Keyline is delighted to announce the appointment of Andy Rodgers as its new National Account Manager. Having spent 30 years in the industry, Andy joins Keyline’s national contractor team from Cubis Systems where he spent two years as the Rail Business Development Manager. Prior to Cubis, Andy worked at Polypipe
Unfinished concrete, exposed pipe work and industrial chic; all design tastes symptomatic of a yearning to go back to basics in a world full of complexity. Here, Matt Collins, business development manager at bespoke power distribution equipment manufacturer ide Systems, explains how the company overcame a unique design challenge to
Cars of the future could be programmed to spot potholes on motorways and automatically transmit the information to Highways England to schedule repairs. In a vision of the future outlined today the government company said an intelligent network coupled with connected vehicles would improve the efficiency of road maintenance and
The government’s Infrastructure and Projects Authority has set out more plans to increase efficiency of the industry in a 43-page document entitled Transforming Infrastructure Performance published today. The document sets out plans to change the way infrastructure is planned, procured and delivered. It follows a commitment in last month’s Budget
A concrete company has seen its productivity boosted by more than 25 per cent after switching to a paperless system for ordering and job scheduling, underpinned by telematics. Wright Mix, a leading supplier of concrete screed and ready-mix concrete, has been able to complete up to two extra jobs per
With heavy materials, heavy equipment, and work done from great heights or tricky angles, construction site accidents are going to occur. Every laborer on-site should first follow proper safety procedures, but from there, it’s vital to hold a few key points in mind concerning worksite injuries and accidents. Here are
A collaboration between the Heritage Lottery Fund & Fit for the Future, a network of organisations taking action on climate change within the charity and heritage sectors, has been announced. As climate change becomes a growing conservation challenge effecting historic buildings, collections and gardens, the partnership addresses the increasingly urgent
BDC 319 : Aug 2024
Keyline is delighted to announce the appointment of Andy Rodgers as its new National Account Manager. Having spent 30 years in the industry, Andy joins Keyline’s national contractor team from Cubis Systems where he spent two years as the Rail Business Development Manager. Prior to Cubis, Andy worked at Polypipe Civils and Radius Systems, and brings a wealth of manufacturing and utility sales experience. His role at Keyline will see Andy working with national contractors and manufacturers to ensure best solutions and overall value are offered through early engagement with customers and supply chain alike. A focus will be on building partnerships and ensuring a cost-effective, timely delivery of projects. Andy commented: “I’m delighted to have joined Keyline. I’m looking forward to working for a business that is taking the lead rather than following, and using my manufacturing background and industry experience to offer smarter solutions to customers.”
Unfinished concrete, exposed pipe work and industrial chic; all design tastes symptomatic of a yearning to go back to basics in a world full of complexity. Here, Matt Collins, business development manager at bespoke power distribution equipment manufacturer ide Systems, explains how the company overcame a unique design challenge to deliver a temporary overlay on a building in the heart of London. An architect’s job is often a difficult balancing act between three core concepts: firmness, commodity and delight. A building should primarily be durable, it should then be easy and convenient to use and, finally, it should excite and delight its audience. ide Systems was called into one such building in the London, which faced a growing problem after three decades of use. The firm occupying the building has seen its home become a design icon, because its services, including ducts, lifts and electrical power infrastructure are located on the outside of the building to maximise internal space. While the building has generally stood the test of time, over the course of the last year the building’s electrical services had suffered from water ingress and corrosion. Because the firm generates billions of pounds in revenue a year, it was critical that a continuous supply of power was maintained while repair work was carried out. The facility’s management also faced a secondary problem with free-runners trespassing on the roof of the building, where some of the electrical infrastructure is located, creating a security and safety concern. Finally, because the building has listed status, any solution that was delivered could not be invasive and had to fit onto external gantries running on the outside of the building. This was a challenge because the gantries are only 500mm wide and situated at a height of up to 100m from the ground. Solution ide Systems designed, manufactured and delivered a temporary overlay for the outside of the building. This consisted of a 630A four-pole moulded case circuit breaker (MCCB) and a range of 125A 400V switched interlocked socket outlets, which are designed to be tamper proof, preventing disconnection under load. The accompanying switchgear was placed behind locked windows and ide Systems built the enclosures with an IP65 ingress protection rating, preventing damage from water and dust. So that the units could fit on the narrow 500mm gantries, without damaging the listed building, ide’s engineers redesigned the boards to be tall and narrow allowing them to be manoeuvred into position and bolted down. Future The project has been a success and ide Systems has already secured future work to upgrade other parts of the building, as well as a service level agreement to provide ongoing maintenance and emergency callout services. Facilities managers working in any application where upgrades or repair work needs to be carried out must ensure that the temporary power overlay delivers power continuously and reliably. While industrial chic might not be to everyone’s tastes, a firm and robust design is a necessity for all. Electrical engineers can find out more about the project and the products supplied by downloading the company’s new engineered solutions catalogue from the ide Systems website.
Cars of the future could be programmed to spot potholes on motorways and automatically transmit the information to Highways England to schedule repairs. In a vision of the future outlined today the government company said an intelligent network coupled with connected vehicles would improve the efficiency of road maintenance and at the same time improve safety. In another development drones could also be used to report on incidents, improving response times. In its Strategic Road Network Initial Report, published yesterday (13 December 2017), the company says technology will play an increasingly important role in keeping people moving, and the country connected. It also stresses the importance of keeping existing roads properly maintained, and in a way that minimises disruption to road users and local communities. The report will be used to inform the government’s next road investment strategy which begins in 2020. Highways England chief executive, Jim O’Sullivan, said: “We are delivering a record £15bn of government investment to give people safe, efficient and reliable journeys, and provide businesses with the links they need to prosper and grow. “Because people’s journeys are important to us we are setting out our high level aspirations which will help ensure the network continues to drive economic growth, jobs and prosperity, and keeps traffic moving today, and into the future. “We encourage people to read our report and give feedback through the Department for Transport’s consultation, which is also launched today.” Since it was created in 2015, Highways England has completed 18 major road improvements and has a further 15 under construction. Transport secretary Chris Grayling said: “This government is making people’s journeys better, faster and safer to give people better access to jobs, schools and their community. “We are planning to spend more than ever before to upgrade England’s motorways and major A roads from 2020 through to 2025.” The Initial Report outlines eight aspirations for the next road period: focus on operations, maintenance and renewals; build the smart motorway spine of the network; roll out expressways; undertake transformational investments; deliver a balanced programme; renew focus on small schemes; deliver through refined designated funds; prepare for the future. The Department for Transport has also launched its consultation into Highways England’s Initial Report. The consultation will run until Wednesday, 7 February 2018. The results will be used by the department to help develop the next Road Investment Strategy, which the government is expected to publish in 2019, when details of specific road projects will be outlined.
The government’s Infrastructure and Projects Authority has set out more plans to increase efficiency of the industry in a 43-page document entitled Transforming Infrastructure Performance published today. The document sets out plans to change the way infrastructure is planned, procured and delivered. It follows a commitment in last month’s Budget and Sector Deal agreement to favour offsite construction on major public projects from 2019. At the heart of the plan is to use “digital technology and innovation to improve the way we deliver and extract maximum whole-life value from infrastructure, including through supporting effective delivery of the Digital Built Britain programme and building on examples of good practice such as smart motorways”. The document also sets out how the IPA will join the Infrastructure Industry Innovation Platform (i3P), and continue to engage with other innovation initiatives, to strengthen its role in identifying and championing good practice. Alongside these papers, the government confirmed a new £600bn pipeline of UK infrastructure projects covering the next 10 years. The productivity plans include creating a new Infrastructure and Projects Authority benchmarking team to “define cost and performance benchmarks” and a focus on procuring projects based on whole-life cost, rather than capital costs. The IPA also vowed to help drive the uptake of offsite construction by identifying “obstacles to faster uptake”. The industry has broadly welcomed the plans. Cast’s Mark Farmer, and author of the Modernise or Die report, said: “This is an important document which if successfully played out by government in partnership with industry will modernise construction in a way we have not seen before. It addresses two major linchpins of change – the physical delivery model and the way we procure In the foreword to the document Andrew Jones MP, exchequer secretary to the Treasury, said: “Transforming Infrastructure Performance is the government’s long-term plan to change the way infrastructure is planned, procured, delivered and operated so we can make the most out of our increased investment. “Through interventions including benchmarking projects and accelerating the use of modern methods of construction like offsite manufacturing, our programme will help us to support economic growth and exploit a £15bn productivity opportunity in construction every year.” The IPA said that the “programme will, over time, change the ways in which infrastructure is planned, procured and delivered. To drive whole-life value from assets, the IPA will look at how whole-life performance of assets can be assessed between sectors.” “Focusing solely on the upfront capital costs of delivering an asset, and not how to deliver best value over its whole operational lifetime, can lead to missed opportunities to deliver better value for money and benefits to consumers and society.” “The government is taking immediate steps to support the Sector Deal objectives. Firstly, it will use its substantial pipeline of construction projects to drive innovation and increase the adoption of modern methods of construction.” Across the Department for Transport, the Department of Health, the Department for Education, the Ministry of Justice, and the Ministry of Defence, this currently represents a potential pipeline for modern methods of construction of around £20bn a year.
A concrete company has seen its productivity boosted by more than 25 per cent after switching to a paperless system for ordering and job scheduling, underpinned by telematics. Wright Mix, a leading supplier of concrete screed and ready-mix concrete, has been able to complete up to two extra jobs per vehicle each day and reduce administration with help from an integration between the WEBFLEET fleet management solution from TomTom Telematics and routing and scheduling software AGGSMART. This digital system replaced Wright Mix’s previous manual booking and scheduling system, which relied on paper-based records and communication via phone, and enables dynamic job dispatch and workflow, automatic billing, customer ETAs and digital signature capture. Customers place an order and following preauthorisation of payment, the job can be assigned to the most appropriate driver and timeslot within the dynamic scheduling system. Job details are sent to drivers’ TomTom PRO 8 driver terminals and navigation is automatically provided, giving the driver, office and customer an accurate ETA. WEBFLEET ‘talks’ to AGGSMART throughout whole process. This means that, when arriving onsite with the customer, the driver is able to check the preauthorised payment before dropping the concrete or screed and asks the customer to sign for the delivery on the screen. The exact volume of product delivered to the customer is then recorded in the AGGSMART app, which enables Wright Mix’s accounting system to automatically bill the customer accurately – all without the use of paper or making a phone call. As well as seeing a 25 per cent increase in productivity and removing paperwork processes, the new system has helped streamlined processes, condense administration hours, and reduce ‘bad debt’. Peter Harris, operations manager at Wright Mix, said: “Before we had WEBFLEET and AGGSMART, I was constantly on the phone to customers and our drivers – the days were so frantic. So much so that I would miss lots of calls during the day. Now, the office is very calm and I never miss a call.” Phil Wright, owner of Wright Mix, added: “AGGSMART has been a significant addition to our volumetric ready-mix business, creating flexibility, traceability and efficiency in our day-to-day shipping and ordering process. With a detailed and easy-to-use quotation system integrated to our credit card payment provider, booking jobs has become a seamless process.” The system was implemented by TomTom Telematics partner, FMC FleetTrack.
With heavy materials, heavy equipment, and work done from great heights or tricky angles, construction site accidents are going to occur. Every laborer on-site should first follow proper safety procedures, but from there, it’s vital to hold a few key points in mind concerning worksite injuries and accidents. Here are three things to think about before you head out for another day on the job. At fault – It’s not always what/who you think. So, someone dropped a tool on you from the floor above. You may initially believe the other laborer alone is to blame for your injury, but that’s not always the case. It could have actually been that the tool malfunctioned, and couldn’t be operated as usual. It could be that the scaffolding the laborer was on wasn’t assembled correctly, and they lost their center of balance. It could also be that the laborer wasn’t properly trained by management. Such is the case with many falls and on-the-job accidents; determining fault involves more than just observation. For this reason alone, many cases of worksite accidents don’t play out exactly the way the injured party think it will. In addition, any action taken or benefits the injured party receives will be subject to state laws and regulations, so getting in touch with a construction accident attorney can help clarify what applies to you. How you react counts. Just as with any accident which spurs legal action or compensation, what you do immediately following the accident matters a great deal. First, stop work immediately. This can ensure that you don’t somehow become responsible for your injury by neglecting it, and in fact further aggravate it by continuing to exert yourself. Next, tell your boss. Report precisely what happened, as you understand it. Then, go straight to the hospital. Before you’re released, get a summary (record) of what occurred on paper. Make sure it shows that you were in the hospital on that time and date, and identifies that you were treated for this injury. Once you’ve reported and recorded the injury, then you can contact an attorney. Everyone is not on your side. This can be a devastating lesson for those who have been working for the same company for years. Despite the fact that you’re a loyal employee with a history of good performance, things change when someone is expected to take the blame and eventually pay up. In the same vein, OSHA (Occupational Safety and Health Administration) isn’t always looking out for your best interest as well, as they are not a worker’s rights organization. They will not be investigating your injury in order to support your claim; they are looking for a workplace violation. In fact, it’s more likely that they’ll find you were to blame before a third party. In the end, the most important thing is to do what you can to heal from your injury. Afterward, consult with a few different attorneys and learn what options you have for recourse. This way, you can find a professional who is actually interested in collecting evidence and investigating the situation for your benefit.
A collaboration between the Heritage Lottery Fund & Fit for the Future, a network of organisations taking action on climate change within the charity and heritage sectors, has been announced. As climate change becomes a growing conservation challenge effecting historic buildings, collections and gardens, the partnership addresses the increasingly urgent need for adaptation and resilience. Ros Kerslake, HLF’s Chief Executive, made the announcement during a key-note speech at Fit for the Future’s annual conference, Ideas Harvest 2017: “As the largest funder of heritage projects in the UK, the Heritage Lottery Fund has always been acutely aware of its responsibility. We aim to show leadership and to encourage all involved to act as good custodians so that we can pass on our heritage for future generations to enjoy.” “We absolutely support the Fit for the Future principle that, more often than not, the solution is already out there when it comes to making buildings, land and whole organisations more sustainable. We will therefore be encouraging grantees, new and old, to become part of this fantastic network of organisations dedicated to helping people and projects to ‘go green’.” Fit for the Future is a thriving sustainability network, set up in 2013 by National Trust and Ashden. It has attracted more than 90 organisations including The Crown Estate, The Royal Household, Tate, National Trust, Historic Environment Scotland and Kew Gardens to its membership. The network links up the hundreds of people who are tasked with making these organisations more sustainable. They work together to find practical approaches to lowering their organisation’s energy bills, mitigating climate change and adapting to its impacts. Sir Ed Davey, Chair of Fit for the Future, said: “We’re delighted to be working with the Heritage Lottery Fund to help ensure a sustainable future for our heritage, and look forward to welcoming HLF grantees to the network. Our current members have already achieved some fantastic results: the National Trust saved enough money on oil bills in 2016 to pay for the treatment of 42 sculptures, and the energy savings made by Chatsworth House in 2016 could pay for restoring over 500 meters of dry stone walling. As the impacts of climate change become increasingly apparent, it’s imperative that organisations also have the tools and knowledge to successfully adapt.” The impacts of climate change and the need to adapt has been reported across Fit for the Future’s membership. Historic England has produced a climate change adaptation report[1], outlining the risks for the heritage sector, and in National Trust’s Forecast Changeable report [2], the impacts of extreme weather events on the land and buildings in the Trust’s care were detailed. HLF were one of the first major funders to focus attention on the issue of environmental sustainability, introducing an environmental impact policy in 2008. They are the largest dedicated funder of heritage in the UK and have awarded £7.7billion to over 42,000 projects since 1994.
