CIHT Awards 2015 Winners

CIHT John Smart Road Safety Award


Winner: A9 Interim Safety Plan - A9 Safety Group 


The A9 Trunk Road connects central Scotland and the Highlands. This single/dual carriageway route stretches 246 miles from Dunblane to Thurso and over a five year period, 254 people were killed or seriously injured. In developing an overall safety strategy for the route, the A9 Safety Group was established by Transport Scotland and comprised of experienced representatives from public and private sectors.
The Group’s developed strategy looked across four key areas designed around improving driver behaviour:
• CommunicationRoad Safety Award 1
- Establishing a dedicated website (
• Engineering
- Improvements related to signing, lining and visibility
• Education
- Campaign strategy targeting overtaking and speed limits
• Enforcement
- Introduction of an average speed camera system (ASCS)
- Reduction of already high offender rates
The A9 strategy was innovative in that it also introduced a rise in the speed limit for HGVs exceeding 7.5t, which in conjunction with the ASCS, was projected as being a positive step towards improving driver behaviour and in providing operational benefits.
Vysionics installed the SPECS3 ASCS providing:
Road Safety Award (2)• 27 sites between Perth and Inverness covering single carriageway sections
• 23 sites between Dunblane and Perth with a visible focus on at-risk junctions
Key performance indicators for the project with evidence are published quarterly. The main headlines from this first analysis (Jan 2015), show:
• Speeding offences were reduced by a factor of eight compared to previous enforcement strategy
• Overall speeding is down from one in three drivers to one in twenty
• Examples of excessive speeding (10mph+) down by 97%
• Journey time increases in line with predictions
• Journey time reliability improved
• No evidence that drivers are avoiding the A9
• Feedback from hauliers suggests consistent journey times for HGVs
The initial performance report was too early in the life of the system to provide detailed casualty analysis, but feedback from the police on casualty reduction is promising.  

Judges' Comments

“The judges were impressed with the scale of the measures, which combine a package of engineering, education and communications strategies, and enforcement to address a significant road safety problem on an extensive route. The submission was significantly referenced to an evidence base and resource material, and demonstrated substantial speed reduction following scheme implementation.”

CIHT / Lafarge Tarmac Health & Safety at Work Award


Winner: Safer Roadside Working - Carnell Support Services Limited


Exposing road workers to the hazards of roadside working places them at significant risk and that risk is unlikely to disappear. Carnell’s survey/welfare vehicle has been designed and developed to control the extent and circumstances in which the company’s people are exposed to live traffic when surveying alongside a high speed road. Roadside survey teams need to be mobile, often surveying more than 2km of roadside or central reservation in an eight hour shift. 
H&S 2They also need to have mobile office space and must be given suitable and sufficient welfare facilities. Carnell’s survey/welfare vehicle has challenged the current industry standard of separate equipment and welfare vans, by providing all of these facilities in a standard short wheelbase Mercedes Sprinter. Operatives working on a central reservation face a significant risk when exiting a standard survey or welfare vehicle by the side door as it exposes them immediately to the hazard of a live fast lane. 
By providing access to the office and welfare environments via the rear doors, the survey/welfare vehicle eliminates this hazard. Carnell’s survey/welfare vehicle allows visual communication between the office and working area to the rear of the vehicle, which significantly reduces the number of times an operative has to exit the vehicle and enter the work zone. 
Carnell is extremely proud of this new design for survey/welfare vehicles across the industry and look forward to other suppliers following their lead.

Judges' Comments

“The judges were impressed with the very strong focus on the safety of the road worker. This scheme offers a very practical and effective solution and provides a strong welfare benefit for the workforce. The judges felt that this solution was transferable, offering potential benefits and improved safety outcomes across the industry.”

CIHT / Ringway Innovation Award


Winner: Hammersmith Flyover Strengthening and Refurbishment - Costain, Transport for London, Ramboll & Parsons Brinckerhoff (RPB), and Freyssinet

The Hammersmith Flyover, opened in 1961, is a strategic route into central London. It is a unique pre-cast post-tensioned structure, supporting a dual two lane carriageway carrying 70,000 vehicles each day. Transport for London (TfL), in collaboration with Costain, Ramboll, Parsons Brinckerhoff (RPB) and Freyssinet, are extending the life of Hammersmith Flyover through pioneering post tensioned design and construction innovation, whilst keeping London moving. Hammersmith 1
This project champions innovation through collaborative working and utilising developments in material science to push the boundaries of bridge refurbishment. Post-tensioning special inspections revealed severe corrosion of the existing pre-stressing strands across the structure, which were deteriorating at a significant rate, affecting the structure’s ability to carry load. 
The technical complexity, interdependency and strategic location presented numerous constraints in both design and construction which required innovative solutions at all stages of the project. New technologies and innovations were developed, including the design and installation of a pioneering post tensioning (PT) system. 
It is believed to be the first full replacement of a bridge PT system, where it is not possible to remove the original. The application of cable stay technology for the PT tendons, giving enhanced durability, is the first application of this type in the UK. Throughout the construction stage, the flyover has remained open to the travelling public during peak periods, with only limited closures at night and occasional closure at weekends, which is a credit to the hard work of the project team and co-operation of the many stakeholders.

Judges' Comments

“The judges were impressed by not only the number of innovations and bespoke elements of this scheme that could be easily transferred to other structures, but also the engineering principles and thinking behind the design and construction ingenuity. The judges felt that the concept of post-tensioning a structure from the outside, allowing the original pre-stress to become redundant, is a relatively simple economic solution and the fact that it had minimal impact on thetravelling public over a relatively short period of time should be acknowledged.”

CIHT / EM Highway Services Streets Award


Winner: Southall Broadway Boulevard - Ealing Council, Project Centre and Murrill Construction Limited


Southall Broadway 2
Southall Broadway Boulevard is a £7m renovation project, designed to improve the public realm and pedestrian road safety, and boost local business. The vision set out to radically alter the look and feel of this 1km long high street with an innovative layout, creating a change in the interaction between pedestrians and drivers. 
The design adopted contemporary concepts that have been used elsewhere on smaller schemes, but the game-changer was to take these concepts and scale them up onto a significantly busier street. In addition, by subdividing the street into two distinctive styles that repeated themselves, a sense of rhythm and spatial hierarchy was created, slowing traffic and reinforcing pedestrian priority and movement at key points. 
Analysis identified that pedestrians ignored controlled crossing points and guardrails, moving across the road in a direct route for their needs and this ad-hoc crossing style explained the high pedestrian accident rate. 
Accordingly, the design created a new balance, dividing the street into ‘boulevard zones’ and ‘street zones’ creating areas for informal pedestrian movement and other areas for vital functions such as bus stops and loading bays. The project team successfully fulfilled the vision by thoroughly articulating the benefits to stakeholders, sticking to the plan, skilfully overcoming obstacles and constructing a high quality product on time. 
Observations show the scheme has achieved its objectives. Pedestrians are crossing the road easily and more safely, traffic is moving smoothly and buses are operating without additional delays. Residents are extremely satisfied with the end results; members of the public have been congratulating ward councillors on the “wonderful” scheme and the deputy leader of the Council was “full of praise”. Finally, the success of the project was formally recognised by Cabinet who were moved to “congratulate officers on this project”.

Judges' Comments

“The judges thought this was a scheme that benefited from an excellent, clear and simple vision on an extraordinarily busy street with a multiplicity of users. The judging panel liked the design and concepts used on the scheme and the fact that they had been adapted from previous smaller schemes.”



CIHT Effective Partnerships Award


Winner: Essex County Council Strategic Highways Transformation - Essex County Council and Ringway Jacobs Limited


Essex 1In 2012, Ringway Jacobs Limited was appointed as the strategic partner to Essex County Council to deliver integrated maintenance services across the 7200km highway network. The Council recognised that it needed to transform the way the service was delivered as it moved from ten separate suppliers to a collaborative team, with ECC and Ringway Jacobs staff working within a single organisation, focused on the achievement of shared outcomes. 
This unified structure was formed with teams appointed jointly on a ‘best person for the job basis’, with a single line of sight throughout the organisation, removing man marking – all managed by Ringway Jacobs. The integrated co-located teams use shared IT, processes and procedures, all operating and communicating internally as ‘Essex Highways’. 
Recognising the advantages of adopting a structured approach to the relationship, a joint improvement team was established to set the strategic direction and provide clarity of responsibilities and relationships. In 2015 the partnership gained third party certification to BS11000 – Collaborative Business Relationships including a number of key suppliers. 
A key driver of the service has been to achieve efficiencies and more than £11m of savings have been delivered in the first year over the previous arrangements. These were achieved through the development and management of integrated programmes overseen by a programme management office, the removal of man-marking and efficient working, whilst maintaining service levels. 
The partnership supports local employment, with 30% of its expenditure through local SMEs, has taken on 51 apprentices and developed graduate opportunities with Anglian Ruskin University and the University of Essex 2Essex. All staff and the supply chain are encouraged to participate in volunteering activities through a community outreach programme and engage with schools to raise the industry profile.

Judges' Comments

“This was the clear winner from an extremely strong field of entries. A model of effective partnership working built on shared objectives and problem solving, demonstrating success through transformed behaviours. A shining example of what can be achieved through true collaboration.”

CIHT / Colas Technological Application Award


Winner: A1 Leeming to Barton ECI - Carillion Morgan Sindall and Redspeed International


The A1 between Leeming and Barton is an all-purpose two lane dual carriageway carrying in the region of 50,000-54,000 vehicles a day, with approximately one-quarter being heavy goods vehicles. The route has historically had a poor accident record, with continuing safety, congestion and journey time reliability problems. Improvements have been on-going since March 2014 with online works to upgrade into a dual three lane motorway, enabled with major traffic management over 22km.Tech App 1
During this period, collaboration between contractors Carillion Morgan Sindall JV, North Yorkshire Police, Highways England, and supply chain partners Redspeed International has been exceptional. This working group has delivered a structured hierarchical five point change process, the objective being to create a cultural change in large goods vehicles (LGV) driver behaviour through roadworks. This initiative uses firstly warnings, learning and education, and then enforcement methods, which are proving to be a great success with an 85% reduction (28 April 2015) in lane 2 violations by LGV. This enforcement deterrent was only possible due to technological change in existing average speed cameras.
Tech App 2

This method utilises the existing enforcement cameras with dual capability for enforcement of both speed and weight (restriction). The 85% reduction in lane 2 violations will improve safety through roadworks for both road users and workers.
The structured hierarchical five point change process:
1. Portable message signs warning of new enforcement methods in roadworks
2. Warning leaflets to key truck stops and services
3. Collaboration with the Road Haulage Association
4. Letters to haulage organisations with option of actions/learning feedback
5. A non-endorsable (fine fixed penalty notice) and further North Yorkshire Police intervention




CIHT / Costain Sustainability Award


Winner: Improving the Health of Londoners - a transport & health action plan - Transport for London


Improving the health of Londoners: transport action plan is the first health action plan in the world for a transport authority. The overarching objective is to strengthen health considerations in policy and decision-making within TfL and support stakeholder organisations, particularly London boroughs, to do so too. 
This ‘health handbook’ for London’s transport sector serves multiple purposes:

1. Showcasing the many ways that transport in London is already delivering health benefits from the roll-out of cleaner buses to improved air quality, to investment in cycle tracks to support active travel. This enables practitioners to understand the many and varied ways they are delivering win-win-wins for transport, sustainability and health.
2. Identifying the priority areas where the biggest impacts can be made through the transport system to improving health and reducing health inequalities. This enables policy makers to put their energies into areas that will give the biggest ‘health return’ on investment.
3. Providing a locally tailored medical evidence base for the relationship between transport and health. Every statement is referenced to a reputable source, meaning that leaders, advocates, practitioners and policy makers can take the evidence presented in this report, and apply it to their own policies, business cases, etc., to make the case for investment in sustainable transport.
4. Committing to deliver ten actions over three years to embed health considerations into internal processes, support given to partners and stakeholder engagement. These actions include strengthening the appraisal and procurement processes, engaging new stakeholders in the health sector and monetising the health impacts of these activities.
5. Offering a range of tools, resources and key evidence sources to support practitioners in building health into their own practice.

CIHT / VINCI Concessions Highways Asset Management Award


Winner: Leeds Highway Maintenance Strategy: creating value for the community - Leeds City Council


Leeds City Council has developed a whole-life asset maintenance model that is ensuring the efficient use of resources to maintain its 3000km road network, which is of vital importance to the local community and the economy of the city. The model benefits from more than ten years of cost and condition data, providing an accurate picture of the impact of previous maintenance strategies. Output from the model is supported by the Council leadership and senior politicians who have backed continuing investment in highway maintenance and made road condition a Council priority. Implementation of the strategy is beginning to show real benefit in the reduction of potholes and third party liability claims.
The development of the model has combined Leeds’ previous work in this area, the HMEP toolkit, and observation and sharing of best practice from elsewhere. The work has been undertaken entirely in-house 

and represents good value with minimal running costs. The model is integrated with existing inventory and condition software packages, so that as condition surveys are completed, the model can provide the current and predicted network maintenance status with just a few simple ‘clicks’. The output has been verified with historical data and condition trends, leading to a high degree of confidence in forecasting.
The output from the model is being used to generate an annual State of the Highway Network report to communicate the application of asset management to stakeholders. The report will engender a greater understanding of the pressures facing highways maintenance and how the application of asset management is delivering efficient services for the community.
Councillor Richard Lewis, Executive Board Member for Transport and the Economy, said: “The maintenance strategy that has resulted from this work is now in place and is essential for the sustainability of future road maintenance in Leeds”.


CIHT / Gatwick Airport Major Projects Award 


Winner: Metrolink to Manchester Airport - Transport for Greater Manchester


Transport for Greater Manchester is delivering a £1.5bn investment scheme to triple 
the size of its iconic tram system, Metrolink. The latest line
 to open is the £400m locally funded 14.5km exten
sion to Manchester Airport, via Wythenshawe. Opening on 3 November 2014, more than 12 months ahead of schedule, it provides significantly improved links to employment, retail and leisure opportunities, as well as suppor
ting regeneration and economic growth. Early delivery was due to lessons learned from previous extensions driving efficiencies across the project, resource flexibility due to delivering other extensions early and the development of innovative tools and techniques.
The project included:
• Construction of 14.5km of brand new tramway through a range of urban environments, ecologically sensitive areas and heavily populated residential/town centre
• 15 new, fully accessible stops
• New Park & Ride facility just off the M60 motorway
• Extensive utility diversions to move often ageing, even pre-war assets, away from the new tramline
• Construction of major new structures:
– 2 new motorway crossings
– Viaduct over the Mersey valley, a site of Special Biological Importance
• Extensive highways interfaces including the design of 28 road junctions
This brand new line is part of a bigger picture that will deliver significant improvements to the infrastructure of Manchester Airport and the surrounding area. This extension will also support and provide connectivity to the UK’s first ‘Airport City’, an £800m landmark property development, one of the most significant regeneration schemes since the 2012 Olympics redevelopment.


CIHT / Department for Transport Reducing Sign Clutter Award


Winner: Sign Rationalisation in Highway Maintenance: a new approach - Norfolk County Council and Amey plc


Reducing Sign Clutter (before)Norfolk County Council is committed to reducing sign clutter to help maintain asset efficiency, ensure the effectiveness of signage across the highway network and improve the aesthetic in the rural county.

Although a review of signs happens at scheme design stage, this project focuses on how signs are rationalised by the highway maintenance staff, specifically (but not isolated to) rural roads.

The main objective is to enable highway maintenance staff to challenge the traditional approach of automatically replacing or repairing damaged or worn signs. Although the potential cost savings were a significant factor, the recommendations outlined in the Traffic Signs paper ‘Signing the Way’ further supported this approach.

By providing training, guidance and support, Norfolk County Council has been able to implement a change in culture across the county which encourages front line maintenance staff to challenge old practices and make reasoned decisions to help reduce sign clutter. It’s a bottom up approach focusing on what’s needed rather than what is already there.

Reducing Sign Clutter (after)Previous experience recognised that a ‘risk assessment’ based approach was the most effective way to support this decision making. A template was created to prompt the decision maker to consider, not only the highway environment and an established local knowledge, but also the history of public contacts received and known accident data.

This approach was further reinforced in the Council’s Transport Asset Management Plan and now the challenge ‘Is this sign necessary?’ has become normal practice for their highway maintenance staff.

Focusing on sign rationalisation within the highway maintenance teams has been a significant step forward for the Council, which concluded that sign rationalisation need not be isolated to specific schemes, but viewed as part of the routine working day.

Judges’ Comments

“The judges like the fact that this submission was part of a complete approach to sign rationalisation; from design through to maintenance. Its proponents are successfully challenging the traditional approach to the replacement/repairing of damaged or worn signs.”

CIHT Employer Award for Excellence in Skills Development


Winner: Railways Graduate Rotation Scheme - Mott MacDonald - Railways Division


Mott MacDonald Railways Division Graduate Rotation programme demonstrates its dedication and commitment to developing the next generation of rail engineers. It provides an innovative, simple and cost-effective solution to a problem that many organisations face. Mott MacDonald 300
The Railways Division has seen unprecedented growth in the last two years and some of the key business plan objectives are to move up the consultant chain, by winning a higher proportion of strategic consultancy work, increase overseas and UK sales, and regenerate depth of expertise and management capability, in a competitive employment market.
The Railways Division aims to attract and develop graduates with broad experience, who are technically competent in their specialist area and who also have experience and appreciation of other functions, including exposure to all aspects of the business. The graduate rotation programme is designed to create a talent pipeline of consultants who are comfortable and effective in a multi-functional environment.
The programme objectives are to provide all graduates with experience associated with functional and technical specialisms including:
• System level design, including simulation and
modelling work
• Functional specialism
• Multi-functional project work
• Site work and project implementation
• BIM/CAD/visualisation
• Planning and programming
• Preparation of bids and proposals
• Financial and commercial fundamentals
• Work in another section or overseas
The success of the graduate rotation programme has exceeded expectations.

Judges' Comments

“A great initiative that ensures young professionals get experience and understanding across the different engineering disciplines making up the rail industry. This cross-functional experience is all too rare, yet vital if today’s graduates are to lead an efficient and customer facing rail industry in future. The programme has clear aims and delivers on them through exposing graduates to the experience they need to become professionally qualified, in a way which is easy to manage, not administratively intensive, and provides measurable results. The rotation ensures that individuals experience and understand multidisciplinary transportation, equipping them to be able to work anywhere in the world. The scheme has meant that the average time to chartership has reduced to four years, whereas previously this was six to seven years.”