highways july 2015

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www.highwaysmagazine.co.uk JULY 2015

Director of assetmanagementat Transport forLondon (TfL)

Dana Skelley

Department forTransports HMEPprogramme manager

Haydn Davies

President of theInstitute of AsphaltTechnology (IAT)

Arthur Hannah

Director ofinfrastructure for TRL(Transport ResearchLaboratory)

Bob Collis

Chief executive of theInstitute of HighwayEngineers (IHE) andhighways consultant

Richard Hayes

Head of assetmanagement andprocurement forTransport Scotland

Donald Morrison

Past president ofthe Associationof Directors ofEnvironment,Economy, Planning& Transport (ADEPT)and an HMEP advocate

Steve Kent

Opportunity knocksKEEP IN TOUCH

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EDITORIAL BOARD

Expectations for the new chief executive of Highways England willbe high.

Jim OSullivan the former boss of Heathrow is now into the early days of

his leadership and has big shoes to fill.

No doubt he will have listened intently to what his predecessor GrahamDalton had to say during the hand over. Dalton announced his departurein January after seven years leading Highways England predecessor theHighways Agency.

Highways England chairman Colin Matthews highlighted the work thatDalton has done, by stating: I would like to thank Graham Dalton for hisleadership over the past seven years. He has been responsible for significant

improvement schemes, as well as meeting the needs of the nation during

severe weather and events of international interest such as the 2012

Olympics, all culminating in the successful transition from the Highways

Agency to Highways England.

It is perhaps a little surprising that Dalton has decided to leave at a timewhen the government-owned company is about to embark on delivering thebiggest programme of investment in roads since the 1970s.

But what an opportunity for OSullivan to make his mark. Being at theforefront of delivering 11 billion of improvements to Englands motorwaysand major A roads by 2020 will certainly be a challenge, but one Im sure hellbe relishing.

Given his background of working for renowned businesses such as BritishAirways and Heathrow Airport Holdings, it is a challenge that wont faze him.

One thing that stood out for me though is his experience as an engineer.At British Airways he served some of his time as chief engineer for Concordeand as technical director for the airline.

The main focus will of course be on how well he delivers the governmentsinvestment in roads, but I think the fact that hes from a background ofengineering is something that will resonate well with people in the industry.

For Concorde, speed was everything, but as OSullivan embarks on his newroad trip hell have to observe, show caution and ultimately deliver.

Alec PeacheyEditorHighways Magazine


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VOLUME 84 No. 6JULY 2015

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ISSN 0267-825X

Established 1934

Printed by Buxton Press,

Palace Road, Buxton,Derbyshire SK17 6AE

Highways is published 10 times

a year by Alad Ltd.

Average ABC audited

circulation between

July 2013 and

June 2014 7,430

Publisher

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WORKING IN PARTNERSHIPWITH THE INDUSTRY

The ONEand only magazine dedicated to the highway maintenance and traffic management industry

ln this issue...

Latest news from the industry 6-7

A round-up of the latestcompany and contract wins 8-9

Dr Benjamin Watson from 3M discussesANPR and Bluetooth technology 10

A new approach to managing assets how Highways England will delivermaintenance in Area 7 12-13

The importance of innovation, AIA columnon meeting the demand for materials,A380 case study and putting a stopto inaccurate tyre pressures 15-24

BIM compliance in the highways sectorand achieving project efficiency 28-31

RSTA on answering the demand for roadmaintenance skills and a look at NationalHighway Sector Schemes (NHSS) 33-36

Matthew White from Highway Care discussesthe benefits of using steel barriers 39

Total UK respond to speculation overcontraction of the bitumen supply chain 41

Alison Waterworth, senior bridge engineerat AECOM, describes a typical day 42

Latest exclsuive column from TfL looksat green infrastructure in the capital 45

A look back at the schemes andprojects that were selected as winnersof last years Excellence Awards 47-48

Latest article from infrastructure lawfirm Pinsent Masons 50-51

Encouraging the use of motorcycles 52

All the latest news and viewsfrom the Institute 54-55

Trying to make sense of highwaysand transport in the UK 58
http://../Highways%20Magazine%20May%202015%20AH/Highways%20Magazine%20May%202015%20V4%20ALEC.pdfhttp://../Highways%20Magazine%20May%202015%20AH/Highways%20Magazine%20May%202015%20V4%20ALEC.pdfhttp://../Highways%20Magazine%20May%202015%20AH/Highways%20Magazine%20May%202015%20V4%20ALEC.pdfhttp://../Highways%20Magazine%20May%202015%20AH/Highways%20Magazine%20May%202015%20V4%20ALEC.pdfhttp://../Highways%20Magazine%20May%202015%20AH/Highways%20Magazine%20May%202015%20V4%20ALEC.pdfhttp://../Highways%20Magazine%20May%202015%20AH/Highways%20Magazine%20May%202015%20V4%20ALEC.pdfhttp://../Highways%20Magazine%20May%202015%20AH/Highways%20Magazine%20May%202015%20V4%20ALEC.pdfhttp://../Library/Caches/Adobe%20InDesign/Version%2010.0/en_GB/InDesign%20ClipboardScrap1.pdfhttp://../Library/Caches/Adobe%20InDesign/Version%2010.0/en_GB/InDesign%20ClipboardScrap1.pdfhttp://../Library/Caches/Adobe%20InDesign/Version%2010.0/en_GB/InDesign%20ClipboardScrap1.pdfhttp://../Library/Caches/Adobe%20InDesign/Version%2010.0/en_GB/InDesign%20ClipboardScrap1.pdfhttp://../Library/Caches/Adobe%20InDesign/Version%2010.0/en_GB/InDesign%20ClipboardScrap1.pdfhttp://../Library/Caches/Adobe%20InDesign/Version%2010.0/en_GB/InDesign%20ClipboardScrap1.pdfhttp://../Library/Caches/Adobe%20InDesign/Version%2010.0/en_GB/InDesign%20ClipboardScrap1.pdfhttp://../Library/Caches/Adobe%20InDesign/Version%2010.0/en_GB/InDesign%20ClipboardScrap1.pdfhttp://../Library/Caches/Adobe%20InDesign/Version%2010.0/en_GB/InDesign%20ClipboardScrap1.pdfhttp://../Library/Caches/Adobe%20InDesign/Version%2010.0/en_GB/InDesign%20ClipboardScrap1.pdfhttp://../Highways%20Magazine%20May%202015%20AH/Highways%20Magazine%20May%202015%20V4%20ALEC.pdfhttp://../Highways%20Magazine%20May%202015%20AH/Highways%20Magazine%20May%202015%20V4%20ALEC.pdfhttp://../Highways%20Magazine%20May%202015%20AH/Highways%20Magazine%20May%202015%20V4%20ALEC.pdfhttp://../Highways%20Magazine%20May%202015%20AH/Highways%20Magazine%20May%202015%20V4%20ALEC.pdfhttp://../Highways%20Magazine%20May%202015%20AH/Highways%20Magazine%20May%202015%20V4%20ALEC.pdf


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www.highwaysmagazine.co.ukJULY 2015

Sign up here for weekly news updates delivered to your desktop every Friday. And for breaking ne

Jim OSullivan named as new Highways England

chief executiveJim OSullivan has been

appointed as the new

chief executive of

Highways England.OSullivan will lead the

government-owned

company which is

responsible for delivering

11 billion of improvements

to Englands motorways and

major A roads by 2020.

He is an experienced engineer who will

bring significant leadership experience

to this key role. OSullivan has a broad

range of experience working on safety

critical transport projects, in the

utilities industries and in renowned

businesses including British Airwaysand Heathrow Airport Holdings.

OSullivan will take over the chief

executive post from Graham Dalton

who announced his departure in

January after seven years leading

Highways England predecessor the

Highways Agency.

Figures show increase in road casualtiesFigures released by the Departmentfor Transport (DfT) show that there

has been an increase in overall roadcasualties in Britain for the firsttime in 18 years.

The figures show there were 1,775

reported road deaths in 2014, an

increase of 4% compared with 2013.

The number of those killed or seriously

injured in Britain increased by 5% to

24,582. There were a total of 194,477

casualties of all severities, an increase

of 6%, the first increase in overall

casualties since 1997.

Pedestrian fatalities increased by 12%

from 398 in 2013 to 446 in 2014, and

vehicle traffic levels increased by 2.4%between 2013 and 2014. In addition, the

numbers of people killed on roads with

a 20mph limit increased by 367%.

Neil Greig, director of policy and

research at the Institute of Advanced

Motorists (IAM), said: These figures

are greatly concerning and show the

time for action is now.

We are clear on what needs to

happen. We call again for road safety

targets to be reintroduced they

are the only clear way of ensuring

reductions are measured and achieved.

There also must be a greater focus ondriver and rider quality and incentives

for companies and individuals to

continuously develop their skills.

RAC chief engineer David Bizley

said: These figures will make

for disappointing reading by the

government, road safety professionals

and the general public; it does appear

that the days of annual reductions in

road casualties now appear to be well

and truly over.

National efforts to tackle road safety

appear to be stalling, after decades of

progress in reducing the numbers killed

or injured on the roads. A new national

strategy on road safety cannot come

soon enough. These figures serve to

highlight just how pressing the need is

for road safety to be given the politicalfocus it clearly so desperately needs.

Highways England chairman

Colin Matthews said: I am

delighted to announce

Jims appointment to

lead Highways England

in a new, challenging

era. The government has

committed to the biggest

investment in roads in a

generation: there are more

than 100 roads schemes in its

Road Investment Strategy which

Highways England will be responsible

for delivering to provide safer, more

reliable and much improved journeys

on our busiest roads.

Secretary of State for Transport

Patrick McLoughlin added: Jims

experience of leading world-classinfrastructure companies means I can

be confident he will ensure that the

benefits of the record investment this

government is making in our roads

delivers for drivers and businesses

across the whole of the UK on time

and on budget.

Hertfordshire CC taking

action over illegal

highway work

Hertfordshire County Councils

highways department is taking

action against companies that

carry out unauthorised work on

its network.

This follows a number of recent

unapproved activities on the local

authoritys roads, with companies foundto be working without a permit or in

breach of their permit conditions.

According to the county council,

unauthorised work on Hertfordshires

highway network can cause traffic

congestion and potential risks for

road users.

As a result they are reminding utilities

and other companies that they must

obtain a Hertfordshire County Council

permit before their work can begin.

The county council applies conditions

to say when, where and how roadworkscan take place in the county to help

manage and reduce the impact of

works on both the traffic and the

environment. This coordinated and

planned approach to roadworks helps

to reduce traffic congestion and keep

the countys roads moving.

Terry Douris, cabinet member for

highways, said: Unauthorised

roadworks can cause real headaches

for Hertfordshire road users and thats

why were taking this stance with

anyone who goes ahead and digs

up the road without permission, or

disregards their permit conditions.

Ultimately, its the residents and road

users who suffer the impact of delays,

and our highways team, who can see

whats happening in a particular area,

work hard to coordinate the roadworks

so the least disruption is caused.

When utility companies are found

to be working in breach of their

permit or without a permit at all, the

relevant penalties are applied and

the appropriate action is taken with

the company carrying out the works.

This action can range from a fixed

penalty notice to a court prosecution,depending on the circumstances.

GB fatalities by road

user type 2013-2014

(Source:DfT)

Pedalcyclist113 (6%)


7/60

throughout the week visit www.highwaysmagazine.co.uk

JULY 2015

Highways England is inviting

suppliers to take part in its supplier

recognition scheme.

This is the first time the annual

recognition scheme has been held

under the new government-owned

company, Highways England, which is

delivering 11 billion of improvements

over the next five years improvements

suppliers will help deliver.

More than 90% of the work on

Englands motorways and major A

roads is carried out by the supply

chain, and Highways England wants as

many of them as possible to nominatethemselves across eight key areas.

Suppliers in direct and indirect

contact with Highways England,

including through joint ventures and

the extended supply chain, can put

themselves forward for an award.

Entries open for Highways Englands first supplier

award scheme

Entries are open until 25 September.

Chair of the judging panel, Simon Diggle,

said: Suppliers who demonstrate

they can deliver benefits in a leading,

innovative or efficient way, deserve as

much recognition as possible this is

why we run our award scheme.

I would urge them to take this unique

opportunity, in the first year of Highways

England, to put a marker down and

show us they can be part of our

five-year journey.

We hope the certainty of a five-year

funding cycle will enable them to plan

ahead with confidence and develop theskills they need to deliver.

Full guidance and entry forms can be

found on the Highways England section

of GOV.UK at www.gov.uk/government/

organisations/highways-england/about/

procurement#supplier-recognition.

In-situ road

recycling for

cost effective

highways

maintenance

For moreinformation call:

01455553581or email:

[email protected]

Major strengthening of the Hammersmith

Flyover in west London has entered its

final phase.

More than 80% of the tensioning work is

now done and there are only four more

weekend closures required to complete

the refurbishment.

Since October 2013, Transport for London

(TfL) has been working to complete the

vital refurbishment, strengthening 11 of

the flyovers 16 spans after the initial five

were repaired in 2012. Earlier this month,

the last of 34 bearings underneath the

flyover were replaced, allowing it to adapt

to weather conditions and expand in the

summer and shrink in the winter by upto 180mm.

Last year, the entire flyover was resurfaced

and waterproofed with a new concrete

central reservation installed. A total of

6.5km of tensioning cables have now

been attached and threaded through the

structure when fully tensioned they will

strengthen the flyover and ensure it remains

safe to use for many decades.

The final major piece of work is to replace

the two five tonne expansion joints within

the carriageway. Dana Skelley, director of

asset management at TfL, said: Our work

to complete the vital refurbishment of the

Hammersmith Flyover is progressing well.

These final weekend closures will allow us

to replace the expansion joints within the

structure, which will mean the flyover willbe fit to carry traffic for many years.

Hammersmith Flyover refurbishment

enters final phase


8/60


by Steve Menary

Dowhigh, I&H Brownand Liverpool

outfit King Constructionare in

the mix for a 1.5m package of

roadworks at Knowsley industrial

park for the local metropolitan

borough council. The deadline fortenders to be returned was 3 July

and a start on site is expected in

October on the scheme, which

comprises building a roundabout to

link Admin Road, Gale Road and the

South Boundary Road.

Dawnusand VolkerWesselsare

amongst the contractors chasing

a 7m job to build a new travel

interchange in Portsmouth to provide

links between the railway station,

Gosport ferry, The Hard and the

Gunwharf Quays commercial centre.

Bids have been returned and the

client, the city council, is expected to

name a contractor later this month

(July) for the project, which has been

designed by architect AHR.

BAM Nuttall, Balfour Beatty, CA

Blackwell, Farransand I&H Brownare

chasing a 20m contract covering

ground remediation and roadworks

at Sighthill in Glasgow for the city

council. Bids were returned on 7 July

and the successful contractor will

start work in October on the job,

which will be supervised by project

manager Gardiner & Theobald.

North Ferriby-based CR Reynolds,

Henry Boot and Humberside outfit

MB Roche & Sonsare tendering for

a 5m scheme to build the second

phase of the Brough Relief Road. The

deadline for submission of tenders

is 7 August and a start on site is

expected early in the New Year on

the project, which will take around

12 months to complete. The work

for East Riding of Yorkshire Council

comprises a stretch of new single

carriageway at Myrtle Way plus an

overbridge and roundabout.

A fleet of contractors includingDawnusand Aberdare firm Walters

are chasing a 7m job to build a

new stretch of spine road at Steam

Mills in Cinderford, Gloucestershire.

The contract for joint clients, the

Forest of Dean District Council and

the Homes & Community Agency,

comprises 1.4km section of road

linking the A4136 at the site of the

former Northern United Colliery

site. A decision is imminent as

work is expected to start on site in

September with Parsons Brinckerhoff

acting as project manager.

Galliford Tryhas been confirmed as

winner of a contract to build a new

2.5km road into Wigan town centre

after submitting a bid of 11.1m that

edged out rivals Interserve, Lagan

and Morgan Sindall. Galliford Try

Contracts round-up

A joint venture between Irish

contractors Wills Bros Civil

Engineeringand John Paul

Constructionstarts on site

this month (July) on the first

section of a major dualling of

the A9 in Scotland after submitting

a knock-out bid of 35 million.

The project was originally valued at

circa 50m and Morrison Construction

and two more JVs between BAM

Nuttall/John Siskand Farrans/

Roadbridgealso submitted bids on

5 May but on confirming the Irish JV

as the winners of the job, Transport

Scotland said that the winning bid has

saved the public purse 15 million.

Keith Brown, cabinet secretary for

infrastructure, investment and cities,

said:The Scottish governments

ambitious programme for the A9

between Perth to Inverness is now well

underway with dualling set to start on

this first section shortly and designs

now at various stages along the route.

The contract is the first part of

ambitious 3 billion plans from

JVawarded35m A9duallingcontract

CA Blackwell bags 18m roads jobCA Blackwellhave bagged an

18m contract to provide roads, a

bridge and other site infrastructure

on the redevelopment of Boots

headquarters at Beeston in

Nottinghamshire.

Boots has been at the site since 1927

and it was awarded Enterprise Zone

status four years ago. Now, a 500m

redevelopment will bring 82,000sq

m of commercial space and 675 new

homes with CA Blackwell charged with

creating a new stretch of highway and a

bridge across the Beeston Canal linking

to the A52.

This contract award is an important

step on the development on our site

as part of the Nottingham Enterprise

Zone,says Ken Murphy, executive vicepresident at Walgreens Boots Alliance

and its president of global brands.

Consultant AECOM will supervise

the works, which will start later this

year and take around eight months

to complete.

Transport Scotland to dual the A9 and

this first contract covers a 7.5km section

between Kincraig and Dalraddy.

The ground investigations due tostart next month between Glen Garry

and Dalraddy will also help inform the

ongoing design work for the central

section of the A9,added Mr Brown.

We have been able to again make

considerable savings on one of our

infrastructure projects due to our robust

procurement process which ensures

that all the efficiencies that can be put

in place have been implemented.

A separate 1.1m package for ground

investigations work on the central

section of the A9 between Glen Garry

and Dalraddy has been let to RaeburnDrilling & Geotechnical, while Atkins

has been appointed as consulting

civil engineer.

Keith Brown,

cabinet secretary

for infrastructure,

investment and cities


9/60


will start on site later this year on the

project, which will increase capacity

route into Wigan town centre from

the south of the borough ahead of

new housing developments being

built at Pemberton Park and Wigan

Arc. The road will run from the A49 at

Warrington Road to Westwood Park and

includes structures to bridge existing

watercourses, canals and a primary road.

Skanskahas bagged a three-year

extension to its highways maintenance

and improvement contract with Bath &

North Somerset Council, which is worth

18m to the UK arm of the Swedish

giant. A one-year extension was already

in place and the deal will now run to

the end of March 2018. Skanska directly

employs 40 staff on the contract and

maintains 700 miles of highways for

the council.

A joint venture between consultantsGrontmijand Mott MacDonaldhas won

two commissions for feasibility studies

in Yorkshire and Humberside through lot

one of Highways Englands professional

services framework. The JV will work

on including junctions 4-5 of the M180,

junctions 32-35 of the M62, a stretch

of the A63/A1033 in Hull and the South

Humber Bank network of the M180 and

A180. The studies must be complete by

the end of 2015.

Advisors appointed todevelop 200m road

improvement plansConsultants AECOM, Moorhead &

Laingand Richardshave landed

commissions from the Welsh

Assembly to develop a 200m

roads project in the north east of

the principality.

The trio of consultants will work

on the next stage of the Deeside

corridor improvement project, which

will improve the A55, A494 and

A548 between Wrexham, Chester

and Deeside.

Edwina Hart, the Welsh Assemblys

Transport Minister, said: The Deeside

corridor is an important economic

route and the gateway to north Wales.

This area has been identified in our

National Transport Plan and this

next stage will see the development

of detailed plans to improve traffic

flows at important locations along the

trunk roads.

The consultants will assess two routes

that have already been proposed.

One comprises realigning the A55/

A494 from the River Dee Bridge to

Northop and the second comprises

improvements to the existing A458

Flintshire Bridge.

A preferred route will not be named

before the end of next year, but

procurement has already started on

another project to improve road links

in North Wales.

Contractors have been asked to

express an interest in bidding for the

contract to build the North Wales

Expressway, which comprises work to

junctions 15-16 of the A55. The job will

cost more than 30m and a shortlist is

expected to be named this summer.

supporting the Traffic Management industry

www.srl.co.uk

Europes Largest Hire Fleet


10/60


These technology choices set

a foundation for the intelligent

Infrastructure of a particular region

or network of connected cities

and suburbs. Benefits may include

improved safety, the reduction of

emissions, improved traffic flow,

data sharing and more.

With all the recent technological

advancements, local and road

authorities now have more choice

than ever when it comes to deciding

on the best way to monitor journey

times. Traditionally, travel times havebeen tracked using automatic number

plate recognition (ANPR) cameras,

which capture the progress of vehicles

along a pre-defined route. The devices

also have the ability to count passing

traffic and help manage congestion.

This technology allows authorities to

monitor road network performance

to optimise road use, management

and operation.

But with so many people on todays

roads carrying smart phones, hands-

free kits and electronic tablets, it is now

possible to monitor journey time data

using Bluetooth and Wi-Fi technology.

A notable advancement in the sector,

this technology requires sensors to be

placed on the side of the road, which

then detect Bluetooth signals released

from smart phones and hands-free kits

as vehicles drive past.

The biggest argument championing

the move towards Bluetooth/Wi-

Fi technology is the cost savings.

Manufacturers claim the installation and

maintenance costs are much cheaper

than that of ANPR, while still offering

the same benefits.

Before it is possible to argue cost as areason for local and road authorities

to make the switch, it is essential to

establish whether the technology

offered with these recently developed

systems is equivalent to what is offered

with ANPR.

Evidence suggests

Bluetooth/Wi-Fi technology is a

feasible option for certain applications.

But when looking to compare the

options like-for-like, ANPRs strengths

come in the form of its wide range of

additional benefits, including its multi-

functional use and high accuracy rates

for vehicle identification.

Advantages of ANPRBluetooth manufacturers argue less

equipment is needed when using this

technology to monitor traffic travelling

in different lanes, in different directions resulting in reduced installation and

running costs. However, this is not

unique to Bluetooth/Wi-Fi systems.

A big step forward for ANPR

technology has been doing more with

less, to measure and differentiate traffic

in both directions, with a single camera.

The latest ANPR cameras enable the

simultaneous capture of up to four

number plates while also detecting the

direction of travel. On top of this, ANPR

technology can measure journey times

with a hit rate currently unachievable

with Bluetooth/Wi-Fi tracking.

ANPR cameras, in the UK and Europe,

typically achieve detection rates in

excess of 98 per cent, with a 95 per

cent read rate. The system is able to

detect foreign registration plates and

function in all weather conditions,

unless the plate itself is damaged or

obscured. If cost is a contributing factor

in the decision making process for

authorities, it is worth noting that ANPR

is an effective tool across a variety

of applications.

Extensibility and multimodal

deployments are particularly attractive

when working with reduced budgets.

This multimodal capability may be used

to support enforcement applications

and other civilian functions, such as

congestion easing and improving

security and safety for the general

public. These combined solutions can

When deciding on the most effectivemethod to monitor traffic flow, Dr

Benjamin Watson, global technical

manager of the traffic safety and

security division at 3M, believes local

and road authorities need to consider

the total value and scalability of their

technology choices, rather than just

upfront cost comparisons

be a good way to spread the cost of a

system between, for example, a local

authority and other organisations that

may wish to share the data.

The embedded camera technology

typically includes two cameras within

a single enclosure. One provides

contextual images for colour overview,while the other is dedicated to ANPR.

It is possible to stream MJpeg over

HTTP video from either camera. Even

though it is not dedicated for CCTV

streaming, the colour overview camera

is able to provide this functionality, if

necessary. The quality may not be as

high as a dedicated CCTV system but

the output may be sufficient for viewing

congestion, accidents and incidents.

ANPR technology is continually

advancing and can now be integrated

as part of a total lane solution with

various third party devices such as

DSRC/RFID readers, weigh-in-motion,

variable message signs, lane controllers

and loop detectors.

While Bluetooth/Wi-Fi systems are

able to produce sufficient travel time

data, the multi-functional benefits of

ANPR systems should be considered.

Authorities needing to install

enforcement technology and CCTV

systems in the same location may utilise

ANPR for both functions in certain

scenarios. The detection rate and

accuracy of vehicle identification should

also be taken into account.

As authorities continue to face tight

budgets, cost is always going to be a

big part of the decision-making process.

But the range of benefits each system

offers needs to be considered to ensure

they are receiving the best service for

the money spent.

Intelligent infrastructure:ANPR vs Bluetooth technology

It is worth noting thatANPR is an effectivetool across a varietyof applications

Benjamin Watson


11/60

Innovation, experience and

excellence from the UKs

crack & joint repair specialists

lmshighways.co.uk

THIN BOND REPAIRS, M25


12/60

www.highways.gov.ukJULY 2015

Highways Englandrecently announced we

would be taking part of

our road maintenance

in-house in Area 7, the

East Midlands. When

the current managing

agent contractor

(MAC) deal with

A-one+ runs out inJuly 2016, Highways

England will take on

much of the asset

management role

and split the rest of

the work into four

contracts: maintenance

and response, a 5x3

year contract covering

routine maintenance

and winter service;

design; capital

works; and specialist

services. The latter

two will be framework

agreements.

The new operating

model was launched

to the industry at an

event in Nottingham

on 2 and 3 June. The

event, attended by

almost 200 delegates

from around 150

individual suppliers,

was organised by

programme director

Jenny Moten. Wecaught up with

her to discuss the

new approach

A new approach tomanaging assets

Why are you doing this?We recognised that with the significant increase in

investment 11bn up to 2020 we need a step up

in performance if were going to successfully deliver

our commitments. We therefore want to take a more

intelligent and proactive role that will allow us to take

more direct control of our asset and gain a better

understanding of it. The key benefit to this approach is

that we can take the most important decisions ourselves,

those decisions on the areas that affect our reputation

the most severe weather and roadworks. Its a step

change in the way we operate as an organisation, but by

directly engaging suppliers we will help drive down cost

and waste, providing the best possible value for money

for taxpayers.We have an opportunity to explore how best to

adjust our approach in the East Midlands where a

contract is coming to the end of its term in Area 7.

An innovative long-term asset management plan has

been developed using existing asset condition data

and extensive modelling techniques to determine

the needs across the Area 7 network for the next

30 years.

When will it happen?The invitation to tender for the maintenance and

response contract will be issued in the Summer,

with the remaining three contracts following in the

Autumn. We are holding an industry briefing day onthe maintenance and response contract on 13 July

and will hold further events for the other contracts

later in the year. The new contracts are expected to

start in July 2016, when the current 275m contract

with A-one+ expires.

Does this spell the end for ASCs?We have set some really challenging targets, including an

ambition for a real improvement in customer satisfaction.

Taking asset management decisions in-house will give

us more influence over key decisions which impact on

our customers and help us to meet these targets. Its too

early to make a decision about any future ASCs while we

are still developing the new Area 7 model. But there is no

doubt that our future maintenance arrangements mustenable us to meet our challenging ambitions for asset

management and customer service.

What was the reaction from the industryevent on the 2 and 3 June?The industry days were a great success. We had around

150 companies attend to hear about what were doing in

Area 7. We were keen to hear from the supply chain and

wanted to make sure we were engaging with them fully on

the changes. The interactive workshops brought out some

valuable ideas which we will take into consideration as we

work up the detail around the four contracts. Key themes

from the day included the importance of early contractor

involvement and the need for Highways England to play acentral role in a supply chain community. There was a real

mix of attendees from large traditional Tier 1 suppliers to

specialist individual suppliers. The groups were engaged

and very interested in how they could work with Highways

England within the new model. We are expecting a lot of

interest in these contracts from across the industry.


13/60

JULY 2015www.highways.gov.uk HIGHWAYS ENGLAND 13


14/60


15/60


Most roads authorities in the UK andtheir supply chain face a significant

challenge to deliver moresophisticated roads infrastructuresafely, more quickly and more

cheaply. Furthermore, road usersand motor manufacturers haveincreasing expectations they want

to use new technologies, they want

more granular information on thestatus of the network to inform

route choice and they want greaterinter-connectivity.

Innovation has a key role to play in

helping meet those needs by providing

and maintaining smarter, more efficient

roads more cheaply. This is recognised

by stakeholders in a recent PA survey

of the roads sector 97 per cent of

organisations stated that innovation was

a key issue for the sector whilst 74 per

cent thought it was a key issue for their

own organisation.

Innovation is not just new technology.

Innovative also encompasses more

intelligent design and procurement of

infrastructure; building of infrastructure;

obtaining more and better information

from the operation of the network; and

enabling more intelligent operation

of infrastructure.

The problem is that while some

innovation is taking place in the roads

sector, its scope is relatively narrow.

Our research shows that 70 per cent

of organisations focus on incremental

innovation rather than breakthroughs.

One reason for this is that the sectoris safety-focused there is a culture of

maintaining extremely high standards

of safety for both those involved in

delivering transport services and those

using the transport network. This

means many organisations are wary

of significant innovation and therefore

focus on small-scale changes

Our experience of innovation shows

that it is not just about having a great

idea or invention - rather it requires

capability across a range of areas.

Organisations that fail to innovate

effectively typically lack one or more ofthese capabilities. Our survey assessed

the innovation maturity of roads

organisations across the key areas. The

diagram summarises the results both

for highways authorities and for the

companies in their supply chain.

Charlie Henderson is a road expert at PA Consulting Group.Here he discusses the results of a recent survey of the roads

sector and finds that innovation is a key issue

Driving innovationin the roads sector

PAs innovation performance

scorecard framework

Sector capability map

Market insight& information

Clear strategyand vision

Supportiveinfrastructure

& facilities

Creative peopleInnovative culture

Competitivetechnologies

Effectiveprocesses

Managedprojects

Committed leadership& supportive controls

No maturity

Very mature

Highways authority Supply chain

Our survey assessed theinnovation maturity of roadsorganisations across key areas

Charlie Henderson

Market

insights

Having the

right people

with the right

skills

Effective

processes

Committed

leadership

Innovative

culture

Supportive

systems

Clear strategy

Competitive

technologies

Managed

projects


16/60


It is interesting to note that highways

authorities see themselves as less

mature across all areas that contribute

to innovation than their supply chain.

Yet when we asked respondents who

the stand-out innovators in the sector

were, it was highways authorities that

were mentioned most often (TfL and

Highways England), though this was bya relatively small number.

Highways authorities and their supply

chain made similar assessments of

their relative innovation maturity.

Both said that they tended to have

a clear organisational strategy and

a strong innovative culture; while

both acknowledged that leadership

of innovation and the supportive

infrastructure/facilities tended to be

poor. Overall, the responses suggest

that the supply chain brings additional

innovation capability to roads

authorities however this is not in areas/

ways that are fundamentally different totheir own skills.

The biggest gap between highways

authorities and their supply chain was

around the creativity of employees

here the supply chain believed they had

a clear advantage. This was also an area

where highways authorities assessed

themselves as having the lowest level

of maturity. While innovation was

seen to be a key issue, only 15 per

cent of respondents thought that they

were good at attracting and retaining

innovative people. Indeed staffing

more generally was seen to be a hugechallenge for the sector.

Innovation maturityInterestingly, when asked to rate their

own organisations innovation maturity

against the rest of the sector, 68 per

cent rated their organisation as better

than average and 27 per cent rated

their organisation as average. This

suggests that while many organisations

recognised they had significant

innovation challenges, they believed

they were better positioned than many

others in the sector.

PA has run similar innovation maturity

assessments for other industries. Our

analysis of the rail sector (comparable

in terms of building, maintaining and

operating a dispersed infrastructure)

shows that they were stronger in

four areas. Their leadership was more

committed to innovation, they had more

competitive technologies and supportive

infrastructure and their culture of

innovation was stronger. It is worth

recognising, however, that the rail sector

did assess their innovation capability as

weaker in a number of areas relative to

the roads sector, in particular on overallstrategy and effective processes to

support innovation.

The results may also reflect that

innovation in the rail sector is supported

by the FutureRailway programme, a

collaboration between Network Rail

and RSSB that involves the supply chain

to manage cross-industry research. At

present, there is no equivalent in the

roads sector.

Creating a visionAs part of the survey we asked

respondents what single factor would

most help improve the innovationcapability of the roads sector. The

most common response (16 per cent

of respondents) related to the creation

of a vision for the sector against which

the role of innovation could be clearly

understood. To some extent this need

has now been met with the publication

of the Roads Investment Strategy in

December 2014 (after the survey took

place). The next most common response

(13 per cent) related to the need for

stronger collaboration across the sector.

In many other areas (for example

the rail and automotive sectors), the

supply chain works together in an openinnovation model, sharing insight for

mutual benefit. There is demand for

this in the roads sector, but as yet no

structures to support it (such as the

FutureRailway programme).

The survey showed that there is clearly

a common desire at local, regional

and national level to increase the

effective capacity of the road network,

maintain the asset more effectively,

meet customer expectations and adapt

to a rapidly changing world. And they

know that this all must be done more

efficiently. Roads authorities, supplychains and research communities

recognise that these challenges cannot

be met by doing more of the same its

just not enough.

Innovation has to be the answer to

increasing our collective capability and

effectiveness in the roads sector. We

can be more creative in how we improve

the materials we use, the products we

develop, our day-to-day operations,

the enabling processes we rely on and

how we learn from each other. The

challenge then is to increase the sectors

capabilities to exploit these changes.

One solution is to recognise the

increasingly diverse demands of

customers and make it progressively

more difficult for any single

organisation to meet these needs.

In other sectors, companies are

increasingly working across the supplychain and with academia to produce

innovative, customer-focused solutions.

Companies are adopting a more

collaborative approach to innovation,

bringing together a broader range of

ideas, talent and intellectual property

from outside their organisation.

Fundamentally, this open innovation

approach recognises that solutions no

longer reside within one organisation.

Open innovation also allows companies

to focus in areas and capabilities

where they have a particular specialist

competence and work with others tofill the gaps. Not only does this help

in terms of meeting complex customer

needs, it makes financial sense. Open

innovation can be cheaper with

development costs shared across a

number of organisations. By working

together, it also allows SMEs to focus on

their areas of expertise and punch well

above their weight.

Historically, organisations have innovated

behind closed doors. Now they need

to work with others as part of a wider

innovation eco-system. The roads sector

has a long history of working together,for example to deliver infrastructure

projects, so it is well placed to move that

collaboration a step further to deliver

the innovation we need.

The roads sector is going through a

period of significant challenge, but it is

also a time of substantial opportunity,

in particular with the establishment of

Highways England and the additional

funding it has received. We all need to

come together to make the most of

that opportunity.

For more information, visit

www.paconsulting.com/transport
http://www.paconsulting.com/transporthttp://www.paconsulting.com/transport


17/60

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railings Kee Klamp really has kept the highways industry on the roadto safety. Barrier and handrailing systems constructed from fittings

are proven to provide a more durable, versatile and cost effective

alternative to fabricated systems.

Visit our website to see the possibilities

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18/60

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Thats almost 20 years of expertise in solutions designed to help lower your energy consumption and thereby

your CO2emissions during production. Shell Bitumen Low Temp (LT) is a finished binder solution for manufacturing

asphalt at lower temperatures*. Its formulated to enable you to create a workable mix up to 30C lower than

those required for conventional binders for the production of hot mix asphalt, so helping reduce your heating costs.

By way of illustration, reducing the mixing temperature by 30C could potentially offer savings of up to 0.9ltrs of

heating oil and up to 2.4kg of CO2emissions, per tonne of asphalt**.

To discover more, connect with Shell:

Call us: +44 (0)870 201 7777

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* Comparison with conventional binders for the production of hot mix asphalt** German Asphalt Association; Guidelines for Warm mix asphalt. CO2 values Emissionsfaktoren und Kohlenstoffgehalte by German Federal EnvironmentalAuthority and Emission Trading Authority (Umweltbundesamt, Deutsche Emissionshandelsstelle), last updated in Nov 2006. Savings may vary depending on plant,fuel type and seasonality.

The Shell emblem and SHELL are trade marks of the Shell Group.


19/60

Meeting the demandfor materialsHighways Englands delivery plan for principal roads andthe governments promised investment in the local network

brings with it a level of certainty that will allow the road

maintenance industry to invest for the future. But can it

cope? We talk to members of the Asphalt Industry Alliance

(AIA) about their plans for meeting increasing demand

Demand for road surfacingmaterials is increasing and the trend

is set to continue with HighwaysEnglands promise to deliver the

largest investment in the countrysprincipal roads for a generation.

The promise lays down a challenge

to the companies that produce and

lay asphalt as there has been a huge

contraction in the sector following

years of recession.

In the mid-1990s UK asphalt

consumption was estimated at around

35 million tonnes a year. By 2012 this

had fallen to below 20 million tonnes.

The impact of this was a big reduction

in capacity as production plants were

mothballed or closed, jobs were lost

and there was an understandable

reluctance to invest in new equipment.

But the brighter outlook has prompted

the major asphalt producers to increase

investment in skills, capacity and

technology. In 2015 alone, Lafarge

Tarmac is taking on 33 graduates, 80

apprentices and five higher apprentices.

We have also made multi-million

pound investments in sites and

equipment to meet market demand and

ensure we are able to help our clients

understand, construct and maintain

their road assets as sustainably, safelyand efficiently as possible,said Paul

Fleetham, managing director of Lafarge

Tarmac Contracting.

Weve built the UKs largest asphalt

manufacturing and storage facility

adjacent to the M25 that extends our

supply capabilities in the south, and

our contracting division has expanded

its fleet with over 100 new energy

efficient machines and trucks.

Bringing plants back on lineHanson UK is also making considerable

investment to ramp up production bybringing three mothballed plants back

on line and opening a new facility in

South Wales.

The Craig yr Hesg plant was

commissioned in April while

Keepershield in Northumberland, St Ives

on the Wirral, and other resources at

Teesport and Dundee. We are alsoconsidering further investments.

Other companies in the bitumen sector

have made similar preparations, and

all agree that investment will also

be needed to attract and train new,

younger people into the industry.

in Cambridgeshire and Tytherington

in South Gloucestershire returned to

production in May.

The upturn in work on the national

road network has also promptedHanson Contracting to invest in six new

Atlas Copco Dynapac pavers, which

have a number of environmental and

safety benefits.

Breedon Aggregates has made

substantial investment to give it flexible,

high capacity mobile operations

which will allow it to supply increasing

demand in Scotland and the south

of England.

We have bought both secondary

and tertiary mobile crushing facilities

to complement our existing primary

crusher,said Alan Morrison, finance

director at Breedon Aggregates.

They will predominantly be focused

on producing high quality, high PSV

chippings for both high performance

asphalt production and surface

dressing applications.

FM Conway made some difficult

decisions to invest at the height of

the recession. In 2008 it bought a 10

million facility (now its Erith asphalt

plant), which manufactures materials

predominantly from recycled road

planings. This investment was repeatedin 2013 when it developed a second

plant near Heathrow.

These sizable investments were

undoubtedly seen as risky by

our peers,explains David Smith,

development director at FM Conway.

However, we had confidence that

they would allow us to take advantage

of new opportunities once the

economy began to recover and this

approach has been vindicated in the

remarkable growth weve experienced

in recent years.

Bitumen is a key constituent of asphalt

and the producers are also gearing up

for increasing demand. Jim Christie,

UK and West Europe area director for

Nynas, said: We have acquired import

facilities on the Thames, adding to the

capacity available from our refinery

Surface Matters


Paul Fleetham,

managing director

of Lafarge Tarmac

Contracting

David Smith,

development director

at FM Conway

Jim Christie, UK and

West Europe area

director for Nynas


20/60

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Before the new 5.5km South Devon

Link Road officially opens to traffic

in December it is to play host to a

number of local community eventsorganised by the contractor and

Devon County Council (DCC),

including a 3k colour-road-rush,

all of which serves to highlight the

celebration this road is generating.

After more than 50 years in the

planning, and a huge effort and

financial commitment from DCC and

Torbay Council, the blasting of runners

with neon powdered paint as they make

their way down the dual carriageway

will be a fitting finale to the obstacle

race that has accompanied these long

awaited improvements to a strategicroad of upmost regional importance.

While there is still much to do the

scheme is now largely complete thanks

to contractors Galliford Try/SIAC.

From the road-building point of view,

design highlights for the improved

access to Torbay and South Devon

include multiple rail bridges (with tight

possession dates), road structures

(squeezed between houses, railway

and river), environmental/water issues

(badger tunnel, refuge for reptiles, fish

culvert), reuse of site materials, and

the many underground utilities at Penn

Inn roundabout.

Solutions to acongested siteThe new carriageway crosses Penn Inn

roundabout, running in line with the

existing A380

for the first 2km

before turning

west over the

Torbay branch lineand bypassing

Kingskerswell

along the Aller Brook watercourse. It

will provide a safer, less congested, and

faster route for through traffic, with

the existing road remaining to provide

a quieter route for local traffic, buses,

cyclists and pedestrians.

The northern online section squeezes

between the railway, the housing at St

Lukes Road/Aller Park Road and Aller

Brook. The steep side long ground here

required major retaining walls up to

10m in height.

Two way traffic has been maintained

on the A380 at all times, a major

influence on the design of the walls,

and wherever possible temporary and

permanent works have been combined.

In one location the site was so narrow

that a combination of soil nails and

reinforcement was used. The nails

provide temporary support to the

excavation and were then connected

to geogrid reinforcement in the wall,

significantly reducing the overall

width. Rambolls meticulous modelling

enabled wall heights to be reduced, andsome walls were deleted altogether.

Working over the railway

In total the scheme requires three

major road structures over the Torquay

branch line. The longest is the Aller

Tunnel, which is a 21m span, 270m long

structure carrying the highly skewed

A380. The preferred solution comprises

U shaped, pre-cast beams placed on

high level bank-seats, in turn supported

by reinforced earth abutment walls.

Extensive ground improvement works

were achieved with an innovative soil

technique using cement bound site-won

fills. Sophisticated numerical analysis

of the ground stabilisation process and

the detailing of ground strength targets

ensures that excavations were kept toa minimum, and settlement kept within

prescribed limits. Ramboll worked with

the South Devon Link Road partnership

(DCC, Torbay Council and Galliford Try)

to reassure Network Rail of the integrity

of the solutions. The works were

carried out successfully with real time

monitoring of rail movements.

There are also four culverts installed

by cut and cover methods through

the rail embankment as part of flood

relief measures. Keyberry Culvert in

particular posed a significant challenge

to the design team when possession

was organised at short notice in

collaboration with Network Rail, DCC

and GT, to take advantage of the

Dawlish storm damage rail closure in

January. The entire design, including

checking and certification, was carried

out successfully in less than one week.

LinkingSouth DevonMartin Ramsey and Tony Lockyer fromdesigner Ramboll reflect on some of the

key civils design challenges faced by its

multidisciplinary team since work began

on the A380 South Devon Link Road in

the autumn of 2012

An arial view of the scheme

The Aller Tunnel carries the new A380

dual-carriageway over the Torquay branch line

Images courtesy of:

Devon County Council


22/60


Highway structures -scheme developmentsA total of 36 structures including

nine major road bridges, the flood

alleviation culverts, and retaining

walls were developed by Ramboll

in liaison with DCC.

The centrepiece of the schemeis Penn Inn flyover an elegant

three span 154m steel composited

bridge, with an open aspect

for pedestrians crossing the

roundabout. There are many

underground utilities and, by

adjusting the span arrangements

to minimise diversions, substantial cost

savings were made.

At Aller Junction, Ramboll provided

expert advice on the changes that

needed to be made to the Published

Side Road Orders regarding a

modification to remove a skew bridgebeneath the new road so that DCC were

able to accept the revised layout.

Another design challenge was the

protection of a high pressure trunk

gas main crossing the route 8m below

ground. Rambolls solution was a

structure designed to limit ground

movements and also enable future

access to the main. This was achieved

with a single span portal structure

utilising precast reinforced concrete

beams, with a large diameter secant

piled wall. The abutment wall was

designed as propped embedded

retaining walls, with an exposed height

of 13m at maximum excavation.

Environmental designchallenges

The scheme specified several mammalcrossings. One particular badger route

was now in a cutting and required a

tunnel with steep slopes and flooding

protection. The unusual solution

included sumps in the underpass to

collect water and pipe it away, and

roughened concrete to allow badgers to

climb inside the tunnel.

The scheme also includes a culvert

designed to promote the passage of

fish upstream. This is over 100m long

and has a series of areas where fish

can rest. To make the channel more

naturalistic, stones in a range

of sizes were laid on the bed to

provide variable flow conditions.

Site ecologists also developed a

reptile refuge, creating a habitat

that will benefit a range of species,

and which features re-used

material from the site.

A key sustainability objective was

to recycle as much material from

the site as possible, reducing

lorry movements. The weathered

Breccia contained a high

proportion of fine material which

initially appeared to be unsuitable

for specialist fills and pavement

formations. However appropriate

testing demonstrated that it could be

useful in a wide range of applications

without concern over long-term

performance or durability.

Benefits of the schemeThe A380 between Penn Inn, Newton

Abbot and Kerswell Gardens, Torquay is

one of the most choked up and heavily

used roads in the region, carrying over

35,000 vehicles a day. The improved

road scheme is expected to bring

lasting economic benefits, including the

creation of nearly 8,000 jobs in South

Devon, with around 3,500 of these in

Torbay. It is also predicted that the

new road will remove 95 per cent of

traffic from Kingskerswell, restoring and

revitalising the villages tranquillity.

Aller Tunnel pictured in the

background, with Aller Junction

in the foreground

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24/60

Since March 2015, weve beenconducting a pilot of our drive-over

tyre pressure system in associationwith Highways England andWelcome Break at Keele Services

on one of Britains most notorioustraffic black spots the M6. Withfree checks available to both HGV

drivers and motorists, we have beenworking hard to raise awarenessthat tyre pressure is a major safety

issue and to educate drivers on how

they can keep their tyres correctlyinflated, and thus safe.

Over the course of the pilot, we have

collated some shocking statistics after

taking thousands of readings which

reveal the state of both motorist and

HGV tyre pressure levels. One in eight,

or 12 per cent, of motorists tyres are

dangerously underinflated. Meanwhile,

25 per cent of cars will have one

dangerously underinflated tyre.

On the HGV side, weve found that

the average lorry will be running with

at least one underinflated tyre at any

one time.

Underinflated tyres can killTo give this data some perspective,

every year, the UK sees approximately

25 deaths and nearly 1,500 serious

accidents* every year attributed to

poorly inflated or defective tyres. We

believe that lack of awareness on the

impact tyre pressure can have on road

safety is putting our drivers at risk.

Not only is tyre under-inflation a safety

issue its also stopping our roads

from moving smoothly. Highways

England data reveals that 21 per cent

of all breakdowns which occurred

from April 2013 to September 2014

concerned a tyre or wheel issue. This

percentage is taken as an average from

an overall total of nearly 3,700 incidents

a month a significant number of

events that could easily be prevented.

Such incidents also cause long delays

during the clean-up and clearing

process, which also costs the taxpayer a

significant amount of cash.

Low motorist awareness

Awareness of the impact correct tyre

pressures can have on road safety is low

and education for motorists is limited.

Learner drivers are not taught to

measure their tyre pressures during the

theory or practical test. Once qualified,

there is little opportunity for licensed

drivers to acquire this knowledge. Tyre

pressure is not checked during the

MOT process, for example. Somewhat

shockingly, a visibly underinflated tyre

would not disqualify a vehicle from

being declared safe to drive.

The lowest tyre motorist tyre pressure

reading weve taken was a very low, and

very dangerous, score of just six psi. An

accident waiting to happen indeed to

contextualise this figure, the correct

score should have been closer to 30.

But weve seen first-hand that motorists

are keen to learn more about action theycan take to keep their vehicles safe. If a

motorist using our system receives a low

pressure reading, our on-site support

team at Keele Services will direct drivers

to the air machines located a few metres

away and provide advice on how to

inflate tyres correctly and to what level.

A significant proportion of the drivers

were trying to help take our advice.

One even said he would complain to

his garage that his car was declared

fit to drive after an MOT, despite the

results from our systems reading which

revealed that all his cars tyre pressures

were at unequal levels.

Automation beatsmanual checksThe feedback weve gained from a

sample of HGV drivers reveals a general

assumption that tyre pressures have

been checked and are thus correct

when their lorry is declared fit to leave

the depot.

Not only is this dangerous, its also

highly costly to fleet operators. On

average, 10 per cent tyre underinflation

costs an extra 1,000 each year inadditional fuel costs.

By no means do we wish to point the

finger and suggest the industry is being

remiss when it comes to road safety it

has been using the tools it had available

to make sure its vehicles are safe.

But the industry is relying on manual

processes of tyre pressure checking

which clearly do not always occur.

Guranteeing peace of mindWe believe that regular tyre pressure

checks offer significant cost and safety

benefits to all drivers not to mention,peace of mind. We have no doubt that

accidents could be reduced through

raising greater awareness of the impact

a badly underinflated tyre can have on a

vehicles safety. Better safe than sorry.

* Road Safety Observatory April 2014

With shocking new data revealing the state of theUKs tyres, WheelRight chief executive John Catling

outlines why pressure levels can no longer remain

an underinflated issue for Britains drivers

End of the road forinaccurate tyre pressures

Not only is tyre under-inflationa safety issue its also stopping

our roads from moving smoothly

John Catling

HGV drivers and motorists have been able to get

their tyre pressures checked at Keele Services

JULY 2015


25/60

The Clegg Tester from Sdi provides a compact and precision instrument formonitoring the quality of reinstatements while work proceeds. Usedextensively by Civil Engineering Contractors and Utilities worldwide.

Sdi also specialise in the servicing, upgrading & recalibration of all Clegg Testers.

All manufacture & design is carried out by Sdi. Please contact us now for details.

sdiTop Farm, Tellisford,

Bath BA27RL

http: www.sdinst.com

email: [email protected]

Tel: 01225 355169 Fax: 01225 355893

4.5 Kg Version:Classic CIST/882 Design

4.5 Kg and 20 Kg Versions:CIST/883 Design. Top view reading,

optional data logging & data download to PC

Easy to Use Download to PCSoftware:

CLEGG IMPACT SOIL TESTER

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Licensed Design &Manufacture by Sdi.

0.5 Kg, 2.25 Kg, 4.5 Kg &20 Kg versions.

Data Logging & WirelessDownload to PC.

Top Farm, Tellisford,Bath BA2 7RL

email: [email protected]: www.sdinst.comTel: 01373 830050Fax: 01373 830098

The Clegg Tester from sdi provides a compact and precision instrument formonitoring the quality of reinstatements while work proceeds. Used extensivelyby Civil Engineering Contractors and Utilities worldwide.

sdi also specialise in the servicing, upgrading & recalibration of all Clegg Testers.

All manufacture & design is carried out by sdi. Please contact us now for details.

Licensed Design &Manufacture by sdi.

0.5 Kg, 2.25 Kg, 4.5 Kg &20 Kg versions.

Data Logging & WirelessDownload to PC.

Solar PoweredVariableMessage Signsfor sale and hireHighways Agency Approved toTechnical Requirements

Specification TR2516BOur innovative totally solarpowered signs are ideal for alltypes of roadworks and trafficmanagement systems.

Maintenance free operation,no refuelling required

24 hour 7 day continuousoperation

Trailer or vehicle mountedoptions

Changing flashing messageand graphics capability

Highly trained techniciansavailable 24 hours a day

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Speed Detection RadarOption

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Contact DetailsTel 01434 322359/07860 606549

Fax 01434 322104Email [email protected]

Website: www.solarsignsuk.com

Doodys Yard, Park Road,Haltwhistle, Northumberland

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26/60

SAMITHE ULTIMATE SOLUTION FOR EFFECTIVE CRACK RESISTANCE

ULTIMAT SAMI is a dense and highly flexible asphalt pavement interlayerthat offers proven long term crack resistance in concrete based roads.

As a result ULTIMAT SAMI extends pavement life and minimises

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Lafarge Tarmac Portland House Bickenhill Lane Solihull Birmingham B37 7BQ 0800 1 218 218

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For more details on ULTIMAT SAMI

call 0800 1 218 218

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28/60

www.highwaysmagazine.co.uk

Earlier this year, Keysoft Solutionsheld a BIM focus group which wasattended by representatives fromthe Institute of Highway Engineers(IHE) and local authority andmajor infrastructure companies.When discussing the challenges inachieving BIM Level 2 compliance,it became clear that there was stillconfusion about which projects willand wont require BIM from January2016, as well as concerns aboutthe involvement and investmentrequired from the highways sector.

The UK government has mandated

that Level 2 BIM must be used on all

centrally-funded construction projects

by 2016, including infrastructure.

This means that to work on these

projects, highways professionals need

to be able to collaborate with central

government departments and ensure

their technology and processes are BIM

compliant. The picture surrounding

local authorities is less clear as they

are not part of the mandate but there

is an expectation that many of them

will use BIM on appropriate projects

and in the private sector, BIM is also

already a prerequisite on many large

capital projects.

With less than six months to go until the governments 2016 deadline, there is still

uncertainty about BIM compliance in the highways sector. In this article, Mike Shilton,

product director at traffic management software developer Keysoft Solutions,

discusses how BIM will affect the highways industry and outlines a 10 point checklistto help achieve Level 2 compliance

Highway to BIM

What is clear from our discussions is

that everyone in the highways sector

is at very different stages of the

BIM journey, those working on large

infrastructure projects are likely to

be well along the BIM route already,

whereas smaller organisations may be

just starting out. Highways engineers

may be able to deliver the BIM

requirements with very little change on

some projects, while on others it may

require investment in skills and software.

So with just six months to go, weve put

together the following 10 point checklist

to help guide highways and transport

professionals through the BIM level 2

process and show how to overcome

some of the challenges along the way:

BIM compliance checklist

Start at the end work out if and why

as an organisation you need to do BIM

and what you want to achieve in doing

so. Talk to your clients, design partners

or central government departments andfind out whether you need to actually

be BIM level 2 compliant to work with

them from January 2016 or in the future.

Dont go out and panic buy expensive

software People often make the

mistake of thinking the solution to

achieving BIM lies in buying new

expensive software and hardware.

Above all BIM is a process; one piece of

software does not make BIM.

Ask more questions If you do need

to be BIM compliant, then ask more

questions. Every project is different, so

ask each client what they mean by BIM

and find out what information you will

need to provide and in what format.

Security At this stage discuss data

security. There are secure cloud

storage services which are free, such as

Dropbox and Google Drive. However,

if data security is critical then there

may be no choice but to invest in more

secure systems.

BIM execution plan For each project

there should be a BIM execution plan

(BEP). This should be agreed at the

outset and define the standards being

adopted, outputs required, when these

should be supplied and in what format.

It may stipulate the software to be

used but in most cases this can beaccommodated by imports and exports

from existing software.

Can you deliver these requirements?

Starting with the BIM execution plan,

work back and see if you can deliver

your clients requirements through

Level 2 BIM must be usedon all centrally-fundedconstruction projects by 2016

Mike Shilton

Everyone in the highways sector is at

different stages of the BIM journey


29/60


For free BIM compliant software downloads, along with a downloadable BIM

guide, checklist and jargon buster, visit www.keysoftsolutions.com/bim

your existing software, processes

and people or whether change or

investment is required. Try to work

with what you know and do already.

Review your own software

capabilities before buying new If

you already use any of the Keysoft

Solutions traffic software, the good

news is that our software alreadyhelps you to achieve BIM Level 2

compliance. Anyone already using

our software is working to at least

BIM Level 1 but it also enables them

to prepare Level 2 data. So it is just

a matter of ensuring you have the

right collaboration and information

sharing processes in place.

Assess your skills The skills

shortage in the industry is well

documented but this doesnt need

to necessarily be a barrier. Assess

the BIM requirements against the

skills of your own team and see ifit can be delivered. If not, decide

how this can be achieved, i.e. though

training, outsourcing or recruitment.

Is it worth the investment? If change

is required, for example training,

outsourcing or new software, this has

less to do with BIM and becomes an

important business/financial decision,

i.e. is the project or client so important

that you are willing to change your

current practices and software? The

level of investment is then up to you to

decide, based on possible returns and

future opportunities.

BIM is not something you can switch

on like a light bulb. Like any other

business or strategic decision, we

An illustration of how to implement BIM

Your BIM

implementation

plan

Talk to your

clients

Talk to your

employees

Invest in

training

Set realistic

targets

Identify

suitable

projects

recommend you develop your own

BIM implementation plan. This is your

organisations blueprint for introducing

BIM over a period of time and should

align to your three to five year

business plan.
http://www.keysoftsolutions.com/http://www.keysoftsolutions.com/


30/60

JULY 2015

Most businesses today look to drive efficiencies and

savings and support more effective working, clearerbusiness visibility and smarter management decisions.

Leaders know that the key often lies in managing

information better - especially in project-centric

industries, such as engineering, where there can be a

morass of information flows and types.

All businesses manage multiple activities, but infrastructure

engineering and maintenance firms more than most. They

commonly have a level of project multiplicity an order of

magnitude higher than project managers in many industries

can envisage. In larger firms it is common to have hundreds of

geographically dispersed, concurrent projects. Our customer

FM Conway can have between 200 and 500 individual projects

either underway or in planning. That is not unique: Graham

Roebuck, chief planner within Skanskas UK infrastructureservices division, told us:At any time we might have anywhere

between 80 and 200 individual projects underway, starting and

ending at different times.

Business visibilitySeeing activity, commitments and risks across multiple

projects, and understanding whether you are meeting customer

expectations, is not easy. From the vantage point of the

executive office it can be like looking through a kaleidoscope for

a clear view. DIY spreadsheets and manual processes are often

prevalent, yet totally inadequate; there is a real need for fit-for-

purpose platforms. Maintaining visibility is just as important

at team and project level. Many firms turn to enterprise-wide

project management software to gain business visibility.Executive teams benefit from clear rolled-up information to help

them steer the business and make investment and hiring plans.

Dashboards enable them to drill down if they want to assure

Jason Ruddle fromElecosoft UK uses

his experience in

deploying Asta

Powerproject to

outline some of the

project challenges and

needs of highways contractors

Highwayto efficiency

Flexible composite rubber baseImpact resistant from any directRecessed graphicsEasy to installEasy to clean100% recyclable

SignPosSOLUTIONS LTF

ROM

Safe for cyclists - highThe NEW slimline SPS

Elecosoft has worked

with Skanska


31/60

themselves about progress and client delivery. On the ground,

information can be taken out of the system to enable clear,

visualised planning and communication. Enterprise-wide project

management not only helps individual projects deliver on time

and on budget, but delivers a raft of practical benefits.

Maximise equipmentContractors are highly dependent on plant and equipment

assets. These are a significant financial commitment, so

maximising their use is vital. Not only must firms plan their

equipment needs to be and when, they must track usage and be

sure they can support all current and future commitments. Paul

Cerexhe, business omprovement manager at FM Conway told

us: We have a significant number of assets, such as planing

lorries, asphalt lorries, grab lorries and JCBs, and we needed a

clearer view of what we had and what we might need to buy in

the future.Their PM-enhanced approach now enables them to

coordinate and assign assets including 4000 vehicles.

Plan peopleMaking smartest use of skilled people is vital in highways

businesses which are labour intensive and require many trades.FM Conway has more than 2,000 staff, but assignments are

tricky where individuals may have multiple trades, certain

licenses and different levels of supervisory experience. Today

they use project software to create robust, shareable assignment

plans although Cerexhe explained:Before we did it this way

everyone had their own systems to track assets, developing

personal spreadsheets and methodologies for doing the same

things. It made it hard to share information about this aspect.

Monitor clashesTight project control also enables businesses to automate

the detection of clashes between different priorities. A large

enterprise like Skanska may have 200 active critical paths

so must be certain it can monitor and track activities and

resources, and ensure that nothing goes off track.

Avoid reinventionContracts such as lighting maintenance or resurfacing

often feature a high degree of repetitive work. Planning this

repeatedly is a thing of the past with reusable project templates.

Skanska says: On each type of job well have a template for

work on structures, one for work on resurfacing, and so on,

each one preloaded with the typical cost-loaded resources.

We can then do things like track our design, estimating and

project management resources across schemes, and track

each one against its budget. As we move through our various

predefined gateways (such as design, pricing, governance and

mobilisation) we can see how things are changing.

Highways contractors depend on delivering complex projects

and resourcing a constant flow of activities. They can succeed

in improving efficiency but to do so, may need

highways july 2015

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