyratory bridges. This submission focuses on the west interchange bridge. The M25 J10 West Interchange Bridge was designed, manufactured and assembled using Modern Methods of Construction (MMC). MMC focuses on ease of manufacture and efficiency of assembly by simplifying and standardising the design of bridge sections. Precast concrete components were manufactured off-site, replacing the need for extensive formwork systems used in traditional construction. Smart sensors were installed on the bridge to monitor structural health and performance, providing real-time data to revolutionise asset management. This cutting-edge technology measures stress on the bridge and ground over time, transforming the sustainability of bridge design, construction and future maintenance. When designing the bridge, digital dynamic cross sections were used which identified potential issues and enabled real-time issue resolution, leading to a more efficient design process. This optimisation removed the need for temporary slip roads, resulting in significant cost and carbon savings. By embracing digital transformation in infrastructure management, we're not just maintaining roads - we're future-proofing them - with the potential to save on materials and the associated environmental footprints of future structures.

The A985 Kincardine Bridge Southern Piled Viaduct Replacement project was essential to ensure that this historic and critical civil engineering trunk road asset would remain safe for future generations . Deemed substandard, the Southern Piled Viaduct (SPV) replacement involved the demolition of the existing structure before being replaced with a modern, compliant structure, which complements the historic aesthetic of the existing bridge spans. During its construction, the largest temporary bridge carrying trunk road traffic in the UK was designed and installed. This ensured that the 10,000 vehicles using Kincardine Bridge each day would continue to cross the River Forth without disruption while the existing SPV was removed and replaced. Working within a saltmarsh, tidal and marine environment, the project team successfully implemented environmental protection measures to ensure the project had no negative impact on the sensitive environment during the works. The project will continue to monitor the local ecosystem beyond the end of project completion, gathering information and further enhancing scientific knowledge of the saltmarsh and surrounding areas. The project helped provide skilled employment opportunities throughout its duration. Working closely with the community of Kincardine, the project provided practical support to local initiatives within the community centre, promoted STEM based learning through Balfour Beatty’s Big School visit initiative and provided ecology site visits to help improve the community’s knowledge of their surrounding ecology and the saltmarsh environment. The project was delivered on time, to budget and with no major disruption to the local community, environment or trunk road network.

Wujiang Bridge is located in Guizhou Province, China’s southwest region. The elevation of the bridge site ranges from 375 to 597m, with a relative height difference of around 222m. Karst landform is the main geological issue in the local region. Wujiang Bridge spans the national natural reserves and lies in a water resource conservation zone. The bridge has a total length of 1832.5 meters, and a span distribution of 25 x 40 + 504 + 8 x 40 (m), including the 504-meter-long main bridge and approach bridges on both sides. The main bridge is a deck Concrete-Filled Steel Tubular (CFST) arch bridge, currently the largest span deck arch bridge of the same type worldwide. The arch bridge had the least impact on the natural environment, as well as being the most cost-effective. The construction started in October 2020, and the traffic opened on 10th July 2023. Since the bridge opened, the travel time between the two sides of the river has been shortened from the previous 3 hours to 5 minutes, convenient transport ensures high-quality logistics services. Meanwhile, it promotes the development of hydro-energy, minerals, and tourism resources, and it also helps mountain residents improve their life quality and lift themselves out of poverty. Despite the epidemic’s impact, Wujiang Bridge was completed on schedule and under budget. Opening traffic as scheduled ensures that project investors’ cost recovery periods are not compressed. The Contractor adopted scientific and strict management methods to make the final cost consistent with the investor’s original budget.

An inspection led maintenance project of a critical Thames River crossing involving two Grade II listed structures. Listed Building Consent was required for the works undertaken. The key challenge was to avoid impacting school children and commuters reliant on the bridge, along with the small businesses and the boating community on the Teddington side of the River Thames. As well as river crossing movements, the waterways under both bridges needed to be kept open for the duration of the works.

Steventon Railway Bridge is a 3-span masonry arch bridge that carries the B4017 over the Great Western Railway mainline from London to Bristol. Believed to have been designed by Brunel, it is a grade II listed building. The central main span is 11.2m with high skew of approximately 34o degrees The arches are constructed from 5 rings of brickwork. The structure was found to be in poor condition with evidence of widespread ring separation and localised loose brickwork in the main span at risk of falling on to the railway. There were significant constraints driving the project design: the bridge spans the electrified railway and carries numerous utilities, and its grade II listed building status. The project made use of innovative latex enhanced ultrafine cementitious grout, and incorporated rigid block mechanism analysis to enable iterative design optimisation. Network Rail had previously proposed demolishing and rebuilding the bridge. By choosing to strengthen rather than reconstruct, the project successfully retained the historic bridge with almost zero loss of historic fabric and saved around 300t CO2e. It also dramatically reduced public disruption as it was completed without a single road closure, whereas the proposed reconstruction would have closed the road for up to 2 years. To further minimise disruption, the bridge was repaired over several weekend nights.

The Cookham Bridge refurbishment project prioritised the needs of the local community and stakeholders, focusing on minimising disruption to traffic, residents, businesses, and bus services. Extensive consultation with local authorities, residents, and bus operators ensured their concerns were addressed, and temporary measures, such as traffic management plans, helped reduce the impact on daily commutes and local activities. Proactive engagement with the Environment Agency ensured environmental concerns were managed during construction, while public consultation initiatives provided a platform for residents to voice their opinions and stay informed about the works. This approach fostered transparency and collaboration throughout the project. The refurbishment also preserved the Grade II listed Cookham Bridge, which holds cultural significance for the community, ensuring it remains a safe and functional landmark for future generations. By balancing historical preservation with modern infrastructure improvements, the project enhanced social value and maintained local traffic flow, supporting the continued vitality of the area.

Spencer Bridge Engineering (SBE) successfully delivered the complex permanent hanger replacement works on the Grade I listed Menai Suspension Bridge, the world’s second oldest major suspension bridge. The project followed emergency works in early 2023, which had allowed the bridge to reopen after the discovery of possibility of brittle failure of its hangers. The subsequent permanent works involved the complete replacement of all 168 defective hangers while maintaining live traffic flow throughout and operating within stringent conservation and environmental constraints. SBE utilised advanced technology, bespoke engineering solutions, and innovative methods to meet tight tolerances and mitigate the risks of working on a structurally compromised structure. This included the development of custom jacking rigs with integrated load monitoring, the use of 3D-printed socket prototypes for conservation approval, and rigorous testing programmes to ensure long-term safety and durability. Environmental impact was minimised by eliminating the need for marine access, using sustainable and low-waste construction methods, and applying long-life protective coatings. Value for money was achieved through a whole-life design approach, ensuring the new components exceed current performance standards while reducing future maintenance requirements. The project was delivered with a strong focus on safety, community impact, and stakeholder communication. Traffic remained live throughout the works, and public engagement, including national media coverage, highlighted the importance of heritage infrastructure maintenance. This landmark project demonstrates excellence in bridge engineering, delivering a durable, safe, and visually sympathetic solution that safeguards a vital structure for future generations.

The Hammersmith Bridge Stabilisation Project stands as a testament to engineering excellence and collaboration. In 2019, fractures in the cast iron pedestals supporting the bridge were discovered, leading to serious safety concerns and closure to motorised traffic. Rapid growth of these fractures during a 2020 heatwave forced a full closure to pedestrians, cyclists, and river traffic. An innovative temperature control system enabled a managed reopening in 2021, but permanent strengthening was required for long-term safety. The London Borough of Hammersmith and Fulham enlisted Mott MacDonald, FM Conway, Freyssinet, and Taziker to undertake this complex challenge. Stabilising the bridge required innovative solutions balancing economy, sustainability, and impact to historic features while ensuring safety and minimising disruption. One of the most innovative aspects was the use of bespoke hydraulic jacks. These oval-shaped jacks were designed to fit narrow gaps between rollers, allowing the bridge to be lifted for bearing replacement. This process maintained the principal flow of force from the saddles to the foundations, significantly improving structural efficiency and reducing embodied carbon. Community and stakeholder engagement were central to the project's success, with weekly workshops and extensive resident and business engagement. The project also became a focal point for the borough's educational initiatives, with over 20 school visits and site tours inspiring future engineers and promoting STEM education. This collaborative effort breathed new life into the Grade II*-listed structure, permanently addressing safety-critical defects and reconnecting communities, preserving history, and securing this vital piece of West London infrastructure for generations to come.

Bridge B1 redefines modern bridge engineering by integrating buildability, sustainability, and architectural excellence. Located prominently within the Meridian Water masterplan, it embodies a bold design vision that helps establish a distinctive identity for the area. The bridge provides a much-needed strategic transport link, carrying the Central Spine Road over the River Lee Navigation. With a clear span of approximately 39 metres and a 17-metre-wide deck, it accommodates multiple modes of travel. Its orientation avoids the need for a skewed alignment, simplifying construction and improving visual symmetry. Bridge B1 shares a coherent design language with Meridian Water Station, visually linking two key infrastructure elements. Striking bronze faceted beams beneath the deck are inspired by the station's gold ceiling soffit, while the abutments use a muted grey palette to match the station’s architectural style. Its integral weathering steel structure reduces maintenance demands, while modular and off-site prefabrication techniques minimise construction time and environmental disruption. The use of precast brick-faced elements enhances both durability and aesthetics. A carbon-conscious approach achieved a 35% reduction in embodied carbon, surpassing sustainability targets. Digital tools such as BIM 360, robotic inspection methods, and GRP-based temporary works have been employed to enhance efficiency, safety, and long-term resilience. Early contractor involvement during the design phase allowed buildability challenges to be addressed early, ensuring smooth project delivery. Bridge B1 is more than infrastructure—it is a future-ready civic landmark that sets new standards in sustainable, community-focused design.

The Wandsworth Bridge Illumination Project has transformed an iconic London landmark into a dynamic cultural beacon. By integrating energy-efficient LED lighting and smart technology, the project enhances the bridge’s architectural beauty while promoting sustainability. The lighting can adapt to environmental conditions, changing colours and intensity to create a striking visual experience throughout the year. This sustainable approach not only minimises the carbon footprint but also sets a benchmark for responsible urban design. The project engages the local community, incorporating feedback to ensure the design reflects the area’s cultural values. It has turned the bridge into a cultural landmark, attracting tourists and boosting local businesses The Wandsworth Bridge Illumination Project is a shining example of how public infrastructure can blend art, functionality, and environmental responsibility. It elevates the bridge as a symbol of modern urban renewal and contributes to the city’s identity as a leader in sustainable design and innovation. This project exemplifies the transformative power of thoughtful design in urban spaces and stands as a model for future city infrastructure projects.

With the increase in frequency and intensity of extreme rainfall events as a direct consequence of climate change, scour susceptibility and vulnerability is a major concern for bridge owners and network operators. Bridges and large structures are vital for a successful network, and the loss or unavailability of a structure can have a significant impact on connectivity, network operations and socio-economic outcomes for the region. AtkinsRéalis, working in collaboration with Oxfordshire County Council and Milestone Infrastructure, automated key parameters of the Level 1 Scour assessment process outlined in DMRB document CS 469, using open-source GIS datasets. The key benefits of automating the process include minimising the requirement to attend site to obtain certain data, introducing a repeatable screening process into scour assessment and significantly reducing the time taken to assess the structure stock – which enables time to be better spent on developing mitigation measures for the key scour susceptible structures on the network. Automating the process also reduces network disruption and is holistically safer. The new digital and AI service has improved public safety, highway asset upkeep, and network value. By automating the scour assessment process, we have enhanced efficiency and accuracy in identifying and prioritizing scour-susceptible structures. This proactive maintenance strategy reduces the risk of unexpected structural failures, ensuring the reliability of bridges and large structures, and contributing to better socio-economic outcomes by maintaining seamless transportation links. Integrated into the wider Structures Asset Management Strategy, our approach is adaptable and replicable across the industry.

Connect Plus Services (CPS) is the specialist and strategic supply chain partner of Connect Plus and is responsible for operations and maintenance on the M25 on behalf of National Highways. CPS has transformed its pavement management approach through the introduction of RoadAI; an AI-powered, mobile-based monitoring system mounted on a vehicle, and innovative in-house analytics. Pavement is the most prominent and visible asset of the project; its management is vital for both the success of the project and the user safety. Previously, CPS relied on annual machine surveys and monthly condition reports, which offered only periodic insights and left gaps in real-time asset monitoring. RoadAI addresses these limitations by providing continuous, high-frequency assessments of road conditions. It captures high-definition video and uses AI and machine learning to detect surface defects, as well as monitoring road signs, markings, and soft estate areas. During a six-week trial, RoadAI achieved a 74% correlation with traditional survey data, validating its effectiveness and reliability. Since its rollout, RoadAI has provided an unprecedented insight across the M25. Analysts at CPS have developed accessible reporting in RoadAI through in-house integration with Power BI, through an API. Detailed, section-specific reports support proactive maintenance and data-driven decision-making within the Asset Management Forward Plan (AMFP). Beyond pavement monitoring, RoadAI has improved operational efficiency by reducing requirement of on-site inspections by enabling remote investigations and enhancing interdepartmental collaboration. It provides critical value in hard-to-access areas and supports quicker responses to emerging issues, leading to safer, more sustainable, and cost-effective asset management.

FYLD and Colas have digitally transformed safety and operations in the highways sector by leveraging agentic AI-powered video risk assessments, real-time coaching, and predictive analytics. This partnership has eliminated inefficient paper-based processes, enabled instant supervisor intervention, and significantly reduced incident risk while boosting productivity. With over 1,900 AI-driven risk assessments completed and 3,017 kg of CO2 emissions saved, the project delivers clear, quantifiable benefits across safety, environmental sustainability, and operational performance. From identifying unknown buried cables to managing complex tree removal on the M5, FYLD’s real-time, actionable insights empower frontline teams to work smarter and safer, accelerating project delivery. This collaboration sets a new benchmark for digital innovation in UK highways management, showcasing how intelligent fieldwork execution can scale to improve outcomes across the nation’s critical infrastructure.

Holcim+Concrete is an innovative solution that provides a comprehensive and user-friendly solution for managing ready-mix concrete deliveries, enhancing efficiency, sustainability, and safety. Key Features: • Order and Track Deliveries: Customers can place orders, track deliveries in real-time, and receive notifications through GPS tracking. • AI-Driven Efficiency: Machine learning predicts delivery times, optimises vehicle utilisation, and reduces waiting times, resulting in cost savings for customers. • Real-Time Communication: The app provides answers to most questions in real-time, and a chat function allows direct communication with the dispatch team. • Sustainability Focus: AI calculates "risk of cancellation" data, optimising material and haulage, reducing truck traffic, and generating accurate sustainability data. • Smart Scheduling: Smart spacing of deliveries and a waiting time bot improve scheduling, prevent on-site access issues, and mitigate traffic bottlenecks. • Safety Prioritisation: Real-time health and safety issue reporting enables immediate action and prevents incidents and delays. • Multiple User Access: Multiple users can access delivery information, ensuring transparency and preventing logistical confusion. • Centralised Information: Customers can access and download pour records, technical data, health and safety reports, and sustainable credentials. Benefits: • Improved Efficiency: Streamlined ordering and delivery process, reduced waiting times, and optimised resource utilisation. • Enhanced Transparency: Real-time visibility and control over deliveries. • Increased Sustainability: Reduced truck traffic, optimised material usage, and accurate sustainability data. • Improved Safety: Real-time hazard notifications and immediate action to prevent incidents. • Enhanced Communication: Clear and efficient communication between customers and the dispatch team.

The A428 Black Cat to Caxton Gibbet Improvements project demonstrates a significant step forward in the preparation of digital asset information for use in lifecycle asset management. In response to servicing the complex data requirements of National Highways’ Asset Data Management Manual (ADMM), Mott MacDonald partnered with Autodesk to develop an automated solution that extracts specific asset data directly from model geometry and hosts and tracks this centrally. This system combines our Model Development Manager plugin with an Azure-hosted database, which also provides a mechanism to automatically prepare data for client GIS platforms. It replaces time-consuming manual processes with a centralised, automated solution that improves accuracy and efficiency. Piloted on the A428 scheme, the approach reduced the time needed to produce mandatory location-based data hundreds of assets by a factor of 20. This freed up resources for further validation and collaboration, while also setting a new benchmark for digital delivery in MM National Highways infrastructure projects. Though the benefits to road users are indirect, the long-term impact on asset data provision, data quality, and cross-team collaboration is substantial—laying the foundation for scalable, intelligent asset information production across future schemes.

Re-flow's workflows and form capabilities are officially endorsed by the RSMA trade association for improving compliance and safety standards in the line marking sector. This recognition supports wider adoption of digital workflows, generating critical data on everything from incidents to risk assessments. Quality Marking Services (QMS), a leading line marking and surfacing specialist in Newton Abbot, has embraced a game-changing digital transformation with Re-flow’s field management platform. Transitioning from disjointed, paper-heavy processes to a fully integrated digital ecosystem, QMS has achieved remarkable outcomes: a 90% reduction in paperwork, a 50% decrease in time loss, and a 100% boost in communication and health and safety reporting. Investigations that once took hours now take minutes, with digital workflows eliminating manual delays and accelerating internal processes. This efficiency empowers QMS with faster, more informed decision-making. At the heart of this transformation is Re-flow’s AI-driven reporting engine, which turns real-time field data into visual business intelligence. These insights help QMS spot patterns, ensure compliance, and mitigate risks before they escalate — redefining how performance is monitored and managed on-site. The results are far-reaching. Enhanced safety and efficiency benefit not only QMS teams but also clients and the public, setting a new standard in operational excellence. The scalable solution represents more than a digital upgrade — it’s a strategic evolution that positions QMS at the forefront of the highways industry. This journey shows what’s possible when tradition meets innovation and offers a clear blueprint for how forward-thinking contractors can revolutionise operations through intelligent technology.

In partnership with Re-flow, Highway Traffic Management (HTM) has achieved a transformative digital overhaul, streamlining its operations through Re-flow’s end-to-end field operations platform. The implementation has digitised over 10,000 forms per month, automated mission-critical workflows, and significantly boosted safety and compliance in a high-risk, fast-paced industry. Key achievements include: - 100+ hours saved monthly on payroll processing, with full automation replacing manual tasks. - 20+ hours/month saved on tracking operative qualifications, with real-time skills matrices. - 588 hours of internal training logged in April alone, excluding industry-standard LANTRA qualifications tracked via the platform. - 98% field compliance rate, measured by completed site paperwork. - 50% faster incident response times, driven by real-time alerts from digital POWRA forms. - Zero delays in client notifications when on-site risks are identified. The platform enables faster investigations, greater transparency, and real-time operational oversight, contributing to HTM’s ‘Safety Never Stops’ culture. The digital 12D Assessment Form now guides operatives to make compliant, safe layout decisions—minimising risk to road users and staff. Crucially, this wasn’t a generic deployment. Re-flow’s flexibility allowed HTM to configure a solution that matched its specific needs, delivering enterprise-grade outcomes without bespoke development. This project sets a repeatable blueprint for the wider highways industry to modernise without high implementation costs.

TfWM are the first Combined Authority to adopt and embrace drones as a transformative technology. Deploying the drone over 800 times since December 2022 has revolutionised services that were previously reliant on traditional methods of monitoring and surveying highways. Live streaming of images of the highway from the sky has allowed partner agencies to collaborate in real time to discuss problems with existing highway design and discuss improvements to minimise congestion and improve traffic flow. Sharing the footage and collaborating with key partners is front and centre of every drone deployment. Partners involved include the seven Local Authorities in the West Midlands, Black Country Transport, National Highways, National Express (local bus operator) West Midlands Police (during major events) Traffic Management and Traffic Signal consultants. The drone is a clean technology and by live streaming images has dramatically reduced the reliance on physically visiting a junction thereby reducing costs, CO2 emissions and improving staff efficiency. Data from the drone is recorded and stored on YouTube (unlisted) allowing engineers to revisit the footage if required. Using artificial intelligence to count classify and produce data sheets is a quantum leap in terms of improving efficiency and reducing staff time/costs manually counting vehicles. The drone team are now moving into the field of infrastructure inspection (using 2D and 3D modelling) at a new multi million pound transport hub in Dudley. This is helping document progress of the build and providing essential data to the developer.

TRL Software has transformed the management of England’s strategic road network through the delivery of P-AMS (Pavement Asset Management System) for National Highways. Built on TRL’s cloud-based iROADS platform, P-AMS replaces the outdated HAPMS system and represents a step-change in digital infrastructure management. P-AMS delivers a 45x performance improvement over its predecessor, enabling real-time data access, advanced analytics, and seamless cross-asset integration. It empowers over 10 times more users across National Highways and its supply chain, shifting asset management from specialist-led analysis to organisation-wide collaboration. This has not only improved working practices but also supported smarter, data-driven decisions and innovation in research, planning, and delivery. The system’s ability to virtualise inspections—allowing users to ‘drive the network from their desk’—has reduced the need for physical surveys, saving time, costs, and improving safety. P-AMS has ingested over 1 billion data records, all enhanced through robust quality assurance tools, creating a powerful digital asset that continues to grow in value. These advances directly support National Highways’ Digital Roads Strategy and 2040 vision for human-free inspection. By resolving long-standing structural limitations and enabling predictive, efficient maintenance, P-AMS is improving asset resilience, reducing operational risk, and delivering better outcomes for road users and taxpayers alike. TRL Software’s P-AMS exemplifies how digital innovation can drive strategic, operational, and cultural transformation—creating lasting value across the transport ecosystem and for the travelling public

Westmorland and Furness Council manages one of England’s most geographically diverse and rural local authority areas, spanning 3,750 km². Its challenging landscape, ranging from mountains and valleys to coastal plains, requires precise and responsive winter highway maintenance to keep people safe and moving across 2,600 miles of road. During Local Government Reorganisation (LGR), the council inherited just 8 weather stations, 4 fewer than before, leaving critical gaps in areas prone to severe winter conditions, such as the North Pennines and the south-west corridor from Ulverston to Barrow-in-Furness. To overcome this, the council undertook a major digital transformation. In early January 2025, it expanded its weather station network to from 8 to 14, with a further 3 planned for Summer 2025, ensuring no part of the highway lies more than 10km from a station. This strategic repositioning allows for real-time, local forecasting, enabling domain-specific treatment plans that improve road safety, reduce environmental impact, and increase operational efficiency. The new digital weather monitoring technology and coverage allowed for smarter deployment strategies and led to a pro-rata reduction 1,080 tonnes of salt used and 8,940 less miles treated and compared to winter 2024 which, based on forecasting data, saw less harsh conditions. This delivered total cost savings of £80,000 from reduced mileage and £62,000 from lower salt consumption, leading to lower carbon emissions that supports our broader sustainability goals whilst ensuring a high standard of service across the entire network is maintained.

At Amey we embed sustainability into every project to help protect our shared future. We help our clients reduce their carbon footprint and enhance energy efficiency, using sustainable materials wherever possible and low carbon design. We leverage the power of nature to help clients mitigate against and adapt to climate change and also help them develop and manage green assets. We also support the development of infrastructure that can withstand the impacts of climate change, such as improving flood risk, drainage and resilience. In Staffordshire, our partnership with the County Council has seen us pioneer innovative approaches to recover and recycle aggregate materials from highway maintenance to save money and carbon. Our latest successful initiative is a truly unique and innovative invention - the sustainable production of topsoil from dried gully waste, creating the true circular economy in the delivery of highways maintenance, where waste materials are gathered, processed, and reused on the same contract. This process helped us address the availability and subsequent cost of topsoil due to worldwide shortages emanating from global climate change. It also helped us significantly reduce the amount of waste sent to landfill, achieve a significant reduction in carbon emissions and cost to Staffordshire County Council in the transportation and logistics of gully waste removal. We now manufacture Topsoil to meet the British Standard 3882. As well as now being used on all Staffordshire County Council schemes we are now looking to implement this process across other contracts throughout the country.

The works resulted in stabilising the A5086 embankment allowing local/tourist traffic to use the road once more without the risk of road failure occurring (i.e no requirement now to close the road to undertake full repair. We reduced the construction programme by 2 weeks from 10 weeks, achieved 10% reduction in the whole-life embodied carbon and reduced flows by widening watercourses which lowered velocities by 43%. The project resulted in the installation of an improved watercourse corridor, enhancing its biodiversity. The improvements helped to safeguard the SSSI downstream in the River Derwent Zone of Influence. Additional provision was made to help drain high groundwater in the vicinity of the site improving the agricultural land value. Reviewing our performance against the key performance indicators: • Stabilise the road–ACHIEVED. Relocating the watercourse now mitigates the risk of under-scour by the action of the watercourse; • Avoid disrupting traffic and closing the road – ACHIEVED. No traffic diversion routes were needed; • Programme and cost–ACHIEVED. Option 1 chosen as it could be delivered 2 weeks sooner and cheaper; • Incorporate bio-diversity enhancement–ACHIEVED. Introducing a variety of measures has surpassed the minimum baseline condition, • Slowing the flows–ACHIEVED. Modelling shows 43% reduction in velocity. • Demonstrate reduction in carbon footprint–ACHIEVED. Over 10% reduction achieved in whole-life embodied carbon. Long term value was achieved by reducing the embankment’s maintenance liability (was bi-annual now annual). Maintenance now requires smaller plant, uses better access locations and has a designated maintenance strip. See attachment for evidence

Kitson Road is the first fully permeable public road in the London Borough of Richmond upon Thames. Community BlueScapes have installed permeable paving, permeable asphalt and Hydrorock to slow down the flow and increase the permeability of Kitson Road to alleviate local surface water flooding, filter out pollutants and demonstrate an innovative use of SuDS. As well as this, ‘Kerbocharge’ EV charging gullies have been trialled to encourage electric vehicle use and enable residents to charge from their houses without having to pave over their front gardens, which are a valuable permeable space for flood prevention. The project has been installed through the scheduled highway maintenance regime, which pushes regular practices into the realm of climate adaption and flood resilience. We will use this project as an exemplar of good practice, both in using Hydrorock, and in using regular highway maintenance to add climate adaption and flood resilience measures as widely as possible. Councilor Julia Neden-Watts, chair of Richmond’s Environment, Sustainability, Health and Housing Committee and member of the Thames Regional Flood and Coast Committee said: “We’re leading the way with the borough’s first fully permeable road. Innovative projects like this not only help us manage surface water more sustainably but also protect homes and infrastructure from the increasingly frequent impacts of climate change. Kitson Road is a great example of how we can embed climate resilience into everyday infrastructure.” The project has been funded by Community BlueScapes, a DEFRA-funded flood resilience and innovation project.

This is a simple environmental design detail which provides significant environmental benefit within its small, localised footprint. This is one of the first scheme which involves the removal of dissolved copper and zinc toxic metal pollutants within the surface run off is implemented within National Highways Motorway network. This detail has the potential to be rolled out at scale across the Area 5 (M25) network and beyond with significant environmental benefit. Combining the precast modular VRS SMART raft foundation enables the ability to remediate / reinstate the filter media as needed quickly and efficiently. The reuse of the SMART raft foundation removes any future need for concrete (material embodied carbon) and due to the modular construction, it reduces construction windows which in turn removes network congestion and the associated carbon of queuing traffic. The attachments provide high level detail and photos for the scheme. CPS and National Highways are pleased with the deployment of this scheme and are actively looking for how we can continue to roll this out across the Area 5 network in several outfall locations. CPS are proud that we are providing an environmental legacy by enhancing the asset infrastructure during the time it is within our control. This scheme provides direct local environment benefit, it is a great example whereby we are also reducing embodied carbon, it will directly be boosting biodiversity and demonstrated a confident step in utilizing new innovative material engineering to meet our environmental, technical and network needs.

Live Labs 2 – Decarbonising Street Lighting, led by ERYC, redefines sustainable highways. By challenging outdated practices and introducing innovative low-carbon visual interventions, the project is achieving unheard-of levels of carbon reduction for the highways sector. A proven 50% at the test sites in East Riding of Yorkshire. Dark skies are being brought back, enhancing biodiversity, particularly nocturnal species. The long-term, well-documented impact of streetlighting on Biodiversity can now be redressed. The project’s strategic and Scheme decision-support tools and scalable interventions position it to drive transformative change across the highways sector, aligning with national Net Zero ambitions and influencing future best practice.

Our commitment to environmental excellence is demonstrated through innovative initiatives across our A47 projects. Through pioneering approaches to Species Rich Grassland development, we have established successful biodiversity enhancement whilst reducing carbon emissions. Our bespoke seed mix trials have achieved the specified nine plant species per square metre, setting new standards for sustainable highway construction. The implementation of T&M's FUEL SERVE system showcases our dedication to reducing operational carbon emissions. This centralised refuelling solution, complete with advanced safety features and spill containment systems, has decreased vehicle movements and enhanced environmental protection. Furthermore, our groundbreaking partnership with Lynch Plant Hire has yielded remarkable results through hydrogen technology integration, achieving a 14% reduction in carbon emissions during the trial period. Our adoption of Qflow digital monitoring ensures precise carbon tracking throughout the project lifecycle, whilst innovative material repurposing initiatives, such as transforming felled trees into school friendship benches, demonstrate our commitment to community engagement. Substantial habitat improvements, including specialised water vole areas and artificial badger setts, with installation of numerous bat and bird boxes, contribute to significant biodiversity net gain. Furthermore, we have established two Water Framework Directives, incorporating innovative design features to mitigate flood risks whilst improving existing watercourses. These areas have been thoughtfully landscaped with native species and aquatic plants, creating diverse ecosystems that will flourish long after construction completion. These achievements reflect our holistic approach to environmental sustainability, combining innovative technologies, monitoring systems, and community-focused initiatives to deliver lasting environmental benefits whilst setting new industry standards for sustainable infrastructure development.

A team from the M25 Community recently trialled a pioneering new filter material which is designed to remove over 90% of pollutants from surface water runoff at source. Installed within the footprint of existing drainage assets, the solution requires minimal construction of additional infrastructure. This is particularly valuable for the highways industry, where space to install proprietary filtration systems is limited, particularly along ‘all-lane-running’ sections. Furthermore, traditional filtration systems often require burdensome maintenance regimes, involving annual filter changes in confined spaces, increasing workforce exposure and causing disruption to traffic through annual lane closures. The new material, D-Rainclean, is an organic micro-particulate filter material which captures suspended solids and adsorbs dissolved heavy metals, whilst helping to break down hydrocarbons using unique bio-remediation properties. The material removes upto 98% of total suspended solids (TSS), 99% of hydrocarbons and 98% of heavy metals. It can be installed into existing drainage ditches and has a 40-year lifespan. It requires minimal maintenance during this time, and therefore dramatically reduces the long-term maintenance burden for both National Highways and its customers. Delivered in collaboration with National Highways under a ‘departure from standards’ this trial project is a trailblazer which has helped to solve an industry-wide issue and has the potential to reduce the impact of our highways network on the nation’s biodiversity, improving habitats across the country.

The A417 Missing Link is a landscape-led highways improvement scheme located within the Cotswolds Landscape. This project involves constructing 3.4 miles of new dual carriageway passing through farmland while safeguarding traditional Cotswold villages. It is underpinned by a commitment to reduce visual impact, enhance biodiversity, and protect the surrounding environment. Key to the project’s success has been its collaborative approach, bringing together National Highways, Kier, the Design Alliance: Arup, Kier Design Solutions, RPS and Tony Gee - and stakeholders such as National Trust, Cotswolds National Landscape, Gloucestershire Wildlife Trust, the Environment Agency, Historic England, and local councils. The A417 project has prioritised carbon reduction through a comprehensive One Planet Action Plan (OPAP), low carbon workshops and regular sustainability forums. These low-carbon solutions have helped optimise construction practices to cut emissions, which helps support the UK's net-zero carbon goals. In line with requirements from the Environment Act, the project has achieved a 10% improvement on the preliminary design stage biodiversity net gain (BNG) assessment, accomplished through habitat preservation and design adaptations that reflect the AONB's character. The project has also restored historic features, such as a scheduled monument and conducted extensive ecological enhancement works including habitat creation, tree veteranisation, and large-scale reptile radio tagging. By prioritising biodiversity, carbon reduction, and the preservation of natural and historic landscapes, the A417 Missing Link embodies a sustainable approach to road infrastructure development, contributing to the creation of a more environmentally sustainable road network.

The Chestnuts Field Flood Mitigation Project is strategically designed to better protect properties in Sturge Avenue and Spruce Hill Road from surface water flood risks. Additionally, the project aims to provide supplementary flood protection to downstream properties and support the redevelopment of the Town Hall Campus. This scheme incorporates various elements, including constructed wetlands and modifications to the public highway infrastructure, with a focus on redirecting surface water runoff into the proposed wetlands within Chestnuts Field. The project was constructed to time and budget over 2024 providing amenity and flood protection to local residents. The project was designed by Project Centre and delivered by Riney – London Borough of Waltham Forest strategic framework partners. The budget was made up wide variety of sources such the Environment Agency, Thames Water, Thames21, Developer Contributions and London Borough of Waltham Forest. The Chestnuts Field Flood Mitigation Project represents a holistic approach to address immediate flooding concerns while delivering enduring benefits to the community and the environment. The integration of flood mitigation strategies with environmental enhancements and educational opportunities underscores the project's commitment to creating a resilient, sustainable, and thriving community. It is part of the London Borough of Waltham Forest Flood Mitigation programme working to reduce surface water risk in collaboration with the Environment Agency, Thames Water and further internal and external partners.

Hackney Council’s Parking and Enforcement Plan (PEP) is a nationally recognised model for embedding climate action into local transport policy. This bold, community-led strategy ties parking charges to vehicle emissions, reclaims kerbside space for sustainable uses, and promotes walking, cycling, and electric vehicle (EV) adoption. Developed through a borough-wide consultation involving over 8,000 residents, the PEP is central to Hackney’s ambition to achieve net zero emissions by 2030. Its core policies include full borough-wide Controlled Parking Zone (CPZ) coverage, a 13-band emissions-based permit system, and short-stay parking charges aligned with public transport fares to discourage unnecessary car use and promote fairness. Hackney is delivering one of the UK’s densest EV charging networks, targeting 2,500 chargers by 2026. More than 1,250 secure cycle hangars have already been installed, providing space for over 6,000 bikes and enabling more residents to shift to active travel. The environmental results are striking: 27.6% drop in short-stay visitor parking 8% reduction in polluting vehicle ownership One-third fewer diesel permits; EV uptake has quadrupled 79 tonnes of CO₂ saved annually through emissions-based permitting 15,000 tonnes of CO₂ saved through the School Streets programme Hackney’s data-driven, inclusive approach enables real-time policy refinement and long-term behaviour change. Alongside carbon reductions, the PEP supports biodiversity, improves air quality, and enhances public health through greener streets. Independently ranked, by Possible.org,as having the most sustainable parking policy in London, Hackney is setting a new benchmark for how transport policy can drive climate action and community benefit.

Low Carbon Materials (LCM) is spearheading environmental sustainability in UK highways with ACLA®, our innovative carbon-negative aggregate. As a "drop-in" solution, ACLA® enables significant decarbonisation of asphalt without requiring new processes for manufacturers. Each tonne permanently removes 798 kg of CO2e, and to date, we have eliminated over 250,000 kg of CO2e from UK roads through successful collaborations with National Highways on major routes and numerous Local Authorities nationwide. Our commitment to robust, transparent sustainability is validated by an Environmental Product Declaration (EPD) for ACLA®, an ISO 14001 certified Environmental Management System, and, crucially, our status as what we understand to be the first start-up in our sector to achieve PAS 2080 certification for whole-life carbon management. This work delivers a lasting legacy of permanent carbon reductions and drives industry best practice. Recognised as an Earthshot Prize finalist, LCM is committed to leading the construction sector towards a truly sustainable, net-zero future.

The Catharine Street Active Travel Scheme in Liverpool exemplifies innovation in sustainable urban infrastructure. Delivered in 2025 with £2 million from Active Travel England’s Fund 2, the project transformed a key city centre corridor into a safe, inclusive route for walking, wheeling, and cycling. It features fully segregated cycle lanes, upgraded pedestrian infrastructure, and enhanced drainage, connecting the city centre to the award-winning Princes Avenue cycle route. A standout innovation is the use of Kiacrete, a next-generation permeable concrete developed at Imperial College London. With ten times the permeability and twice the strength of conventional alternatives, Kiacrete reduces embodied carbon by 11.6%, offers a 40-year lifespan, and supports water reuse—delivering long-term environmental and maintenance benefits. The scheme also integrates Liverpool’s first urban rain garden, improving stormwater management, biodiversity, and urban cooling. These nature-based solutions form a resilient “treatment train” that enhances climate adaptation and supports net-zero goals. Data-driven design, informed by VivaCity sensor analytics, enabled targeted interventions that improved safety and environmental outcomes. The project sets a new benchmark for sustainable highway construction, delivering measurable carbon reductions, community health benefits, and a replicable model for future infrastructure.

Our Firepool Northern Boulevard project in Taunton, with Somerset Council and Jubb, has been a flagship project for circular economy. The project team identified key opportunities to recycle, and re-use site won materials, including soils contaminated with asbestos and asphalt containing coal tar. Partnering with UK Remediation, we were able to set up an on-site recycling facility to process and crush concrete demolition arisings into graded fill for the embankment, processed the asbestos contaminated soils with routine testing to ensure it met legal thresholds for re-use in the embankment and treated the tarbound asphalt in-situ encapsulating this within the subbase at the base of the embankment. Thinking outside the box, developing a CLAIRE approved MMP, we were able to successfully re-use 7,500t within the project extents so far, avoid approximately 590 lorry movements reducing impact on the local road network and deliver a carbon saving of 26,400kgCO2e from material re-use alone, as well as delivering significant cost savings. The project exemplifies how thoughtful, project-specific initiatives can transform sustainability outcomes. The approach not only aligns with M Group Highways strategy; our clients targets but paves the way for replicable models across the industry.

Our highways verge rewilding trial was developed to enhance biodiversity at two sites in Hampshire, with a view to improving highways practices across the county. By comparing soil management techniques, chemical vs. non-chemical treatments, and utilising a variety of seed mixes, the trial has been remarkably successful, with a 63% increase in flora diversity in some areas. This was achieved through partnership working, with our environmental and cyclical management teams collaborating with local ecological consultancy firms and seed companies to determine optimum sites and methods of tracking successful germination of native wildflowers. These options balanced innovation and practicality, ensuring effective wildflower growth and habitat restoration. Despite challenges like agricultural disturbance and weather impacts, the trial's future focus on species diversity and further trials promises even greater results. This initiative exemplifies UN SDG 15, showcasing groundbreaking sustainable land management and biodiversity enhancement.

Our partnership is a model of collaborative excellence, uniting Autolink Concessionaires Ltd, Sir Robert McAlpine, Heidelberg Materials Contracting, National Highways and 5 other contractors. We are one team, guided by a shared Collaboration Charter that fosters trust, transparency, and mutual respect. The partnership focuses on delivering safe, efficient, and sustainable road maintenance across 120km of dual carriageway. These goals are measured through the Performance Management Toolkit, tracking performance across five key areas: People, Responsibilities, Technical, Delivery, and Financial. This ensures continuous improvement and aligns with the partnership’s cost-plus fee model, where quality drives success. Challenges in aligning multiple contractors were successfully addressed through the implementation of shared digital systems, joint training initiatives, and inclusive feedback mechanisms. These collaborative efforts have led to standout achievements, notably the prestigious recognition of being ranked the top-performing road in the Strategic Road User Survey 2024 highlighted in the BBC news article “Why the A19 in North Yorkshire is country's best A road”. Looking ahead, we are focused on a seamless transition to National Highways, with knowledge transfer, environmental innovation, and quality assurance at the core. Tangible benefits include cost savings, carbon reduction, and operational efficiency, while intangible gains lie in the culture of trust, innovation, and social value. The A19 partnership proves that when collaboration is purposeful, it not only meets expectations, it redefines them. Together, we’ve built more than a working relationship, it’s a true partnership rooted in a “single team” ethos that will be proudly celebrated when we complete our journey together.

Executive Summary The "Unlocking Future Connections" initiative is a partnership between Amey, the Scottish Prison Service (SPS), Speedy Hire, Breedon, and Hatton Traffic Management. The program is divided into two phases: Phase 1: Introduces individuals in custody to Amey and their supply chain, outlines employment opportunities, and promotes change by removing barriers and stigma through interactive events. It includes Expert Industry and Practical Traffic Management sessions in Scottish prisons. Phase 2: Provides training and qualifications for motivated individuals while in custody, collaborating with SPS to access employment upon release. This strategy addresses existing barriers and skills gaps, with 100 attendees to date participating in the meaningful pre-engagement program, supporting them to live offense-free lives. Objective The objective of this project is to facilitate collaboration between businesses and the public sector prison service to address a shared challenge in a mutually beneficial manner. The aim is to tackle skills shortages in traffic management and other supply chain sectors by training and qualifying individuals in custody to fill these gaps. This initiative aligns with government procurement policy, which encourages businesses to include hard-to-reach populations to address societal disadvantages and contribute back to the communities where they operate. Additionally, the prison service seeks opportunities to reduce reoffending by establishing partnerships that provide meaningful employment opportunities for individuals upon their release. Strategy; The strategy involved collaboration between subject management experts in Scottish Prison Service Operations, social impact in business, traffic management leaders, and the prison service to create a program addressing the skills gap.

The Live Labs 2: Decarbonising Street Lighting, led by East Riding of Yorkshire Council (ERYC), represents an exceptional example of cross-sector partnership driving innovation, sustainability, and national impact. At its heart is a dynamic collaboration of eleven local highway authorities, national industry bodies, academic institutions, and private sector specialists, all united by a common goal: to radically reduce the carbon footprint of street lighting without compromising safety. The partnership is structured for delivery and longevity, with six working groups; Carbon, Safety, Technical, Risk & Legal, Communications, and Habitat & Biodiversity all feeding into a central programme board. This ensures shared governance, accountability, and open knowledge exchange across regions and the sector, from Westminster to Aberdeenshire. Crucially, the partnership co-designed pioneering solutions including AI-powered thermal imaging systems for nighttime safety monitoring and a Strategic Carbon and Cost Decision Tool. Delivered through a framework of trust, shared learning, and co-investment. The results speak for themselves: early delivery of Strategic Outline Business Case objectives, up to 80% carbon savings, significant cost reductions, and a growing toolkit for national replication. More than a project, this is a collaborative movement that is reshaping how authorities think about infrastructure, lighting, and sustainability. By combining local innovation with national ambition, the Live Labs 2 partnership is laying the foundation for a new, low-carbon future in highways.

The Essex Highways partnership, the UK’s largest transportation contract, and is a collaborative partnership between Essex County Council and Ringway Jacobs, supported by its partner organisations Jacobs and Eurovia. Managing over 5,100 miles of roads and 4,000 miles of Public Rights of Way, the partnership delivers integrated highway maintenance and infrastructure improvements through a network of over 50 mostly Essex-based suppliers. Since its 2020 contract extension, the partnership has focused on innovation, environmental sustainability, and customer service, achieving 94.5% of its 2024/25 KPIs. Key achievements include over 15,000 repairs via the Members Highways Initiative, £25 million in Priority One works, and 24,633 drains cleared to combat climate impacts. Technological advances for example AI-driven Route Reports and microbiological fuel spill cleanups have improved efficiency and safety. The partnership also promotes active and sustainable travel, with cycling infrastructure, e-scooter use, and EV charging points. A strong ‘one team’ ethos underpins the collaboration, with local staff contributing deep local Essex knowledge. The Essex Highways partnership supports deliver against Essex’s broader outcomes for health, wellbeing, and sustainable economic prosperity. With continued investment and innovation, Essex Highways exemplifies a forward-thinking, results-driven model for highways and transportation infrastructure delivery.

The partnership between Huyton Asphalt and Liverpool City Council (LCC) operates within a structured, collaborative framework. LCC leads strategically, aligning the Highways Investment Programme (HIP) with broader city and regional goals, while Huyton Asphalt delivers operationally as principal contractor - providing expertise, innovation, and continuous improvement. Core objectives include delivering efficient road upgrades, supporting local economic recovery, integrating sustainability and innovation, and enhancing social value. These are measured via KPIs such as delivery timescales, cost, quality, social value impact, and carbon reductions. Regular joint reporting and governance meetings ensure transparent performance tracking. A highlight of the partnership is the industry-first deployment of HALOBIO FastPave under the ADEPT Live Labs programme. This achieved 49% project decarbonisation on Blackburne Place through biogenic materials, sustainable fuels, and on-site testing. These calculations were independently approved by Live Labs, validating the impact. Additional innovations included low-disruption methods and mobile power solutions, improving efficiency and lowering emissions. Tangible benefits include reduced rework, faster delivery, cost savings, and waste diversion (6,144T). Over £1.9M in social value has also been delivered, including local hiring, apprenticeships, and skills development. Intangible gains include improved trust, accountability, and innovation. Obstacles such as complex delivery schedules and trial risks were mitigated through flexible planning, live data, and shared KPIs. The approach ensured milestones were met on time and within scope. Looking forward, the partnership is well-placed to expand innovation trials, share learning regionally, and advance Net Zero infrastructure—continuing to serve as a scalable, future-ready model for collaborative highways delivery.

The Liverpool Live Lab partnership is leading the charge in sustainable infrastructure though a bold, collaborative project transforming how local roads are designed, delivered and maintained. Funded by the Department for Transport a part of ADEPT Live Labs 2, our partnership is pioneering a scalable framework to decarbonise highways, an “ecosystem of things”, embedding innovation and climate principles into everyday operations. At the core of this initiative is a dynamic partnership. Co-led with Colas and supported by Pell Frischmann, Liverpool John Moores University, Proving Services, Bird & Bird and a local supply chain of contractors. The partnership spans from research and technical development to real-word implementation. This includes co-located teams, cross-county collaboration with Aberdeen and Newcastle Councils and shared learning across national Live Labs. A key output is the Carbon Configurator tool, an intuitive decision-making tool enabling life cycle carbon assessment of schemes before investment. So far, demonstrators have achieved 258.4 tonnes of actual CO2e savings (34%), with a simulated potential of 631.9 (89%). Facing challenges of innovation adoption, procurement reform and data standardisation, the partnership has responded with a rigorous Innovation Scorecard and Evaluation Matrix, a legal roadmap for embedding change and open collaboration with industry experts. The result is a future-ready model with real benefits, tangible environmental savings, smarter spending, strong supplier relationship and a transferable blueprint for other authorities. Liverpool Live Labs isn’t just building roads, its building a new standard. One that’s intelligent, low carbon and community-focused with the power to transform highways across the UK.

Project Access is a collaboration that has resulted in the formation of ‘one team’ made up of authorities, constructors, a charity and local residents. Through shared learning, holistic training packages, active experiences and an amalgamation of specialist knowledge and expertise the results have been: action, value, inclusivity, performance, tangible benefits and increased learning and understanding of community needs. As a result of the partnership, the residents who are involved were initially sceptical that the work would make a difference but are delighted to have seen developers and authorities listening and making changes which have made a world of difference. By observing disabled people navigating around their sites, complimented by specialist advice and guidance supplied by the partnership, developers have better understood their impacts and the changes required to supply access. As a result, we as authorities have recognised the need for flexibility in design and approach to ensure we accommodate the needs of our local communities.

The partnership between Marlborough Highways and Hackney Council is a clear example of how collaborative delivery can enhance public services and bring meaningful, lasting benefits to local communities. Significantly expanded in 2020 under a major Highways Maintenance Contract, the partnership builds on more than two decades of local experience and is shaped by shared values and a commitment to public service. From the outset, the focus has been on delivering high-quality highways services while making a wider contribution to the borough. This has included excellent operational performance, meaningful community engagement, and a structured programme of initiatives that reflect Hackney’s broader missions around sustainability, inclusion, and neighbourhood wellbeing. Together, Marlborough and the Council have shown that infrastructure delivery and social value can go hand in hand, with purpose and professionalism. The strength of the partnership lies in its structure, openness, and shared ambition. Senior leaders from both organisations are actively involved, supported by dedicated teams who are deeply rooted in the community and understand its priorities. Objectives are clearly defined, measured through robust systems, and underpinned by nationally recognised accreditations. The partnership has supported job creation, youth engagement, and long-term investment in local supply chains, while embedding sustainability and innovation at every stage. Over the last five years, the partnership has delivered a step change in performance, resilience and local benefit. It stands as a confident, long-term model of public–private collaboration, and as one that puts people first, delivers with integrity, and creates genuine value for the communities it serves.

Peterborough Highway Services has been a successful partnership over the last 12 years between Peterborough City Council and its highway contractor, initially Skanska and Milestone Infrastructure but now M Group. In earlier years Skanska built a highways depot and salt barn on Council land, whilst providing a shared efficiency saving from not having to lease land for a depot. Shared office space also provided savings for both parties. The partnership delivers a complete highway solution through:  Transport Planning & Strategy: developing the city’s transport vision, putting together funding requests and policy  Design: full civil and structural engineering teams  Major Projects: delivery of large new infrastructure schemes   Operations: delivery of small infrastructure schemes, streetlighting, maintenance of the network and highway inspection  Support Services: including procurement, quantity surveying, performance management, and environmental services     PHS is also a keystone of the council’s £1billion city center regeneration initiative with Transport Planning helping to form the strategic vision and funding cases, whilst the Major Projects and Operations teams are heavily involved delivering essential infrastructure improvements including new roads, bridges and public realm.  The partnership delivers excellent performance metrics that in most cases are some of the best in the country with financial benefits that include: Cashable efficiencies Cost avoidance Repair cost recovery from damage to the highway Minimal compensation payout Reducing revenue cost 2023 Social Value contribution to the community of £1,769,907 Peterborough Highway Services deliver an excellent balance between the needs of the Council, M Group and most importantly our customers.

Delivered through a collaborative framework led by Transport for London (TfL), the Lower Lea Crossing Active Travel Scheme exemplifies a successful multi-agency partnership. The London Borough of Newham initially acted as Technical Approval Authority before transferring ownership to TfL for construction. Project Centre served as Lead Design Consultant and Principal Designer, coordinating across stakeholders including statutory undertakers, specialist contractors, and Early Contractor Involvement (ECI) partners. The partnership was focused on enhancing safety, connectivity, and active travel infrastructure, aligning with UN Sustainable Development Goals 3, 9, and 11. Key objectives—such as speed reduction, widened footways, safer crossings, and barrier-free access—were tracked through phased design reviews, risk registers, and programme alignment with Silvertown Tunnel delivery. The scheme overcame significant challenges, including complex utility coordination, restricted site access, and Category 1 structural approvals. These were addressed through early inception meetings, risk-based design, and robust survey data. Clear roles, regular communication, and shared accountability helped maintain momentum and deliver measurable improvements. Tangible outcomes included improved pedestrian and cyclist safety, reduced congestion, and financially optimised delivery. Intangible benefits ranged from cross-organisational collaboration to increased public confidence and long-term resilience of the active travel network. This partnership created a blueprint for future integrated infrastructure projects. It demonstrated that with shared vision, proactive planning, and technical excellence, sustainable and inclusive urban mobility can be both achievable and impactful.

Cheshire East Council and SWARCO have formed a highly effective public-private partnership to deliver the ImFlow Adaptive Traffic Optimiser—an innovative traffic management solution that responds in real time to changing conditions. This collaboration has successfully replaced outdated Fixed Time and Vehicle Actuated systems with intelligent, data-driven signal optimisation at key junctions across the borough. The partnership was structured with clear governance: the Council provided strategic leadership and policy alignment, while SWARCO led on technology deployment, integration, and optimisation. Operational teams from both sides worked closely to overcome challenges such as legacy infrastructure integration and stakeholder coordination. Key shared objectives included improving traffic flow, reducing journey times and emissions, enhancing safety, and supporting sustainable transport. These were tracked through measurable performance indicators, including a 19% improvement in flow and journey time savings of up to 40 seconds at peak times. The partnership has demonstrated how effective collaboration can unlock innovation, efficiency, and long-term value. Financial and operational benefits include reduced maintenance needs, fuel savings, and improved public satisfaction. Looking ahead, the relationship provides a strong platform for scaling the solution network-wide and integrating with future technologies such as connected vehicles and multi-modal traffic management. This partnership exemplifies how strategic collaboration can deliver smarter, greener, and more responsive highways.

The Derbyshire Bus Priority Scheme is a flagship example of collaborative, sustainable transport delivery. Completed within just 11 months across 124 signalised junctions, the project brought together a high-performing partnership between Derbyshire County Council, Amey, Dynniq, and Swarco to modernise traffic signal infrastructure, improve network performance, and create safer, more attractive conditions for active and public travel. The scheme delivered a suite of cutting-edge upgrades, including Urban Traffic Control (UTC), MOVA technology, bus priority measures, and LED signal heads—helping to reduce journey times, ease congestion, and support modal shift. Key benefits include: -Up to 18% reduction in bus journey times, improving reliability and passenger experience -12% increase in pedestrian and cyclist activity due to safer, more accessible routes -10–15% reduction in congestion at upgraded junctions -7% improvement in air quality, with lower NO₂ emissions from reduced idling -9% drop in road collisions, enhancing road safety for all users The partnership demonstrated exceptional performance, delivering to time and budget despite supply chain and logistical challenges. Strong governance, shared goals, and data-led decision-making underpinned the project’s success. By integrating technology with place-based design, the scheme contributes directly to Derbyshire’s Net Zero, Vision Zero, and active travel ambitions. It provides a replicable model for smart infrastructure deployment—demonstrating how effective highway partnerships can deliver long-term value, healthier communities, and more sustainable mobility.

Going beyond a partnership, SMP Alliance is a transformational integrated enterprise of seven organisations and 100+ suppliers. In January 2022, the Government's response to the Transport Select Committee report on "The roll-out and safety of smart motorways" committed £390M for 150 additional Emergency Areas (EAs) on all-lane running motorways. The National Emergency Area Retrofit (NEAR) programme was born. Responsibility for £362M to design/construct a majority of the programme (138 EAs) was entrusted to SMP Alliance. Together, SMP Alliance and its supplier partners have successfully delivered the NEAR programme safely, on time and within funding. Blended teams overcame multiple substantial challenges to compress a five-year national programme to just three years. Construction started in June 2023, completing just 22 months later in March 2025. Thanks to a focus on outperformance, cost management and efficiency, NEAR achieved £42M of level 2 assured efficiencies. This major highways delivery success story stems from unprecedented collaboration, shared commercial risk/reward, as well as by embracing digital, programmatic working and lean. Indeed, SMP Alliance became the first alliance (and only the fourth organisation in the world) to achieve ISO18404 Lean certification in June 2024. The Alliance has also delivered well over £100M of social value to the communities surrounding its works between 2023 and 2025.

The long-standing partnership between SWARCO UK & Ireland and Suffolk County Council spans over 30 years, with a newly expanded 10-year contract to manage and maintain over 400 Intelligent Transport System (ITS) assets across the county. This partnership ensures efficient, innovative, and sustainable traffic management, benefitting both the public and local economy. In addition to providing advanced solutions such as the SWARCO MyCity Urban Traffic Management Control (UTMC) platform, SWARCO’s commitment to Corporate Social Responsibility (CSR) has been integral to the partnership’s success. SWARCO’s CSR initiatives include: Local Employment and Skills Development: Through collaborations with Suffolk New College, SWARCO provides career guidance, CV coaching, and opportunities for apprenticeships and graduate placements. This ensures a skilled, local workforce while contributing to the region’s educational goals. Community Engagement: SWARCO staff actively participate in community projects such as the ActivGardens initiative, providing hands-on support to local charity efforts and enhancing public spaces in Ipswich. Environmental Responsibility: SWARCO focuses on sustainable transport solutions, aiming to reduce the environmental impact of the county’s traffic systems, including the implementation of energy-efficient technologies and the monitoring of air quality. Through these initiatives, SWARCO demonstrates a commitment to delivering tangible benefits both through the ITS contract and through wider community and environmental contributions. This holistic approach strengthens the partnership, ensuring long-term, sustainable outcomes for the council and its residents.

Unlocking Future Connections is a partnership between Amey and the Scottish Prison Service, Speedy Hire and Hatton Traffic Management. • Phase 1: Introduces individuals in custody to Amey and their supply chain, outlines employment opportunities, and promotes change by removing barriers and stigma through interactive events. Providing Expert Industry and Practical Traffic Management sessions in Scottish prisons. • Phase 2: Provides training and qualifications for motivated individuals while in custody, collaborating with SPS to access employment upon release. This strategy addresses existing barriers and skills gaps, approx. 100 attendees to-date attended meaningful pre-engagement programme, supporting them to live offense-free lives. The objective of this project is to facilitate collaboration between businesses and the public sector prison service to address a shared challenge in a mutually beneficial manner. The aim is to tackle skills shortages in traffic management and other supply chain sectors by training and qualifying individuals in custody to fill these gaps. Government procurement policy encourages businesses to consider the inclusion of hard-to-reach populations to address societal disadvantages and contribute back to the communities where they operate. Simultaneously, the prison service seeks opportunities to reduce reoffending by establishing partnerships that provide meaningful employment opportunities for individuals upon their release. To support our claims, we have attached written feedback forms from residents, which offer qualitative evidence of the program's effectiveness and reception. The feedback highlights the transformative nature of the sessions and the newfound confidence among participants in their skills and prospects.

The A40 Park & Ride scheme, delivered by Balfour Beatty for Oxfordshire County Council, represents a landmark initiative aimed at improving transport infrastructure, reducing congestion, and supporting local economic growth. Located within the A40 corridor, the project provides a high-quality park-and-ride facility designed to enhance accessibility, promote sustainable travel, and contribute to Oxfordshire’s long-term development goals. The project’s key objectives included reducing reliance on private vehicles, improving connectivity between Oxford and surrounding areas, and promoting active travel in the region. The new facility forms part of a broader strategy to enhance Oxford’s transport network, aligning with the county’s sustainability and infrastructure development plans. Key features of the project include: • An 850-space park-and-ride facility that includes multiple EV charging points, to reduce congestion and encourage the use of the public. A future proofing design has also been carried out to increase the number of EV spaces to 15% as demand increases. • Improved bus service frequency, ensuring quicker and more efficient travel into Oxford. • Enhanced cycling and pedestrian links, promoting active travel options. • A dedicated cycle storage area and improved walking paths to integrate with local transport networks. • Sustainable drainage solutions and environmental considerations to enhance biodiversity and reduce ecological impact. • Supports local businesses and employment by improving commuter access to Oxford. • Reduces economic losses caused by congestion and inefficient transport. • Encourages investment in sustainable transport infrastructure, attracting future funding. • Accessibility routes to the new Salt Cross Village housing development planned.

Work-related respiratory health conditions among construction workers can become fatal over time, if not effectively managed. The risk is especially high for individuals who lack suitable and compatible respiratory protective equipment (RPE). One critical challenge exists for Sikh workers who wear turbans, as conventional RPE often does not accommodate their needs. The HSE acknowledges this issue, urging employers to find effective alternative solutions to protect workers without compromising safety. During the COVID-19 pandemic, 3M developed specialised RPE hoods to safeguard workers from airborne hazards, particularly in the pharmaceutical sector. Trials at Cardiff Vale University Health Board demonstrated the effectiveness of these hoods for individuals wearing micro-turbans. Despite their success, these solutions have since been overlooked and not widely recognised. The hoods, equipped with visors, provide integrated protection for both respiratory health and eye safety. To address this gap, a senior HSE Lead from Balfour Beatty and a Respiratory Specialist from 3M partnered up to conduct workshops during a major highways project. Findings confirmed that these specialised hoods could serve as suitable alternatives for Sikh workers wearing turbans, ensuring they receive proper respiratory protection without compromising cultural identity. By educating project teams on the availability of compatible RPE, we can drive industry-wide improvements and set new standards in workplace safety. The dedicated team behind this initiative deserves recognition for its commitment to enhancing worker protection and fostering inclusivity. Award nomination for this initiative would serve as a vital step toward industry-wide awareness and adoption, potentially setting a benchmark for future projects.

Health, wellbeing, and inclusion aren’t initiatives, they’re part of how we operate as TeamCD.. We hire on potential, not polish. Some of our best people started with no formal qualifications. Fourteen members of our team have been with us for over 10 years. More than a third have stayed five years or more. Our apprenticeship retention since 2022 is 100%. We’ve seen operatives become team leaders, with some growing into supervisory, management and director roles, because we believe in giving people a real chance to grow. Wellbeing is embedded in how we lead. Our leaders are constantly evolving, we're equipping them to act early, prevent problems from escalating. Last year, our average absence was just 1.55 days per person (with outliers removed), compared to a 5.7-day national average. Voluntary turnover is down 50% since 2022. We reinforce our values daily. We talk about stress, neurodiversity, and life challenges with open-door conversations. Over 40 peer-led Kudos recognitions in the past year reflect that culture. Our December 2023 pulse survey showed 92% of staff feel positive about our leadership, support, and development. We don’t just look inward. We co-developed the SME Ambassador model for the Stamp It Out campaign helping smaller businesses join the campaign. (Press release pending—shared in confidence with judges only.) We’re not trying to look good. We try to to what's right, and it works We’re not just a company. We’re TeamCD. And this is what we do. Together, every day.

In 2024, Core Highways introduced its Release on Temporary Licence (ROTL) scheme in partnership with HMP Kirklevington Grange, allowing low-risk prisoners nearing the end of their sentence to leave prison daily for paid employment. This programme addresses both the labour shortages in the industry and the need to support rehabilitation. By offering participants purpose, structure, and income, the scheme plays a vital role in improving their wellbeing and supporting long-term reintegration into society. In addition to the ROTL initiative, Core Highways has embedded health, safety, and mental wellbeing into its daily operations and core policies. Regular wellbeing briefings, access to digital GP services, a free wellbeing app, and the introduction of a Trauma Toolkit all contribute to maintaining a holistic approach to employee care. Core Highways fosters an inclusive culture through initiatives like Fairness, Inclusion & Respect (FIR) Ambassadors and regular engagement sessions, encouraging a workplace that values second chances and supports individual growth. The success of the ROTL pilot, with a 60% success rate, has been complemented by the positive impacts of these broader wellbeing and inclusion policies. These initiatives have created a supportive environment for employees and have strengthened the company’s position as a socially responsible employer. Looking ahead, Core Highways plans to expand these programmes, driving both business growth and meaningful societal contributions.

FM Conway's 30 by 30 initiative is a comprehensive programme designed to address the underrepresentation of women in the construction industry. Guided by our Equity, Diversity & Inclusion (EDI) Strategy, we aim to create a diverse and inclusive workplace focused on recruiting and retaining female talent. Key components include: 30 by 30 Pledge: A commitment to achieving 30% female representation in the workforce by 2030, significantly higher than the industry average. Bi-annual Women’s Events: These focus on women’s health, safety, confidence, and work-life balance, providing a platform for women to share experiences and inspire each other. Female Forum: A networking community that promotes opportunities for women in the industry, allowing them to connect and drive change. Menopause Awareness and Support: FM Conway signed the Menopause Workplace Pledge, holding awareness days, and providing supportive measures such as breathable vests and free sanitary products. Self-Defence: We provide externally delivered classes to our workforce, teaching practical self-defence techniques and strategies to enhance personal safety Flexible Roles and Opportunities: Developing flexible employment opportunities has helped recruit and retain female talent. Educational Outreach: We engage with schools, career fairs, and job centres to inspire women to pursue careers in construction. Development Courses: Our Great Leaders and Personal Best Programmes equip women with skills and confidence to become leaders. Our efforts have attracted top talent and fostered a supportive environment, driving positive change in the construction industry. Since launching our EDI strategy in 2020, we've seen a 61% increase in women across our entire business.

Galliford Try have been industry leading in the Employment and Skills space in the eastern region, there is a high level of unemployment in the region but also a high level of construction works. We identified a skills and employment gap and looked to reduce this with collaboration alongside the prison service, as there is a huge amount of skill and untapped talent within the prisons .. We have not only set up a round table but we have worked tirelessly in supporting the prison system with expertise in the construction sector along with setting up networks of employers to provide true tangible outcomes and jobs, and the passion that sits within GT to deliver this is second to none.. The project is all about leaving a lasting legacy within the region once the road schemes have been built ensuring that we are upskilling and providing the area with a number of skilled workers with local companies and supply chain.

Harm Avoidance – Time to Talk has committed to improving the health and wellbeing of our staff and the wider community. This has enhanced our relationship and collaboration with The Lighthouse Construction Industry Charity, becoming official “Company Supporters” and demonstrating our company’s commitment to employee wellbeing. This facilitated mental health first aid training for 14 members of our staff across the business, which is accredited to Mental Health First Aid England. Our EDI efforts are embedded within our operations through leadership support, internal campaigns, and social value planning. Implementation is reinforced by dedicated roles, partnerships and internal champions who ensure long-term impact beyond individual events. Delivering through volunteer work, targeted campaigns, company policies and a range of projects, we actively engage with education bodies, local charities, social impact partners and the prison service to deliver meaningful social value. Partnering with charity, Local Solutions Knowsley, offering a six-week work experience programme, has given disadvantaged youth a structured pathway with mentoring, on-site experience, and a potential route to apprenticeships or further training. To continue promoting rehabilitation and reintegration, we are supporting men on ROTL, through our work with HMP Thorn Cross. Contributing to the development of a more inclusive and supportive working environment, in which diversity is valued and championed, we are challenging industry stereotypes and creating pathways for women, care leavers, ex-offenders, and other underrepresented groups, we are delivering measurable impact within both the highways and construction sectors and the wider Northwest community.

Jet is a specialist road planing contractor with a 36-year heritage of delivering industry-leading health, wellbeing and inclusion provision. Our ongoing commitment is embedded at every level of the business, from senior leadership to operatives on-site. In the last year we have enhanced our approach, further reinforcing our position as a company that prioritises the wellbeing of its workforce. In 2024, we expanded our in-house training and support provision, introducing additional sessions for new starters and refresher courses for experienced operatives. We also strengthened our Buddy System, ensuring new recruits receive mentorship and support from experienced colleagues. Our workforce holds industry-recognised qualifications, including CSCS, MPQC, FORS Safe Urban Driving, NVQs, and Emergency First Aid At Work. Jet is committed to supporting the mental and physical wellbeing of our employees. In 2024, we expanded our Employee Assistance Programme, offering 24/7 confidential mental health support. We also introduced Wellbeing Champions and Mental Health First Aiders across the business, trained to offer peer support and signposting to professional resources. We continue to set the benchmark for health, wellbeing and inclusion excellence in road planing. Through strong leadership, continuous improvement and a genuine commitment to workforce wellbeing, we demonstrate outstanding performance.

Over our short time as a group, we have grown and now have over 330 members on our mailing list. Each of our meetings attract between 55 - 70 women, from different companies and at different stages of their careers. By providing a space for women with different career paths, we have facilitated mentoring opportunities, shared job vacancies and provided free training resources. In the last 12-months, we have focused on outreach to promote STEM careers to the next generation through classroom, library and community centre sessions. So far we have reached 116 children. We have plans to do much more and several of our members are either accredited STEM Ambassadors with STEM Learning UK or in the process of becoming an ambassador. Our aim is to retain as many women in the Highways industry as possible, and future proof the sector to be as inclusive as possible. Please see our supporting evidence for our background, achievements and testimonials from members.

In the UK, women make up 47% of the UK workforce which drops to 20% in the transport sector. Since Connecting Women began as an employee network, it has focused on the health, wellbeing and inclusion of its members. Growing from 500 to almost 1000 members in the past 6 months, that’s 40% of our female work population. Our network helps women achieve their potential, build confidence and influence change. Through unwavering commitment to our aims to collaborate, support, influence, inspire and share knowledge while prioritising inclusive engagement, the network has built trust with its members. Challenges are understood, and engagement is meaningful with positive outcomes for our people, organisation, industry and society. The impact can be seen across the transport sector community. The network has helped instigate campaigns and policy changes to improve health and wellbeing. These include enhanced paternity/partner pay, and still birth and miscarriage bereavement leave; shone a light on operational women in our organisation, tackling issues affecting them; career planning growth sessions encouraging more females into leadership roles within our organisation and our supply chain, collaboration with returners and graduate programmes to push female talent, and STEM in schools. We’ve raised awareness of endometriosis, heart health, dyslexia, women’s finances and pension gap, money matters, and more. These discussions help our members to educate and empower themselves, enabling them to focus their time on productivity. Feedback shows they’re worrying less about these topics because they’re more informed and supported, have better work-life-balance and ultimately higher performance.

At Waterman Aspen, we believe people thrive when they feel supported, valued, and included. Over the past few years, we’ve taken meaningful steps to embed health, wellbeing and inclusion into our culture – not just through policies, but through everyday actions that make a difference. Our approach to wellbeing is open and proactive. With over 60 trained Mental Health First Aiders, regular webinars, guided meditation and our “Open Up” newsletter, we’ve created a workplace where 90% of colleagues feel comfortable discussing mental health. We’re proud to have earned Gold in the Mind Workplace Wellbeing Index, and 97% of our team would recommend working here. Inclusion is part of everything we do – from our guaranteed interview scheme for veterans, to growing female representation in leadership by 75% and raising our overall female workforce to 29%. We’ve also built safe spaces like our Women’s Network, Menopause Café, and Apprentice Forum to make sure every voice is heard. Beyond our business, we’ve raised over £80,000 for charity and contributed 800+ volunteer hours annually through our Waterman Aspen in the Community programme. Whether it’s mentoring ex-military colleagues, funding a memorial bench, or supporting local food banks, our people are always ready to step up and give back. We’re building something that lasts – not just a strong business, but a community our colleagues are proud to be part of. This isn’t just strategy; it’s about doing what’s right and making a real, lasting impact.

Chris “Diver” Davies has quietly set the standard for what good looks like in highways infrastructure. As founder of CD Fencing, he built a business trusted by Tier 1s to deliver safely, properly, and consistently on live roads, in live traffic, under real pressure. His influence goes beyond one company. He helped change the perception of subcontractors—from throwaway to essential. He mentored the next generation of leaders, backed ethics over ease, and proved that delivery excellence can be values-led and commercially viable. When others chased volume, Chris stuck to quality. When others waited for permission, he stepped in. During COVID, he kept things running. During change, he stayed constant. His impact is seen in safer sites, stronger crews, and a shift in how this sector works with its supply chain. He didn’t just build a company. He built a way of working that others now try to copy. Chris Davies is a sector leader, a builder of people, and the kind of person this award was made for.

Chris Harris has had an impressive career in the highways sector, starting out as an apprentice in 1975 before working his way up to Technical Director at Core Highways. Over the years, he’s been involved in numerous major projects, including the M4 and M48 Severn Bridge Toll Removal, improvements at M4 Junction 15 and M5 Junction 19, and the A465 Heads of the Valleys work. His technical expertise has played a huge part in getting these projects across the finish line successfully. Chris has always been a team player, working closely with contractors, clients, and public organisations like National Highways, Alun Griffiths, BAM Nuttall, and Tarmac. He’s been involved in projects across the UK, where his advice and expertise in planning and traffic management have made a real difference. What really sets Chris apart is his willingness to share his knowledge. He’s always been happy to offer guidance to colleagues and industry partners, helping them improve how they deliver projects. His personable approach has made him a trusted voice in the sector. As he gets ready to retire in May 2025, Chris leaves behind a lasting legacy in the highways sector. His dedication, experience, and leadership have earned him the respect of his peers, and he’s been a great role model for others in the industry.

Tim Lawton joined Hampshire County Council (HCC) as a Technician in 1988 and over his 36-year career has progressed to be Assistant Director responsible for all Highways, Engineering and Transport functions. Tim’s a Chartered Civil Engineer, a Fellow of CIHT and ICE, and is a pioneer in our sector. He’s championed best practice health & safety, engineering expertise, innovation, carbon reduction, forward-thinking service delivery, professional development, and collaborative working across the industry. Tim had led our Hampshire Highways contract through difficult times and always ensured that we emerged better off. A huge reason for this is his investment in people, ensuring that we not only attract the best talent, but we develop existing staff and allow them to reach their full potential. This gives us flexibility during periods of uncertainty and has future-proofed our service. Tim is everything you’d want in a leader; decisive, empathetic, innovative and collaborative. Never one to take personal credit for his work, we’d love for Tim to get the national recognition that he deserves, after almost four decades of hard work and success in our sector.

Iain has dedicated his career to bridges and structures promoting innovation throughout the sector. Over three decades, Iain Maiden has lead consultants, contractors and clients to deliver to a consistent and high standard in his work undertaking technical approvals, ensuring that no matter how large or small a structure is, the standard remains the same high quality throughout. Iain has worked on a multitude of projects which benefit the economy, using world-class engineering to connect people via the means of transportation, cut carbon emissions and drive innovation leaving a legacy through high-profile projects such as HS2. Iain consistently demonstrates an unwavering commitment to the industry, his mentorship and guidance has nurtured a new generation of engineers, many of whom now hold leadership positions within the sector. It is with great pleasure that we nominate Iain Maiden for the lifetime achievement award for his services to the industry.

A commercial construction professional as a quantity surveyor & estimator for over forty years, Bob’s first exposure to highway construction was as a site-based trainee QS working for a regional contractor in Berkshire in the early 1980’s. Over the years, his highways & civils knowledge has been utilised by subsequent employers whose core activities were neither highways nor civils. Having become frustrated with the way his previous employer was operating, he chose to return to his civils & highways roots & was able to join Cambridgeshire Highways in 2009. The desire to link up the commercial functions with the operational delivery team was a key decider in Bob being successful in his interviews at the time & subsequently joined the team. His impact, supporting the business’ commercial manager, contributing to a step shift improvement in the business’ financial reporting, performance & engagement of scheme delivery was immediately apparent. Operational & client officer colleagues soon became aware that all team members contributed to the successful commercial outcomes. Bob provided the easy to access route to enable the site team & the client’s team to understand better the commercial standing & operation of their schemes. This could be for a £50 road marking order all the way through to a £2,000,000+ carriageway, cycleway, or bridge scheme. At this late stage, he is not afraid to learn from other team members, supply chain partners, or client officers, no matter what their background or experience might be.

Chris Swanborough is a well-respected and highly experienced Highways Operative. He’s turning 68 this year, having dedicated 37 years to our industry. During that time, he’s been a transformational force on our contract, helping to protect operational workers rights, drive key safety initiatives and delivered critical infrastructure projects. Chris achieved this by going outside of his comfort zone; he grew up on a farm operating tractors, combine harvesters and sprayers. This could’ve been his career, but instead Chris brought his transferrable skills across to highways as a JCB Operator in 1988. He’s operated a dozen JCB’s since then, keeping each one at home to maintain them, as if they were his very own. He’s also been helping to keep our roads safe in the winter as a gritter driver for 25 years. Rather than remaining in the background, Chris has been a leader in our business. When Amey became the principal contractor, he stepped up as a depot rep and fought for a pay rise for operatives. Chris has also represented his colleagues in other notable ways, including our behavioural safety group and regular colleague forums, helping to drive innovation in our business. Chris embodies everything you’d want in a highways worker, exuding hard work, passion, adaptability and loyalty. He has truly dedicated his life to what we do, delivering for our client across five decades. Despite recent health issues, Chris remains more committed than ever and is a role model for our team and the industry as a whole.

Joanne Slade has dedicated nearly 20 years to the Highways sector, and her impact has been nothing short of transformative. She led the design and delivery of the assurance function at National Highways, turning a blank page into a respected framework that underpins trust, delivery confidence, and governance across the organisation. Her work has had far-reaching benefits for the organisation and the wider sector, driving improvements in risk management, programme oversight, and regulatory engagement. Joanne’s collaborative style is central to her success. She brings teams together across functions and engages effectively with external stakeholders such as the ORR and DfT. Her inclusive, constructive approach has helped build mutual trust between National Highways and its regulators supporting the organisation’s reputation as a transparent and accountable public body. Beyond her technical expertise, Joanne is a role model for others. She leads by example, mentors others, and encourages continuous learning and improvement. Her commitment to integrity and service has created a positive ripple effect, inspiring those around her to aim higher and think bigger. She is a quiet powerhouse consistently delivering, influencing, and improving without seeking the spotlight. Joanne’s work has made a lasting contribution to the Highways sector, and her leadership, innovation, and dedication make her a truly worthy recipient of this award.

Nicola is relentless in her quest to ensure that the roads sector creates change for good. She takes on the difficult issues, works incredibly hard to achieve the required results and has dedicated her career to ensure that a road is more than just a road!

Mike has worked in the roads transport sector for all of his career most latterly as Chief Highway Engineer and Executive Director for Safety, Engineering and Standards in National Highways (NH). He thoroughly deserves this lifetime achievement award for his services to the users, workers and neighbours of the UK and European road networks.

The impact of Mel’s leadership cannot be summarised in this citation. In short some people talk about change; Mel IS the change.

The last thirty years have been critical in building a national and international consensus on addressing the epidemic of road traffic injury and throughout this period Adrian has provided unwavering leadership supporting individuals, institutions and corporations to come together and bring about effective and lasting change. With the desire to go that extra mile, and infectious enthusiasm, Adrian Walsh is a truly remarkable and influential person and mainstay in the road safety sector. His exceptional ability to convene the right people to drive meaningful change has had a lasting impact on road safety. Adrian has been involved in some of the most significant changes in the road safety sphere. More than anything, he has consistently brought together the automotive sector with those from highway engineering, road safety education, academia and industry in a way in which very few others have managed, and provided an excellent challenge to perceived wisdom, never failing to point to the evidence base behind successful interventions and the lack of evidence behind ones which are well received but not effective. He has made, and continues to make, an extraordinary contribution to road safety. Simply put, we need more Adrian's contributing to the safety of our roads and those who use them.

Michael’s work over the last 15 years has created transformative, measurable impact in inclusive construction and carbon reduction. His leadership has resulted in safer, more accessible roads across London and established new industry standards. His collaborative approach has strengthened relationships with communities, contractors, local authorities, and national bodies alike. Michael exemplifies what it means to lead with purpose. His deep personal commitment, his drive to help others succeed, and his work outside of TfL—in training, mentoring, and charity—make him a rare and inspiring figure. He is a changemaker, a pioneer, and above all, a role model whose influence extends far beyond his role

The Talbot Road Active Travel Corridor has significantly improved safety, accessibility, and modal shift outcomes in Trafford. Previously, the corridor featured disjointed cycle lanes and three major junctions without pedestrian crossings, creating hazardous conditions for non-motorised users. The scheme introduced Trafford’s first three CYCLOPs (Cycle Optimised Protected Signals) junctions, which segregate pedestrians, cyclists, and vehicles, eliminating conflict points and enhancing safety. Post-design assessments using the Junction Assessment Tool and Streets for All framework showed marked improvements in safety, inclusivity, and efficiency. The scheme aimed to increase active travel and reduce congestion by creating a coherent route for walking, wheeling, and cycling. Early monitoring indicates a significant rise in active travel users, with further increases expected as complementary works on the A56 are completed. The corridor now connects key destinations such as Trafford Town Hall and Old Trafford Cricket Ground, supporting modal shift and reducing car dependency. Community feedback has been overwhelmingly positive. Residents praised the improved accessibility and safer crossings. A local active travel advocate described one of the new junctions as “the best so far for accessibility.” The project also demonstrated professional excellence through its collaborative design process, use of Ground Penetration Radar for safe excavation, and inclusive design adjustments for Velo Cycles. Delivered via STAR Procurement, the scheme employed local labour and upheld high construction standards despite complex underground conditions. The project has been shortlisted for the CIHT Infrastructure Award 2025, recognising its innovation, impact, and community value.

The A9 Short-term Safety Improvement Scheme has significantly improved safety along the 111-mile route between Perth and Inverness, a critical corridor for Scotland. The scheme addressed frequent collisions, particularly involving foreign drivers unfamiliar with the road layout, through innovative designs and technologies. High performance road markings, Weatherline+, SolarLite road studs, coloured high friction surfacing, and extended double white line systems were implemented to reduce fatal and serious incidents. Following implementation, a 50% reduction in killed or seriously injured (KSI) collisions has been achieved on the intial 7km section of the route that was completed. While the primary focus was safety, the measures will have also improved traffic flow by reducing delays caused by collisions. The scheme addressed driver fatigue and lane confusion with high performance markings and studs, ensuring smoother transitions between dual and single carriageways, and will also reduce late overtaking and lane confusion, contributing to smoother traffic flow and lower congestion. The scheme’s collaborative approach, led by BEAR Scotland working for Transport Scotland, with the support of their supply chain, integrated several innovative solutions to improve safety. The £5M investment delivered a First Year Rate of Return of 268%, underlining its cost-effectiveness and demonstrate it's ability to be used as a model for future road safety schemes.

This project demonstrates how a strategic redesign of car park markings, including the introduction of a one-way system, delivered measurable improvements in safety, sustainability, and community benefit. The scheme was guided by the highest standards of professional practice, with a strong emphasis on health and safety, collaborative design, and innovation. Key outcomes included a significant reduction in congestion, enhanced pedestrian and cyclist safety, and an 18% increase in footfall to nearby commercial areas. Sustainability goals were met through the use of recycled materials, energy-efficient lighting, and improved drainage. The project fostered social value by engaging local stakeholders throughout, creating training opportunities for young people, and contributing to a more accessible, inclusive public space. This submission reflects a holistic and forward-thinking approach to infrastructure improvement, delivering long-term value for both the community and the environment.

The M18 Hellaby roundabout improvement scheme in Rotherham exemplifies a high-quality infrastructure intervention designed to enhance road safety, traffic flow, and community value. By implementing clear, high-visibility line markings and a redesigned lane layout, the project significantly reduced congestion and confusion at a previously high-risk junction. Early data indicates a 30% reduction in minor collisions and a 20% decrease in queue lengths during peak hours. The scheme upheld the highest standards of professional excellence, with zero reportable health and safety incidents, sustainable material choices, and the use of innovative traffic modelling and quick-curing materials to minimise disruption. Strong collaboration with the local authority, community groups, and businesses ensured that the design met local needs, while social value was delivered through local apprenticeship opportunities and regional supply chain engagement. The project has not only improved traffic management but also enhanced public confidence, business accessibility, and the overall quality of the transport environment in the area.

The A693 Beamish Museum Main Thoroughfare Lining Works renewed existing markings immediately after resurfacing, preserving safety and functionality on a key route to a major heritage site. Although finished only this week, it builds on a longstanding commitment to proactive road safety, reflecting both professional excellence and community engagement. Project scope focused on replacing line markings “like for like,” continuing a tested design that previously helped reduce collisions, smooth traffic flow, and enhance low-light visibility. Work adhered to rigorous safety protocols, combining precise traffic management with open stakeholder communication to minimise public disruption. This collaboration with local residents, businesses, and Beamish Museum staff also promoted sustainability goals, such as reduced vehicle movements and careful material selection. The high-reflectivity thermoplastic markings, compliant with BS EN 1436, produce clearer centre and edge delineations for drivers. While post-scheme data collection remains ongoing, past experience suggests continued benefits for speed management, queue lengths, and interactions among vehicles, pedestrians, and cyclists. Local businesses anticipate stable or increased footfall due to safer, more predictable traffic patterns, while residents report greater peace of mind in daily travel. Overall, the swift renewal underscores how careful planning and stakeholder collaboration uphold a critical regional corridor’s safety and community value.

The Bawtry Road improvement scheme is a clear example of line marking, high friction surfacing and street design delivering lasting safety, mobility, and social value. Led by Hilliard Civils with specialist surfacing and marking by Jointline and Trustseal, the project responded to local safety concerns by reconfiguring a high-traffic junction with new geometry, traffic signals, and surface treatments. High-friction red and white surfacing enhanced visibility, drew attention to hazard zones, and significantly reduced braking distances. Thermoplastic markings were applied with precision to improve lane discipline, reinforce new junction priorities, and support safer pedestrian movement. New crossing points and tactile paving also contributed to accessibility improvements, particularly for vulnerable users. The scheme's early outcomes show improved vehicle compliance, a reduction in congestion, and highly positive community feedback. Residents, local businesses, and visitors have all noted the visible safety benefits. Delivered collaboratively with key stakeholders, the project upheld best practice in technical execution, sustainability, and health and safety. The result is a transformed public space that balances traffic efficiency with safety and inclusivity, promoting civic pride and supporting active travel. It serves as a replicable example of how strategic lining, surfacing, thoughtful design, and local engagement can deliver meaningful impact on a community scale.

In 2015, a project working group was formed, consisting of Wokingham Borough Council Members, Finchampstead Parish Members, local business owners, and a representative from The Nine Mile Ride school. The working group developed a vision statement that aimed to deliver an attractive environment and a vibrant local centre at the heart of the Finchampstead community, with a focus on high-quality and imaginative design, materials, landscape, and attention to detail. The scheme encouraged access by walking and cycling, user safety, and a distinct design character that allowed for pedestrians and traffic to better coexist, to respond to current issues and planned traffic volumes once the new Development was built. The working group determined the project objectives focused on creating a greater sense of place, accommodating existing and expected traffic volumes, improving provision for pedestrians and cyclists, enhancing the shopping environment, ensuring safety for all users, engaging the community in the design process, and improving car parking provision. Key outcomes of the project were a ‘place orientated design’ suitable for all users, improved visual quality, traffic accommodation, better access by walking and cycling to key facilities, shops and schools, and improved car parking layout, usage, and controls. The project went through several iterations, involving collaboration with the working group, before concept designs were presented to local residents, receiving positive feedback, and enabling design development to continue. The scheme concepts were subject to extensive public consultation and engagement before finally being constructed in 2024 with key metrics measured in 2025.

The success of the A417 Missing Link is a direct reflection of the open communication, collective problem-solving and mutual respect across the project teams and the supply chain. This has been achieved by making collaboration a core part of operations. National Highways, Kier and the supply chain demonstrate exceptional teamwork and a forward-thinking culture across the integrated project team working together towards common goals. Adopting a landscape-led approach, the 600-strong Integrated Project Team have sensitively engaged with local stakeholders to ensure we build the much-needed infrastructure while conserving and enhancing the special character of the Cotswolds National Landscape. Adopting a “no surprises” approach and through initiatives such as a dedicated on-site Customer Hub, and regular consultation events, the A417 has prioritised gathering local feedback to help shape our design and build solutions. It is set to achieve a reduction in Whole Life Carbon (WLC) by 39%, 13% biodiversity net gain (BNG) and innovative restoration and enhancement works to historic features and local wildlife. Two significant archaeological zones have been preserved, over 2,000 adders were relocated to new habitats, all plant is now using responsibly sourced HVO, all lighting towers are solar-powered and the UK’s first production of biochar on a construction site has been trialled. This project is a blueprint for success in every way.

The Milton Road renovation project in Cambridge, led by M Group Highways for the Greater Cambridge Partnership, focused on enhancing sustainable transport through significant infrastructure upgrades. Designed by WSP, the scheme introduced innovative elements such as new cycle routes, bus lanes, 14 Copenhagen crossings, a new roundabout, and a Cycling Optimised Protected Signals (CYCLOPS) junction to prioritise pedestrian and cyclist safety while maintaining traffic flow. Early Contractor Involvement (ECI) enabled extensive collaboration between stakeholders, leading to efficient planning around utilities, traffic management, and pedestrian access. Techniques like soil vacuuming were used to safely excavate around numerous underground utilities, while value engineering choices, such as using recycled materials like Durakerb, reduced environmental impact and saved costs. A phased delivery approach helped minimise disruption in the densely populated area, with effective stakeholder engagement including weekly team meetings and monthly community sessions fostering transparency. Social value was emphasised through the hiring of local workers and incorporating residents’ preferences into landscaping and tree planting. The project significantly improved accessibility and safety with new footpaths, cycleways, traffic systems, and drainage channels, supporting both community wellbeing and sustainable transport. Environmentally, the project trialled solar-powered traffic lights, used HVO fuel, planted over 200 trees, and created four rain gardens. Ecological considerations, such as the safe removal of invasive species, were also addressed. With over 2.9km of new cycle and foot paths, the project has delivered long-term benefits for public transport users, cyclists, and pedestrians, contributing to the economic and environmental health of Greater Cambridge.

The A533 brought together a combined team with the aim of delivery fostered through working collaboratively together through difficult times to deliver a project which was overbudget from the start. That remains free of lost time injuries and has also delivered through carbon reduction in delivery and social value in the local community. The scheme fostered innovative ways of working from whole team reviews of the design to seek solutions to being overbudget by addressing the scope and solutions for the most cost-effective solutions or deploying reused assets. Becoming part of the community through social value activities, deploying visualisations via social media to foster understanding by the community. The scheme has delivered over £20m of social value and handed back on time or earlier three 56-hour possessions of the M56 and A533 with multiple works completed in each, to reduce the need for future overnight closures and one weekend closure less than planned. In doing this deployed a communication strategy that reduced the Client’s modelled anticipated delays by 97% utilising stakeholder’s social media outreach, VMS signage and in addition deploying VMS prior to decision points on the network. Using One Click LCA the scheme can demonstrate carbon reduction through delivery of 1029.7t CO2e and more savings by diverting material from landfill and supplying recycled aggregates to local adjacent schemes. Biodiversity within the scheme boundary has been improved to 15% gain from an anticipated loss at commencement by utilising woodland marginal planting along with wildflower seeding.

The Gull Wing Bridge is a new 350m crossing of Lake Lothing in Lowestoft which comprises a southern approach viaduct, a northern approach viaduct including a span over a railway, a rolling bascule bridge, a control tower and plant room, and general highways works to tie into the local road network. The focal element of the Gull Wing Bridge is the 38.5m span rolling bascule bridge, the largest in the world to be raised using hydraulic cylinders. Its form, which was deliberately chosen for its iconic beauty and expression of engineering principles. Many factors combined to make the design of the Gull Wing Bridge demanding, requiring innovative thinking and holistic solutions to be developed throughout the design and construction planning. Environmental and aesthetic considerations ruled out the construction of large below-deck bascule chambers within the lake. This made a rolling bascule bridge the optimal solution as it places all principal structural elements above carriageway level and affords a multitude of possibilities to showcase the motion and structural detailing of this bascule form. Since opening in September 2024, the new Crossing has successfully alleviated the traffic congestion which has restricted the development of the town for decades, transforming journeys, and affording an opportunity to re-imagine the town of Lowestoft. The centrepiece rolling bascule bridge has been embraced by the community as a symbol for the future prosperity of the region. It stands as a testament to what can be achieved through meticulous planning, dedicated teamwork, and a commitment to excellence.

SMP Alliance is a transformational integrated enterprise of seven organisations and 100+ suppliers. Together they have successfully delivered the National Emergency Area Retrofit programme, installing 138 additional emergency areas across the motorway network safely, on time and within funding of £362M. Blended teams overcame multiple substantial challenges to compress a five-year national programme into just three years. Instruction was given in January 2022 after the Government's response to the Transport Select Committee, with construction starting within 18 months in June 2023 and completing just 22 months after that in March 2025. This major highways delivery success story stems from unprecedented collaboration, shared commercial risk/reward, as well as by embracing digital, programmatic working, innovation and lean. SMP Alliance became the first alliance to achieve ISO18404 Lean certification in June 2024, and has delivered over £100M of social value 2023-2025.

Stockport Council, in conjunction with our partners, has delivered a major new, modern transport interchange in heart of Stockport Town Centre, with the first new, urban park in Stockport for a generation, whilst supporting the MDC in the delivery a major new housing development. The consortium worked with a ‘one-team’ approach to overcome obstacles and achieve various goals, all in support of developing Stockport town centre for the good of residents and visitors to Stockport for a generation. The Interchange has been designed to not only provide a much improved transport interchange, but add welcome public greenspace and housing to the town centre, but also support connections to Stockport Rail Station and a future connection to Metrolink. Stockport has a growing town centre, led by the considered development activity and partnerships fostered under the leadership of the MDC, and Stockport Interchange is a key sustainable transport asset placed in the centre of the regeneration area.

This scheme represents a major step forward in improving the safety, sustainability, and efficiency of ironwork reinstatement's across London through the use of Permafyx L273. With nearly 200 successful installations completed to date, the project has demonstrated clear operational and environmental benefits while setting a new benchmark for best practice in the industry. One of the most significant impacts has been on road safety. By removing the need for traditional hot tarmac, we have eliminated associated risks such as burns, fumes, and fire hazards. Permafyx L273’s rapid-setting and high-strength properties allow roads to be reopened more quickly, reducing the time work zones remain active and exposed to traffic. This not only protects operatives but also improves safety for road users and pedestrians in busy urban areas. To ensure quality and consistency, all operatives have completed an intensive two-day training programme, focused specifically on the use and handling of Permafyx L273. In addition, bespoke audits are carried out on every installation, with findings used to drive continual improvement and ensure full compliance with standards. We have been greatly supported by our supplier Meon, who worked closely with us to develop and refine the material, and by our valued client Thames Water, whose collaborative approach enabled seamless integration into ongoing operations. The product’s ability to be stocked locally also supports rapid emergency response and reduces waste and carbon emissions by avoiding trips to tarmac plants. Our goal is to challenge traditional methods and establish Permafyx L273 as our material of choice for

At Heidelberg Materials we have pioneered the world’s first zero carbon cement, EvoZero, using carbon capture and storage technology. Cement production accounts for 8% of carbon emissions worldwide, due to the chemical reaction that takes place in the production of clinker, when carbon dioxide is released into the atmosphere. Cement also represents the single largest source of CO2 emissions in the highways sector compared to asphalt and steel, used in a variety of ways including CBGM, concrete roads, stabilised soils and ancillary structures. To combat this, Heidelberg Materials has invested in facilities to produce the world’s first zero carbon cement, EvoZero, for use in construction. Unlike low-carbon cement replacements, EvoZero is chemically identical to traditional cement, enabling builders to swap out high-carbon Portland cement, for zero carbon EvoZero, without sacrificing on performance. This technology has the potential to revolutionise the highways and construction industries, significantly reducing carbon emissions from concrete operations, and helping contractors achieve their Net Zero ambitions.

Premcrete Highway FC, developed by LMS Highways in partnership with Premcrete Ltd, is an award winning, rapid-set, low-carbon concrete that is transforming the highways industry. Designed specifically to address the key challenges of carbon reduction, installation speed, durability and safety without compromising performance. Brought to market in 2024, our rapid-set concrete mix has delivered a range of tangible benefits, setting a new standard for sustainable construction materials: - Carbon Reduction: We have achieved a significant carbon reduction compared to the previous rapid-set concrete used in our projects. - Eliminated Conventional Heating: Our new mix has removed the need for space heaters and other conventional heating methods during the curing process, further reducing energy consumption on-site. - Enhanced Installation Speed and Road Safety: We have dramatically improved productivity, now installing eight full bays per night, whereas the industry standard is only two bays. Leading to shorter project timelines - reducing exposure to live traffic and allowing faster lane reopening to minimise disruption for road users. - Optimised Resource Use: The reduced curing time and enhanced material properties allow us to deploy fewer people, plant, and equipment, cutting down overall site emissions and operational costs. Recognised already by the RSTA Awards for Innovation, Premcrete Highway FC is revolutionising the highways industry. Premcrete Highways FC embodies the Highways Awards criteria by not just delivering a technical innovation, but by catalysing a “change of thought” across the sector about what’s possible in modern highway maintenance.

The MAV AiQ provides powerful core features to meet unique systems requirements but also offers array of additional functionalities designed to address specific operational needs. Offering personalised solutions for every highway system, the MAV AiQ has been built on the understanding that each application is unique but the need for safety is universal. The features identified in this application are often used in other products as stand-alone USP's but the MAV AiQ encompasses a core of features and benefits that have been developed to support the highways infrastructure and smart city environments. Offering additional, customisable options above and beyond the core functionality offers bespoke opportunities not seen before. Seamless integration with law enforcement systems, DVLA look-ups, MTO systems, traffic enforcement, car park management, inner-city and urban infrastructure, the MAV AiQ can be used independently as well as part of a network for enhanced safety. Such has been the need for solutions, like the MAV AiQ, we have had conversations with Labour MP Sarah Coombes on how we can support her fight in Parliament against the issues pf Ghost Plates and the safety implications of their use.

Metrail’s Geo Plus Resin redefines highway maintenance by merging safety, sustainability, and cost efficiency. The strategic road network has over 400 miles of concrete roads, if the Geo Plus Resin method was used, it could result in multi-million pound savings, along with time, safety and huge carbon reductions, The Geo Plus Resin is a new and innovative product to the UK and Metrail is also starting to make ground in the US and Australia. It can be used on different road formations where previously water infiltration has destabilised roads, causing cracks and breakages. Safety gains are monumental: a 66% reduction in worksite exposure, near-instant curing (15 minutes), and zero concrete waste. The jib-mounted injection system allows minimal crew sizes and equipment; slashing congestion risks. Environmentally, the resin delivers a 96% carbon cut (11,827tCO₂ to 379tCO₂ on the M180 project) by avoiding traditional methods’ heavy plant and material waste. Its 30-year lifespan ensures fewer future disruptions, benefiting communities and freight networks. Metrail’s commitment to innovation and training – importing German expertise to upskill its workforce – ensures the industry is continually innovating. No repairs have been needed in three years, proving its resilience. For transforming a high-cost, high-disruption problem into a safe, green, and economical solution, Geo Plus Resin deserves recognition as Product of the Year. It’s not just a material – it’s a new standard for infrastructure resilience.

Launched in 2007 by RoadSafe, the DfBB programme was adopted by National Highways and has grown to reach of over 5 million drivers of over 1.5 million cars, over 2.5 million vans and almost 1 million trucks (May 2025 stats - including overseas). The programme resources include a gap analysis to allow organisations to discover shortfalls in their fleet management and driving for work policy, a policy builder toolkit to create a compliant and robust driving for work policy with the ability to review and receive updates from industry and regulators, and a fleet benchmarking tool. Further to this, DfBB provides access to a number of further resources such as informative articles, and resources from National Highways including a van driver and car driver toolkit (handbook and toolbox talks), a guide to incident investigations, a guide to driver roadworthiness and more – all available at www.drivingforbetterbusiness.com under the resources page. Everything DfBB provides is free to access, download and share. Although the programme has been live for a number of years, there are a number of new products and resources becoming available on a continual basis – such as a monthly fleet focus, articles, the driving for work policy builder launched in April 2024, and upcoming resources aimed to support delivery through local road safety partnerships and a toolkit for managers to understand and manage mental health and wellbeing in their drivers.

The Safety Revolution scheme, delivered through a collaboration between P. Flannery Plant Hire, Spillard, and Xwatch, has set a new benchmark in construction and infrastructure safety. By integrating Human Form Recognition (HFR), 3D Avoidance, GPS-enabled automation, and the Xwatch Laser Curtain, the Virtual Safety Integration creates a dynamic, real-time safety ecosystem that protects both workers and the public. Key to the scheme’s success was its collaborative development and practical application on high-risk projects such as the M6 Smart Motorway upgrade. In this complex, live-traffic environment, the technology’s intelligent features, such as virtual red and amber zones, automated machine control, and 360-degree visibility, significantly reduced the risks of People Plant Interface (PPI) incidents and underground utility strikes. Machines could slow or stop automatically, reducing operator error and enhancing project efficiency. Stakeholder engagement, strong R&D alignment with site needs, and measurable improvements in safety and delivery performance were all crucial contributing factors. The innovations ensured fewer delays, safer operations, and higher client satisfaction. The scheme also had a meaningful impact on public road safety. By preventing machinery encroachment onto live carriageways and enhancing operator awareness in confined urban spaces, it reduced the potential for road-user incidents. These benefits extend beyond individual projects, offering scalable, industry-wide potential for safer, more intelligent infrastructure delivery across towns and cities. In summary, the Safety Revolution scheme represents a transformative step forward in construction safety, combining innovation, collaboration, and real-world effectiveness to improve outcomes for all stakeholders.

WJ Group developed RapidGrip to support National Highways’ NEAR scheme, which introduced 150 additional Emergency Refuge Areas (ERAs) to enhance road safety. RapidGrip addresses the inefficiencies and risks of traditional coloured surfacing methods by offering a single-coat, cold-applied solution that integrates pigment, aggregate, and binder. This approach significantly reduces application time, workforce exposure to traffic, and environmental impact, while increasing productivity by 300%. RapidGrip enables up to four ERA bays to be completed within the time previously required for one. The success of the product was driven by WJ’s internal supply chain capabilities, incorporating product manufacturing, equipment engineering and contracting operations, alongside collaboration with the Smart Motorway Alliance Members. RapidGrip’s quick curing time, reduced from 3+ hours to 20–30 minutes, ensured minimal disruption for road users while lowering operational carbon emissions and reducing costs by eliminating the need for a sweeper and requiring multiple visits to install one bay. By enabling the rapid and consistent rollout of ERAs, RapidGrip has enhanced road safety on motorways by supporting the quick delivery of the NEAR scheme. Its high skid resistance, UV stability for colour retention, and long-lasting performance ensure safety and visibility for road users, even in adverse conditions. Furthermore, the streamlined and cost-effective installation process sets a new standard for safe, sustainable and efficient solutions.

The all-new Yutraffic Actis is a highly innovative new product that delivers a real step-change in sustainable design, technology, value, and performance. Actis represents a significant evolution in traffic signal technology, providing local authorities with a sustainable, high-performance, cost-effective solution which will help them substantially reduce the use and cost of energy, drive installation and maintenance efficiencies, future proof their investment in on-street assets and reduce their carbon footprint. Actis has set a new industry benchmark, with innovation evident in every element of the product’s design and performance; from the new optical and mounting systems to the unibody design and tool free maintenance and reduced power consumption, Actis delivers sustainability, performance and cost benefits at every stage. Actis responds at a local level to meet road users’ and transport authorities’ needs, and at a global level to the growing climate emergency. The complete unit will be made at Yunex Traffic’s award-winning manufacturing facility in Poole.

In December 2024, Buckinghamshire Highways completed the Castlefield traffic calming Schemes in High Wycombe, Buckinghamshire. The scheme was backed by 'Opportunity Bucks', the Council's flagship programme to improve lives in ten of the county's most disadvantaged wards. This initiative is part of Buckinghamshire Council's response to the government's Levelling Up White Paper from February 2022. The Castlefield community have been subjected to significant anti-social driving, with police reporting repeated incidents of speeding and dangerous driving. The comprehensive £1.1m traffic calming scheme sought to deter speeding and dangerous driving along six key roads in the area and near Castlefield School through public engagement, consultation and collaboration, and has delivered significant speed reductions. The funding application for traffic calming was a joint effort by the Intensive Engagement Cross-Collaboration Team for Castlefield, including local groups, schools, Councillors, Thames Valley Police, and residents. This engagement and continued collaboration through design and delivery was vital in delivering a traffic calming scheme which met the brief of being ‘severe’ to deliver results, but was also supported by the local community. The scheme was complete by the Buckinghamshire Council Highways Alliance and was designed by AtkinsRéalis and constructed by O’Hara Bros Surfacing Ltd (Principal Contractor) and Balfour Beatty Living Places (Lighting Contractor). The scheme comprised of junction tables, speed cushions, raised crossings and chicane. Through before and after traffic surveys in the area it has been identified that the scheme has resulted in a 72% reduction of vehicles travelling more than 30mph (10,502 to 2,960 AADT).

The A3102 Safer Roads Fund project is the largest of the Department for Transport's Safer Roads Fund projects. A collaborative effort between AtkinsRéalis and Wiltshire Council, the project takes a strategic, data-driven approach to enhancing road safety, aligning with Vision Zero principles. By focusing on implementing innovative measures and reducing crash severity, the project has achieved significant results, including a projected prevention of 45 Fatal and Serious Injuries (FSI) over 20 years and a Benefit-Cost Ratio (BCR) of 2.91. The project's creativity in using new tools and sustainable materials, coupled with strong stakeholder engagement, highlights its vital contribution to road safety. 35 locations were identified for interventions and included clearing vegetation and removing roadside hazards along the entire 35km route, and 27 intermediate sites which included enhanced signage, road markings, footway widening, and vehicle restraint systems to reduce crash severity. Also, 4 locations were identified where signalised crossings could be upgraded to improve pedestrian and cyclist safety, as well as the 3 locations with the highest predicted FSIs undergoing detailed junction optioneering, preliminary design, and detailed design for significant infrastructure improvements. This includes the installation of two new signalised junctions and a new ghost island to enhance safety.

Driver safety has long been a focus for BB, it’s a critical part of our employee wellbeing. While we’ve had great success under our own steam, we knew we had reached a plateau and that we wanted to push ahead, rather than rest on our laurels. Our partnership with Drivetech, by the AA, has been a true catalyst for ongoing improvement, to the benefit of the wider BB business. The reductions we have seen in key performance indicators such as reducing the number of high-risk drivers to the time taken to mitigate a risk has been a fantastic step forward. It has also allowed us to identify previously unseen risks and issues and tackle them head on, recharging and empowering our drive for increased fleet safety. Establishing a culture of continuous improvement and embracing changes and new partnerships company-wide to build on previous success is often not easy but is something we are proud to have achieved. We believe this truly sets us apart as a business and being recognised with this award would be an incredible honour for both the Balfour Beatty and Drivetech teams. Our approach is standardised Balfour Beatty wide as well as any drivers with the potential to drive for Balfour Beatty. This includes benefiting projects on the Highways including Connect Plus M25, DBFO, SMA NEAR etc. Establishing a culture of continuous improvement and embracing changes and new partnerships company-wide to build on previous success is often not easy but is something we are proud of.

The A9 Short-term Safety Improvement Scheme focused on reducing collisions along a 111-mile route between Perth and Inverness, a key link between central Scotland and the Highlands. Challenges included addressing a rise in fatal and serious collisions post-Covid, with international drivers disproportionately involved. The route’s mix of dual and single carriageways, along with high tourist traffic, posed additional risks. Transport Scotland established the A9 Partnership Safety Group, involving multiple stakeholders, including BEAR Scotland road safety teams, Police Scotland, and Road Safety Scotland. The group developed a Route Collision Reduction Plan aimed at mitigating risks on single carriageway sections until full dualling is completed in 2035. Measures targeted fatigue-related and wrong-side driving collisions, particularly among international and unfamiliar drivers. The scheme’s success stems from a collaborative approach and the implementation of targeted measures, including high-performance road markings, solar studs, consistent signage, and media campaigns aimed at addressing fatigue and educating foreign drivers. Variable Message Signs and enhanced enforcement by Police Scotland further supported these efforts. Initial results have been promising, with the first 7km section completed showing a 50% reduction in killed or seriously injured (KSI) incidents in the first year. The project demonstrates value for money with a First Year Rate of Return of 268%, significantly reducing collision risks and enhancing safety for all road users.

MiDAS (Minibus Driver Awareness Scheme), the gold standard for enhancing the safety and care of passengers for nearly 30 years, provides a nationally recognised standard for the assessment and training of drivers. In 2024 CTA (Community Transport Association), in partnership with Hampshire County Council (HCC), launched a transformed digital version of the scheme offering modern, flexible, and passenger-focused training. Transformed MiDAS standard now includes an element of e-learning, offering modern, flexible, and passenger-focused training while retaining all the strengths of the existing training programme by using the most up-to-date tools and technology.

This innovative scheme targeted known accident blackspots across Dundee’s urban road network, combining intelligent detection with real-time messaging to significantly improve road safety. It stands out for its scalable, low-disruption design, stakeholder collaboration, and demonstrable safety benefits. Key Highlights: Clear Safety Need: -Addressed repeated collisions and excessive approach speeds at urban crossroads. -Supported Dundee City Council’s strategy to reduce casualties and improve active travel safety. Innovative Technical Solution: -Dual-message VMS signs with speed and junction alerts, triggered by radar and virtual loop detection. -Wireless communication between detectors and signs enabled rapid, non-intrusive deployment. Collaborative Delivery: -Three-way coordination between Dundee City Council, SWARCO, and Tayside Contracts ensured efficient planning and execution. -Delivered two major junction upgrades within a 4-month programme. Measured Benefits: -Early evidence of speed reduction and reduced near-miss reports. -Positive public and stakeholder feedback, with rollout to six sites and plans for expansion. -Expected first-year rate of return based on avoided accident costs. Future-Proofed and Scalable: -Customised, compact design suited to urban environments. -Scheme serves as a replicable model for other authorities tackling urban road safety challenges. This scheme exemplifies value-driven, intelligent road safety intervention—tailored, cost-effective, and impactful.

Darlington Borough Council, in partnership with SWARCO, has delivered a highly effective, future-proofed road safety solution at a long-standing accident blackspot. Prompted by a serious incident involving a horse and rider, the scheme was developed in response to strong community concern and the need for a long-term intervention. SWARCO installed a bespoke system featuring dual virtual loop detectors for vehicle classification and a dynamic warning sign with wirelessly configurable variable speed display. A unique logic-based method was developed to detect horses—an unclassified object type—ensuring the solution addressed the core risk. The project has already shown early signs of success, including reduced vehicle speeds, fewer near misses, and improved driver awareness. It also offers excellent value for money, with long-term savings through remote configurability, minimal maintenance, and avoidance of future hardware replacement costs. Delivered in 18 months, the scheme represents a powerful example of innovation, collaboration, and responsive public service. It not only addresses a critical local safety issue but sets a benchmark for how intelligent technology can be used to protect vulnerable road users and adapt to future needs.

All Change at Bank is a transformative road safety and public realm scheme delivered at one of London’s busiest and most complex junctions. Building on earlier interventions introduced in 2017, the project aimed to reduce casualties, improve pedestrian and cyclist safety, and create a more inclusive and accessible space. The project redesigned the junction to simplify traffic movements, reduce conflict between road users, and prioritise people walking and cycling. It also sought to enhance the public realm through widened pavements, improved crossings, and new green infrastructure—creating a safer, welcoming environment in the heart of the City. Constructed between Autumn 2022 and September 2024, the scheme was delivered in carefully phased stages to minimise disruption. Despite significant traffic management in 2023, the junction recorded only one casualty—the lowest in over a decade—while pedestrian and cyclist volumes remained high. Compared to pre-scheme years, where over 20 casualties annually were common, this marks a dramatic improvement. The scheme has delivered a 62% reduction in casualties during the construction period 2022–2024 (provisional data) and a 68% reduction when comparing verified data from 2014–2016 to 2021–2023. Including provisional data, this may rise to 80%. Delivered in close collaboration with key stakeholders, the project maintained access throughout construction, using high-quality materials and bespoke finishes to ensure long-term durability of this historic location. With a £6.04 million investment, All Change at Bank demonstrates exceptional value—not just in financial terms, but in lives protected thanks to a safer, healthier environment.

Client Feedback: Darren Divall, Regional Road Safety Manager, TfWM “Relying on quality data has always been important for us. We have access to a wealth of data that has informed our journey so far but while traditional KSI data reflects past incidents, Near Miss data provides real-time insights into where and why vulnerable road users are at risk. The quality and precision of insights from Near Miss data, combined with other smart road safety datasets, offers the missing link in building the full picture of how dangerous specific sites are, in real time, and before incidents become KSIs. This proactive approach enables TfWM to better understand risk exposure, plan smarter interventions, and improve the effectiveness of active travel infrastructure." This project has won 4 acclaimed industry awards to date: * DfT Special Recognition Award 2024, UK, 'Best Use of Technology' category * ITS Awards 2024, UK, 'Better Safety through Technology' * ITS Awards 2024, UK, 'Best Project of the Year' * International Road Safety Invention & Innovation Competition 2025, Morocco, Most Promising Invention Prize And a large media attention, including the BBC Midlands (from 16min - https://www.bbc.co.uk/programmes/m0027qbr). See appendix 3 on the attached supplementary evidence document for more information. Thank you!

The Glenferness Avenue project is an example of a successfully implemented project that has had a huge positive effect to the local and wider community. The bridges were installed within the 52-hour track possession with the line handed back to Network Rail 8 hours early, and the overall project was completed within the available budget with public disruption minimised as much as possible. This was achieved through extensive planning/collaboration/co-ordination between all parties involved and by ensuring that all stakeholders were consulted about the proposals and were then kept informed and regularly updated throughout the works. The bridges have transformed local travel by providing walkers/cyclists/scooters/mobility aid users a separate traffic-free space to commute to work/school/university or for leisure purposes by removing an unsafe pinch-point on this busy trafficked route. The bridges, along with the introduction of a toucan crossing and junction improvements have been warmly welcomed by the local community, particularly the university and nearby schools with much positive feedback received. The bridges, toucan crossing and junction improvements are a crucial part of active travel infrastructure within the BCP area which facilitates local travel, reduces road congestion and greenhouse gas emissions, improves air quality and brings economic and health benefits to the conurbation. Early evidence shows the bridges are being well-used by cyclists and pedestrians, which is demonstrated through the collection of data obtained from new counters installed adjacent to the bridges.

In May 2023 the Harlow LCWIP 9 scheme was successful in being awarded £1.954m funding from Active Travel England’s (ATE) Active Travel Fund 4.The scheme improves 2.3km of the cycle and walking network from the west of Harlow (Elizabeth Way) to the north of Harlow town centre (Velizy Avenue Roundabout/ Netteswell Orchard). It also links with the under construction North to Centre sustainable transport corridor connecting to the Town Park, Railway Station and the planned East to West sustainable transport corridor. All project milestones were achieved or bettered in all stages of delivery. Delivery was 1.5 months ahead of programme and 4% under budget. The scheme used innovative engagement with Essex Sight Loss Council to enhance accessibility and technical compliance was achieved through collaborative engagement with ATE. The resulting scheme was transformative, seeing an increase in the number of users as a result of new surfacing, streetlighting, wayfinding and improved drainage, alongside enhancements including new tabletop crossings and a parallel crossing, installed at both the west and eastern ends of the route to further improve the safety of users. “Harlow LCWIP 9, demonstrates partnership and team working at its best. From strategic pipeline planning and feasibility to detailed design and construction the wider teams involved have worked collaboratively and effectively to deliver a high-profile project ahead of schedule and below budget. I’d like to thank them for them all their hard work and dedication while celebrating their one team approach”. Tracey Vickers, Head of Sustainable Transport, Essex County Council.

Hertfordshire County Council’s A414 crossing scheme in Hemel Hempstead exemplifies inclusive highway infrastructure designed with safety, accessibility, and community needs at its core. Delivered in July 2024, the project addressed a dangerous barrier on the A414 St Albans Road—a dual carriageway where over 150 people a day were previously observed risking their lives crossing at-grade due to the lack of a suitable alternative. The scheme introduced a fully accessible, signal-controlled, step-free crossing that now safely connects residential areas to Jarman Park’s shops and leisure facilities, providing independent mobility, particularly for people using wheelchairs, mobility scooters, prams, and bicycles. Since completion, crossing usage has increased by 38% compared to 2009 levels, and potentially unsafe crossings have been virtually eliminated. Seamlessly integrated with active travel routes, including National Cycle Network Route 57, the crossing supports sustainable local journeys and reduces car dependency. Constructed with minimal disruption through off-peak closures and stakeholder engagement, the scheme overcame challenges by proactively engaging with Tesco, local residents, and the care home to ensure continuous access and traffic flow. The Duty Manager at Tesco Jarman Park said: “Many of our customers are really pleased with the new A414 crossing, which is making it safer and more convenient for them to visit us, along with all the other businesses on Jarman Park. We also have a number of staff living locally, including at least one member who was finding it difficult to use the footbridge, so having a step-free option is a great improvement.”

HTM successfully delivered a complex project at Birmingham’s busy Bromford Gyratory, located beneath the M6 motorway. Due to height restrictions imposed by the permanent structures, traditional temporary traffic signal systems were not suitable. This challenge presented an opportunity to introduce the Metro System—provided by TGS—in Birmingham for the first time. This resulted in a single phase of construction works for the client, supporting consistency for both their construction teams and for the local network of road users and pedestrians, reducing confusion and improving safety. The Metro System’s advanced radar technology played a critical role in managing increased traffic volumes efficiently. Its wireless design allowed quick deployment and easy integration without the need for overhead cabling. Urban Traffic Control (UTC) had direct connectivity to the system, enabling continuous monitoring and quick response to any changes in traffic conditions, whilst mobile CCTV units enabled real-time responses to traffic management flows. Strong collaboration between HTM, the client, and suppliers underpinned the scheme’s success. The use of this innovative system demonstrated a forward-thinking, solution-driven approach to traffic management. As a result of the project’s success, the Metro System has since been adopted for use at multiple sites across the city by the local authority.

The Catharine Street Active Travel Scheme is a transformative £2 million project delivered by Liverpool City Council under Active Travel England’s Fund 2. Completed in 2025, it reimagined a key city centre corridor into a safe, fully segregated route for walking and cycling, linking the city centre to the award-winning Princes Avenue cycleway and enhancing connectivity through Toxteth to Princes and Sefton Parks. The scheme features new cycle lanes, pedestrian crossings, upgraded drainage, and signal improvements, all shaped by robust stakeholder consultation and data-led design. It prioritised inclusivity, accessibility, and safety, with early monitoring showing a significant rise in active travel. A standout innovation is the UK’s first permanent installation of Kiacrete, a next-generation permeable concrete developed with Imperial College London. Offering 10x the permeability and 2x the strength of conventional materials, Kiacrete delivers a predicted 40% carbon saving over 40 years and reduces flood risk while supporting Liverpool’s climate resilience goals. Delivered on time and within budget, the project exemplifies effective partnership working, sustainable procurement, and modern construction practices. It sets a new benchmark for urban infrastructure, combining environmental innovation with community benefit and long-term value.

The Woodstock Road Improvement Scheme exemplifies excellence in small-scale infrastructure through its commitment to safety, value for money, and community engagement and deli very in a short timescale. Completed on time and within budget, the project transformed a key Oxford corridor into a safer, more accessible, and sustainable route for all users. A safe system approach was embedded throughout. Daily safety briefings, inclusive site practices, and proactive public protection measures ensured minimal disruption during construction. Post-completion, the scheme introduced wider footways, new crossings, and traffic-calming features, significantly improving safety and accessibility for pedestrians and cyclists. Modern design and construction techniques were central to delivery. The project used low-carbon rubber kerbs, solar-powered crossings, and value-engineered drainage solutions to reduce environmental impact and long-term costs. The experimental reversal of a key bus lane improved peak-time traffic flow, aligning with Oxfordshire’s wider network management strategy. The scheme integrates seamlessly with existing infrastructure, enhancing connectivity and enabling modal shift. It links key destinations via upgraded active travel routes and supports local businesses through improved public realm and increased footfall. Community engagement was exemplary. The team maintained open communication with residents, supported local schools, and collaborated with stakeholders to shape placemaking features. A 44/45 Considerate Constructors Scheme score reflects the project’s outstanding delivery and public care. The Woodstock Road Improvement Scheme stands as a model of how small projects can deliver big impact—safely, sustainably, and in partnership with the community.

Clerkenwell Green is one of London’s oldest public spaces, but in recent years it had become a cut-through for vehicles, with traffic posing risks to pedestrians. Following extensive public consultation, Marlborough worked closely with Islington Council to transform this area into a safer, more accessible space for everyone. Guided by a Safe System Approach and a strong commitment to safety, key junctions were closed to traffic and 43 parking spaces were removed. High-quality Yorkstone paving and granite setts were also laid, creating an additional 1,700 square metres of space for local people, businesses and visitors to enjoy. Every effort was taken to preserve the history of the Green while implementing modern innovations. Attenuation crates were installed beneath the paving to reduce flood risk in the borough, while electric vans and battery-powered tools were trialled on site to reduce carbon emissions. Despite major events taking place during construction -- including the May Day rally and Clerkenwell Design Week -- the site remained open and accessible at all times. Local businesses were updated throughout the build, with a dedicated webpage keeping people informed with regular updates. Today, Clerkenwell Green stands as a vibrant, welcoming space suited to the needs of its community. Seamlessly blending heritage and innovation, this project sets the benchmark for effective, sustainable and high-quality urban design.

Project Centre’s transformation of Abyssinia Road in Wandsworth has successfully integrated innovative design, engineering, and community collaboration to create a sustainable and vibrant public space. Originally a temporary COVID-19 road closure, Abyssinia Road was repurposed to support alfresco dining, boosting local businesses. Our team was tasked with turning this temporary solution into a permanent, high-quality public realm that would enhance accessibility, safety, and community engagement. We implemented modern design techniques and engineering practices, including the relocation of a cycle hire hub and the introduction of hostile vehicle mitigation measures. The carriageway was raised to create a multi-use, pedestrian-friendly space, while strategic planting enhanced the aesthetic appeal and sustainability of the area. The scheme’s success lies not only in its thoughtful design but also in the effective management of the construction phase. Through seamless coordination with local businesses, stakeholders, and the supply chain, we ensured minimal disruption and timely delivery. Engagement with the community throughout the project fostered positive relationships and ensured the new public space met local needs. Ultimately, Abyssinia Road’s revitalisation aligns with best practices in urban design, creating a safer, more accessible, and welcoming space for residents, businesses, and visitors alike.

This project involved replacing 396m of high-containment Vehicle Restraint System (VRS) barrier on the M25/M20 interchange. Following extensive ECI and pre-site trials, the team delivered the project using a pioneering new modular foundation, Smartraft, installed over a single 56-hour weekend closure achieving a 49% reduction in the project’s carbon footprint, a 70% reduction in person hours, and a 41% reduction in project cost. A World First! This is the first time Smartraft, has been used in conjunction with high containment barrier, which is designed to protect overbridge foundations against vehicle and HGV strikes. Conventional VRS uses posts and concrete foundations between 600-800mm deep, spaced 2.4m apart. Installation can be time consuming and disruptive to motorists, particularly if working around underground services. In contrast, Smartraft is a modular system designed, manufactured & pre-cured off-site. Each unit is approximately 6 metres long, connecting to the next using a dado-style joint. VRS posts are inserted into sockets and secured with a pin, or surface mounted. Smartraft only requires a 200mm excavation, and once installed, the interlocking sections create a ground-beam effect. Smartraft uses 49% less concrete than conventional methods. By condensing the programme from 3 weeks of night-shifts down to a single 56-hour closure, the team dramatically reduced disruption to motorists and reduced workforce exposure. This groundbreaking project has proven Smartraft to be a superior foundation alternative for any VRS, regardless of the containment requirements. By offering a single solution, Smartraft simplifies VRS installation of all future barrier replacement projects.

The Erskine Bridge is a cable-stayed bridge which spans the River Clyde near Glasgow and provides crossing for 35,000 vehicles per day as well as access for pedestrians and cyclist. The bridge serves both the local community and transportation on a national scale as the gateway to the west coast of Scotland and western isles. As part of the on-going inspection and maintenance of the bridge, main contractor Amey awarded Spencer Bridge Engineering (SBE) works associated with the cable stay inspections by way of open tender, with a contract value of approximately £500k. Commencing on site in August 2024, SBE facilitated the works with the deployment of an innovative, in-house developed access system capable of carrying personnel to any location about the 4 stay cable clusters, allowing inspection works to take place in accordance with highways standards. Using skilled rope access/rigging technicians, the access system was deployed during weekend night shifts to minimise disruption. Once installed the cradle was able to operate with no lane closures by adopting strict adherence to work at height regulations with control measures in place for all personnel, tools and equipment. With the access system fully operational, qualified inspection engineers were able to access the cable stays and conduct inspections using a range of equipment including endoscopic cameras for internal visual inspection. Various measurements were also taken with the results recorded. The works form a key element of the routine inspection and maintenance which ensures the ongoing integrity of this vital piece of highways infrastructure.

The Rutland Smart Signage Safety Enhancement Scheme, delivered in partnership between Rutland County Council and SWARCO UK & Ireland, represents a forward-thinking and highly effective road safety initiative completed within a modest budget. The project involved the installation of 68 bespoke Vehicle Activated Signs (VAS) across key routes in the county, including high-risk areas such as the A47. At its core, the scheme embraces a Safe System approach, using smart, radar-triggered signage to provide real-time feedback to drivers, encouraging speed compliance without enforcement. With patented lens technology and solar-powered units, the scheme combines advanced engineering, sustainable design, and low maintenance requirements to ensure long-term reliability and efficiency. Integration with SWARCO’s MyCity platform allows for remote data monitoring and performance evaluation, enabling Rutland County Council to make informed, proactive decisions about traffic management and road safety strategies. Delivered in phases and completed on time, the scheme maintained exceptional construction quality with minimal disruption to road users. A collaborative project management model supported close coordination between the council, contractors, and the local community. Public consultation shaped key elements of the scheme, resulting in broad community support and increased public confidence in road safety. This project demonstrates best practice in delivering value for money, safety improvements, and innovation within a limited budget, and stands as a model for scalable, community-focused infrastructure upgrades.

The Manchester Airport Terminal 2 Digital Gantry project demonstrates innovation, safety, and excellence in delivery. Featuring the UK’s largest Variable Messaging Sign (VMS), the scheme significantly improves traffic flow, driver guidance, and road safety through real-time digital messaging and advanced lens technology. Delivered on time and with minimal disruption, the project aligned seamlessly with the wider Manchester Airport Transformation Programme. Modern construction methods, including modular prefabrication and precision engineering, ensured high build quality and efficient installation. The use of smart, energy-efficient technology supports the airport’s sustainability goals, while dynamic traffic control integrates with existing systems for smoother vehicle transitions. A Safe System approach informed every phase—from risk-managed construction to enhanced post-completion user safety. Stakeholder engagement was a cornerstone of the project’s success, with close collaboration between SWARCO, Manchester Airport Group, supply chain partners, and local authorities ensuring responsive delivery and long-term value. This project sets a benchmark for intelligent infrastructure within high-traffic environments, balancing innovation, safety, and operational excellence.

London was calling for support to enhance its resilience to climate change and reduce the risk of flooding at one of its most famous subways: the Joe Strummer Subway, at the junction between Edgware Road (A5) and the A40 flyover, outside Edgware Road Underground Station, in the City of Westminster. Our main objectives were: • Reduce excessive surface water and flood risk at the junction • Mitigate flood risk at other locations downstream • Improve the area’s look, feel and safety The project was collaborative. Together with Transport for London (TfL), Westminster Council, Marble Arch BID, and Thames Water, Tarmac Kier Joint Venture (TKJV) designed and built central London’s biggest sustainable urban drainage systems (SuDS) at the Joe Strummer Subway. The new rain gardens at the subway have a catchment area of 2,500m2. They collect and store around 222,000 litres of rainwater, reducing excessive surface water and flood risk at the junction, as well as mitigating flood risk at other locations downstream. The project helped to achieve 70% of TfL’s annual target of installing 5,000m2 of SuDS. The SuDS do not flood and have capacity for the following storms with a 20% climate change factor: one in one year, one in five year, and one in 10 year. TKJV planted 11 trees, 95 shrubs, 1,100 perennial plants, and 2,300 bulbs to support wildlife and climate adaptation, covering an area of 242m2. The green infrastructure looks and feels safer and more attractive. It is also a biodiversity hotspot and improves air and water quality.

To accelerate innovation and meet NH net zero targets, AtkinsRéalis & University of Nottingham were commissioned to lead the “Future Asphalt Surface Course Linking To Net Zero” research programme. Collaborating with NH, pavement supply chain community, academia, and product suppliers, the team accelerated ground-breaking trials of emerging low carbon asphalt surfacing technologies. Five highly innovative low carbon surfacings were installed on the Strategic Road Network (SRN) including surfacings incorporating bio-based binders, warm-mix asphalt and reclaimed asphalt (multiple decarbonisation levers), very high levels of reclaimed asphalt and a surface course incorporating graphene. The innovative materials installed provided high quality low carbon pavement surfaces for customers, whilst achieving a total reduction of more than 207,000 kg CO2e. These are repeatable carbon savings that can be implemented on both the strategic and local highway networks. It has been estimated that more than 2,000 tonnes of CO2e can be saved each year on the SRN, with an estimated annual efficiency of £1.2 million. Collaboration was fundamental to success with the support and participation of 10 collaborative partners. The collaboration efforts extended way beyond the delivery, resulting in extensive knowledge transfer, at both national and international technical meetings, that will benefit the entire highways community.

Our innovative approach to ironwork reinstatement has transformed a long-standing weakness in London’s highways network. Recognising the repeated failures of traditional tarmac, we committed to finding a superior solution that would increase durability, reduce disruption, and improve safety. After two years of trials, we adopted Meon’s PermaFyx L273— a HAPAS-approved cold lay material—combined with HardMaster concrete. This pairing offered rapid curing times (down to 12 minutes), high durability, and flexibility, reducing time on site by 33% and enabling swift emergency responses. Crucially, we overcame two major challenges: retraining teams with decades of experience in traditional materials and changing negative industry perceptions of cold lay solutions. We addressed the former through intensive, bespoke two-day training sessions that secured full buy-in from our operational teams. The latter was tackled through live demos, technical presentations, and successful installations, ultimately winning the support of key stakeholders, including Thames Water. Our collaborative approach was supported by the Cappagh Enterprise Management System (CEMS), a bespoke platform that tracks every installation in real time, ensuring transparency, accountability, and ongoing performance monitoring. The result is a durable, sustainable, and efficient reinstatement method that improves public safety, reduces environmental impact, and sets a new benchmark for industry best practice. These outcomes, achieved through bold innovation, stakeholder collaboration, and measurable impact, make this initiative a strong contender for Highways Innovation of the Year.

The Kitson Road project demonstrates an innovative use of materials and how highway planned maintenance can be delivered to meet the challenges of climate change. By utilising the regular scheduled maintenance regime to install two brand new products, the Council has not only fulfilled its statutory duty to maintain the public highway, it has also delivered a SuDS scheme to add flood resilience to the local area. The use of Hydrorock alongside permeable paving and surfacing to manage surface water more sustainably without impacting on parking, and the use of Kerbocharge EV charging gullies to allow residents to maintain their front gardens and benefit from off-street charging tariffs, it truly has been a win-win project. This makes Kitson Road the first fully permeable public road in the London Borough of Richmond Upon Thames and allows the Council and other councils to consider a different approach to undertaking planned highway maintenance. Councilor Julia Neden-Watts, chair of Richmond’s Environment, Sustainability, Health and Housing Committee and member of the Thames Regional Flood and Coast Committee said: “We’re leading the way with the borough’s first fully permeable road. Innovative projects like this not only help us manage surface water more sustainably but also protect homes and infrastructure from the increasingly frequent impacts of climate change. Kitson Road is a great example of how we can embed climate resilience into everyday infrastructure.” The project has been funded by Community BlueScapes, a DEFRA-funded flood resilience and innovation project.

East Riding of Yorkshire Council’s ground breaking Decarbonising Streetlighting project redefines how the UK approaches road safety, sustainability, and streetlighting. In a bold departure from the traditional streetlighting approach, this initiative challenges the assumption that widespread artificial lighting is essential for night time safety. Instead, it deploys a pioneering combination of solar studs, high-visibility markings, and selective pedestrian/cyclist lighting—all validated using a first-class AI and thermal imaging system that tracks real-time road user behaviour in darkness. Their systems-thinking approach drastically reduces carbon emissions, energy costs, and light pollution, while maintaining—if not improving—safety standards. The project’s Strategic Carbon Decision Tool enables robust carbon and cost-benefit analysis, supporting evidence-led Decarbonisation decision-making across the nation. The impact is already clear. In Hayton Village, residents enjoy safer, decluttered streets with restored dark skies and thriving wildlife, while the authority benefits from reduced maintenance and energy bills. Nationally, the project’s model could cut the UK’s streetlighting costs and carbon footprint by more than 40%. Built on deep cross-sector collaboration—spanning local authorities, academia, industry, and national bodies—this project is not just innovation; it is culture change in action. It provides a scalable, standards-shaping blueprint for sustainable highways across the UK.

ODS, the operational arm of Oxford City Council, is leading the way in sustainable highway solutions within Oxford’s zero emission zone (ZEZ). By integrating cutting-edge electric technology into highway maintenance and construction, we have set a new benchmark for environmentally responsible urban infrastructure. By replacing fossil fuel-powered equipment with electric alternatives, ODS has achieved an estimated annual CO₂ reduction of 42 tonnes (see Appendix A for calculations). The long-term benefits extend beyond carbon savings: Scalability and replicability – A model for other cities transitioning to sustainable highways maintenance. Future-proofing – Staying ahead of stricter emission regulations by proactively adopting zero-emission solutions. Industry leadership – Establishing ODS as a frontrunner in sustainable urban maintenance. Cost efficiency – Lower fuel and maintenance costs contribute to financial sustainability. Through innovation, collaboration, and sustainability, ODS has demonstrated how local authorities can successfully transition to low-emission highways operations. Our pioneering approach to integrating electric equipment within the ZEZ framework has delivered tangible environmental, operational, and community benefits, reinforcing our commitment to a greener future.

To accelerate innovation and meet NH net zero targets, AtkinsRéalis & University of Nottingham were commissioned to lead the “Future Asphalt Surface Course Linking To Net Zero” research programme. Collaborating with NH, pavement supply chain community, academia, and product suppliers, a high performing team came together to accelerate delivery of ground-breaking low carbon asphalt surfacing technologies. Five highly innovative low carbon surfacings were installed and tested in an extremely short period of time thanks to the ‘one team’ attitude of all participants. Exceptional teamwork and a pro-active approach was required to plan and deliver industry leading innovation in such a short period of time. The innovative low carbon pavement surfaces have achieved a total reduction of more than 207,000 kg CO2e and utilised over 13,800 tonnes of reclaimed asphalt. These are repeatable carbon savings that can be implemented on both the strategic and local highway networks. It has been estimated that more than 2,000 tonnes of CO2e can be saved each year on the SRN, with an estimated annual efficiency of £1.2 million. Collaboration was fundamental to success with the support and participation of 10 partners to deliver real carbon reductions. The collaboration efforts extended way beyond the delivery, resulting in extensive knowledge transfer, at both national and international technical meetings, that will benefit the entire highways community.

Having started our journey 3 years ago, with only 3 team members, the Balfour Beatty Lean team has gone from strength to strength. The services of this team are requested from throughout the business, in all areas from HR to Supply Chain to Finance. Due to the nature of the work, the team is geographically split, with team members situated around the UK from Glasgow down to London. We have a wide range of ages and professional backgrounds, making us a very diverse group (over 200 years’ experience from 9 different sectors), enabling us to bring multiple experiences from multiple industries to the table. One of the key strengths of our team, is the strong bond that we have, we make great efforts to support each other, to share experiences and to learn from each other’s knowledge. We also socialise together and enjoy each other’s company. This team unity has meant that we are able to deliver strong results and continue to do so year on year. Our targets for 2025 are ambitious but with this strong team, we are confident that we will achieve them, whilst maintaining a happy and fulfilled team.

East Riding of Yorkshire Council’s Live Labs 2 team has delivered a landmark project that fuses innovation, science, and sector-wide collaboration to address carbon and safety together. With support from 11 partner councils, academic institutions, and industry leaders, the team tackled one of the highways sector’s most entrenched challenges: the cultural and carbon cost of streetlighting. From the outset, the team questioned foundational assumptions - who lighting is for, when it is needed, and how it should be designed. They shifted from conventional data sources to create a Uk first AI/night vision system that provides 24/7 safety monitoring without lighting. Their Strategic Carbon and Cost Tool replaces oversimplified estimators with actionable insights based on full asset lifecycles. Community consultations included VR-enabled engagement. Early trial sites such as Hayton village showed overwhelming support; other locations highlighted the importance of meaningful early involvement. The team created space for experimentation across the supply chain, enabling new technologies to flourish, from smart distribution networks to advanced solar studs. Outcomes include validated 50% reductions in cost and carbon, and national-level influence on standards, procurement, and communications. Legacy is built in, with open-access tools, typology databases, and a long-term M&E programme extending to 2028. This is more than an engineering success - it’s a blueprint for cultural transformation in highways. It empowers councils to make bold, carbon-conscious choices without sacrificing safety, and it has already started to inspire adoption and change across the UK. This team is redefining the boundaries of highways innovation.

The Essex Highways (EH) partnership is a successful collaboration since 2011 between Essex County Council (ECC), Ringway Jacobs (RJ) and with their shareholders Jacobs and Eurovia jointly delivering excellent highway maintenance and improvements. The Priority One Team within the EH partnership was mobilised in August 2024 to manage, design and construct a £25m investment into highways maintenance across all 12 districts / boroughs within Essex by March 2025. Priority One was the largest additional investment ever made (£25m) into highways maintenance in Essex. It provided a complete highways maintenance package, tackling road repairs, vegetation clearance, drainage repair, signage improvements and white lining. It was overseen by the ECC leader and was his ‘biggest Priority in Essex’. Broken road surfaces, overgrown vegetation, tired signage, compromised drains and damaged bollards can have a negative impact on safety and the look and feel on communities. By tackling these issues across Essex, Priority One’s aim was to solve this transport issue, improve safety and revive the feel of these areas and helped restore residents’ pride in where they live. It was hugely successful and achieved a typical 18 month programme in just 8 months. In total 128 sections of road were fully resurfaced, covering an area in excess of 400,000m2 (83 football pitches). Over 2000 jetpatching jobs to fix potholes and cracks and 32 white lining schemes were also completed. Away from road resurfacing, 582 vegetation clearance, 824 drainage jetting, 30 drainage repair and 446 signage and bollard repair schemes were also carried out.

Derby City Council has delivered ground breaking transformation in traffic enforcement and school zone safety through the innovative deployment of Moving Traffic Enforcement (MTE) and the School Safe Haven Zones (SSHZ) initiative. DCC's pioneering approach replaced traditional police-led enforcement with a data-driven, community-focused model, resulting in safer streets, improved air quality, and a cultural shift toward sustainable travel. The council’s work has yielded exceptional outcomes: a remarkable 89% non-reoffending rate among first-time offenders, and widespread public support. Derby’s unique use of award-winning technologies like the innovative Derby collaboration in creating the Roadflow Attended camera system, coupled with transparent communication and reinvestment of penalty revenues into local services, showcases operational excellence without added financial burden. Going above and beyond, Derby has supported over 20 local authorities across the UK, sharing resources, data, and best practices. Their leadership has had national impact, influencing government policy and shaping sector-wide improvements. This submission highlights Derby City Council’s exceptional vision, execution, and long-term contribution to public safety and traffic management. Their work stands as a national blueprint for effective, sustainable, and community-led transport innovation.

The team at Jet has demonstrated exceptional professionalism, innovation, and teamwork, delivering results that have had a significant and lasting impact on both the organisation and the wider sector. Through a culture rooted in safety, compliance, and operational efficiency, the team has consistently exceeded expectations by improving service delivery, strengthening client relationships, and achieving notable cost and fuel savings. Their commitment to excellence is reflected in a series of industry recognitions and leading compliance ratings across national frameworks. We’re proud to be innovators. From pioneering the use of 8-wheel Tridem tippers to reduce emissions and improve payload efficiency, to implementing tighter operational controls that led to measurable mileage reductions across the fleet, the team has introduced smarter ways of working that have elevated performance across the board. Equally impressive is our commitment to collaboration and long-term relationship building, with many client partnerships lasting over 20 years. Their proactive, solutions-driven mindset and consistent professionalism have not only enhanced Jet’s internal performance but also helped set a higher standard across the road planing industry. Jet's team is a clear example of how cohesive teamwork across our 115 employees can create real, organisation-wide impact.

Liverpool’s Highways and Transport Commissioning and Project Delivery Team has delivered an outstanding programme of work that has exceeded expectations and set new standards in local infrastructure delivery. Through the Highways Investment Programme, the team resurfaced over 100,000 square meters of road, installed more than 100 tactile crossings, and introduced innovative projects like the “Mini Roads” cycling track for children. Their commitment to sustainability—using recycled materials, electric vehicles, and diverting over 3,000 tonnes of waste from landfill—resulted in a 68-tonne reduction in CO₂ emissions. Beyond infrastructure, the team prioritised social value by supporting local businesses, creating jobs for the long-term unemployed, and offering apprenticeships. Their proactive, community-first approach ensured projects were inclusive, heritage-sensitive, and environmentally responsible. The lasting impact of their work is evident in the improved safety, accessibility, and sustainability of Liverpool’s transport network. Moreover, their achievements have enhanced the council’s reputation and influenced best practices across the sector, demonstrating how local authorities can deliver high-quality, socially conscious infrastructure that benefits both people and the planet.

Our Bishops Waltham depot team are leading the way when it comes to delivering an exceptional service for Hampshire County Council. In 2024, we undertook a cultural reset at the depot, which has taken our work to new heights and pushed the boundaries of what’s possible in typical highways maintenance contracts. This was led by Depot Supervisors Darren Williams and Craig Buckman, who took our Operatives on a journey to meet five key objectives, including breaking down silos and driving inclusion. This was delivered through a Colleague Forum initiative, The Bishops Waltham team have been working across multiple disciplines and integrated their staff into our wider service, without letting their own level of performance drop. As a result, we’ve now got improved working environments and clear pathways for staff progression across the Hampshire Highways contract.

Our vision is “A world where those who use the roads for work do so safely, efficiently, and sustainably”, and the mission is “To improve safety and reduce risk for all those who drive or ride for work, by promoting good management practice and demonstrating the significant business benefits” We created and developed the Driving for Better Business programme to engage with employers so they can confidently manage their road risk, using the programme’s tools, guidance and resources. Through the work we’ve done we’ve seen collisions and incidents significantly reduced by those who are using the programme, approximately a 10% year on year reduction. We have created unique foundation tools, toolkits, and resources that are free to access and use through the programme because we have safety as our first imperative. We support our partners and stakeholders to reach their networks to improve their businesses. Making improvements in the management of work-related road risk delivers significant benefits – reduction in incidents, injury, cost to organisations and UK PLC, and of the environmental impact of vehicle use. Employers have a critical and established legal role to play in the safe management of drivers and riders – and we help them to do that. The DfBB Programme and its tools and resources provide a recognised and proven framework to achieve safety management improvements. As a team, we work to get everyone home safe and well.

A multi supply chain partner task group from the National Highways Customer Business Priority Group formed a team which to drive change, embedding customer thinking at all stages of design and delivery. By integrating this focus at each step less customer interactions will need to occur on the network, safeguarding staff from customer abuse and enhancing customer experiences. The team recognised the need to educate decision-makers within NH and the supply chain on ways to reduce these preventable customer interactions which would also reduce risk. An engaging video was produced, taking messages to a range of audiences across the supply chain. A suite of personal safety awareness packages, taking best practice from a multitude of supply chain partners was produced to support those engaging directly with customers. The structured approach to team roles, combined with strong collaborative principles, ensured that all partners worked together effectively which resulted in; True collaboration: Eight supply chain partners + NH worked together with shared resources and expertise. Meaningful engagement: Direct input from frontline workers ensured relevance. Efficiency & cost-effectiveness: Leveraged existing platforms for maximum impact with minimal additional cost. Tangible outcomes: Created systemic change by addressing both frontline training needs and upstream decision-making. Lasting legacy: Integrated into NH’s training pathways, ensuring sustained benefit for thousands of future employees.

The TTL (Tunnels, Technology & Lighting) South East Team at National Highways has demonstrated outstanding performance by uniting three specialist disciplines—tunnels, operational technology, and street lighting—into a single, high-functioning team. Their objectives focused on enhancing safety, operational efficiency, cross-functional resilience, and creating a people-first culture rooted in wellbeing and collaboration. Through cross-role training, innovative maintenance approaches, graduate placements, and regular wellbeing initiatives, the team has gone beyond expectations. Their work has not only delivered technical excellence across Areas 3 and 4, but also influenced cultural change within the wider organisation—promoting openness, flexibility, and emotional intelligence. The team’s lasting impact is evident in improved network performance, stronger stakeholder relationships, and a growing reputation as a model for modern infrastructure teamwork, both internally and across the sector.

Safety is, and always will be, our primary imperative. Our health and safety agenda drives our entire business and it is the single most important facet of our organisation. Premier is your ‘Partner in Safety’ and the health, safety and wellbeing of road workers, road users, and those who interface with our works is our core purpose. Our vision is to support the highways industry in its health, safety and wellbeing transformation to develop into a place where people can work, travel and live without harm. Working collaboratively with stakeholders to embed a strong health and safety culture with shared values, targets, and objectives we can share learning and resources to build a safer environment for all. Through the delivery of our Health, Safety and Wellbeing Strategy we are investing in the organisational capability of our business, the competence & wellbeing of our workforce, and the safety objectives of our clients to deliver transformational change and a safety culture which can be felt reverberating throughout Premier Traffic Management, our partners, and customers. As a result of this exercise, we’ll : Assess current cultural maturity every year. Encourage workforce engagement through consultation and dedicated HSW meetings. Use data available through the enhanced levels of reporting to spot trends and amend working practices. Use the 5Ys RCA tool to identify corrective and preventative actions aligned with observations. Share our story of how we transformed reporting of safety & quality observations via the ‘Calling All Hands’ meeting, to improve performance & safety culture

SMP Alliance is a transformational integrated enterprise of seven organisations and 100+ suppliers. Together, the Alliance NEAR Team has successfully delivered the National Emergency Area Retrofit (NEAR) programme, installing 138 additional emergency areas across the motorway network safely, on time and within the £362M funding. Blended collaborative teams overcame multiple substantial challenges to compress a five-year national programme into just three years. Instruction was given in January 2022 after the Government's response to the Transport Select Committee, with construction starting within 18 months in June 2023 and completing just 22 months after that in March 2025. This major highways delivery success story stems from unprecedented integration and collaboration, shared commercial risk/reward, as well as by embracing digital solutions, programmatic working, innovations and lean. SMP Alliance became the first alliance to achieve ISO18404 Lean certification in June 2024. As if that wasn't enough, the NEAR Team also helped deliver over £100M of social value to local communities around the works.

Team Overview: Mo’s team is one of the most experienced and stable in the business, with an exceptionally low staff turnover. Their pride in their work and dedication to the organization is evident in everything they do. Key Achievements: -Successfully established a new professional depot in Scotland, supporting growth and innovation. -Demonstrated strong leadership in embedding safety and Zero Harm principles into daily operations. -Organized two customer roadshow workshops, showcasing SWARCO’s high standards to a wider audience. -Completed the depot move seamlessly, ensuring no disruption to customer service. Innovation & Proactivity: -Fostered a positive, forward-thinking attitude, embracing challenges and maintaining a proactive mindset. -Focused on attention to detail in both work environment and customer service, going above and beyond expectations. Impact on the Organization: -The team has led the way in integrating the SWARCO values of Agility, Cooperation, and Innovation, driving growth and exceptional service across Scotland. -Their work has built a strong foundation for further growth in 2025, with a lasting impact on both the organization and the sector. Team Spirit & Legacy: -The team’s collaboration, resilience, and commitment to excellence have set a high standard for others to follow. -They have created a lasting culture of professionalism and innovation that continues to shape the organization’s future success. Mo and his team should be proud of their exceptional work, and we look forward to continued growth and achievements in the future.

In response to a rise in vehicle incursions into temporary traffic management (TTM), particularly involving young male drivers, a sub-group of the Incursions and IPV Working Group launched a pioneering influencer-led safety campaign. This collaborative group, comprising members from National Highways, its supply chain and industry stakeholders, identified the need for a targeted, data-driven approach to engage high-risk road users. The sub-group brought together behavioural scientists, communications experts and road safety professionals, partnering with MHP Group and influencer WillNE to deliver humorous, authentic content via TikTok and Instagram. The campaign achieved over 6.6 million views in a 3-week period - 371% above projections - with TikTok and Instagram engagement rates of 6.8% and 10.9% respectively, all at a cost-effective CPM of £1.45. This initiative marked a strategic evolution in road safety communications, complementing traditional campaigns such as “Keep Left” by using behavioural insights and platform-native content to reach a previously under-engaged audience. It aligned with SMART objectives and was embedded within the broader remit of the Working Group’s safety strategy. Stakeholder engagement was central to the campaign’s success. Over 50 members contributed, with site staff and contractors offering frontline insights. Regular feedback loops and agile decision-making ensured the campaign remained relevant and impactful. The campaign not only raised awareness but also shifted perceptions, setting a new benchmark for digital road safety communications. It demonstrated the power of cross-sector collaboration, behavioural science, and influencer marketing in tackling complex safety challenges and protecting lives on the road network

In 2024/25, Balfour Beatty’s Roadworker Abuse Fatal Risk Group (FRG) significantly enhanced roadworker safety through several pioneering initiatives. Key actions included the introduction of body-worn cameras and CCTV for better evidence capture, conflict management training for public-facing teams, and the development of an AI Roadworker Abuse Heat Map to identify high-risk areas. These measures resulted in over 100 CCTV units and BodyCams deployment, extensive conflict management training, a notable 300% increase in incident reporting, and impactful stakeholder engagement culminating in key governmental meetings. The FRG’s unique objective was to eliminate roadworker abuse by focusing on five core areas: risk elimination through digital tools, deterring abuse via clear signage and public communications, prosecuting offenders with reliable evidence, supporting employees with training and mental health resources, and influencing policy and public norms. This holistic focus aligns with Balfour Beatty's Zero Harm vision, prioritising safety and mental health. Engagement with stakeholders stretched across the spectrum, from internal campaigns to collaborations with Safer Highways, National Highways, Local Authorities, and other major contractors. The FRG’s efforts have catalysed public awareness and called for government intervention, aiming for stringent legal measures to eradicate abuse and support the creation of a safer infrastructure environment.

Huyton Asphalt’s Harm Avoidance campaign has transformed the way our workforce engages with health and safety. Built on frontline engagement, the initiative encourages all staff to report both positive and negative observations from site, creating a culture of transparency, accountability and shared responsibility. Over the last 12 months, more than 1,641 Harm Avoidance Observations have been submitted, with 97% of negative reports made safe at source before reaching the Safety Department. The campaign has driven zero lost-time incidents and an Accident Frequency Rate of 0%, with 12 site-led innovations trialled and implemented because of the observations. To recognise individual contributions, 42 safety awards were issued to team members demonstrating proactive safety leadership. The initiative is fully embedded within our corporate Health and Safety Management Plan, supported by regular Toolbox Talks, quarterly bulletins, and monthly safety meetings. Our Health and Safety Stand-Down Days further reinforce learning, pausing site activity to reflect on recent observations, share lessons learned, and strengthen team-wide engagement. Contractors are fully integrated into the reporting process, and road users benefit from enhanced safety measures implemented as a direct result of Harm Avoidance feedback. Harm Avoidance is more than just a reporting tool and has become a core value for Huyton Asphalt. It empowers the workforce to lead on safety, builds trust across all levels of the business, and demonstrates a scalable, proven model for harm prevention across the highways sector.

Connect Plus Services is the strategic supply chain partner of Connect Plus, responsible for the operation and management of the entire M25 network on behalf of National Highways. Owing to the growing impact of climate change, the business has developed a Climate Vulnerability Plan to address the impacts of climate change on highway infrastructure. Climate change has led to accelerated asset deterioration and poses risks to road safety and user experience, necessitating changes to renewal programs and investment profiles. The plan identifies the potential effects of extreme weather, such as intense rainfall, heat, and flooding, and establishes strategies to mitigate these challenges. The plan incorporates data analysis from Asset Managers and Service Delivery teams to understand how weather events affect infrastructure and road users. Key strategies focus on enhancing the resilience of pavement infrastructure, reducing flooding risks, and addressing geotechnical and arboriculture vulnerabilities. Additionally, the plan includes proactive maintenance measures such as sealing pavement cracks, improving drainage, and deploying resources to manage extreme weather conditions. The strategy has led to improvements, including a significant reduction in flooding events and disruptions, and more efficient asset management. Long-term planning has incorporated AI for better monitoring and predictive maintenance, while investment priorities have shifted to address climate-related risks. Collaboration with National Highways and other stakeholders further supports the plan’s resilience goals, ensuring safe, reliable journeys despite the increasing challenges posed by climate change.

East Riding of Yorkshire Council’s Winter Service has become a launchpad for wider community resilience. By adopting a Concurrent Network approach, merging Precautionary and Secondary routes, the service has enhanced safety and operational efficiency while aligning to shifting climate patterns. Treatment levels have quadrupled, vehicle ranges extended, and carbon emissions reduced. All without expanding the route network or resource base. Now, those efficiencies are being reinvested. The Council is evolving its Winter Team into a year-round Resilience Team—capable of responding to floods, storms, and extreme weather. Advanced forecasting, brine-based sustainability trials, and digital tools ensure the service remains agile, intelligent, and environmentally responsible. This transformation demonstrates how a traditional winter maintenance operation can be reimagined to meet the demands of a changing world—offering a national blueprint for integrated climate resilience, emergency preparedness, and community protection.

This novel, innovative, and widely supported project has provided substantial evidence for a reduction in spread rates of this chemical de-icer, opening further research opportunities to explore additional rate reductions and lengthening of treatment frequency. The work has included the use of weather forecasts as well as fixed and mobile real-time sensing observation data to support the trials. Initial laboratory testing ensured many risks were mitigated ahead of time and the on-road trials were as safe as possible. The project supports National Highways NetZero Strategy and aligns with wider long term UK climate commitments whilst also ensuring we spend public money as efficiently as possible through improved efficiencies and resource management. By lowering our treatment rates, National Highways can see financial savings of around 4-9% in the heaviest usage region as well as reductions in our carbon emissions (~7-15t eCO2) and environmental impacts. The reductions also see an improved cost vs benefit ratio related to the long-term maintenance regimes; proactively protecting and prolonging the life of sensitive structures on the SRN whilst maintaining safety. This work ensures that National Highways continues to deliver a consistent and high-quality service whilst meeting legal obligations to ensure the safe passage of customers on our network during winter. Furthermore, the increased understanding of behavioural characteristics of this de-icer in highway application through the empirical evidence gathered will help inform wider best practice guidance within the UK and internationally, with recognition and interest in this research already expressed by states in North America.

In December 2023 extreme weather - a prolonged period of heavy rain - caused the largest landslide in living memory on the Isle of Wight. The catastrophic slip brought the main road between Ventnor and Shanklin to within metres of the cliff face meaning it had to be closed on safety grounds. What followed was a textbook example of collaborative working to reconcile the safety imperative with socio-economic needs in developing a plan to re-open he road. It was also about using technology to ensure a transport link could be re-established which will remain open until the last possible moment before it is claimed by unstoppable geological movement. Working closely with industry experts and the local community, initial enhanced monitoring allowed the road to be re-opened temporarily during the crucial holiday high-season period and then again when an enhanced monitoring regime was installed. The site is now subject to an Emergency Response Plan allowing its safe use and the overall project provides a valuable blueprint for how such geological failures - which are inevitable in this area - can be managed in future.

Our Route Optimisation product has been adopted by a range of UK local highway authorities, each seeing measurable improvements in efficiency and resilience. For example: South Lanarkshire County Council reduced their total salting routes from 23 to 19 ahead of the 2023–24 season after adopting the system, without compromising their treated network. This also involved closure of their strategic. salt stockpile. They estimate that this has saved them £350,000 on their annual winter service budget. Carmarthenshire County Council state 'Our requirements were met in full, and this will allow the reductions from 13 to 11 routes across the county. Considerations were also given to climate and topography, in particular elevated roads throughout our mainly rural network in order for our route based forecast routes to be salted separately as the weather dictates. This exercise has proven to be a great success allowing us to make considerable efficiency savings providing both cost and environmental benefits.' Backed by the strong support and training package we provide, the system is designed for easy implementation, and can be used either as a standalone tool or integrated into wider winter service planning software. We are committed to advancing digital resilience in the highways sector, and this product reflects our mission to provide authorities with tools that are modern, effective, sustainable, and built around the real needs of those maintaining the highway during periods of severe winter weather.

M6 ROM (Routine Operation and Maintenance) is a 30-year contract to maintain a 90km length of the A74(M)/M74 in Southwest Scotland Gretna to Millbank, originally planned on completion to be renamed the M6. The topography varies from coastal to inland and varies from sea level to 315m above sea level at Beattock Summit its highest point. The team work 24 hours a day, 7 days a week for some 28 years in maintaining and keeping the A74(M)/M74 fit for use no matter what weather conditions are encountered for the safety of the travelling public locally and nationally providing an emergency response for keeping the main arterial motorway that connects Scotland and England open. The team has fostered great links with surrounding stakeholders to coordinate a response that in ways goes unnoticed as the A74(M)/M74 is always available no matter the weather, with the use of new technologies such as the deployment of ECO-THAW across the gritter fleet or communication enabled across the team with push to talk radios. Patrolling loaded and ready to treat the road as the weather condition vary through time or by location with communication between the team to be able to adapt to received data from forecasts and from road temperature sensors on the gritters to make data-driven decisions. This all being done whilst reducing carbon emissions through use of HVO fuel, prewetted treatment using less resources and ensuring through monitoring that the local biodiversity is not affected from chlorides in local watercourses.

London was calling for support to enhance its resilience to climate change and reduce the risk of flooding at one of its most famous subways: the Joe Strummer Subway, at the junction between Edgware Road (A5) and the A40 flyover, outside Edgware Road Underground Station, in the City of Westminster. Together with Transport for London (TfL), Westminster Council, Marble Arch BID, and Thames Water, Tarmac Kier Joint Venture (TKJV) designed and built central London’s biggest sustainable urban drainage system (SuDS) at the Joe Strummer Subway. The new rain gardens at the subway have a catchment area of 2,500m2 and storage capacity of around 222,000l, reducing the risk of flooding and sewer overflow. We increased the number of gullies and inlets, from the footway and highway, from five to 39. This project helped achieve 70% of TfL’s annual target of installing 5,000m2 of SuDS. The SuDS do not flood and have capacity for the following storms with a 20% climate change factor: one in one year, one in five year, and one in 10 year. The green infrastructure looks and feels safer, is a biodiversity hotspot and improves air quality and water. TKJV also hosted a ‘mock tender’ work experience week for 15 BTEC Level 3 Engineering students from Waltham Forest College to develop the next generation of talent using the project. The students designed their own projects, responding to the tender, with guidance from TKJV and a site visit.