2024 Finalists

Dorset Council was jointly awarded funding from the government's Transforming Cities Fund with BCP Council, to invest in sustainable transport across the south east Dorset city region. The TCF programme aimed to: • transform local travel • help to reduce road congestion and pollution • improve air quality • bring economic and health benefits Unfortunately, at present the potential productivity of the region is constrained by the following • East Dorset has the highest car ownership levels in England and Wales; • Existing cycle facilities are not safe, direct or segregated and therefore unattractive to the majority of potential cyclists; • Additional ‘end of trip’ facilities at workplaces and education sites will be needed to facilitate an increase in commuter cycle trips. To overcome these challenges the TCF programme was developed in conjunction with a wide range of local partners and the Department for Transport and has delivered • a network of new cycling and walking routes • bus improvements across our region, connecting major housing, employment, education and retail centres • safe, green and healthy travel options to get around, rather than relying on a car, particularly for shorter journeys The successful delivery of this programme alongside other locally led proposals has met the Climate Change Emergency Action Plans of Dorset Council and will result in significant steps towards transport related issues being tackled.

The A16/Marsh Lane, Boston – Roundabout and Active Travel Levelling Up Funded Scheme is the first set of Lincolnshire ‘Levelling Up’ road improvements in Boston as part of the Lincolnshire County Council (LCC) Select List Framework for highways works, delivered by main contractor Winvic Construction Ltd. A16/Marsh Lane, Boston represents a significant enhancement to over 3,000m2 of the A16 carriageway, including widening of the roundabout and its approaches. The scheme has created a three-quarter mile active travel route in the Wyberton Low Road area of Boston, including new shared footways/cycleways; a new toucan crossing on the A16 and Marsh Lane; and an updated layout on Wyberton Low Road (north of the crossroads with Marsh Lane) to allow cyclists to pass through the island arrangement. The major improvements to the A16/Marsh Lane roundabout have promoted active travel, reduced congestion on the A16, improved safety and connectivity, helped further net zero and future-proofed the roundabout for future A16 upgrades down the line. With careful planning and delivery, Winvic was able to minimise impact on the existing network, enabling everyday traffic levels to continue uninterrupted during works, and maintained the highest standards of public safety throughout the project. A combination of a collaborative supply chain, end user focus and innovative solutions, have contributed to this successful project being completed in 2023.

THE GREENWAY: a 3-metre-wide shared-use path creating an active travel route spanning 3-kilometres through residential suburbs. It serves as a clean and accessible pathway for pedestrians and cyclists, improving connections between residential neighbourhoods and Willenhall town centre and Memorial Park and supporting modal shift. This £1.2 million Walsall Council scheme, delivered by Crown Highways through Tarmac Walsall Highways framework, ran from July to November 2023, completing one month early. Crown Highways ensured that the whole team maintained a strong customer focus and commitment to quality, resulting in an outstanding thoroughfare that was warmly received by the local community. Government investment through the Levelling Up Fund has realised significant local improvements. Safer routes for walking and cycling were established and benefit dog-walkers and children. The scheme links to other active-travel investment projects and supports the wider Walsall Council vision to develop a safer, more inclusive environment for residents. “The Greenway looks fantastic and will give Willenhall residents a much better and more accessible route to walk and cycle. It’s great to see so many people out and about on the Greenway, it’s already well used, and we’ve had lots of really positive feedback.” Councillor Adrian Andrew, Deputy Leader of Walsall Council. “I just wanted to say a huge thank you for the additional complementary work you have undertaken at County Bridge Primary School. The children use the netball court regularly and it has even motivated one of our staff members to introduce a netball club after school." Rabia Patel, Headteacher

The intention of the Railton LTN phase 2 permanent scheme is to reinforce the modal filter restrictions. The works will also provide a more appealing public realm with place making features such as seating and greenery, enhancing the local area. Measures included will also improve, safety, access and climate resilience. The proposals will help reduce vehicle speeds, traffic collisions, improving air quality, increase levels of walking and cycling in the area while supporting the local economy and positive equalities impacts. These positive impacts will benefit the borough and answer some of the challenges outlined in Lambeth’s borough plan. The TSIP Low Traffic Neighbourhood Plan has prioritised scheme areas based on a range of similar criteria – air quality, safety, travel to school, walking and cycling routes and motor traffic levels.

In partnership with Hackney Council, designers Studio Weave, and civil engineers A J O'Connor, Marlborough Highways delivered a £1.5 million, yearlong, public realm improvements scheme at Ridley Road Market in the heart of Dalston in the London Borough of Hackney. The project began in early 2022 and was commissioned in line with the wider 'Dalston Plan', which, following extensive public consultation, aims to address the area’s shortcomings, build on its opportunities, and safeguard the things people value most. It was vital that the Ridley Road project preserve local heritage, provide greater accessibility, and create a more welcoming environment fit for the post-pandemic world. The scheme also needed to be delivered in line with the Council’s transport policy, which seeks to build a greener and safer Hackney through supporting the use of active travel and prioritising public transport. Unique paving features and attractive market bollards were installed, and bespoke rounded benches were fitted. There were also improvements made to the dated signage and market stalls were fitted with ground sockets, providing traders with an electricity supply for the first time. To reduce flood risk and to improve air quality, a sustainable drainage system was also introduced. The historic market now offers a more inviting and bustling community space for visitors and traders, thanks to the use of quality materials, innovative design, and stylish new street furniture. The project has created a safer, healthier, more accessible, and more inclusive environment, with the upgrades to the marketplace also bringing significant economic benefits.

Edward has also contributed outside the working environment by meeting with the Department of Education discussing his apprenticeship route and experiences at Consilium and South City College Birmingham. In recognition of this Edward was the deserving winner of Employee of the Quarter as per below. In a team of 34 employees this is a significant achievement for an apprentice. Edwards also was recognised Employee of the month in 2022, which also demonstrates the significant impact he has had on the business. Edward's impact extends to the respect he commands from colleagues and senior management alike. His colleagues appreciate his collaborative approach, while senior management recognizes him as an asset to the team. As we look toward the future, it's evident that Edward has a bright career ahead of him, and we are exceptionally proud and fortunate to have him as a vital part of our team. Our clients also think the same as you can see from some of the comments attached to supplementary evidence. Notably, Edward's contributions have been a catalyst for our continued success in the apprenticeship realm. Without his excellent business behaviours and exemplary performance as our first apprentice, we wouldn't be actively recruiting our 5th, and 6th apprentices today. In recognition of his outstanding efforts and significant contributions, I wholeheartedly nominate Edward Arnold for Apprentice of the Year. His achievements are a testament to his dedication and the success of our apprenticeship program here at Consilium Technical Service

Despite facing significant challenges in her past, Poppy’s apprenticeship experience at Marlborough has been remarkable. Not only has she personally grown and developed beyond expectations, but her learning, enthusiasm, and hard work has brought significant benefits to her team, the company, and the industry. Joining Marlborough in April 2023 as a Social Value & Sustainability Apprentice, Poppy is studying for a Corporate Responsibility and Sustainability qualification. While her writing, presenting and problem-solving capabilities are second to none, it is Poppy’s interpersonal skills that make her excel. Her warmth, confidence and ability to nurture relationships with colleagues and industry partners ensures she is a real asset to Marlborough’s growing and diverse team. Trusted with the freedom to define and develop her role, Poppy is passionate about the environment and social value, believing that opportunities should be available to all. She delivers a range of initiatives, particularly in support of those from marginalised communities, with the beneficiaries including NEETS and veterans. But it is Poppy’s commitment to helping young people, particularly young women, that has defined her first year in the role, by delivering inspirational talks at schools, exhibiting at college careers events, and taking a lead in the company’s apprenticeship forum, in which she supports fellow apprentices. In an industry short on young people and women, Poppy stands as a shining example, demonstrating the transformative power of apprenticeships. Her journey is a testament to resilience, dedication, and the positive impact one person can have when empowered to make a difference.

Oliver has made a notable contribution to our office, showcasing great flexibility, initiative, and a willingness to tackle challenging tasks. He’s demonstrated exceptional problem-solving skills and his meticulous attention to detail and innovative thinking has led to streamlined processes and high quality deliverables. Oliver's proactive approach and dedication have brought significant benefits to our team and employer. He’s managed tight deadlines and balanced his workload around university studies, consistently delivering high-quality work. His ability to handle challenging clients diplomatically has strengthened client relationships and enhanced our company's reputation. Oliver’s commitment to understanding and applying technical standards ensures our projects meet the highest industry standards. By attending workshops and online courses, he stays at the forefront of industry developments, bringing valuable knowledge and skills to our team. His exemplary performance as an apprentice not only contributes to our success but also sets a benchmark for future trainees, inspiring a culture of continuous learning and excellence in the civil engineering industry. Oliver embodies the qualities of an outstanding apprentice, making him highly deserving of this award.

Ellie is an enthusiastic and highly motivated member of the Balfour Beatty Living Places (BBLP) team. She has fully immersed herself in learning about all aspects of her role in Business Administration and advancing in her apprenticeship. Not afraid to voice her opinions or ask questions, Ellie tackles any task assigned to her with confidence and determination. She is encouraged to actively contribute to the drive for greater diversity and inclusivity within the team. Ellie has represented and promoted the construction sector and is keen to encourage the next generation to pursue a career in construction, including those hard-to-reach groups, and address diversity and inclusion issues faced across the industry. Her engagement with schools and colleges is challenging the perceptions of construction industry. As one of the determined young women contributing to the construction industry's progress, Ellie exemplifies the drive for positive change. In 2023, Ellie achieved remarkable recognition by becoming a finalist and ultimately winning the Lincolnshire Apprentice Champion 2023 Award. This accolade serves as a testament to Ellie’s unwavering dedication, resilience, and drive. Being honoured for her accomplishments at this stage in her career is truly remarkable and inspiring.

Euan is a true rising star. His progression in the time frame has been exceptional and it is exciting to see where this will lead. His vision of the wider picture, including already aspiring to be running a site as a site agent, will no doubt see Euan on his way to becoming a future industry leader. Euan’s commitment to learning and ability to master new skills quickly has impressed everyone. He is quick to learn and to adopt responsibility, excelling in the engineering and quality duties of a Site Engineer, but also in ensuring safe working practices are followed in a safe working environment. This ability and passion have been invaluable to the scheme and without his commitment to learning and performing to the best of his ability, the scheme would have undoubtedly suffered through the challenges that have been faced. His can-do attitude has been excellent, and more impressive that this has been achieved whilst attending university part-time along with the associated course work. We have seen examples of Euan bringing learning from his academic work to site in engaging with the continuous improvement of our systems and processes. He is a great team player who is willing to go the extra mile, focused on finding solutions and ready to share his ideas and knowledge with others.

I am thrilled to nominate George for the Apprentice of the Year Award. He has made outstanding contributions to our highways design team through technical expertise, innovation, and dedication. Notably, George played a pivotal role in several of the BSIP projects most notably Walton Road where his innovative proposal addressed immediate issues and optimized overall project efficiency. George faced significant challenges, such as mastering complex design processes and managing tight deadlines. Through persistent effort, additional training, and mentorship, he overcame these obstacles and excelled but most exciting of all is that I do not believe that he has reached his full potential and will continue to progress further through his dedication to learning is evident in his proactive approach, consistently seeking to deepen knowledge and improve skills. George has greatly benefited our team. His expertise has streamlined workflows, reduced project timelines, and minimized costs. This has increased our productivity and capacity, enhanced transport client satisfaction and strengthened our design team reputation. He has also set a high standard for apprenticeship training, encouraging continuous learning and improvement within our organization and prompting our organisation to consider hiring more degree apprentices for the highways and urban design team in the future. In summary, George exemplifies the qualities of an outstanding apprentice, with technical skill, dedication, innovative thinking, and professional growth. He is a truly deserving candidate for the Apprentice of the Year Award.

At a time when the pressures on pay in the local government sector mean that it is often difficult to attract experienced engineers, Dorset Council is finding the apprenticeship route offers young people like Haydn an excellent start in their career, allowing them to train and develop while being paid an attractive starting salary. The benefits to the organisation during their time with us are enormous. Haydn has embraced the opportunity to study for higher level qualifications while learning on the job, and he actively encourages others to follow him on this path. Haydn produces work of a consistently high standard. He is aware of his responsibilities as a designer, as well as the need to communicate his ideas clearly to all the stakeholders in his projects. He takes care to manage risks and to inform others where risks cannot be eliminated. He is aware of his own limitations and takes responsibility for his own mistakes where necessary. He is keen to see all aspects of the industry and as part of his apprenticeship, will be transferring to a site based role later this year. Here he will see a construction project from a contractor's viewpoint, and appreciate the impact that design decisions have on the buildability of a projects. I have no hesitation in nominating Haydn for the Apprentice of the Year award as I believe he exemplifies the aims and values of the apprenticeship programme.

1Streetworks has transformed the operational deliver capability of the South East part of UK Power Networks. Traditionally TM plans are created within CAD applications by specialist TM designers and then emailed to a client. This process often takes days with amends and edits taking similar timescales. 1Streetworks creates a safe, compliant TM plan in around 2 minutes. The platform requires no specialist software (i.e. AutoCAD or Cone) is cloud based and runs in any browser TM plans can be created anywhere at any time in around 2 minutes. In summary the platform delivers for following benefits: A step change in the consistency, accuracy, compliance and safety of TM delivery on the UK’s roads. Significant improvements in operational efficiency reducing the cost to deliver infrastructure and ultimately driving value for money to both UK Power Networks and the taxpayer. Being browser based the platform can be used wherever required. In reactive works where speed of response is critical. In planned works to reduce impact on the travelling public. At the roadside with stakeholders to rapidly review scenarios for delivery and choose the most appropriate one. A digital collaboration platform where all stakeholders see one version of the truth and where asset data from multiple infrastructure owners can be brough together and overlaid transforming the ability of organisations to collaborate, dig once, and transform works delivery.

Bus Beaming is an an innovative use of existing equipment to maximise on street benefits. It has been designed and implemented within TfL as a project and has been very successful. Bus beaming has been implemented at over 100 sites across London delivering up to 30 hours passenger hours benefit per day per site.

SwiftGate is a first-of-a-kind automated taper system for the UK, that enhances the safety, speed and flexibility of regular lane closures. The SwiftGate team identified the Versilis SwiftGate Horizontal Gate system, which is used internationally, when it was at prototype stage in 2016, modifying the MASH TL-3 tested mark 2 version to meet the safety, operational and visual language requirements of the UK highways industry, in line with modifications suggested by the DfT SwiftGate’s technology and approach to using automation to take boots off the ground offers safety and efficiency improvements for road closures. Knowledge of UK roads, traffic patterns, maintenance operations and compliance have all been critical success factors and, together, Highway Care, Versilis, Kier Transportation and National Highways have developed a system that is suitable for UK road layouts, traffic volumes and operational requirements. This has included refinement based on user feedback and road user feedback, with modifications made, including additional lighting. Arcadis IBI have also carried out GG104 safety assessments and independent performance reviews to allow us to refine our approach. As part of an integrated solution combined with Highways Care’s Falcon ACLM and adopted VMS alerts, this technology has the potential to enable lane closures as a completely no boots on the ground operation, as well as improving operational efficiency.

The WJ Autonomous PreMarker represents a revolutionary advancement in road marking technology by dramatically enhancing safety and efficiency during the pre-marking process. Traditionally, and still primarily, this process is conducted manually, exposing operatives to significant safety risks and creating substantial inefficiencies. By integrating state-of-the-art GPS-based positioning, advanced camera equipment and sophisticated onboard computing, the Autonomous PreMarker automates this process, removing operatives from the carriageway and greatly increasing efficiency. It does this by recording the exact position of road markings at normal traffic speeds, and then accurately pre-marking, following surface dressing or programmes of works that remove existing markings.

As an upcoming startup, we're extremely grateful for the opportunity to work with esteemed partners on a crucial London project. The positive feedback from everyone involved highlights the value of our services. We're eager to build on this success and seek nomination for the esteemed Highways Awards.

With road network operators being challenged to improve the operation, safety and whole-life performance of assets at a time of budgetary constraints, the need to fully exploit the value of data has never been more significant. Data is arguably the most precious commodity available to us, but it is how we interpret, filter and act upon it that ultimately determines its true value. Working collaboratively with Wiltshire Council (WC), AtkinsRéalis has developed The Insights Engine – an automated, map-based data analysis tool that presents highways engineers with an easily accessible web-based platform that shows how the roads of Wiltshire are behaving - all at the touch of button. WC manage 4,500km of pavement using a mix of traditional asset survey and management techniques. Legacy approaches to the capture and analysis of asset data meant they were finding it increasingly difficult to understand what their data was telling them, and almost impossible to garner insight from it. The Insights Engine is delivering significant benefits for Wiltshire Council. It is improving access to data, increasing engineers understanding of how their roads are performing, and helping them plan treatments and maintain service levels. It is helping engineers focus on whole asset lifecycle value to understand asset conditional change over time, predicting when the asset is likely to fail. This delivers improved decision making, timely intervention planning and a move to proactive asset management which, in turn, gives greater control of capital investment and more accurate budget planning.

We are saving £23,000 a year in paperwork and apps, due to implementing Re-flow’s field management software. It isn’t only cost savings we have gained but time and carbon, as well as improvements to health and safety. Being able to input data on the go has given back time to our Foremen. They no longer have to use their own time to complete paperwork. It also means we know what is happening on a job in in real time. Instant data means we can make decisions there and then rather than waiting for forms to come back. Re-flow has enabled us to make carbon savings. We can pull reports for each site and analyse the amount of carbon used. With this information we can then make plans for the future or make adjustments on jobs to work towards net zero. Our health and safety practices have really improved. We can complete near miss forms with such ease that our employees are happy to do them. There has been an increase in the amount of near misses and incidents reported making us more informed and ready to deal with any issues that may happen. This data has helped us to identify problem areas and we can make our staff aware of the risks and how to prevent them. Overall, Kiley Group has become a safer place to work. Implementing this software has changed the way we work. We now work smarter and safer.

In 2024, a truck driver used SNAP Account to pay for their truck services every 13 seconds across Europe.     Over the last year, the digital service has gone from being used by 160,000 to over 180,000 HGV drivers from almost 40 countries throughout the continent. SNAP Account allows drivers to pay for their truck parking, vehicle washing, and tolls using their licence plate number – eliminating the need for cash, a card, or receipts.     SNAP is available at over 580 truck stop locations across Europe and is used by over 8,000 fleets.

The Colas-FYLD collaboration has fundamentally transformed highway operations through innovative digital solutions. By integrating AI-powered site inspections and video-based workflows, the partnership has set new benchmarks for efficiency and safety in service delivery. AI-driven site inspections for National Highways utilise advanced hazard analysis, significantly enhancing on-site safety and ensuring comprehensive risk management. Video-based workflows within Colas’ planning team have optimised job planning, drastically reducing delays and cancellations. These advancements are complemented by AI-enhanced video briefings and point of work risk assessments (POWRAs), which streamline permit approvals and ensure thorough hazard identification. This digital transformation has resulted in substantial cost savings and operational improvements. These financial benefits translate to more efficient use of public funds and quicker return-to-service times for highway assets, thereby minimising traffic disruptions and enhancing public satisfaction. Productivity gains are also evident, with video inspections and AI briefings saving over 1 hour per shift, enhancing efficiency and streamlining decision-making through over 1,104 remote manager interactions. AI-powered inspections ensure tasks are completed correctly the first time, reducing rework and costly incidents like service strikes. Enhanced site inspections boost safety compliance, ensuring safer working conditions and fewer on-site accidents.

The Asset Management Performance System (AMPS) is a completely new integrated highway asset management system, which has been developed in-house by Transport Scotland’s Asset Management team. The system supports Transport Scotland and its agents in undertaking their various asset management responsibilities in relation to managing and maintaining the Scottish trunk road network. AMPS employs a brand new asset management system architecture which has been developed from scratch to serve Transport Scotland’s ambitious requirements. It employs an innovative “Everything is an Asset” approach, thereby avoiding the silos often found in similar systems. A guiding principle in the development of AMPS has been to provide asset managers with all the information they need to make better-informed decisions. This typically includes providing information on adjacent asset classes, as well details of historical asset performance and any operational considerations. These approaches are implemented throughout the system but are particularly evident in areas such as: cross-asset decision-support tools, contractual compliance monitoring, performance management reporting, and the ‘InSite’ site investigation tool. The in-house development of AMPS has allowed Transport Scotland to make improved and innovative use of its rich asset data, and to ensure that the system continues to serve its future (and emerging) asset management needs. Since its go-live in 2022, AMPS has already been instrumental in delivering a number of tangible benefits to Transport Scotland, including: securing increased budget for climate change adaptation works, securing an increased maintenance budget, expediting inventory validation and achieving reductions in network disruption by co-ordinating and reducing site visits.

This has been an exciting project which has already shown defined benefits and hopefully customer experience in our area. This has continuing application in locations where defined routes, which are agreed by local highways authorities, provide resilience for unplanned events on the SRN and where there is well developed Urban Traffic Control (UTC). In places where UTCs can be, installed or improved or systems upgraded this method will shows great promise in improvements for our customers in terms of time saved and economic benefit and improvements to the environment from reducing congestion. We feel where other areas have defined routes to use in these circumstances that great benefit from capital investment can be achieved for ongoing savings and increased ability to proactively management the impacts of unplanned events occurring on our networks.

As an upcoming startup, we're extremely grateful for the opportunity to work with esteemed partners on a crucial London project. The positive feedback from everyone involved highlights the value of our services. We're eager to build on this success and seek nomination for the esteemed Highways Awards.

GW Highways are proud to be the first UK highways contractor to be fully carbon neutral across our entire business operations. Since 2021 we have been certified carbon neutral in accordance with PAS 2060:2014 – the only recognised international standard for carbon neutrality. GW Highways’ achievement of carbon neutrality is the culmination of over three years work from initial scoping, foot-printing, carbon calculating and validation; through to identifying and delivering carbon reduction in collaboration with customers and our supply chain, and beyond this securing offsets. We are fully accountable for Scope 1, 2 and 3 emissions across all operations. For GWH, carbon neutrality is the first major milestone in our decarbonisation plan that has been formulated and mapped out. A reduction of 31% GHG emissions last year is testament to our progress. The ultimate goal is to achieve organisational net zero before 2050.  We are proud to join the world’s leading companies and project partners to transform the global economy, improve health, livelihoods and restore a thriving planet.  By embracing our sustainability vision in infrastructure, we are creating a positive impact on society, the environment and the economy. We are committed to promoting sustainable infrastructure as a catalyst for inclusive and sustainable development.

Westminster City Council (WCC) and FM Conway (FMC) delivered a ground-breaking, carbon neutral scheme on Elmfield Way in Westminster, laying a new road surface containing 92% recycled materials – the highest percentage ever used on a UK road. FMC upgraded the road and footways, combining multiple low carbon techniques, to achieve a total embodied and operational carbon saving of 78% – equal to approximately 100 tonnes of CO2 equivalent. The full scope of works was carried out using no fossil fuels on site, using Hydrotreated Vegetable Oil (HVO) fuel in the resurfacing element of the scheme, electric mini-excavators, disc cutters and compaction plates, and a solar-powered welfare unit using HVO as a backup. Approximately 280 tonnes of a bespoke warm mix asphalt was laid as a single layer, covering 1,600m2 of carriageway. This asphalt mix was manufactured at lower temperatures and laid in a thinner layer, greatly reducing CO2 emissions by lowering the energy demands of asphalt heating in mixing. Plus, approximately 30% less tonnes were manufactured, transported and laid – saving carbon throughout the life cycle. The use of recycled content also meant fewer virgin aggregates were used, preserving the natural environment and reducing the carbon impact from quarrying and hauling materials. The residual unavoidable carbon emissions were offset using high-quality carbon removal and renewable power projects. This joins a series of low carbon trials delivered throughout Westminster as part of the partnership’s shared net zero ambitions, in which these specifications provide significant carbon savings compared to traditional methods.

The project set out to landscape an area of Central Park, to provide a nature-based solution to flooding by using a sustainable drainage system to manage surface water and provide a space for wildlife and people. Part of the solution was to incorporate sustainable, low maintenance systems, as well as increase the general amenity of the area, increase biodiversity and maintain the natural environment. This was achieved by recycling materials on site such as granite setts for the gravel filter drain, eliminating the requirement to dispose of bulk waste soil from the site by filling other areas of the park. We also used a proprietary GeoGrow root-lock system; self-seeded/green retaining wall instead of Sheet Piling or Gabion Baskets. This is a natural retaining wall system which incorporates seeded bags stacked on top of each other that interlock to form a natural, self-sustaining, vegetated wall. The rootlock bag is installed up to 50% quicker than traditional methods and requires lighter lifting equipment thereby reducing the labour required and heavy machinery usage resulting in carbon reduction. The use of a natural cascade outfall not only is low maintenance but also adds an aesthetic appeal to the area. The swale and check dams were lined with a natural anti-erosion mat to prevent the water washing the dams away. Additional sustainable fencing was installed to protect seeded and planted areas. This was made from long-lasting, low carbon, organic Chestnut Pale Fencing. This has provided a sustainable and nature-based solution to flooding benefiting the community.

Supporting Tarmac’s vision ‘to be our customer’s preferred choice for sustainable construction solutions’, we successfully reused a previously waste cementitious product within CBGM during a trial on the A12 concrete reconstruction project at Junctions 25-26 on behalf of National Highways, demonstrating our ability to drive sustainable innovation, value and efficiency in our projects. Our industry-leading technical experts and operational teams collaborated with partners Sisk, National Highways and AECOM to develop a project-specific CBGM product containing previously waste cement as aggregate, saving 148.74 tonnes of CO2e. Our pioneering initiative was a first in its kind application in the UK, designed to drive down CO2, eliminate landfill waste and offer financial efficiencies to our client. Our approach ensured that 100% of all concrete arisings received by Tarmac through National Highway’s Concrete Roads Framework were recycled into innovative cementitious products and used back onto the network from where they were removed, supporting a circular economy. This success has set a template for other framework partners and further schemes, including the A14 which will save a further 59 tonnes of CO2e. Setting a new benchmark for the industry, our effective, closed-loop recycling process reduces virgin aggregate reliance, helping preserve natural resources for generations to come.

Fisherton Street being the first project delivered by Milestone Infrastructure in collaboration with Wiltshire County Council, successfully encompass all aspects of sustainability from community engagement to carbon reduction and environmental improvement whilst providing the legacy of a ‘yellow brick road’. Through value engineering and environmental initiatives, and the application of PAS2080 principles, the project has reduced carbon emissions by 18% within a tight turnaround and funding limits. It has also provided a much-needed improved corridor from Salisbury Train Station to the City Centre, to support active travel and boost local economy. Using the achievements of Fisherton Street as a baseline, within our client and contractor partnership, we will continue to bring forward learning to future schemes to continuously improve and consistently challenging ourselves to raise the carbon reduction targets higher. This is how we will meet each of our organisation’s ambitious Net Zero targets with the defined times. We as a team are so proud of what has been achieved working within the confinements and constraints of a city centre development project and feel that our project’s environmental and sustainability successes showcase what can be achieved when carbon is placed at the top of the agenda.

In Berrick Salome, our ground-breaking scheme epitomizes the essence of SPL's values, exemplifying a commitment to professionalism, inclusivity, collaboration, and progress. Professional Excellence: Our meticulous implementation of a robust foam mix treatment, ensuring a 20-year design life, reflects a high-performance ethos. With impartiality and an unwavering commitment to doing what is right, we navigate the complexities of highway maintenance in a fair and responsible manner. Inclusive Innovation: Embracing inclusivity, our initiative prioritizes accessibility and celebrates diversity. By reducing the carbon footprint and enhancing road quality, we not only meet but exceed the values of equality and inclusion. Collaborative Engagement: Stakeholder engagement is at the core of our success. We actively involve all relevant parties, fostering a collaborative approach that supports common interests for the social good. Our scheme is a testament to the power of collective effort in achieving shared objectives. Progressive Vision: Our ambition is synonymous with progress. By opting for sustainable practices, we embody a commitment to positive change. The innovation woven into our scheme represents a progressive leap toward a future where highway maintenance is both efficient and environmentally conscious.

The scheme addresses significant historical safety and congestion problems on one of the UK’s busiest junctions. It is within a highly sensitive environment with the surrounding land designated as Special Protection Area (SPA) and Site of Special Scientific Interest (SSSI). Innovative design work found a solution delivering the necessary improvements to congestion and safety but with the least permanent land take from the SPA and SSSI. These designated sites support some of the rarest habitat and species in England and the ambitious compensation strategy pulled in expertise from nature conservation organisations. Alongside the main scheme, we successfully applied for funding to build the UK’s first heathland green bridge. At 63m long and 30m wide, spanning the A3, with a dedicated wildlife corridor landscaped using translocated heathland turfs, it is a structure with sustainability at its heart. It will address the historic severance of internationally precious habitat and reconnect rare heathland at a landscape scale. The design also delivers wider local environmental benefits through better protection from pollution and flooding for local rivers, lakes and ponds and new environmental barriers along the M25. The local community will be able to cross all four corners of the junction for the first time since the M25 was built, improving accessibility and encouraging active travel. Users will have an exciting new cycleway/bridleway and footpath winding through attractive common land, separated from the busy A3 and giving immersion in the special landscape of the heathland, restoring a wilderness experience in the heart of Surrey.

For over 19 years, Amey and Department for Infrastructure (DfI) Roads have been in a partnership that is now in its fourth contract iteration. The shared vision has been to deliver transformational services and projects that benefit the people of Northern Ireland (NI). The latest contract, now in its final year has delivered over 550 commissions since 2019. The benefits of the partnership have been clearly evidenced by an average overall KPI score of 9.7/10 over the contract period. The partnership is organised into three levels: contract, programme, and project levels. Each level has its own roles and responsibilities and works together to achieve the objectives. These objectives are to provide DfI with flexible, specialised, and cost-effective services, and to share best practices across both organisations. Many benefits have been realised such as high performance, value for money, innovation, health and safety, training, and trust. The partnership has also faced and overcome some obstacles, such as DfI staff departures, budget constraints, and lack of political direction, by using cooperation and technical expertise. The partnership is looking to the future and is focused on delivering projects that address the climate change challenge and contribute to the UN Sustainable Development Goals. Over 19 years the resilience and adaptability in the face of changing circumstances and priorities has been outstanding and each organisation has developed a trust that extends to a shared vision for the future of transport in NI. These relationships will be long lasting and endure well into the future.

Together, Autolink, SRM and HMC have worked according to the single team ethos, where we work to a pre-agreed set of behaviours and to the common goal of ensuring a high quality, best value service. The creation of the shared Performance Management Tool kit and moving to a cost-plus fee mechanism has facilitated effective communication to share best practices and improve the overall quality of the work. Our key approaches used by the partnership include periodic collaborative meetings to address important issues, adherence to the Collaboration Charter, joint health and safety training and audits for cost and time reduction, annual independent audits, sharing of digital systems for transparency and efficiency, group panels of learnings, stakeholder Pulse Check reviews and annual collaborative reporting. Working from the Billingham office, the partnership prioritises innovation, cost-effective solutions, and embraces a " single team" culture with a focus on health, safety, and sustainability. Progress is monitored through the Performance Management Toolkit (PMT) to promote continuous improvement. The partnership's dedication to collaborative excellence is reflected in its achievement and retention of its ISO 44001 certification since 2018 (previously BS 11000 since 2013). Overall, the partnership's collaborative working approach, driven by effective communication and shared objectives, sustains the commitment to delivering high-quality service for the A19 project.

Our collaborative approach to this project with both stakeholder and our supply chain partners has been key to achieving delivering a successful project. Creating a joint vision and shared objectives, we have broken the mould of how developers can work with stakeholders. The deep integration between client and supplier has redrawn the lines of responsibility and set a complex, high-profile project up for success. Being open and operating a ‘no surprises’ approach helped the team develop new ways of working. This change in behaviour became key through the application to build the project. The views of each individual organisation were equally valid, and we recognised that although there would be differences in opinion, discussing these differences were necessary and encouraged. We have a statutory duty to conserve and enhance the natural beauty of the Cotswolds AONB. Our involvement with partners such as the Cotswolds Conservation Board, National Trust and Gloucestershire Wildlife Trust, demonstrates that this can be achieved through positive partnerships, where we work through solutions together. With an open and honest approach to issues, risks, limitations, and opportunities to deliver the best possible outcome for this AONB Natural Landscape. A note from one of stakeholders ‘During the autumn and winter of 2020/21, National Highways scheduled a series of collaborative workshops with key environmental partners. […] As a result of these collaborative sessions we identified, and agreed on, some significant changes to the final scheme design that provided greater benefits to the landscape, people’s enjoyment of of the area.

All of the Alliance’s work was done with safety as the core objective, . and iIts focus on safe working practices ensured that there were zero lost time injury incidents during the year as all the partners involved continued to promote a focus on Zero Harm. Though a formative year for the Alliance as it faced the challenges of a new model and increased integrated working, its success surpassed all expectations, delivering a high standard of roadworks and maintenance across Buckinghamshire while continuing to deliver and provide excellent value of service for the taxpayer. Although year one has brought about some challenges, the Alliance partners are aligned on the need for continuous improvement for the remainder of the duration of the service, and have established integrated working groups for each major work stream.

Working collaboratively, the partnership launched a pioneering initiative: The Highway Maintenance Academy, which stands as a beacon of hope in mitigating the skills shortage crisis within the highways sector. By nurturing a new generation of highly skilled and adaptable professionals, the initiative not only meets the industry’s critical skills shortage, but sets the standard for educational industry partnerships in the apprenticeship sector. The partnership has brought together a diverse group of stakeholders, including local authorities, industry partners and design experts, to develop a long-term solution that can be replicated in other regions. LCRIGS’s support has provided opportunity for wider learning opportunities, through additional training from industry partners (Instarmac). By aligning its curriculum with the Highways Maintenance Apprenticeship Standard, the Academy takes proactive steps to overcome skills shortages, preparing students for traditional highway maintenance roles and fostering an understanding of emerging trends such as smart infrastructure, sustainable practices, and integration of digital technologies. Since its creation in 2023, the Academy will have created 30 apprenticeship opportunities in Salford and other areas of Northwest, creating jobs for young people where there is not always a lot of opportunity. Following the successful implementation of the Academy, it is now poised to become a Centre of Excellence for Highways Maintenance Apprenticeships in the Northwest. This initiative opens doors for individuals seeking diverse career opportunities within the highways sector in maintenance processes and the broadened skill set will ensure apprentices are versatile, adaptable, capable of meeting the dynamic demands of the modern highways industry.

Milestone Infrastructure provides Highways Maintenance Services to local authorities across the UK. In 2021, 11 years into a 15-year-contract with Oxfordshire County Council (OCC), Milestone and OCC established the Framework Alliance Contract (FAC), a new approach to contract management focusing on supply chain inclusion. The closer collaboration fostered via the FAC highlighted the potential for supply chain SMEs to benefit from focused support from Milestone, leading to the creation of the SME Development Programme in April 2023. The Programme’s goals are: to support OCC to achieve its social value, economic development, efficiency and carbon reduction goals; to develop local supply chain capability and capacity; and to increase collaboration and trust, creating a shared vision for delivering an excellent service to the people of Oxfordshire. There are currently three SMEs on the Programme: Drayton Construction, Hazell & Jefferies and MJ Titchmarsh Construction. Each has created development plans covering Social Value, Carbon Reduction, Quality Management, Website Improvements and Tendering Practices. They have access to Milestone and McLellan Ferguson experts, funded by Milestone, enabling them to improve competitive advantage. The Programme has made significant achievements within its first year including cost savings of £1.028m, carbon savings of 3,706 tCO2e, as well as charitable donations of £39,000 and £7.34m of social value benefits, generated by the SMEs. Milestone has delivered around £50,000 support investment in the supply chain, demonstrating a commitment to partnership working and helping our supply chain to thrive while value to the highways service to better serve the people of Oxfordshire.

Hierarchy of the Partnership: The partnership involves Southwark Council's Highways Team managing projects in collaboration with Metis Consultants and Norman Rourke Pryme. Roles are divided, with Norman Rourke Pryme leading early phases and Metis Consultants taking over detailed design and contract management. Objectives and Measurement of Delivery: Objectives include delivering meaningful change, providing sustainable transport networks, and implementing social value programmes. Delivery is measured through social value targets, monthly tracking, and Key Performance Indicators (KPIs). Benefits to the Partnership: Performance benefits include tangible improvements in quality scores and intangible benefits like workshops fostering team spirit. Financial benefits include tangible gains in social value contributions and intangible benefits such as collaborative project development. Identification of Achievements and Obstacles: Achievements are identified through detailed programmes, monthly reviews, and adherence to milestones. Obstacles include continuity of knowledge and building relationships during remote working. Future Development and Long-term Benefits: Future development involves enhancing communication channels, integrating new tools, and nurture strong working relationships. Long-term benefits include leveraging collective expertise, achieving higher efficiency, and enhancing communication for ongoing success.

The A585 is a strategically and economically important route linking the M55 to Fleetwood and surrounding areas. It’s a popular route for visitors to the seaside and historically suffered heavy congestion, significant peak-period delays and a poor safety record. National Highways, using the RDP framework, working alongside its supply chain partners, delivered transformational change to the region by constructing a new, £175m, 5km bypass around the village of Little Singleton. Benefits of the new bypass are: • Reliability: reducing congestion, improving journey times. • Socio-economic: supporting economic growth potential in both Wyre and Fylde - supporting planned residential developments locally. • Safety: improving safety of pedestrians, equestrians and cyclists around the existing A585 The bypass was fully opened in March 2024, delivering immediate benefits such as journey time savings of up to three minutes at peak times. Work continues on-site to ‘de-trunk’ this section of the old A585, reflecting its function as a local road, with pedestrian and cycle lanes, before handing over to Lancashire County Council. Using innovation, collaboration and LEAN practices, the Integrated Project Team opened the new 5km bypass four weeks ahead of its DfT Open for Traffic date. The project has overcome significant construction challenges, utilised exceptional engineering solutions, been a pioneer of innovation and consistently topped the KPI leaderboard. It’s generated millions in social value for the local community and created 18.2% biodiversity net gain (against a 10% target), leaving a legacy in the region beyond the functional benefits of the new bypass.

Gillingham Principal Street is a forward-thinking project to utilise Government funding to build a new residential road, ahead of development starting, to unlock land for phased redevelopment and much-needed new homes, ensuring the southern expansion and economic growth of the north Dorset town. The HIF funding enabled a 1.3km-long residential road to be designed and constructed. The road has a 30mph speed limit and a shared footway/cycleway on both sides of the road, it has street-lighting, parking spaces and green verges planted with trees to enhance its feel as a residential area. By securing a grant from Homes England Housing Infrastructure Funding, (HIF) the road was built in one phase rather than in sections as and when individual phases of the development come forward, which ensured consistent quality of delivery, reducing impact on resident of future works. With ownership of the infrastructure design and build, Dorset Council prioritised sustainable construction, using innovative low-carbon materials and methodologies such as warm-mix asphalt, recycled aggregates, and minimising logistics to significantly reduce the carbon emissions associated with construction. The scheme delivered exemplary health and safety outcomes with no lost time injuries or medical treatment cases reported, as well as delivering significant training for mental health first aiders as part of the scheme’s delivery. Once completed, this scheme has delivered positive outcomes for North Dorset’s residents by unlocking land to the south of the town for 1,800 new homes, a new primary school, health centre, sports pitches, play areas, shops and open spaces.

SEGRO Logistics Park Northampton (SLPN) - Roade Bypass, is a Net Zero in Construction scheme comprising a 2.5km single carriageway, a new road bridge across the West Coast Main Line, and three 60-metre diameter roundabouts to tie into the A508 and Blisworth Road. The bypass and reconfiguration of Junction 15 of the M1 will support additional traffic created by the SLPN Strategic Rail Freight Interchange (SRFI) and logistics hub. Significant benefits have been delivered to local communities across five areas: ‘local employment, training and upskilling’, ‘work experience, placement, and apprenticeship opportunities’ ‘curriculum enhancement engagement’, ‘supply chain opportunities’ and ‘community engagement’. As part of the Bypass, a 48-metre single span bridge was constructed, and a steel arch underpass which facilitates an existing bridleway. The bridge is in a Victorian rail cutting and boarded by a Site of Special Scientific Interest (SSSI), so preservation impacted the design and construction. The abutments are set back so the six bridge beams, totalling 264 tonnes, span 48-metres and the delicate installation programme utilised four inclinometers to measure real-time movement of the railway cutting. The bridge comprised of three braced pairs of 2-metre-deep weathering grade beams each weighing 94 tonnes, carrying GRP permanent formwork, a reinforced concrete deck, carriageway, footways, and high containment parapets. Close liaison with Network Rail, for some 14 months before works commenced, along with a tripartite agreement between Network Rail, West Northamptonshire Council and SEGRO was drawn up and executed to ensure that all the key deliverables for all parties were met.

Named Herring Bridge following a public vote, Great Yarmouth’s third river crossing is a £121m project to build a dual carriageway lifting bridge that solves traffic problems, enhances the area and opens significant development and employment opportunities. The bridge improves connectivity between the A47 strategic road network and Great Yarmouth’s Port and the Great Yarmouth and Lowestoft (New Anglia) Enterprise Zone. The port is a hub for the growing offshore wind industry. The scheme acted as a catalyst for a new £24.9 million purpose-built Operations and Maintenance Campus being constructed to service the sector. By improving access and reducing town centre congestion, Herring Bridge is supporting efforts to enhance the town’s tourist industry, which has received recent key investments. NCC and their partners worked together, securing funding and taking the project from concept and preliminary design, through consultation, providing the planning and environmental work for a DCO. This was informed by the D&B contractor team following an innovative procurement approach. The team developed and delivered a "fast track" programme resulting in bridge opening in 2024. For a Nationally Significant Infrastructure Project (NSIP) to progress from inception to completion in eight years demonstrates remarkable success. In creating a bridge for current and future generations, a multi-disciplinary team was formed that worked with communities, understood client needs, and enabled delivery of an exceptional project that gives far reaching benefits, changing lives for whole communities in a region that is amongst the lowest in the country in terms of unemployment and social deprivation.

This project has significantly increased the resilience and longevity of Wakefield's lighting stock and has demonstrated considerable scalability. Our solution covers 44,336 lanterns across an area totalling 130sq miles, serving major towns such as Wakefield, Castleford, Pontefract, Normanton and South Kirby, and a population of 300,000 people. Together, we've transformed Wakefield's street lighting service and delivered a class-leading 85% reduction in energy consumption whilst complying with British Standards for lantern design. The 85% reduction in energy usage and carbon is driving Wakefield's journey towards Net Zero by 2030, and future-proofs the lighting network by building in resilience to adapt to future energy crises/shortages and associated changes in British Standards. The scalability offered by future incorporation of motion sensor dimming/illumination technology will make energy go further in Wakefield, with lighting levels aligned to community needs and Council budgets. Key savings and improvements that we have delivered in partnership with Wakefield MDC include: • A 22% reduction in faults and minimised planned maintenance, saving £297k annually • Automated fault detection via the CMS has reduced average repair times by 10% • Switching to LEDs alone cuts electricity consumption/carbon emissions by 65%, but real-time monitoring of energy usage via the CMS to optimise efficiency and allow for variable lighting levels, has achieved actual annual savings of 85% and 5,992 tonnes of carbon or 140,000t over the project life.

The Balfour Beatty AtkinsRéalis team is National Highways’ Delivery Integrated Partner for the southeast RIS 2 flagship project, the M25 J10 / A3 Wisley Interchange Scheme. Environmental enhancement works started in May 2022, and construction is currently at its peak to change the landscape of the area. We are delivering ambitious environmental measures to compensate the impact on SPA and SSSI areas and are committed to reversing the loss of heathland by creating new areas, including the first ever heathland green bridge, Cockrow Green Bridge. The project prioritised minimising the impact on customers and stakeholders whilst delivering its programme on time and on budget by implementing innovative traffic management measures during the weekend closures of the M25 for the first time in its history. The MMC approach was fundamental to the success of the weekend closures. The embedment of the structures design team into the construction methods team and supply chain allowed us to create bespoke modular solutions and increase the efficiency of the works, delivering additional works during tight timeframes. Balfour Beatty and AtkinsRéalis are proud to deliver the project that will change the experience of hundreds of thousands road users every day via safety improvements, journey reliability, new and better active travel routes and an enhanced, more diverse and sustainable environment.

Promoting Health, Wellbeing, and Inclusion within our organisation's culture and policies has played a significant role in establishing a supportive and accommodating work environment for all employees. Our strategy underpins our commitment to prioritising health and wellbeing across all levels, creating a culture where the safety and wellness of employees are paramount. We ensure that employees are treated fairly, promoting dignity, respect, and investing in their growth through training and opportunities for career progression. To diversify our talent pool, we recruit from underrepresented areas, such as ex-military personnel, with many current employees having military backgrounds. We value a range of perspectives and abilities, working to eliminate barriers that individuals with disabilities often encounter. With 30 Wellbeing Champions and our entire management team trained to provide guidance and support to colleagues, we have cultivated an environment where our workforce feels empowered to seek assistance when needed and speak up about their wellbeing. Charity initiatives such as sponsored wellbeing walks for International Week of Happiness at Work, aimed at supporting and raising funds for important mental health charities in the construction industry, showcase our dedication to enhancing health, wellbeing, and inclusivity within our organisation and the broader sector. By encouraging our employees to step away from work to take part in these initiatives to engage in open, honest conversations free from the usual work-related stressors, we continue to empower staff to contribute to a supportive working environment.

At Colas, we decided it was about time we drop the shame and start talking openly about periods. Women, especially those in our industry, can find what should be an incredibly normal monthly experience, very alienating. Considering the scale of our industry, it’s shocking to think language like ‘aunt flo’ and ‘on the blob’ is still used to hide normal bodily functions. According to a study carried out by Initial Washroom Hygiene, 32% of those identifying as male said they think it’s unprofessional to talk about periods at work. For these reasons, our Area 9 team launched its ‘Women’s Wellness Campaign’ to end the stigma surrounding periods, and other women’s physical and mental health, in a highway’s workplace. In addition to providing free sanitary products, we aimed to overcome the barriers that prevent women from openly discussing their periods in a typically male dominated industry. By placing the voice of our female workforce at the front and centre of this strategy, we readdressed the adequacy of our facilities, redesigned PPE, implemented new policies, and improved the working culture across our depots and workplaces. We educated our staff and supply chain to normalise the conversation and acknowledge that gender-based health disparities exist and that women experience different health issues than men, which may require women to take on different tasks on-site. As a result of our campaign, we have heard from our female workforce that they feel more empowered to talk freely about their periods.

Since 2020, Multevo have seen a significant 300% growth in their workforce - having just 30 operatives working on the network to now having 260 operatives working nationwide. This growth has occurred during unprecedented times, including the Covid-19 Pandemic and the ongoing cost of living crisis. These added stress factors showcased the need to support positive health and wellbeing within the workplace, whilst maximising opportunities for disadvantaged individuals. These factors led to the development and launch of the Multevo Employee Wellbeing App - a free and confidential tool for our employees to use to support positive physical and mental wellbeing. The App features a range of resources covering stress, sleep, mental health, physical health, finance, women’s health, as well as contact details for emergency helplines, local supporting groups, and Multevo’s Mental Health First Aiders. The App can be viewed here: https://www.appsheet.com/start/becd40bc-04d8-4a80-ad02-01c4e18c06a2 Further support has been provided by the introduction of 10 trained Mental Health First Aid Champions and 2 Mental Health First Aiders across the business. Multevo have engaged in a range of initiatives to support inclusivity, including Not in Education, Employment, or Training (NEET) Recruitment Schemes, providing paid internships for individuals with learning difficulties, and communication campaigns focusing on encouraging more women into the sector, resulting in a 116% increase in female employees over the last 12 months.

In addition to the above, we visited SmartWorks in Digbeth who gave us an awareness into what they do assisting women across the Midlands coaching, clothing, and giving them confidence to get a job. Smart Works make a difference not just in our industry, but in every industry. Moving forward we hope to set the foundations for a working relationship, offering support at future job fayres and assist Smartworks with application forms and interview techniques. CR Civils have agreed with RMF to support with various accreditations in training and to support with interviewing. CR Civils will also be making recommendations within the supply chain to also allow them to engage with a strong focus on providing more secured opportunities within industry. A total of £5,000 was raised via a https://gofund.me/bb6b8939 page. It was such a relief driving away from Birmingham Friday knowing everything bar the weather, had gone to plan. What was most remarkable, was the work of some of the volunteers/charity workers we met along the way. We are on track to change at least one person’s life, that for us is a job well done and we will strive in the next few weeks to add to that number. Meeting some of the people on the streets and in rehabilitation has most importantly taught the four of us to appreciate, how fortunate we are. This is a challenge that will stay with us for years to come

Milestone Infrastructure plays a critical role in maintaining and improving the nation’s transport infrastructure. Operating within such a safety-critical environment means that ensuring the safety of our people and the public is our top priority. While physical safety is well recognised as a priority across the highways, to an extent mental health has been somewhat less well understood. At Milestone we are seeking to change this. We recognise that, as a highways maintenance service provider, our work is both highly visible and public-facing, and this can lead to unique mental health risks for our staff, who sometimes face abuse in their daily work. At Milestone we value mental health, wellbeing and inclusion and have introduced a wide range of policies and initiatives to mainstream health, safety, wellbeing and inclusion best practice across our business. Our company-wide behavioural safety programme, “It Starts With Me” (ISWM) aims to create a culture focused on keeping everyone free from physical and mental harm by empowering staff to engage with HSW at every level of the organisation. In 2020, Oxfordshire Highways further developed ISWM with the “Creating Safety” initiative. Since its launch, lost time injuries have reduced by 81%. We aim to support mental health via a network of mental health champions, offering mental health training and assistance to our staff, creating employee support and inclusion networks, and more. We have supported inclusion through our recruitment strategies, which include targeting hard-to-reach and marginalised groups, including veterans, via our groundbreaking Military Accelerated Programme, and former inmates.

Since establishing the RFA, it has grown in both number and diversity of members, to encompass a wide range of disability organisations and others who represent potentially vulnerable customers such as lone women and older drivers, and the wider transport sector such as recovery operators and motorway service areas. The Forum has helped instigate a range of initiatives and projects to improve our understanding of the barriers disabled drivers can face when using our roads, and to improve how we seek to address these. These include: Hidden disabilities – sunflower magnets for vehicles so occupants can indicate they have additional needs in the event of a breakdown Customer break down experience – understanding the varied challenges that disabled customers experience Customer experience of MSAs – understanding the barriers faced by disabled customers when using motorway services and how these can be overcome Customer contact – introducing more accessible means for hearing impaired customers to contact NH and seek help when stranded on the network Training for traffic officers – training for traffic officers so understand how to recover a variety of adapted vehicles quickly and safely from the roadside Customer insight panels – insight panels with customers with neurodiversity and cognitive impairments to better understand how driving on motorways could be more safer and less stressful, informing the development of Navigating Neurodiversity stimulus report Deaf roadshows – taking awareness of a road safety and well-being messages to Deaf clubs around the country Access guides to motorway service areas -

Nick Reading embodies the Michael Conway spirit, showing outstanding dedication to community values and social leadership. Since joining Marlborough Highways in January 2022 in the newly created role of Head of Performance, Sustainability & Social Value, Nick has transformed the company's CSR strategy while making a significant contribution to the highway’s profession. Continually going above and beyond for his colleagues, the communities in which Marlborough serves, and to wider society, Nick has effected a huge amount of positive change through a range of compassionate and innovative community and environmental programmes. Nick’s meaningful social initiatives include careers workshops, volunteering days, charity fundraisers and tree planting events, in which literally thousands of individuals and dozens of communities have benefitted. Through his support for young people, refugees, and those from marginalised British communities, including those not in education, employment or training, Nick has made a tangible and measurable difference. But Nick's impact goes beyond just numbers; he is an inspirational leader and motivator, with an ability to get the best out of people, regardless of their background or level of seniority. Nick’s interest in community values goes well beyond his professional life, with his commitments outside of work including support for charities and local community organisations. But Nick’s social leadership and altruistic nature is perhaps best demonstrated through his dedication to the Armed Forces Community. As a volunteer with the Essex Army Cadets for more than 15 years, Nick continually supports and inspires young cadets, imparting practical knowledge and vital life skills.

Richard Hayes provided great community leadership in his brilliant public sector career which lasted over 40 years and saw him rise through the ranks to become and an area manager for neighbourhood and highways services. He then went on to play a leadership role for the entire sector as past president and chief executive of the Institute of Highway Engineers. In this role, he liaised with MPs, the DfT, educational establishments, the media, and third parties such as associations and other professional bodies connected to highways, always representing the sector with dedication, expertise and a willingness to collaborate. He was a key author of national guidance, reports and reviews, and has sat on boards and committees to boost standards and expand training and knowledge across the sector. he has written training courses and personally delivered them. There are few people who have done more to train and educate the sector and on a personal level he is very well liked and admired by all who have worked with him. His expertise is only matched by his dedication and willingness to share. He leaves behind a legacy in terms of physical engineering, written theory and in the knowledge he has passed on to hundreds, probably thousands, of younger engineers.

Mr Howe is a philanthropist, captain of industry and investor in people, who embodies all that is best about our sector in the same way Michael Conway did. Mr Howe has won the admiration of his community for his charitable works, the respect of his industry and colleagues for his commitment to innovative low carbon techniques and investments, often UK-firsts and well ahead of their time, and the life-long thanks of many young people who simply would not have been able to enjoy the same life experiences without his help. People like Mr Howe are the backbone of any company, community or industry. Without his energy and vision, the highways sector would be a poorer place and a great many people would be living a poorer life.

The H1 RCB and foundation system enable programme efficiencies, cost savings and carbon reduction, through high level of collaboration, early engagement, and a willingness to push the boundaries of technology and innovation. It has delivered tangible efficiencies and benefits which will be carried forward to other schemes. In summary: • Achieves high installation outputs of up to 400 m/shift. • Supports lean construction principles thanks to minimal civils and no waste. • Reduces on site activity leading to lower construction risks • Minimises traffic disruption supporting positive customer impact • Cuts CO2 emissions by half compared to standard products providing significant carbon reduction.

Bringing Foamix ECOTM to the market required a change of thought in both approach and technique. Considering the difficulties faced when bringing new, innovative products to the industry, and the technical challenges of achieving longevity and compliance to standards, our Foamix ECOTM product development is a great example of overcoming obstacles through collaboration between client, contractor and key supply chain partners who shared our/government priorities. Our client (LCC) were already housing our local, in-situ Sitebatch Technologies® plant to replace conventional asphalts with Cold Recycled Bound Material (Foamix®); contributing to reduction of vehicle-movement emissions by re-processing all network arisings (including hazardous waste) and reducing embodied carbon to 20kgCO2e/t across the A1-A3 scope. The next logical step was to establish how to further reduce the carbon footprint to zero. Our change in technique was to redesign Foamix® into a carbon-neutral Foamix ECO™ base/binder. Our in-house R&D facility worked closely with Nottingham University to undertake intensive studies on the mix-design during ECI. Another challenge was to achieve negative EPD and refine the manufacturing process; seeking recycled aggregates from our specialist supply chain; Zero carbon bitumen Aggregates with carbon-negative impact. Working closely with LCC, we identified a section of the M65 and used traditional paving plant to lay Foamix ECO™. The outcome of our collaboration exceeded all expectations; we’d achieved carbon neutrality (without offsetting); -0.39kgco2e/t achieved (Scope A1 – A3) 3,308 vehicle miles saved = 483kg carbon Foamix ECO™ is a truly revolutionary carbon-neutral asphalt that contributes to sustainability, efficiency and cost savings.

1Streetworks is a world first. Created in the UK by 1Spatial it is capable of producing a compliant TM plan anywhere on Great Britain’s low speed road network in around 2 minutes. Where the automated version of 1Streetworks is used for planned works on existing assets it can produce around 10,000 plans per customer per hour. Each plan is site specific (see supplementary evidence) significantly improving the deliverability, safety and compliance of works on the highway. The system can be integrated with asset owners own system and data allowing TM planning to be automated across planned programmes of work. Because the system is browser based and requires no specialist software it can be deployed in minutes enabling real time collaboration between all parties from the asset owner and their supply chain through to the permitting authorities. In the time the system has been deployed within UK Power Networks it has delivered significant value both monetarily through efficiencies and achievement of KPI’s and has also significantly improved customer service and engagement with the public in carrying out works. Paul Dooley, Streetworks Performance Manager at UK Power Networks, said: “Planning streetworks to the high standards we expect takes time and few have tried to revolutionise the process during my 23 years in the sector. So, I’m excited about the potential of 1Streetworks to streamline complex traffic management plans, enable better communication with customers and highway authorities and improve the speed and accuracy of streetworks.

The Highway Sign is temporary road signage system comprising an innovative 100% recycled plastic structure used to support widely used interchangeable signs. These have historically been supported on steel A-frames, weighted against overturning in strong winds with sand bags. They create problems for both workers and pedestrians. For pedestrians the A-frames represent a trip hazard and can trap and break the long canes used by blind people. Sandbags can be ripped or detached, creating another trip hazard and leading to the sign assembly overturning and creating a bigger hazard, plus a footway obstruction. For the workers, maintaining sandbags is time consuming, their variance in weight can lead to insufficient ballast to resist wind, and the weight of sandbags and A-frames limits the number that can be carried on a works vehicle. The Highway Sign replaces the A-frames and sandbags with a structure that is 49% lighter, comprising a blow-moulded HDPE support anchored to a stackable injection moulded base. Designed with consideration for pedestrians, it has a smaller footprint than the A-frames, an anti-trip profile and high contrast markings.

SwiftGate is a first-of-a-kind automated taper system for the UK, that enhances the safety, speed and flexibility of regular lane closures.   The SwiftGate team identified the Versilis SwiftGate Horizontal Gate system, which is used internationally, when it was at prototype stage in 2016, modifying the MASH TL-3 tested mark 2 version to meet the safety, operational and visual language requirements of the UK highways industry, in line with modifications suggested by the DfT.   SwiftGate’s technology and approach to using automation to take boots off the ground offers safety and efficiency improvements for road closures. Knowledge of UK roads, traffic patterns, maintenance operations and compliance have all been critical success factors and, together, Highway Care, Versilis, Kier Transportation and National Highways have developed a system that is suitable for UK road layouts, traffic volumes and operational requirements. This has included refinement based on user feedback and road user feedback, with modifications made, including additional lighting. Arcadis IBI have also carried out GG104 safety assessments and independent performance reviews to allow us to refine our approach. As part of an integrated solution combined with Highways Care’s Falcon ACLM and adopted VMS alerts, this technology has the potential to enable lane closures with as a completely no-boots-on-the-ground operation, as well as improving operational efficiency.

Econ Engineering has been creating products that make roads and highways safe for use since 1969, but the E-QCB adds extra dimensions of safety that were previously unforeseen within the industry. Launched in 2023, the Econ E-QCB is an industry-first. The E-QCB helps drivers to manage operations intuitively and safely and, ultimately, creates safer conditions for all road users. Advancing Econ’s pioneering Quick-Change Body (QCB) system, the E-QCB is built on a 19 tonne Volvo FE Electric 4x2 chassis. It has year-round capabilities, with demountable bodywork facilitating the switch from gritting to other functions such as tipping or road repairs in just 15 minutes. Its main safety benefits include: - Zero tailpipe emissions - Enhancing driver comfort and experience through near-silent operation and innovative Spargo X control system - Increasing efficiencies through minimised downtime, allowing customers to benefit from maximum yield in one single capital investment By combining sustainability with maximum operational output and safety, the Econ E-QCB has changed the landscape of the highways sector for the better, paving the way for further development of zero-emissions HGV systems.

Inspector Rik Wenham has designed an impactive "Toolbox Talk" that has been delivered to over 55,000 commercial vehicle drivers, this targets; driver behaviour, common collision contribution factors and brings a no surprises approach to commercial vehicle policing. It acknowledges professional drivers and provides advice on driver and vulnerable road user safety, collision response, drivers rights and driver wellness and mental well being. This has contributed to a 62% reduction in CV related death in London and 12% nationally, which has been maintained.

Westcotec technology eliminates collisions and injuries and high-risk Durham site. Trouts Lane is a busy road located just north of Durham. It’s a popular route close to Lanchester Road Hospital that connects the A691 with the B6532 towards the nearby town of Sacriston. For Durham County Council traffic engineer Paul Storey it had long been a high-risk location. Since the technology was installed in 2017, the site has had no personal injury collisions, compared with 10 incidents in the six previous years. The system only activates if there are turning vehicles ahead, so regular users of the road pay more attention. The risk of getting used to the warning is also greatly reduced. The technology works conveniently via thermal detection cameras and is solar powered, meaning no requirement to dig up the road at time of installation.

My Pink Trainers (MPT) is an initiative that aims to reduce the rate of road fatalities and casualties in one of the most vulnerable road groups, young drivers. It does this through a presentation which takes the audience on a journey through the experiences of a group of teenagers involved in a serious crash. Throughout the presentation, the audience watches the emotions of those involved in the crash, and the impact it has had on their lives. It aims to counter the belief that young people are invincible, which can lead to unsafe driving habits. MPT is a free presentation delivered by the NSRA. Launched in September 2022, so far over 5000 young drivers have watched the presentation across Northamptonshire. The collaboration pooled resources and expertise, enhancing the programme’s impact, and has contributed to a 14.7% reduction in road fatalities in Northamptonshire within 12 months, the lowest since 1960. With a potential £10 million saved by preventing road deaths and serious injuries, the initiative’s focus on education has improved road safety. MPT will continue to be delivered to try to change our young driver behaviours.

Amey, in conjunction with Transport Scotland and Clearview Intelligence, developed and installed a Speed Class Scheme on the A78 trunk road between Pennyburn Roundabout and Eglinton Interchange to enhance road safety. This section of road experienced 14 personal injury collisions in a five-year period, all related to speed transgressions. Solutions to reduce speed transgressions using vehicle count and classification via induction loop technologies and improved lighting conditions via road studs were applied. The innovative solutions incorporated LPSIG9 classification and sustainability was also considered, with the measures installed being powered by solar and wind energy. The scheme has achieved exceptional results, surpassing expectations in reducing speed transgressions in this area. A percentage difference calculation of the number of speed limit transgressions from installation to the most recent figures in 2023 has demonstrated reductions in speed transgressions as high as 93.77% at 50mph and 87.58% at 70mph across three sites on the A78. It has been determined that the first-year rate of return for the scheme is 55% demonstrating cost effectiveness in enhancing road safety to reduce collisions and speed transgressions. The A78 Pennyburn Roundabout – Eglinton Interchange Speed Class Scheme displays innovation and excellence in the field of road safety and its impactful outcomes are testament to positive strategic collaborations between transport agencies.

The A189 project, delivered by WJ Group in partnership with Northumberland County Council, focused on addressing critical road safety issues on this heavily trafficked route in Northumberland. Concerns were identified regarding the carriageway skid resistance, particularly in the wheel tracks and the lack of streetlights affecting visibility. To improve safety, WJ installed Weatherline Plus, their high-performance road markings and 301 Road Studs to increase visibility for road users. To raise skid resistance and restore macro and micro texture to the surface they employed their Captive Shot Blast Retexturing solution, whilst high friction surfacing was applied to slip road exits, reducing stopping distances and further mitigating skid resistance issues. A key aspect of the project was the short timeframe it was delivered in, just 3 weeks from site inspection to completion, taking advantage of pre-planned cyclical maintenance. Overall, the scheme delivered substantial safety, durability, and sustainability benefits, meeting Northumberland County Council's road safety objectives effectively and efficiently.

The A21 was identified as one of the most high-risk Strategic Road Network (SRN) routes. Adopting a ‘one-team’ ethos Jacobs and National Highways are challenging the norm and nurturing an adaptable, scalable and transferable Safe System aligned delivery model which is already being used elsewhere on the SRN. Accelerating into RIS2 came with significant challenges to achieve data led interventions to contribute to casualty reduction, meet stakeholder expectations, and provide value for money within the ring-fenced budget. 20 disciplines work seamlessly ensuring synergies between workstreams maximising road safety benefit. Lead indicators demonstrate 5.1 fatal and serious injury saving per/annum.

As a core value, safety remains fundamental to our operations. Harm Avoidance was launched as a proactive strategy to build on our existing safety culture, improving awareness and operational practices. It has been instrumental in enhancing safety in the past 12 months, with 1147 observations made in 2023 (including 436 for Good Practice). We were able to make 38 direct safety improvements, which we refer to as “You Said, We Did”. The initiative aims to improve safety awareness, reduce accidents, recognise good practices, and drive continuous improvement. The diversity of the observations highlight how a caring company culture can be beneficial to all. We have consistently seen a pattern of steps being taken that sit outside the remit of law or professional obligation – colleagues continue to go the extra mile. For example, colleagues have prevented six separate suicide attempts on the highway by reacting quickly until emergency services arrived. We have also received multiple observations for colleagues preventing serious accidents or assisting those who have endured one. Through engagement with stakeholders, comprehensive communication channels, voting procedures for recognition, and anonymous reporting options, we ensure that every individual feels valued and heard. Our initiative extends beyond its role in health and safety management to cultural transformation, data-driven decision-making, and employee empowerment within our corporate management plan. We are extremely proud of the progress we have made in advancing worker and site safety within the highways and transportation industry, and hope to set an example across the sector.

SwiftGate is a first-of-a-kind automated taper system for the UK, that enhances the safety, speed and flexibility of regular lane closures. The SwiftGate team identified the Versilis SwiftGate Horizontal Gate system, which is used internationally, when it was at prototype stage in 2016, modifying the MASH TL-3 tested mark 2 version to meet the safety, operational and visual language requirements of the UK highways industry, in line with modifications suggested by the DfT. SwiftGate’s technology and approach to using automation to take boots off the ground offers safety and efficiency improvements for road closures. Knowledge of UK roads, traffic patterns, maintenance operations and compliance have all been critical success factors and, together, Highway Care, Versilis, Kier Transportation and National Highways have developed a system suitable for UK road layouts, traffic volumes and operational requirements. This has included refinement based on user and road user feedback, with modifications made, including additional lighting. Arcadis IBI have also carried out GG104 safety assessments and independent performance reviews to allow us to refine our approach. As part of an integrated solution, combined with Highway Care’s Falcon ACLM and adopted VMS alerts, this technology has the potential to enable lane closures as a completely no-boots-on-the-ground operation, as well as improving operational efficiency.

The Competency Assessment Card is issued to trainees when they join, followed by the the Competency Assessment Book (CAB) which they work through until they achieve their 12D M1/2, 3 & 5 or 12AB LTMO qualifications. This is supplemented with the CAB Supporting Documents which act as a knowledge base for critical delivery, safety and best practice information. Additional training which is connected with this, which includes mentoring and leadership training for Lead Operatives, has been developed by and is unique to HTM. It focuses on a wide scope of knowledge, skills and behaviours through which safety is an integral element. It also teaches our more experienced operatives and Development Champions to be able to share their knowledge and experience and develop their own skills through this. Ultimately, as a temporary traffic management contractor, safety is our number one priority and everything we do is designed to enhance the safety of our staff and stakeholders. The 12D & 12AB versions of the CAB have over 180 competencies, each requiring 3 observations. This is incredibly comprehensive; by the time trainees achieve their first operative full qualification, they have the knowledge far beyond that of their peers who haven’t participated at other companies. Their increased knowledge and awareness facilitate better decision-making and reduce the likelihood of safety incidents, underpinning our Safety Never Stops initiative.

The Met Police Commercial Vehicle Unit, Toolbox Talk is a ground breaking innovation that cements the partnership with transport professionals across the UK and commercial vehicle policing officers. By building trust through an innovative, emotive and hard hitting presentation the Met CVU have launch one of the largest engagement programs in policing. Delivered to over 55,000 drivers nationally within 2 years the commercial vehicle involved road deaths have reduced by over 60% in London and 12% nationally. The toolbox talk has been acclaimed in the transport industry media and operators alike. It supports drivers in a pre-enforcement engagement the like of which has never been seen in roads policing. As well as the reduction in preventable road death, the support offered to drivers has been documented in a number of suicide interventions. The CVU officers delivering this package are passionate about the engagement with the industry to promote mutual road space respect and protect vulnerable road users and drivers alike.

The Flag Lane Link scheme in Crewe, demonstrates innovative, environmentally friendly, and safety-conscious work. Funded by £14.1 million from the government's Future High Streets Fund, the project aimed to reduce congestion and improve access and journey times into the busy town centre. Completed ahead of schedule in 2023, the scheme linked Dunwoody Way to Delamere Street and integrated several features focused on safety and minimal disruption for local residents. Key innovations included a strongwall barrier system to prevent unnecessary vehicle movements near homes, enhancing safety and providing a safe passing space for all. A temporary cycle lane was introduced, earning the project the Crewe Active Travel Award for its commitment to pedestrian and cyclist safety. Sustainability efforts were a priority, with the project saving approximately 14 tonnes of CO₂ through eco-friendly practices like recycling, solar panels, and LED lighting. The scheme also promoted talent development, providing a junior apprentice with valuable experience across various construction phases. Social value was enhanced by disposing of garden waste for a community centre, increasing green space utilisation by 30%. Public consultation and stakeholder collaboration were crucial, with feedback shaping the design and ensuring community needs were met. The involvement of experts like Michael Barratt from TfL ensured best practices in accessibility were integrated. Despite challenges like unfamiliar ground conditions and shallow gas mains, innovative solutions like the strongwall barrier system maintained safety and minimised disruption. Overall, the Flag Lane scheme significantly improved traffic flow, accessibility, and safety in Crewe's town centre.

Transport for London’s Network Management team has developed a concept called the ‘Three-Tier Assessment’ which is about ensuring the needs of cyclists and pedestrians of all abilities are considered when temporary road layouts are designed. There are 14.6 million disabled people in the UK. This may be a long-term illness, disability or impairment, with mobility impairments being one of the most common impairments. Section 21 of the Equality Act 2010 imposes a duty to make reasonable adjustments to avoid putting a disabled person at a disadvantage in relation to a non-disabled person. However, roadworks design follows standard approaches using set layouts and often contractors fail to cater for all pedestrian types and cyclists needs. Transport for London (TfL) recognised this critical issue and collaborated with FM Conway to develop a new assessment consisting of three stages: Tier 1 - Focus groups walk worksites with contractors and the highway authority Tier 2 - New designs are created considering feedback from the focus groups Tier 3 - The groups return to walk the site during construction and share feedback on their experience, offering ideas for improvements This collaborative approach embraces the challenges people face when navigating roadworks and works with them to understand and develop an inclusive solution. It also actively engages stakeholders to improve their learning and awareness of the needs of people on the road. It has proven to be an effective, innovative and all-inclusive solution which is now being shared industry-wide to improve accessibility for all.

The M25 J3 Swanley Interchange CFRP Bridge Strengthening project has been a trailblazer, pioneering a new innovative method of strengthening concrete structures whilst keeping traffic flowing. Carbon Fibre Reinforced Polymer rods were embedded into the concrete deck to strengthen the bridges on this key piece of national infrastructure which remained open throughout the project. The interchange forms part of Operation BROCK, the emergency procedure implemented, often unpredictably, to manage traffic flows when crossings to the continent are disrupted at Dover The challenge with this project was the absence of a tried and tested repair solution. The team, therefore, worked closely with National Highways during an an intensive ECI and Design phase to develop the methodology and gain approval for a ‘departure from standards’ to deliver the project. During the construction phase, National Highways were able to witness the project being delivered on site, in a live traffic environment, and this helped to develop a new ‘Specification for Highways Works’ document, which will allow the method to be deployed on several other concrete structures on the Strategic Road Network. This project is an example of exemplary innovation and collaboration between National Highways, Connect Plus, Connect Plus Services, Octavius Infrastructure, AtkinsRealis and several specialist supply chain contractors who worked together to introduce the new method to the UK Highways sector whilst causing minimum disruption to motorists.

Improving the customer experience through diversion routes is a commitment within the National Highways Corporate Customer Service Plan. National Highways are seeking to provide customers with a better end-to-end experience of diversion routes. The main customers affected are road users, freight and local communities. We are focused on improving signage and information provision and how best to utilise existing roadside technology. National Highways began the Customer Focused Digital Diversion Route on road trial on the A428 Black Cat to Caxton Gibbet scheme in May 2024, trialling new innovative Journey Time Lite Dynamic VMS Signs (Lite-VMS) digital signs to provide up to date information to our customers whilst travelling on the diversion route. The trial is being delivered by National Highways in collaboration with HW Martins who have produced the innovative signs and Skanska. Several routes have been selected to redirect traffic during road closures based on the specific and location nature of the closures. The diversion routes are on Cambridgeshire County Council and National Highways roads. The signs are easily portable, have improved practicality and previous research has found that customers report that electronic signs provide more confidence in the information provided compared to fixed plate traffic signs. ANPR has also been deployed to track route compliance and determine whether strategic placement of the innovative signs affects this. The trial will allow to capture useful journey insight and customer feedback to determine the benefits of this new signage.

Despite the Suffolk Highways Contract being in its infancy, this has not stopped it from championing a range of innovation since it commenced at the start of October, due to the unwavering commitment of its employees to introducing new ways of working to help increase efficiency and carbon savings. The use of alternative methods of repairing potholes, such as the Dragon Patcher and Roadmender, have been instrumental in Suffolk Highways responding to a significant increase in defects as a consequence of East Anglia experiencing one of its wettest winters. This adverse weather caused a 105% increase in customer reports relating to potholes between October 2023 – February 2024 when compared to the same period for 2022/23, putting extreme pressure on the service. Suffolk Highways addressed this with innovation, resulting in a 45% increase in defect repairs, much to the delight of our client and Suffolk’s highway users. Suffolk's communities have benefitted greatly from the introduction of innovation on the contract, with this new technology creating zero waste, ensuring long lasting repairs to provide value for money and undertaking repairs far quicker than traditional defect repair methods, helping to minimise disruption to Suffolk’s highway users. The innovation has supported two of our client's four Ambitions for Suffolk, with it meeting their aspirations to 'protect and enhance our environment' and 'provide value for money for Suffolk's taxpayers'. Such a feat, so early on into a new contract, cannot be underestimated.

The Met Police Commercial Vehicle Unit have delivered a "Toolbox Talk" presentation developed by Inspector Rik Wenham to over 55,000 commercial vehicle drivers in 2 years. This covers all aspects of reducing preventable death on the roads and respecting all road users, it educates, engages with and empowers commercial vehicle drivers with knowledge around risk and legislation and supports them as professionals on the roads. It covers the horror of HGV enabled suicide and supports drivers well-being and mental health, not only post incident, but acknowledges the stress factors faced daily by professional drivers. This is one of the largest pro-active engagement programmes delivered in person by the Met Police and has contributed to a reduction in commercial vehicle involved road death in London by 62% annually since its launch and by 12% nationally.

The Liveable Places Parking Team is a highly talented and very hard working team within WSP’s Transportation area. Relatively low profile and somewhat unsung due to the technical and specific nature of what they do, our Parking Team plays a critically important role in the back office for clients across the country. The team sits within the wider Liveable Places Service Line, which brings together a wide range of specialisms including traffic engineering, public realm transport planning, road safety and active travel to offer clients a one stop shop service helping to drive forward transport’s contribution to the sense of place in an area. Wider, WSP has around 9,000 staff across the UK working in a very wide range of transportation, engineering and related services. What makes the Parking and Traffic Order Team special is that although they work within one of the largest consultancy companies in the world, they act with a very local focus and deliver extremely good customer service for local authority clients across the UK. Projects typically range from supporting counties in England’s south-west with transforming the way they manage their kerbside through to designing controlled parking zones for authorities in the home counties, to developing parking and kerbside policy for authorities in London. Across all locations and across the wide range of services delivered, the Liveable Places Parking and Traffic Order Team always deliver locally specific and targeted solutions

Formed in 2021, The National Highways Monitoring and Evaluation Technical Partnership is a consortium of partners including National Highways Evaluation Group, AECOM, Arup, Hyperion, IBI, Leeds ITS and SUSTRANS. The Technical Partnership has enabled NH to grow their innovative approach to evaluation. “Building on the highly regarded POPEs we have been able to start developing quality, insightful evaluation evidence to demonstrate the value of NH’s wider RIS investment streams and support future RIS development.” (Mark Clements, Chief Analyst, National Highways) The objectives of the partnership are to raise the profile of evaluation outcomes across the business, embed evaluation activities across the investment portfolio, raise evaluation standards, and support organisational learning. The partnership has: • Developed a multi-faceted team of over 150 people and safe environments where they can effectively contribute to evaluation activities and deliverables. • Established a culture of evaluation within NH through steering groups, embedding evaluation processes to encourage evidence led decision, and amending delivery in response to lessons learnt. • Conducted evaluation activities that seek to understand the effect studies have had on safety and road user’s perception of safety whilst using the network e.g. NEAR programmes. • Identified opportunities to save costs on schemes by creating robust evaluation tools and establishing processes to streamline scheme development, delivery, and handover, whilst amending these processes in response to lessons learnt. Outputs from the partnership are fundamental to ensuring the organisation continues to make strong evidence lead decisions that result in the best outcomes for its customer and Taxpayer.

Multevo’s dedicated client support function team has revolutionised road maintenance in Shropshire, demonstrating exceptional innovation and collaboration. By introducing hybrid work methodologies and assuming comprehensive responsibilities, our team has significantly reduced costs, improved public satisfaction, and set new industry standards. The success of our client support function team exemplifies the potential of SME contractors to deliver tier 1 services, fostering local economic growth and improving infrastructure. This award would recognise the remarkable achievements of a team that has truly transformed highway maintenance in Shropshire and beyond.

The National Highways Regional Investment Programme – South West Region is a £2bn programme of upgrade projects in the South West of England, which is designed to deliver part of the wider National Highways’ Road Investment Strategy. The South West team has the smallest headcount in RIP but is one of largest regions in terms of the area we cover from as far North as Gloucester to right down in deepest darkest Cornwall to the South. The work undertaken by the programme from tip to tail of the South West team to progress engagement, collaborative working and partnering with external organisations has resulted in significant achievements within the year in retention, skills and professional development in the team along with project and programme delivery all of which deserve to be recognised for its outstanding achievements. It was recognised that projects are only as successful as its people, and this resulted in a core but diverse group of individuals to develop and implemented a robust engagement strategy. This strategy is only successful with the engagement of the whole team and not just those developing the strategy. These achievements not only ensure successful delivery of an important programme of works, but also provide value for money for the public purse. The strategy has used technology at its heart, whilst working in a hybrid world, and has also recognised that face to face contact is imperative in our ability to knowledge share, reduce silo working across projects and develop creative solutions.

The teams truly embrace cross-disciplinary working to ensure a high-quality service, working with many other regulatory bodies and partner organisations to ensure continued vibrancy across Westminster, no matter what event may be taking place. I am immensely proud of the teams and the hard work they have undertaken this year alongside innovation and creativity, while still delivering the core services that keeps the City moving and as a result I would like to nominate them for team of the year. The list could continue of all the amazing work that the teams produce, but notable achievements include the introduction of 2500 electric vehicle chargers across the city which is more than any other local authority in the UK; the implementation of 330 micromobility bays across the city ensuring all of Westminster’s residents have access to sustainable travel modes such as electric bikes and e-scooters; introducing 11 permanent School Streets which play a crucial role in improving air quality around our schools and making it safer for children to get to school; a commitment to creating its first ever Sustainable Transport Strategy by December 2024; and the electrification of 50% of the Council’s total waste fleet. This is the largest fleet operated by any local authority in the UK and it will support an 89% reduction in carbon emissions when compared to a diesel-powered fleet.

As part of the “City in the East Bus Priority” scheme, Transport for London commissioned a study which identified the Prince Regent Lane/Tollgate Road junction as a traffic bottleneck. Project Centre, in partnership with Newham Council, prepared proposals for improving Prince Regent Lane, particularly between Burley Road and Greenway. Buses play a vital role for Newham residents and workers, as over half of the borough’s residents do not have access to a car. The implemented measures aim to improve bus journey times and reliability for all bus routes, making public transport journeys more pleasant, as well as enhancing road safety, and cycling and pedestrian links for all road users. Here is a summary of our proposals: -Provide new bus lanes on Prince Regent Lane northbound and southbound at specific locations -Improve bus stop location and accessibility -Enhance pedestrian crossings and reduce crossing distances at junctions -Repave footways to make it safer and more accessible -Relocate some parking spaces on Prince Regent Lane so that road traffic is not obstructed by parked vehicles. -Implement a new Advanced Stop Line (ASL) to improve visibility and safety for cyclists at junctions and widen of existing northbound cycle lane between Botha Road and Glen Road.

In partnership with Hackney Council, designers Studio Weave, and civil engineers A J O'Connor, Marlborough Highways delivered a £1.5 million, yearlong, public realm improvements scheme at Ridley Road Market in the heart of Dalston in the London Borough of Hackney. The project began in early 2022 and was commissioned in line with the wider 'Dalston Plan', which, following extensive public consultation, aims to address the area’s shortcomings, build on its opportunities, and safeguard the things people value most. It was vital that the Ridley Road project preserve local heritage, provide greater accessibility, and create a more welcoming environment fit for the post-pandemic world. The scheme also needed to be delivered in line with the Council’s transport policy, which seeks to build a greener and safer Hackney through supporting the use of active travel and prioritising public transport. Unique paving features and attractive market bollards were installed, and bespoke rounded benches were fitted. There were also improvements made to the dated signage and market stalls were fitted with ground sockets, providing traders with an electricity supply for the first time. To reduce flood risk and to improve air quality, a sustainable drainage system was also introduced. The historic market now offers a more inviting and bustling community space for visitors and traders, thanks to the use of quality materials, innovative design, and stylish new street furniture. The project has created a safer, healthier, more accessible, and more inclusive environment, with the upgrades to the marketplace also bringing significant economic benefits.

This partnership began when Meon approached Devon County Council to propose the trial of a cold-applied road marking product. During ongoing research and development, leading to the creation of this innovative road marking technology, The RoadLiner 570. Road markings were identified by Devon County Council as an area of opportunity to deliver improvements in safety, durability and sustainability. With a history of embracing innovation in both technology and material advancements, it was a natural move for Devon County Council to collaborate with their term maintenance contractor, Milestone Infrastructure, on the project. Milestone explored options with their supply chain partners Wilson & Scott and Meon, which has resulted in the development of a groundbreaking cold-applied road marking solution - The RoadLiner 570. Stuart Hughes, Devon County Council’s Cabinet Member for Highways Management explains: “I’m pleased to say that Devon County Council will be one of the first authorities in the county to use this new road marking technology as a matter of course. We’ve adopted an approach to reduce carbon emissions in all of our highway maintenance projects to ensure we can meet our carbon reduction targets. It’s good for the motorist, the council and the environment; as the lines cure in just a tenth of the time it will reduce disruption to the network, because its more durable it will save time and resources as markings won’t need to be renewed as often and its application will produce significantly less carbon emissions.'