Andy Trewick

Never a dull moment at KITE Projects Ltd. Supporting the Network Rail #assetmanagement is just something we do. Periodically a visual inspection on an Relocatable Equipment Building (#REB) is carried out. Often in location that's not easy to access. #REB's can be located at different locations along the line but require access through various ways, sometimes down step's, #kitestep 😉Access to these must be kept Safe, so must the #building it's self. So what is it that determines where LineSide Buildings (#LSB) is to be #located or #built ? A) Operational Needs: Lineside buildings are usually placed to support various operational requirements of the #railwaynetwork. These buildings may include #signalboxes, #maintenancesmdrepair #controlrooms or could even be #drivercabins. These locations are based on #tracklayout , #signalling requirements etc for the #orangearmyB) Infrastructure Layout: An #LBS is often positioned to #facilitate #efficient and #effective #operation of #maintenance of the #railwayinfrastructure. They may be located at key points along the #railwaytrack, at junctions, #stations, or #points and #maintenance #access ,  for #networkrail staff and #contractors.C) Safety Considerations: Safety is vital in #railway operations. #LSB 's may be situated in locations that #minimiserisk to both railway personnel and passengers. This includes considerations such as #visibility, #accessibility, to #emergencyresponse points.D) Now for Geographical Constraints: The #geotechnical #challenges all often make the #installation difficult, BUT NOT now there is the ##GSBB ( GoundScrewBuildingBase ) system, this enables the #LBS or #RRB to be located almost anywhere on the #railwayinfrastructure of any #terrain, also #minimising the #geotech #environment .E) Regulatory Requirements: I understand it, that #Regulatory #standards and #guidelines may state where an #LBS can and can't be constructed. These #standards ensure that buildings meet specific safety, accessibility, and environmental criteria.That's exactly why KITE Projects Ltd are helping those in #assetmanagment keep their #assets #safe. Would you like more information ? Regards  Murray Godden  📧 [email protected] 📱07387248875 Transport for London Transport for Wales ScotRail Nexus DB Rail SBB CFF FFS SBB Cargo Groupe SNCF Freightliner Group Ltd #railwaysafety #infrastructure

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Driving large-scale construction projects to successful completion requires clear communication, structured performance management, and effective problem-solving. One of our previous projects involved supporting a major infrastructure programme delivering a new rail line for London and the South East. Key outcomes: • Improved on-time delivery with predictive metrics to track milestones • Enhanced cross-functional collaboration, breaking down silos and aligning teams • Faster, data-driven decision-making, reducing delays and improving efficiency • Successful, on-time handover of critical project elements By implementing Visual Performance Management and Lean problem-solving techniques, we helped streamline communication, improve decision-making, and ensure the achievement of project milestones. Interested in learning how our solutions can transform your organisation? Read more: https://lnkd.in/etvfz2HZ

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Recap The Return to Direct Labour: Why It Matters Historically, companies moved from direct labour to subcontracting to reduce upfront costs and add flexibility as projects grew in complexity. Beyond the Bottom Line: Cost Efficiency with Direct Labour The cost benefits of direct labour extend well beyond initial savings. Today, we focus on Consistency in Quality—Setting a Standard, Not Just a Target. Consistency in Quality—Setting a Standard, Not Just a Target In construction, quality isn’t merely a goal; it’s the foundation of durable, reliable structures. Direct labour raises quality from a target to a fundamental standard embedded in every phase of a project. Workers accountable to a single company understand that they’re upholding its reputation, producing long-lasting value. This approach transforms quality control from periodic inspections into an ongoing, built-in safeguard. Minimising Variability and Enhancing Cohesion Direct labour teams follow consistent methods and unified standards, reducing the variability often seen with subcontractors. While subcontracting provides flexibility, it can result in varied work styles and quality levels, causing costly rework and communication issues. Direct labour ensures that quality is a reliable constant, supported by close supervision, clear communication, and a shared understanding of project goals. This unity promotes high standards at every construction stage. The Power of Customised Training Direct labour also facilitates more effective training, aligning skill development with company-specific quality and sustainability goals. Workers trained in a company’s values and methods become a highly competent, committed workforce. Unlike subcontractors, direct labour teams receive continuous, tailored training that enhances both quality and efficiency, ensuring consistent adherence to company standards. Long-Term Success Through Consistency Projects completed with direct labour generally exhibit fewer defects, require less rework, and incur lower maintenance costs, building a strong reputation for reliability. Clients, partners, and end-users recognise the difference that direct labour brings, associating it with durability, safety, and high-quality outcomes. This reputation for excellence strengthens client loyalty and often leads to repeat business. A Competitive Edge in Today’s Landscape With the increasing focus on sustainability and long-term value, direct labour presents a compelling model for maintaining quality consistency. By reducing the variability of subcontracting, direct labour ensures superior outcomes and craftsmanship, making quality a consistent standard rather than just a target. Ultimately, this approach benefits all stakeholders—clients, workers, and communities—by producing reliable, enduring structures that embody high standards.

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Best Practice from Our Rail Projects    We would like to share this important article written by our very own Dan Graham, Project Lead, TXM Consult. Sharing our proactive measures and rigorous safety protocols which have enhanced project outcomes and protected our workforce.    "Managing health and safety in the rail industry is crucial in ensuring the wellbeing of all staff, the cornerstone of any successfully delivered project.     On the CL755 Bi-Mode Unit (BMU) Stadler Rail Services (SRS) maintenance support project based at Greater Anglia (GA) Clacton Train Maintenance Depot (TMD), a parent TXMC Risk Assessment (RA) was implemented to incorporate all mandatory cross firm health and safety processes and policies. This required an independent assessment of depot operational and maintenance hazards and the justification of their associated risk levels. When producing the parent RA during the initial mobilisation phase of the project, a gap analysis of historically published documentation was required to ensure no stone was left unturned. It is worthy of note that this project required new staff to carry out the preventative and corrective maintenance of new trains at a TMD that had not been utilised for this fleet as the norm before. TXMC, SRS and GA worked collaboratively to implement all necessary amendments and finalise the parent documentation.     Throughout the project, staff training and regular cross firm communication has been key in ensuring all health and safety processes and policies are always understood by everyone. Every member of staff has the knowledge of where to find vital information, demonstrating this daily; this includes having visibility of cross firm briefings and the ability to communicate their acknowledgement and understanding of new information; this can be anything from an awareness only notification to the instigation of a change in ways of working. Health and safety is the foundation of any working day in rail and is therefore emphasised immediately at the start of shift brief conducted by our Project Leaders, taking place prior to any spanner being turned.      Mandatory weekly reportable depot safety tours take place; however, all staff are fully aware of when and how to raise a matter of concern during their activities. With both, any issues raised are treated as an absolute priority by the TXMC management team and will result in a prompt and effective investigation with any subsequent intervention and communication taking place as soon as possible.     At TXMC, sending our staff home to their families in the same condition they came to work is not to be compromised."    #RSW24 #BuildingSafetyTogether #RailSafetyWeek #RFMember #TXMC #BestPractice #ProactiveMeasures #ValuePeople #ValueSafety 

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"A recent TCC decision has considered amendments to a JCT Design and Build Contract seeking to impose full design responsibility for the Employer’s Requirements (the “ERs”) on the contractor. The decision considers whether a statement in the ERs as to the stage the design had reached amounted to a contractual warranty. The court disagreed with an adjudication decision obtained by the contractor and held that the statement in the ERs was not sufficient to qualify the Contractor’s assumption of design responsibility as specified in the contract conditions." #full #design #responsibility #construction #engineering #law #business #management #future

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If you missed Monday's webinar on how to embed a quality culture in construction organisations, the recording is now available to view on the GIRI Youtube channel - featuring insights from Construction Quality Improvement Collaborative (CQIC) and Morgan Sindall Construction. WATCH: https://bit.ly/4dknABv #construction #qualityculture #rightfirsttime

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We have enjoyed working with Balfour Beatty VINCI SYSTRA Joint Venture Old Oak Common project team providing human factors expertise as part of their plan for continual improvement. We have undertaken an independent assessment of several critical areas of project risk controls; - refreshing the induction to be more engaging and impactful, which helps with transfer and retention of key project messages - refinement of the setting to work processes from Daily Activity Briefings, cascading through supervisors to frontline team leaders so that critical risk information is communicated without overload (or missing information) to support positive perception of risk - introduction of coaches to develop site supervisor skills in the workplace - utilise data in relation to behaviours to confirm the effectiveness of health and safety learning (identification of learning inputs, transference, comprehension checking and embedded learning) Plus delivering accident and incident investigation training including human factors! Philippe Galley, Balfour Beatty VINCI SYSTRA Old Oak Common Project, HSEQ Lead says "It has been very easy to work with Gateway. One of the best aspects was the adaptability to our specific needs, but also the knowledge they displayed in human factors, behaviour and investigation techniques." We have published a short case study on our work at Old Oak Common on our website. Follow the link to find out more. https://lnkd.in/es972f-d Dr Shelley Stiles Clare Richardson CMIOSH #humanfactors #safety #health

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Three years ago, the ECITB Workforce Census highlighted the age breakdown of the engineering construction industry's workforce. Let us know how things have changed by taking part in the 2024 Census to help us provide an up-to-date and detailed snapshot of the industry and its current workforce 👇 https://lnkd.in/egJTT8ZA #EngineeringConstruction #Census

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Mental Health Top Tip 1 – Anxiety, its symptoms, causes and how to manage (thanks to our previous colleague Tony Hedges who shared this with us) All of us may experience anxiety at some point in our lives. We may have an interview, a presentation or a big family occasion coming up and this may cause us to feel more anxious than usual. These feelings, while being a little uncomfortable, may feel almost normal because they are aligned with a cause. In simple terms we almost expect them so we can deal with them, particularly as we feel it is going to be a temporary effect. However, when these feelings are out of sync and become persistent and pervasive then we may be experiencing an anxiety disorder. Things can become so problematic that they may cause people to avoid certain situations, prevent enjoyment and even stop people being able to work. What does anxiety look and feel like? Symptoms of anxiety include changes in thoughts and behaviour such as: Restlessness A feeling of dread A feeling of being “on-edge.” Difficulty concentrating Difficulty sleeping Irritability It can also involve physical feelings such as dizziness, nausea, heart palpitations (a noticeably strong, fast heartbeat), sweating, shortness of breath, headache, or dry mouth. Causes These can vary greatly and to fully establish may need professional input, as a guide however, common causes include. Illness or injury Work environment Family situations Employment status Financial problems Biological factors Trauma The good news: Firstly, if you are suffering with anxiety, you aren’t alone, anxiety disorders are common. Secondly, it’s a widely researched area and a range of options exist to help recovery such as. Talking and sharing: for low level cases of anxiety simply sharing how you feel with a trusted friend, colleague or family member can be enough to help manage and reduce the feelings. Talking therapies: This can involve working through thoughts, feelings and behaviours with a clinical psychologist or other mental health professional in regular sessions over a set period of time.   Cognitive Behavioural Therapy (CBT): which helps to teach strategies for recognising and overcoming distressing or anxious thoughts, is one of the most common therapies for treatment and management of anxiety disorders. Note: If symptoms are severe then always seek professional help! Top Tip shared by my previous colleague Tony Hedges: Look out for change in yourself or your friends and colleagues. Have you or they started to avoid certain events or places, is that anxious feeling now persistent and starting to affect your work or family life? If so then it may be time to seek help, talking to someone about how you feel is a great start. If things start to deteriorate or you don’t see improvement through talking then always seek professional help. #mentalhealth #mentalhealthawareness #wellbeing #arcadis #improvingqualityoflife

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Rediscovering the Power of Direct Labour in Construction Part 10 (Day 11): The Pilot Project Approach—How to Reintroduce Direct Labour Strategically Introduction: Starting Small for Big Impact Reintroducing direct labour into operations can seem daunting, but starting small is the key to success. Pilot projects provide a low-risk way to test strategies, refine processes, and build a foundation for broader implementation. By carefully planning and executing these projects, businesses can measure performance, address challenges, and prepare for scaling up. Why Pilot Projects Work 1. Controlled Environment: A defined scope allows for focused testing and refinement of direct labour strategies. 2. Measurable Outcomes: Pilot projects yield data on productivity, cost, and quality, offering actionable insights. 3. Workforce Engagement: Starting small generates employee and leadership buy-in, smoothing the transition to direct labour. Steps to Implement a Pilot Project 1. Define Objectives: Clearly articulate goals, such as improving efficiency or reducing costs. You can start with a manageable project size. 2. Assemble a Skilled Team: Select workers and supervisors who are open to new approaches and provide necessary training. 3. Set Key Metrics: Establish clear benchmarks for productivity, quality, and cost savings. 4. Monitor and Adjust: Regularly track progress, gather feedback, and make improvements based on real-world performance. A Real-World Example A manufacturing company tested direct labour on a single assembly line, focusing on lean manufacturing techniques. Over six months, productivity increased by 15%, and costs decreased by 10%. Encouraged by these results, the company expanded direct labour practices to other areas. Scaling Up Strategically Once the pilot project proves successful: 1. Incremental Expansion: Apply lessons to similar departments, increasing scale gradually. 2. Ongoing Training: Equip workers with new skills to support long-term success. 3. Share Success Stories: Highlight tangible benefits to foster organizational enthusiasm and overcome resistance to change. Conclusion: Building a Direct Labour Future Pilot projects are a structured way to reintroduce direct labour. By starting small and scaling strategically, companies can unlock long-term benefits like improved efficiency, cost savings, and workforce engagement. With a clear plan, direct labour can become a cornerstone of operational success. They were truncated due to character limitations. Full insights and details will be available in the book, scheduled for release at the end of January 2025.

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To busy for training and development? Try our 2-3 hour online courses, tailored for engineers, project managers and supervisors. Click the link to browse our courses: https://buff.ly/3D0BIPW - Project Management - Contract Administration - Leadership Development #projectmanagement #constructionmanagement #sitemanagement #civilconstruction #projectmanagementtraining #onlinetraining #onlinetrainingcoach #onlinetrainingprogram

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The roads sector is driving up opportunities with a rise in project starts and a number of major schemes starting or passing significant hurdles, while major frameworks are coming up for grabs. https://ow.ly/YMAC50Sel5Z #construction #infrastructure

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So you’ve found yourself some reliable labour-only subcontractors, and you want to keep working with them going forward. But there’s a problem.HMRC rules mean you can’t work with subcontractors long-term, right? Wrong. Find out everything you need to know in this article!

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#HS2 begins assembling Turweston green bridge deck #Engineers working for the HS2 project have begun assembling a new green bridge at Turweston on the edge of Buckinghamshire and West Northants. The 5,940sq/m structure, near Brackley, will carry a country lane and footpath across the new high-speed railway with space on either side to provide a safe corridor for small animals, insects and birds. The bridge will be planted with hedgerows and vegetation to provide cover for wildlife crossing one of the longest and deepest cuttings on the new high-speed railway. It is one of sixteen similar bridges on the HS2 project, which is designed to improve journeys between London and the West Midlands while freeing up space on the existing network for more freight and local services. With the foundations now complete, engineers have begun the delicate task of lifting the thirty-six massive steel beams that will support the 99m wide structure. The team used a 600-tonne crawler crane to lift the beams into position on top of the twin abutments. The beams, which were manufactured in sections and assembled on site, weigh up to 105 tonnes and are being lifted in pairs. They will support a concrete deck formed of pre-cast slabs which will support 2,700 cubic metres of earth to complete the landscaping. Once the main structure is complete, excavation will continue beneath the bridge to complete the cutting in which the track will be laid. This cutting will stretch for 1.5 miles between the Westbury and Turweston viaducts on the outskirts of Brackley, helping to reduce noise and disruption for local residents. Cameron Thompson MBA MSc ChPP FAPM AMICE, HS2 Ltd’s Head of Delivery, said: “It’s great to see the first beams lifted into position at Turweston and I’d like to thank everyone involved.” The bridge – thought to be one of the largest in the UK – was designed by HS2’s main works contractor #EKFB, a team made up of #Eiffage, #Kier, #Ferrovial and #BAMNuttall, working with its design partner, ASC (a joint venture between #Arcadis #Setec and #COWI) and specialist architects #Moxon. During the design stage, better than expected ground conditions combined with design optimisation, allowed the team to cut the structure’s carbon footprint by 42%. This was achieved by significantly reducing the amount of carbon-intensive concrete and steel by removing 102 deep piles and opting for shallow foundations instead. Luis Prieto, T2G Structures Project Manager for EKFB, said: “It’s exciting to witness the construction of the wildlife bridge at Turweston. This innovative 5,940-square-meter structure will carry a country lane and footpath across the HS2 railway, providing a safe corridor for small animals, insects, and birds”. https://lnkd.in/ex2gRGer

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Looking for hiring solutions in Canada? Reach out to Darrell Atkins to book a conversation about how Deploy can assist with your upcoming projects!

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How do you measure rail's social impact? Do you know the challenges and benefits of tracking the amount of social value that rail generates? Join industry leaders from RSSB, Loop - The Social Value People, Network Rail and Colas Rail to learn how to measure and communicate the benefits of social value across the rail industry. Reserve your place to our webinar here: https://brnw.ch/21wLxkA #RailSocialValueTool #SustainableRail #SustainabilityWebinar

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