These disciplines would have to be continually reviewed and refined as required to ensure continued success on this long duration project.

BMV knew that people would be crucial to the projects’ success and committed to creating an Integrated Project Team to meet the above requirements. To improve the working atmosphere for the project team and promote good ‘one team’ working relationships, several initiatives were introduced that improved our people in many areas, not just the traditional goals of safety and productivity.
BMV share values of commitment to collaboration, technical excellence and safety. Articulated by our vision statement: “Creating value through imagination and engineering excellence”.

Judges Comments

A broad based approach to team working including the delivery team and client. They demonstrated a clear commitment to better working conditions such as health, safety and welfare as well as social issues.

Ringway Jacobs delivers all aspects of the integrated contract and at +£1billion over ten years, is one of the largest single contracts in the country. Despite significant improvement across the service, including innovative solutions, technology trials and £25m of efficiency savings, the public’s opinion of the service needed improving.

With the appointment of a new Cabinet Member for the service and a new Ringway Jacobs Operations Director, this ‘change at the top’ saw the SLT instigate innovative ways to educate and inform politicians and the public on the enormity of managing the network. By embodying Ringway Jacobs’ values of Integrity, Collaboration and Excellence, the commitment to improve communication and understanding led to improved local engagement, generating positive reactions for specific schemes and bringing about the required change in the public’s perception of the service.

Judges Comments

A broad based approach to team working including the delivery team and client. They demonstrated a clear commitment to better working conditions such as health, safety and welfare as well as social issues.

We are proposing to invest more than a billion pounds to dual the remaining single carriageway sections of the A66. This will significantly improve journeys, safety and connectivity, which is great news for the local, regional and national economy. Surrounded by Areas of Outstanding Natural Beauty (AONB) our planned improvements for the road and a modern approach to design will help protect the local environment and important designated areas such as local historic sites.

Our work is important to enable future growth and will help the economies of both the North East and Cumbria, as well as improving journeys across the country.

The A66 has been upgraded from single carriageway to dual carriageway in a number of stages since the 1970s, with the most recent dual section, the Temple Sowerby Bypass, opening in 2007.
Our plans will ensure the entire route has two lanes in both directions along the full 50-mile route.

in a complex environment with challenging objectives and to the required scheduled timeframe. This has been achieved through close collaboration between AECOM and its client Southwark Council.

Projects that have been delivered on site and well received by the uses and public have included Crystal Palace Parade which is the first double Dutch style roundabout in the UK, which prioritises walking and cycling. Quietway 1, 7 and 14 have also been delivered and commended by the TfL cycling and walking commissioner, Will Norman. To develop these range of schemes has required a range of skillsets within the AECOM team and the close partnership team working environment with Southwark Council. This has been further improved by regular lunch and learn seminars and workshops on a monthly basis where different schemes have been discussed and lessons learned on various schemes have been adopted. There are also monthly improvement meetings held within AECOM to improve performance in specific area.

The team partnership working between AECOM and Southwark have led to Social Value and Environment improvements resulting in a Healthier environment for residents and users.

Team members come from a variety of backgrounds, sexes and nationalities and range from trainees to industry experts. The team’s overarching aim is to see a 10% modal share for cycling by 2020 and looks to reach this goal through utilising the team’s extensive skill set, cohesive working and setting exceptional but achievable targets.

CSJV have established a diverse, highly capable team of individuals to deliver the highest of standards for all highway operations across the contract.

The team brings together people from a range of different backgrounds with varying skill sets and experience levels. By embracing our differences and helping each other to develop, we have been able to create a wealth of knowledge, a great relationship with our client team and suppliers, and a slick operational system.

The Traffic, Consents and Legacy teams have worked collaboratively to ensure strong engagement with local communities, highway authorities and stakeholders which has created trusting relationships with the people impacted by our construction activities.

This collaborative and innovative approach demonstrates a strong connection between the core values at CSJV and HS2, and the strong values which are embedded within the Chartered Institute of Highways & Transportation.

Markides is now a strong team of 22 staff (and growing), alongside 2 senior associates, and established relationships with specialists. 14 of 22 staff own shares in the company.

Markides’ project work ranges in value and scale, and several are ground-breaking, such as proposals for an ‘Intelligent Merchant City’ at Fawley Waterside, and work with Hertfordshire LEP. Team-working is an integral part of Markides’ approach, using the appropriate skills for the right tasks. They hold regular CPD sessions and have established a training scheme and skills matrix for the company. Many staff are pursuing careers development with CIHT and previous staff have undertaken TPP training.

Markides Associates seeks to champion diversity and inclusion and are proud to be included on CIHT’s Diversity and Inclusion Charter. In 2018, Markides sponsored ICE’s youth engineering competition.

The aim is a highly professional, profitable, and sustainable business that will pass on to the next generation.

Working as team during 2018, it reviewed the Department for Transport Incentive fund and the Well-managed Highway Infrastructure Code of Practice to help collectively achieve Level 3 status and maximise funding from DfT.

Reviewing the DfT Incentive Fund, it prioritised questions and put in place actions, support and guidance. A sub group was also formed to help define the data that should be collected for one of the asset groups of the generic Performance Management Framework that was developed to support the DfT Incentive Fund.

For the CoP, Atkins delivered workshops with resulting recommendations that 3rd party liabilities should be recognised and processes should be aligned with a corporate risk management approach and Performance Management Framework.

The WMHA has also benefitted from the Light Peer Review that was developed by Herefordshire as the lead authority. Using the Peer Review has fostered a greater sense of team work between participating authorities and has created a network of peers to work collaboratively.