The construction and infrastructure sector has been recognised as key to our economy and people’s daily lives by the UK Government during the COVID-19 pandemic and supported to continue working where it can safely do so. Here you can find a snapshot of some of the things Balfour Beatty has been doing throughout the COVID-19 pandemic to keep the wheels of the economy turning, transport networks moving, communities connected and essential services running.
Shaping our Future
Delivering for our Customers
Our Industry's Response
Information for Suppliers
Our Industry’s Response
Our COVID-19 Strategy
Thank you to our experts who have stepped up during COVID-19
The COVID-19 crisis is continuously evolving, and we will continue to develop our approach and keep all of our stakeholders updated. Our Group Crisis Management Team meets regularly to understand the evolving situation and to enable Balfour Beatty to respond swiftly to any changes. We support the UK Government’s position to allow the construction and infrastructure industry – key to our economy and people’s daily lives – to continue operating where it can do so safely. Our sites and contracts remain operational where we are able to appropriately implement Balfour Beatty’s COVID-19 Site Operating Procedures, issued on 24 December 2020, which are fully aligned to the latest UK Government guidelines to ensure the continued health, safety and wellbeing of all those who work for and with us. Where projects and contracts are temporarily closed or schemes paused as a direct result of COVID-19, we have adopted the UK Government’s Job Retention Scheme – Furlough – which we have enhanced in the short-term. As to be expected under current market conditions, our approach will be reviewed on an ongoing basis. Further detail around our approach to business continuity in these unprecedented times:
Our Strategy
Balfour Beatty’s strategy for responding to COVID-19 aims to ensure that we:
The health, safety and wellbeing of all those who work with and for us, as well as the general public, is always our priority.
Keep people safe
Continue to build and maintain the infrastructure the country relies on
Keep cash flowing through the supply chain
Retain capability
01
02
03
04
Our Crisis Management Team, chaired by our Group Chief Executive has been mobilised
We have a business wide Working Group in place, exploring all aspects of the impact and potential impact of COVID-19 on our business
We are preparing for potential, future eventualities in light of COVID-19 so that we can respond swiftly should the current situation evolve
We have ring fenced key supplies and are monitoring the situation daily
All of our projects have business continuity arrangements in place
Our accounting services centre in Newcastle, which is responsible for the processing of all payments, has implemented its business continuity plan and through electronic invoicing and electronic approvals we are striving to pay our supply chain in a timely manner
To support increased remote working, we provided additional support for staff including the roll-out of Microsoft Teams and further improving our inter connectivity
We have undergone a thorough test of our IT systems to ensure that those employees working from home are fully able to do so with minimal disruption to business as usual. As part of our business continuity plans, we have back-up procedures in place
We are communicating with our employees on a daily basis with the latest advice and guidance and additional measures that Balfour Beatty is taking to protect our business.
You can read our Group Chief Executive, Leo Quinn’s COVID-19 blogs to our employees below.
20 May 2020 - Acting swiftly to secure our young people’s future
11 May 2020 - A step closer to the new normal
7 May 2020 - VE Day 75 - Marching on
17 April 2020 - The lockdown continues: but we must look to the future
9 April 2020 – Stay safe and stay well
6 April 2020 – Shining in the face of adversity
29 March 2020 – Thank you to our workers
25 March 2020 – Your health and safety – always our priority
18 March 2020 – Using our strength to weather the storm
As a direct input to the Taskforce, we ran a My Contribution campaign called ‘Bouncing Back’. My Contribution is the channel which allows us to tap into a rich seam of creative thinking from our teams, crowdsourcing ideas to drive change and bring benefit to the business, our employees and our customers. Over the course of the campaign, our workforce in the UK and US generated more than 450 ideas in four core areas: A Great Place to Work, Digital Future, Back to Business and New Markets and Demand. We were looking for anything that could potentially drive a productivity benefit to the tune of £10,000 - £1 million; that could mean our sites can open faster and safer across the UK and those that could get our industry back on its feet and secure its future. Combined, the ideas form a strategic roadmap which will help make sure that Balfour Beatty is fighting fit and gets back to full productivity - and more - as quickly as possible. This will allow us to seize the moment and turn this dreadful crisis into an opportunity. The ideas submitted have formed 15 big ideas that are being taken forward to be delivered and have Executive Committee sponsors. We’re hoping to maintain the momentum we’ve generated by making them a reality as soon as possible.
25 June 2020 - Are you in need of some face-time?
19 June 2020 - Back to business
4 June 2020 - Taking the positive from lockdown
1 June 2020 - Trading update: a good start, but we must exercise caution
3 July 2020 - Keep your guard up
16 July 2020 - Not just good but great
12 August 2020 - It's not rocket science
2 September 2020 - Meetings are taking over – the fightback starts here
2 October 2020 - What diversity and inclusion really mean
8 October 2020 - We’re standing firm in our commitment to young people
2 Occtober 2020 - What diversity and inclusion really mean
As a direct input to the Taskforce, we ran a My Contribution campaign called ‘Bouncing Back’. My Contribution is the channel which allows us to tap into a rich seam of creative thinking from our teams, crowdsourcing ideas to drive change and bring benefit to the business, our employees and our customers. Over the course of the campaign, our workforce in the UK and US generated more than 550 ideas in four core areas: A Great Place to Work, Digital Future, Back to Business and New Markets and Demand. We see this as our chance to bring about lasting, positive change to create a 21st century business, industry and society. The New Normal Taskforce is focussing on four themes:
In April, our Executive Team mobilised a ‘New Normal Taskforce’ to make sure Balfour Beatty is in a strong position to rebound from the COVID-19 lockdown. The group, made up of experts from across the business, has been charged with generating impactful, deliverable ideas for how our business could seize the moment and turn the COVID-19 crisis into an opportunity, using it as a catalyst for new ways of thinking, operating and driving improvement, at scale, weaving the ideas together to form a strategic roadmap to ensure Balfour Beatty is fighting fit and returns to full productivity - and more - as quickly as possible.
Back to business
Ideas for how we get our sites and contracts back to work faster, safer and fully productive
Game changers for the new normal
Ideas for how we can transform our business and create productivity benefits of at least £10k - right up to the millions!
Industry recovery
Ideas that could mean our whole industry gets back on its feet quicker and secures its future
Ideas from across the US and UK that will help Balfour Beatty bounce back from COVID-19
550
+
Our Seizing the day thought paper outlines nine key points and recommendations and explores how we can accelerate change to allow the industry to thrive post lockdown.
New Markets and Demand
Back to Business
Digital Future
A Great Place to Work
Click here to download it
COVID-19 and construction: Early lessons for a new normal? An industry research report conducted by Loughborough University
PAGE 1 OF 5
5
4
3
2
BACK TO TOP
1
Really appreciate the work arounds that Balfour Beatty are coming up with to ensure projects stay on track.
READ MORE
Birmingham Schools project virtual handover
Capital Programme Manager, Education Infrastructure, Children and Young People Directorate, Birmingham City Council
Zahid Mahmood
Head of On-Track Machines
Chloe Tucknott
Even though we have been unable to visit their factory in Austria due to the COVID-19 restrictions, our trusted relationship with Plasser and Theurer has enabled us to continue with virtual training and machine tours. This means that our expert operators and support team can familiarise themselves with the machines ahead of them arriving in the UK.
Virtual tamper machine tours
By adapting the way they work to maintain social distancing the project team was able to continue operating in line with Government, CLC and PHE guidelines as well as delivering work safely and maintaining programme.
Adapting the way we work
Major Programme Director Network Rail
Graeme Tandy
When we gave out the supplies to the needy, we saw their smiling faces, and I feel that it’s such a meaningful act being able to give back to the community.
Helping local communities during the COVID-19 pandemic
Vice Chairlady of Young Professionals Group, Gammon Construction
Michelle Tang
We came up with the idea of colour coding the radios to ensure each foreman was using the same one each day. This not only helped prevent the spread of COVID-19 on site but also made the gang accountable for their assigned radio. A very simple solution, which makes site operations run a little better day to day.
Colour coded radios save time and improve hygiene in Inverness
General Foreman
Roderick Macintyre
When we see ourselves represented in the workplace, it tells us that we matter and makes us feel valued and respected.
‘Our ITT’ Podcasts
HR Business Partner, Balfour Beatty
Sharmeen Ilyas
As a subcontractor for the construction industry, I sometimes have serious safety concerns to address with the general contractor. I wanted to let you know what an astounding job Evan Hanes is doing at Harnett County Library. He has taken the response efforts for the coronavirus above and beyond most general contractors SPC works with.
Living and breathing safety in North Carolina
Field Safety Manager, SPC Mechanical
Bennett Allen
As a subcontractor for the construction industry, I sometimes have serious safety concerns to address with the general contractor. I wanted to let you know what an astounding job Evan Hanes is doing at Harnett County Library. He has taken the response efforts for the coronavirus above and beyond most general contractors SPC works with. He has separated entrances and exits and access and egress to the 2nd floor in order to separate workers as much as possible. Evan is always willing to listen to any safety concerns I may have for the jobsite and responds with thoughtful corrections. Guardrail systems and toeboards are well-maintained and housekeeping is a priority.
During the pandemic, we have created and implemented Balfour Beatty Site Operating Procedures which ensure our sites, offices and depots follow UK Government guidelines, are safe and COVID secure. As we embrace the ‘new normal’ we will no longer be publishing examples of how we’re delivering through the pandemic on this page. We will continue to adapt and evolve our work practices to ensure the health, safety and wellbeing of everyone who works for and with us, as well as the general public. We would like to thank everyone who stepped up in recent months to build and maintain the critical infrastructure at the backbone of economies and people’s daily lives. We remain focused on ensuring we can continue to contribute to supporting the economies and local communities we operate in, both now and when normal conditions return.
15 October 2020 The health, safety and wellbeing of all those who work with and for us, as well as the general public, is always our priority. From the outset of the COVID-19 pandemic, our people, supply chain partners, customers, industry peers and other stakeholders have worked together to keep our industry operating where it can do safely and develop innovative solutions to the challenges presented. You can read more about how we adapted and continued to deliver for our customers through the series of examples further down this page.
PAGE 2 OF 5
Scape is grateful for Balfour Beatty’s contribution to the success of Learning in Lockdown. Their financial support enabled 200 students to participate in our first online work experience, providing students with a taste of working collaboratively to a design and build brief. The students’ first insight into construction was enriched by the input of a team of over 30 supporters from Balfour Beatty from all around the country, who provided the students with advice, hints and tips based on their experience and expertise.
Young people Learning in Lockdown with Scape
Social Value and Performance Manager Scape
Alison Ramsey
I was surprised at how informative a 7-minute video was, and whilst hard to replace a face to face meeting; this was really effective. Please do send our thanks to all involved – especially the site team who took the time out of their busy day. We all found it highly informative.
Leicester NHS Trust virtually visits the Midlands Metropolitan University Hospital
Reconfiguration Programme Director University Hospitals of Leicester NHS Trust
Nicky Topham
Our property maintenance team led by Mark Aldsworth, had to adapt their way of working to ensure works could be delivered safely to a very tight deadline. Their commitment to the project and great collaboration with our local supply chain enabled them to rise to the challenge of providing our customer, Herefordshire Council, with a high-quality facility that will play a crucial role within the local community.
Helping Hereford to be prepared for COVID-19
Contracts Operational Manager Balfour Beatty
Paul Shipton
Can we just reiterate our sincere appreciation and respect of how you have all adapted to the changes and continued to deliver an excellent job.
Realising efficiencies during COVID-19
Lancashire County Council Project Manager
Phil Whalley
Scape is grateful for Balfour Beatty’s contribution to the success of Learning in Lockdown. Their financial support enabled 200 students to participate in our first online work experience, providing students with a taste of working collaboratively to a design and build brief.
I was surprised at how informative a 7-minute video was, and whilst hard to replace a face to face meeting; this was really effective.
Our property maintenance team led by Mark Aldsworth, had to adapt their way of working to ensure works could be delivered safely to a very tight deadline.
UCLan Chief Information and Infrastructure Officer
Michael Ahern
Safety and welfare of staff, partners, supply chain and all stakeholders are always of paramount importance to us. By creating this virtual footage, we can showcase the project and at the same time maintain business continuity in these challenging times. This is a credit to all involved, thank you.
Reducing visitors to sites through virtual site tours
Strategic Growth Director
Joe Webb
Permaquip was asked to come up with a solution for the above which was simple and quick to attach and detach. They came up with the Safe Grip Handle, a simple but effective tool.
Establishing safer alternatives to two-person heavy lifting
Safety Manager Network Rail
Mike Netherton
PAGE 3 OF 5
On behalf of the entire NHS team, I would like to say a sincere and heartfelt thank you to Balfour Beatty for their involvement and remarkable contribution to the delivery of our hospital.
Chief Executive NHS Louisa Jordan
Jill Young
Supporting NHS Scotland
The repairs will help keep the bridge safe for decades to come, so tens of thousands of drivers can continue to use it every day on a key route across the Mersey.
Project Manager Highways England
Mark Mosely
Using remote communication to keep traffic flowing
We appreciate all of your effort. The Hoover HS site is very excited that the new Admin/Classroom Building and Theatre will be ready for occupancy for the 2020/2021 school year as originally planned!
Lead Construction Manager Facilities Planning and Construction San Diego Unified School District
Rick Mortazavi
QR codes help reduce the risk of spreading COVID-19
Balfour Beatty has recognised that the pandemic will spread if they continue with their conventional ways of handwashing at wash basins and have commenced using a touch-free rugged and reliable wash basin, where people can wash their hands as many times as they want without touching the tap or soap dispenser, it is the answer to eliminate spread of diseases in these uncertain times.
Doncaster Metropolitan Borough Council
John Foster
New contactless sink reduces risk of COVID-19 transmission
Using remote communication for engineering innovation
We've been determined throughout this time to keep our key highway maintenance schemes going and ensure our roads are safe for key workers and those making essential journeys. And so we've worked hard with Balfour Beatty to adapt the way we work to keep crews safe and I'd like to express my thanks to everyone who has helped us keep Lincolnshire moving through such a challenging time.
Assistant Director for Highways and Lincolnshire County Council
Karen Cassar
Mobilising vital highways maintenance works during COVID-19
It allows us to carry out overbanding works well on flat surfaces and most importantly allows us to carry this out at a safe distance apart.
Site Operative
Chris Phelan
Innovative tool helps maintain social distancing
Assistant Director for Highways and Lincolnshire County CouncilCouncil
PAGE 4 OF 5
I appreciate that there has been really detailed planning going into this, and that it has needed some clever thinking to develop solutions to some unusual challenges. The positivity from gradually restarting work is really important – showing us that we can work through this if we keep working together.
Andy Alder
Thames Tideway Tunnel
Programme Director Tideway
Working on the M4 J3-12 Smart Motorway, our team are using 4D modelling to help maintain safe distancing on site.
Ensuring safe distancing during major operations
As a result of your engineers actions today, I will be in a position to offer six front line heath care staff a safe haven should they need to isolate or not wish to travel home and risk infecting their loved ones. These beds will be offered free of charge.
Gas Network Ireland Customer
Ian Foley
Delivering emergency response services
You are among the hidden heroes keeping the country moving, and I am personally enormously proud and thankful for all that every one of you is doing. I’d appreciate it if you would convey our personal thanks to your entire team.
The Secretary of State for Transport
Right Honourable Grant Shapps MP
Keeping Britain moving
As the COVID-19 crisis evolves, we have been regularly updating our stakeholders.
Regular Communications with all stakeholders
What these crews are doing – working day and night just like our doctors, nurses, and staff caring for patients – is herculean.
Kevin B. Mahoney
CEO University of Pennsylvania Health System
Penn medicine pivots to provide help
PAGE 5 OF 5
Balfour Beatty have responded swiftly to the COVID-19 events as they have unfolded and been proactive in putting in place the necessary measures to re-plan and maintain our non-customer facing work and to implement safe systems of work to respond to guidance on social distancing and hygiene. Their support is much appreciated.
Interim Director of Construction Cadent
Robert Johnson
Maintaining a safe and reliable gas supply
I’d just like to thank everyone for the phenomenal effort made to try to cover off the risks left by the deferral of the re-signalling at Hither Green. This is a vital area of the Kent route that we will need to manage for some time to come whilst the re-signalling main commissioning is re-planned.
Programme Engineering Manager Network Rail
Paul Cross
Delivering additional works at Hither Green
By using these digital tools we are becoming more effective on site, raising our level of engagement and improving communication with less input – win win!
Agent Balfour Beatty
Toby Lidstone
Digital construction allows remote working
The Balfour Beatty handling of the COVID-19 situation is impeccable and unsurpassed – amazing.
Chief Executive Officer Northacre
Niccolo Barattieri di San Pietro
Maintaining progress at One Palace Street, London
We’re delighted at the way Balfour Beatty has responded to the COVID-19 crisis and is continuing to deliver this project safely.
SHESQ Manager National Grid
Matt King
New safety measures on the Hinkley Connection Project
The mature relationship with SMB has enabled us to collaboratively make controlled, sensible decisions that have ensured our sites remain operational and our people are safe in both distancing and close working environments.
Head of Delivery Thames Valley
Andy Popple
Keeping water flowing across Thames Valley
Supporting our doctors, nurses and support staff by delaying start times.
Keeping traffic moving for our key workers
A reduced number of trains operating in the UK presented the opportunity to deliver rail improvements.
Improving journeys on the West Coast mainline
The RT Hon Alok Sharma, Secretary of State for Business, published a letter of thanks to all those working tirelessly within the industry and making a hugely valued and critical contribution to the national and economic resilience of the UK. Our sites and contracts remain operational where we are able to appropriately implement Balfour Beatty’s COVID-19 Site Operating Procedures, issued on 29 July 2020. Our COVID-19 Site Operating Procedures have been produced collaboratively with health and safety experts from a range of Tier One contractors, including Kier, Mace, Skanska and Morgan Sindall, and are fully aligned with the latest UK Government guidance to ensure the continued health, safety and wellbeing of all those who work for and with us as well as the general public. On 1 April 2020 The Construction Leadership Council wrote to the Prime Minister to outline plans to sustain the industry and accelerate the recovery of the economy. The letter outlines the actions the construction industry is already taking to slow the spread of COVID-19 and goes on to state the importance of clear support and recognition from UK Government for the essential work that the industry is doing, and the role it is playing in supporting public services and keeping the economy functioning. More recently, we have been working with the Construction Leadership Council to articulate what the industry’s “recovery strategy” should be once the COVID-19 restrictions begin to lift. A “one size fits all” approach will not be appropriate across the economy, as different sectors have different requirements and local circumstances will have to prevail in order to inform the most appropriate response. We are working closely with all stakeholders to ensure that the industry solution is suitable and safe for all.
In the Prime Minister’s address to the nation on 10 May 2020, he outlined the UK Government’s COVID-19 recovery strategy. Within this address, he specifically mentioned that construction should be actively encouraged to reopen those sites that were closed, quickly and as long as this can be done safely.
Useful links
Balfour Beatty’s COVID-19 Site Operating Procedures
Secretary of State for Business letter of thanks
As a direct input to the Taskforce, we ran a My Contribution campaign called ‘Bouncing Back’. My Contribution is the channel which allows us to tap into a rich seam of creative thinking from our teams, crowdsourcing ideas to drive change and bring benefit to the business, our employees and our customers. Through the campaign, we asked our employees to submit ideas that would have a big impact on our business, in the areas of:
Construction Leadership Council letter
In February 2020, as we were preparing to go live with our new six-year, £217 million highways maintenance contract for Lincolnshire County Council, the emerging COVID-19 crisis and potential impacts it may have were considered at a joint workshop with the Council. Working collaboratively, we developed three different plans for how we would deal with varying levels of restrictions that may be introduced, ensuring we were ready to react and could continue to mobilise the contract as planned. As the UK was placed into lockdown in March, we implemented the appropriate plan and worked tirelessly to make sure that enough vehicles, plant, materials and PPE were available for highways maintenance works. To welcome employees joining Balfour Beatty from the incumbent supplier, over a three-day period, we delivered 85 induction sessions attended by two operatives at a time and delivered IT equipment to those working from home due to lockdown restrictions. The contract was successfully mobilised as planned and Site Operating Procedures were implemented to ensure the safety of our workforce. As the country continues its fight against COVID-19, we’re playing our part in Lincolnshire by supporting the Council with traffic management for three COVID-19 testing centres as well as making sure the roads are safe for everyone to use.
BACK
3,361
pieces of PPE delivered to the team
12 June 2020
07 MAY 2020
Balfour Beatty’s team delivering Cadent’s Gas Distribution Strategic Partnership (GDSP) to replace aging metal pipes, service connections and build new mains in the North West of England and the West Midlands, has had to make a number of changes to the way it delivers jobs during the COVID-19 crisis. Working closely with our client, we reviewed all work and re-planned anything that was not critical to the continued safe and reliable supply of gas to Cadent’s customers. At the same time we programmed non-customer facing works, where we could maintain strict social distancing protocols, to ensure the efficient use of our resources. A collaborative approach to the challenges we faced has been key to the ongoing success of the GDSP during the current crisis.
induction sessions held over 3 days
85
laptops and phones delivered to the homes of the new employees
50+
12 JUNE 2020
At the A18 Thorne Road project, where the team are replacing a rail bridge spanning the A18 in Doncaster, a foot operated washbasin has been installed in the reception area to help combat the transmission of COVID-19. As a result of our increased focus on hygiene during this time, the site team were cleaning sinks more often with a high volume of water and towels being used. It was evident that this was an inefficient cleaning method with environmental impacts. To reduce these impacts, our site team decided to do some research to help find an alternative option that was both safe and efficient. This is how they came across the foot pedal operated contactless sink. The sink reduces COVID-19 risks as users can wash their hands without touching any other surface. The need to clean the sink is also reduced, thus helping to reduce water and towel wastage. The sink is now located at the sole entry to site and all site employees, visitors and delivery drivers wash their hands before entering and leaving site.
“Balfour Beatty has recognised that the pandemic will spread if they continue with their conventional ways of handwashing at wash basins and have commenced using a touch-free rugged and reliable wash basin, where people can wash their hands as many times as they want without touching the tap or soap dispenser, it is the answer to eliminate spread of diseases in these uncertain times.”
At the A18 Thorne Road project, where the team are replacing a rail bridge spanning the A18 in Doncaster, a foot operated washbasin has been installed in the reception area to help combat the transmission of COVID-19 . As a result of our increased focus on hygiene during this time, the site team were cleaning sinks more often with a high volume of water and towels being used. It was evident that this was an inefficient cleaning method with environmental impacts. To reduce these impacts, our site team decided to do some research to help find an alternative option that was both safe and efficient. This is how they came across the foot pedal operated contactless sink. The sink reduces COVID-19 risks as users can wash their hands without touching any other surface. The need to clean the sink is also reduced, thus helping to reduce water and towel wastage. The sink is now located at the sole entry to site and all site employees, visitors and delivery drivers wash their hands before entering and leaving site.
Our team delivering the Hoover High School Theatre and Classroom Building Additions project have implemented QR codes to provide access to vital information. By scanning the QR codes workers or visitors can access important materials in both English and Spanish, including Balfour Beatty’s Zero Harm safety video, job site orientation documents, logistics plans and more. In addition, the QR codes enable project teams to eliminate the use of paper sign-in sheets by directing workers and visitors to an online check-in form, facilitating compliance with local government mandates. With this technology in place, any person entering the job site has access to documents via mobile devices that would have previously been handled by multiple people. As well as implementing the QR codes to reduce the risk of spreading COVID-19, team members are also checked daily at the project site entry and must pass a temperature screening.
05 June 2020
05 JUNE 2020
Balvac, Balfour Beatty’s repair, strengthening, refurbishment and protection specialist, is the principal contractor on the Palatine Road contract for Highways England. The aim of the scheme is to repair defective concrete on the crossbeams of 15 reinforced concrete piers, which support carriageways of the M60 as it crosses the River Mersey. The bridge deck is comprised of 11 individual pre-stressed beams that are tied together with a diaphragm beam at each end. The complexity of the job meant the bridge deck beams would have to be lifted and lowered in synchronisation. COVID-19 restrictions meant that Balfour Beatty’s permanent works designer, Phil Davis, was unable to attend site in person and without Phil present the lift could not take place. To overcome this challenge and deliver the works as planned the team developed a solution that allowed Phil to use Microsoft Teams to monitor the situation from his home and communicate with the team controlling the lift. Following a successful trial, and approval from the Health & Safety team, the operation was completed successfully, without compromising anyone’s health or safety.
Phil joined his colleague, who was controlling the lift from within a site vehicle, via Microsoft Teams
The bridge over the Mersey has been there since the motorway first opened in 1974 as part of what was then the M63, and it’s beginning to show its age. The repairs will help keep the bridge safe for decades to come, so tens of thousands of drivers can continue to use it every day on a key route across the Mersey.
04 June 2020
04 JUNE 2020
We are delighted to be able to provide Highways England with our extensive expertise and specialist team of engineers to carry out this critical project. Our innovative approach to repair works will help deliver this project with minimal delay and disruption to the travelling public.
Director Balvac
Richard Bailey
We were proud to be selected as Principal Contractor to transform Glasgow’s Scottish Events Campus (SEC) into the new temporary NHS Scotland Hospital, NHS Louisa Jordan, on behalf of the Scottish Government. The scale and speed of the build was astonishing, with the conversion of 24,000m² of the Scottish Events Campus into a space providing 1,036 patient beds and 90 high dependency units. All of this was achieved in just 18 days from standing start to handover. To deliver the project, the site team worked collaboratively with the Scottish Government, military and other contractors and in strict compliance of the Construction Leadership Council Site Operating Procedures.
It has taken just over two weeks to design, construct and mobilise NHS Louisa Jordan. This has only been possible thanks to all of our contractors working around the clock to make sure we are ready to support the NHS in Scotland ... because of the efforts of Balfour Beatty and others, we now have a safe, effective and high quality environment which stands ready for patients, if required. On behalf of the entire NHS team, I would like to say a sincere and heartfelt thank you to Balfour Beatty for their involvement and remarkable contribution to the delivery of our hospital.
days from standing start to first handover
18
delivery team mobilised in
24 hours
employees
81
supply chain members
430
designed, procured, constructed and commissioned within 20 days
24,000m²
07 May 2020
In response to COVID-19, the Pavilion at Penn Medicine in Philadelphia is opening 120 patient rooms 15 months ahead of the facility’s planned opening, making them available to the hospital for patient care should it become necessary. As part of a joint venture team that includes LF Driscoll, we worked around the clock for 17 days to deliver 122,000 square feet of space in the emergency department and inpatient facilities. When Penn Medicine approached the joint venture team—collectively known as PennFIRST—to discuss focusing efforts on certain areas of the hospital in response to the pandemic, there wasn’t even flooring installed in these areas. Responding to the challenge, the team expedited material fabrication, delivery and installation by two-and-a-half to three months. The 120 rooms in the emergency department and inpatient facility may be used as overflow for low acuity patients, or those considered lower risk. If necessary, this space will free up beds within the existing Hospital of the University of Pennsylvania (HUP) for patients being treated for COVID-19.
20 May 2020
20 MAY 2020
Between the integrated project delivery (IPD) contract and the combined forces of Balfour Beatty and LF Driscoll with incredible trade partners, it was a proven success factor amongst the critical project schedule. We couldn’t be prouder!
Project Manager
John McCoach Jr.
As the COVID-19 crisis has evolved and new Site Operating Procedures have been introduced, our projects and contract colleagues along with those who are working from home have been regularly updated on our approach and have access to a range of resources. To help communicate key safety messages to Project and contract based colleagues employed by Balfour Beatty and our supply chain partners, we have introduced a range of safety briefing materials. The materials include our Staying safe and well during the COVID-19 crisis video, Toolbox Talks on Hygiene, Travel and Avoiding Close Working guidance. We also introduced additional guidance for First Aider’s and are complemented by daily briefings from our site and contract leaders, at which additional measures that have been implemented to help slow the spread of COVID-19 are explained. We have also provided additional signage to reinforce the two metre distancing rules and inform members of public that our sites and vehicles are still working as they are making a critical contribution during COVID-19. We’ve also been communicating the latest COVID-19 news to our employees on a daily basis and have established a COVID-19 Resource Centre on our intranet as an easy to use, single source of information. For employees who are on Furlough Leave, we have provided an online resource with key information and access to personal development webinars we are running each week. To keep our supply chain up to date and signpost them to useful information and resources, we have established a dedicated web page and produce a weekly Impact on Supply Chain newsletter, both of which complement regular communications from our procurement leads. As we look toward bouncing back from COVID-19 and returning to full strength as soon as possible, our Executive Team has mobilised a ‘New Normal Taskforce’ that all of our employees can feed their ideas into. You can find out more about how the Taskforce is implementing new ideas on our Shaping our Future page.
22 May 2020
22 MAY 2020
As a major supplier to Highways England, Balfour Beatty has a key role to play in keeping Britain moving. To do this during COVID-19, we are constantly innovating to develop new and improved ways that ensure our teams stay safe during these unprecedented circumstances. From our 2 metre rule campaign, through to new shift working patterns and on to changing the way we work with technology to allow remote working, we are succeeding. The Secretary of State for Transport, the Right Honourable Grant Shapps MP, has written to Jim O’Sullivan, Chief Executive of Highways England, to thank everyone at Highways England for their efforts to keep the Strategic Roads Network running during the COVID-19 pandemic. In his letter the Secretary of State wrote: “Ensuring our roads are open for business means food can reach the supermarkets, patients can reach hospitals, and vital supplies can reach our NHS.” He thanked those working for Highways England, including those on road construction sites, adding:
The road network is key to moving essential goods and people during COVID-19
Delivering emergency response services during lockdown
When the Department of Taoiseach placed restrictions on businesses in Ireland as part of the response to the COVID-19 pandemic, our Balfour Beatty CLG joint venture – which delivers response, maintenance and construction service to Gas Networks Ireland (GNI) – immediately stopped all works, other than delivering emergency response services. Throughout the crisis, the team has continued to answer calls from members of the public and ensure the safety of their gas supply whilst following strict social distancing guidelines. Praise from GNI’s customers has been fulsome.
David [the fitter] is an absolute credit and an asset to GNI and should be rewarded in some way for his exceptional work, professionalism, efficiency and common courtesy towards others. I am truly grateful to him for not only identifying and fixing the problem but most importantly for the peace of mind he made sure I had before he left.
17 April 2020
Rachel Murray
As a result of your engineers actions today, I will be in a position to offer six front line heath care staff a safe haven should they need to isolate or not wish to travel home and risk infecting their loved ones. These beds will be offered free of charge. A sincere thank you to all involved, I know it’s not easy to head out to work and not worry, but today your help will allow a difference to be made.
1 May 2020
The M4 J3-12 Smart Motorway upgrade team are using 4D modelling on the project to plan the large-scale weekend closures that are required to demolish and install the new motorway bridges. Since the Government restrictions and new Site Operating Procedures came into effect, the 4D models now incorporate people with 2 metre bubbles around them to help the team plan socially distanced activities and identify specific tasks that compromise the two metre restriction. Where these have been identified the team have found ways to change the way we do that task. In a small number of cases where there is no alternative method, we have undertaken and recorded risk assessments of the activities and developed a method statement outlining how the risk of spreading COVID-19 has been reduced using the hierarchy of controls. The team has also come up with a variety of visual cues to remind each other to maintain two metre distancing at all times and have introduced a two finger gesture, similar to a peace sign, to communicate to a colleague that two metre distancing must be maintained. This helps the team to communicate at a distance whilst working next to a noisy live motorway and the symbol has also been included on posters around the site that give teams key information and reminders about working during COVID-19. In areas where people queue, floor markings to ensure two metre distancing is maintained have been introduced. Each communal area also has clear markers for how many people are allowed in at one time and in busy areas we have dedicated people to ensure measures are adhered to at all times.
4D modelling has been used to help ensure social distancing on recent weekend closures
The BAM Nuttall, Morgan Sindall, Balfour Beatty (BMB) joint venture delivering the west section of London’s new super sewer, the Thames Tideway Tunnel, are continuing with the works to one of the UK’s key infrastructure projects. Six of the seven work sites paused work in response to the Coronavirus outbreak, but all have now restarted. Despite the change to their working routine and working remotely from home, the BMB teams from across the west section immediately began working hard to develop plans for the safe restart of the other sites. Following a stringent risk assessment review with Tideway, control measures have been agreed and implemented to enable works to restart on all sites. The measures include; only bringing in those needed on site to undertake the works; the provision of parking so the team can travel to site by car rather than use public transport; the introduction of strict social distancing measures on site, in offices and welfare facilities such as one-way systems and floor markings; altered shift patterns to include staggered shift start times and breaks. On the tunnel boring machines controlled access and dedicated work areas have been introduced as well. Since the restarts the team at the Hammersmith Pumping Station have been able to start crucial sheet piling works, the Acton Storm Tanks team is continuing with work to the bypass damper chamber, the Barn Elms is preparing for the re-start of their pipe-jack works whilst the Dormay Street team is making good progress with their interception chamber roof as is the King George’s Park team to their air treatment chamber base. The Carnwath Road main tunnel team are now continuing their drive to Acton and their Tunnel Boring Machine (TBM), Rachel, is well past the 3km milestone. The Frogmore Connection tunnel is getting back on track to have their TBM Charlotte make her breakthrough at Carnwath Road next month.
12 May 2020
12 MAY 2020
Improving passenger journeys on the West Coast mainline
For years the Kilsby Tunnel in Northamptonshire has been disrupting services on the West Coast mainline. Drainage problems necessitating a temporary speed restriction, limiting trains that are meant to be travelling at 120mph through the tunnel to just 50mph, have impacted passengers and operations alike. The COVID-19 crisis has meant a reduced number of trains operating across the UK. Colleagues in our Rail business, working with Network Rail as the Central Rail Systems Alliance (CRSA), saw a less busy railway as an opportunity. And, with increased access to the railway, the CRSA could finally produce a plan to improve this stretch of track. Previous attempts to mend a major drain inside the 2,224 metre tunnel which, at the time of its construction, was the longest rail tunnel in the world, were thwarted. When COVID-19 meant that a full two-week blockade could be achieved, the team based at the Aston depot in Birmingham mobilised with a full plan in under two weeks. Normally this level of planning would take at least a year but knowing how key this work is to the route’s performance, our team worked tirelessly to create a plan that was both safe and deliverable. A task of this calibre would be difficult in ‘normal’ circumstances, so with the added constraints of COVID-19 special measures and social distancing, receiving approval to undertake the works is a fantastic achievement. Works include drain and track renewals within the tunnel. The track possession is approximately 20 miles as a diversion is in place, so the opportunity is being taken to deliver works in the area surrounding the tunnel in tandem with major improvements taking place between Rugby and Milton Keynes. The drain and track renewals work will improve future journeys on Europe’s busiest mixed-use passenger and freight railway line, stopping tracks in the Kilsby Tunnel flooding during bad weather and making this key section of the West Coast main line more reliable for passengers and freight. The speed restrictions will be removed, and trains will be able to travel safely at full speed once more.
The A14 project team has utilised the quiet roads to get even more work done at night to keep the roads clear for other traffic during the day. When speaking with the local community to plan the works, the team realised that many NHS key workers at Addenbrooke’s Hospital, Cambridge, use this route to return home and that 8pm is a key shift change time. Road closures at this time would mean that doctors, nurses and support staff would find themselves on a 10-mile diversion to get home, so the team delayed the start of their night works to 9pm and were thanked by the NHS teams for doing so. The A14 is a Highways England road improvement scheme which is being delivered by Balfour Beatty, Costain and Skanska, working together as the A14 Integrated Delivery Team.
Keeping water flowing across London and Thames Valley
Working with Skanska and MWH in the SMB joint venture, we ensure a secure, reliable water supply to Thames Water’s customers across London and the Thames Valley. During the COVID-19 crisis, Thames Water has continued to maintain infrastructure that society relies on and implemented a gold command structure. We have contributed to this command structure through a Business Continuity Plan, daily visibility on update calls and by developing safe systems of work to protect our workforce. We have also developed, piloted and implemented a Virtual Safety Tour which we will continue to use long after we have bounced back from COVID-19.
km of sewers
109,000
km of water mains
31,300
The number of drinking water customers in London and the Thames Valley
9 million
The works we deliver help ensure a reliable water supply for Thames Water's customers.
At the very start of the COVID-19 crisis, Balfour Beatty’s team were quick off the mark to adopt new ways of working, compiling a list of critical activities, identifying specific control measures for these and then documenting general control measures which could apply to all. Comprehensive briefing materials, self-isolation registers and a new way of delivering site inductions remotely were also developed. The team demonstrated an impressive range of operations that could be completed safely while maintaining 2 metre distancing, such as trenching, installing the haul road, cable bore holing and vacuum excavating; it had only essential workers on site at any one time, minimising the chances of congestion and reducing the number of people entering excavations for our cabling works.
Comprehensive briefing materials developed
Remote site inductions introduced
Reduced number of people entering excavations
The project is a critical part of the Hinkley Point C connection scheme, linking the new nuclear reactor at Hinkley Point C to the national grid.
Making our Gate 2 pedestrian entrance safe for use with the security guard recording who is entering and leaving Installing signage along the external hoarding line to explain the 2 metre rule Implementing one-way staircases, walkways and corridors
Our team showed outstanding focus and drive to quickly adopt the updated Site Operating Procedures and allow works to continue on the complex refurbishment and new build of 72 super prime residential apartments, behind largest retained façade in Europe. Additional measures that we put in place include:
We, along with our supply chain partners, continue to successfully embrace a new way of working during COVID-19 and this has helped us to maintain and build an even stronger relationship with our customer Northacre.
The M4 J3-12 Smart Motorway team have been using innovative digital construction tools to minimise interactions on site without compromising communication between teams. Some of the tools we have been using include:
A portable 3D model – using an app called A360 to view the 3D model against 2D drawings has improved understanding of complicated elements of the structure and communicating on site. Skype site visits – social distancing is driving us to adopt different ways of working and we are trialing the use of Skype/Teams for site visits. Our aim is to use the platforms to avoid people coming to site whilst maintaining the same, if not better, levels of engagement. Digital site inductions via a presentation and a digital site induction register which compiles our list of inducted personnel on SharePoint for all to see.
Agent
Whilst the main commissioning at the Hither Green re-signalling project had been deferred due to COVID-19, our time to work on the network remained in place which provided a valuable opportunity to deliver additional works. To utilise this time, Network Rail requested support in running new signalling cables and route-works to enhance resilience of key assets. We also supported Network Rail at Higham in Kent where a derailment had caused significant infrastructure damage. The team from Hither Green provided specialist resources and co-ordinated a team to support the rectification works and enable a key freight route to re-open. This received direct praise from Fiona Taylor, the Route Director.
17,169km²
total area covered by GDSP
Our team working at Edinburgh Airport have developed a new tool to help maintain social distancing requirements while completing overbanding surface repair works on the runway and taxiways. Overbanding is the process of sealing any cracks or joints on the tarmacadam surface that develop overtime from wear and tear. The normal method of work for overbanding requires colleagues to work in close proximity of each other which presents a risk during the COVID-19 pandemic. During their morning briefings, the team were asked to share and discuss ideas that could remove this risk and ensure two-metre social distancing is maintained. The team came up with and implemented the idea of adding a 45-degree angle extension to the overbanding tool, known as a ‘shoe’. The introduction of the tool has decreased the risk of employees encroaching the other operative’s exclusion zone and allows employees to continue to carry out repairs as normal.
19 June 2020
Mobile temperature checking stations
In Charlotte, North Carolina, our Buildings teams have rolled out mobile temperature checking stations to help identify if someone has COVID-19 symptoms. The stations, which are on a mobile cart so they can be easily and safely moved, use thermographic temperature screening cameras for rapid temperature readings as people enter our job sites and send out an alert when someone has a high temperature. The mobile solution provides teams with greater agility as access points may evolve over project lifecycles. As well as checking temperatures of people as they enter our job sites, the carts also act as a central hub for the distribution of signage, hand sanitiser and wristbands signifying a person’s temperature has been scanned and they’re cleared to work.
To be able to plug the mobile thermal cart in and have it up in running within a minute helps our job sites stay safe without adding more work for the team to manage.
Project Executive Balfour Beatty
Hunt Werner
03 July 2020
Taking advantage of there being less people using public spaces, the project team on the UCLan Highway Improvement Scheme for Lancashire County Council has been able to undertake paving works that would usually be conducted out of core site hours. Due to COVID-19, many of the businesses in the area had to close meaning that less people were in the area. Deploying a smaller team than normal to ensure we adhered to physical distancing requirements, we successfully completed works whilst there was reduced footfall around local businesses - removing the need to work out of normal hours at a later date and reducing potential disruption to businesses as they begin to reopen. Prior to the outbreak, some digital information screens were also installed across the city to provide information on road closures and current traffic news. These screens are now also used to show COVID-19 related updates.
Balfour Beatty Living Places has completed a project to recommission a rehabilitation facility, which had been vacant since early 2019, into a care home for Herefordshire Council. Hillside Care Centre, completed in May, was initially restored to rehouse care residents from the severe flooding Herefordshire experienced earlier in the year, but has since reopened to help relieve the pressure on the NHS during the current COVID-19 pandemic should it be needed. The 22-bed building required a substantial re-design and fit-out to bring it up to appropriate standards. Satisfying the Care Quality Commission, the project will provide patient care and rehabilitation services to some of the country’s most vulnerable residents. The refurbishment programme, completed in only six weeks, involved new electrics, a water heating system, ICT cabling, lighting, decor, door systems, work areas and new kitchen appliances, patient hoists and even a repainted and refreshed car park and gardens.
06 July 2020
University Hospitals of Leicester NHS Trust had planned to visit our £267 million Midlands Metropolitan University Hospital (MMUH) project to see some of the incredible work we have undertaken at the 670-bed hospital. Unfortunately, due to the COVID-19 pandemic, this was not possible, so our project team quickly adapted the site visit to a virtual tour presented by our Project Director, Robert Hallam-allsop. As part of the virtual tour, the Trust’s attendees were talked through a video of the project site and shown the latest developments on the hospital that will offer maternity, children's and inpatient adult facilities to half a million people upon completion. Our project delivery team used the video as a visual aid to showcase the size and scale of the project and home in on some of the key details including mechanical & electrical works, critical wards and the ever-impressive Winter Garden as well as COVID-19 testing facilities. It also helped the team to explain some of the measures we’ve introduced on site during the pandemic including a bespoke hand washing area and 2 metre distancing banners and signs.
Virtual site tour
Due to the COVID-19 pandemic and the associated social restrictions, we faced challenges in delivering work experience and learning opportunities that are vital to attracting young people to our sector. To help us overcome these challenges we, along with other Scape partners, took part in Learning in Lockdown, a virtual work experience programme led by Scape and their partners Class Of Your Own, Engineering Development Trust and Learn Live. The programme gave nearly 2,000 students in year 10/S4 from 300 secondary schools across England, Scotland and Wales the unique opportunity to complete a week of work experience during the COVID-19 lockdown. Running from the 18 – 22 May 2020, the programme focussed on design and engaged the full breadth of STEM subjects with the objective of generating thinking and teamwork. At the end of the programme and after their submissions had been moderated, pupils had the opportunity to earn an Industrial Cadets Silver Award, which they can use in their development portfolios. Never more so than during the COVID-19 crisis, programmes such as this are vital so that we continue to encourage young people and inspire the next generation of construction professionals.
Due to the COVID-19 pandemic and the associated social restrictions, we faced challenges in delivering work experience and learning opportunities that are vital to attracting young people to our sector. To help us overcome these challenges we, along with other Scape partners, took part in Learning in Lockdown, a virtual work experience programme led by Scape and their partners Class Of Your Own, Engineering Development Trust and Learn Live. The programme gave nearly 2,000 students in year 10/S4 from 300 secondary schools across England, Scotland and Wales the unique opportunity to complete a week of work experience during the COVID-19 lockdown. Running from the 18 – 22 May 2020, the programme focussed on design and engaged the full breadth of STEM subjects with the objective of generating thinking and teamwork. At the end of the programme and after their submissions had been moderated, pupils had the opportunity to earn an Industrial Cadets Silver Award, which they can use in their development portfolios. Never more so than during the COVID-19 crisis, programmes such as this are vital so that we continue to encourage young people and inspire the next generation of construction professionals. Key stats:
200
35
students sponsored by Balfour Beatty
Balfour Beatty volunteers
10%
were learners with English as an additional language (EAL)
The current situation has brought with it some unique challenges, in the face of which our industry has shown its enormous capacity to adapt to respond to society’s needs. During these difficult periods, it’s more important than ever that we continue to look to the future and nurturing the next generation of construction professionals to tackle our industry’s skills gap is absolutely vital to that.
Group chief executive Scape
Mark Robinson
During these unprecedented times, it is critical that industry and organisations such as The 5% Club work together to continue to provide young people with vital work experience opportunities. To support the ‘Learning in Lockdown’ programme, 35 Balfour Beatty employees volunteered; working with teachers and schools to make the experience as enjoyable and educational as possible.
CEO Balfour Beatty UK Construction Services
Dean Banks
The Manchester Engineering Campus Development (MECD) is the University of Manchester’s largest and most complex capital project ever undertaken. Once complete, MECD will become home to four Departments and two Research Institutes of the University’s School of Engineering from the Faculty of Science and Engineering. As one of the largest projects in Manchester, there’s a growing demand from the wider construction and property community to learn more about it. To meet this demand, the site team were in the process of setting up a series of short study tours which would showcase the amazing work that’s being carried out on the project. Unfortunately, due to COVID-19, conducting the tours as planned has not been possible. The team have adapted by developing a virtual site tour hosted by our Growth Strategy Director, Joe Webb. The virtual tour allows viewers to take a walk-through the project from the safety of their home or office and provides detail on key aspects including social value, the façade and design. This approach saved the site team time, money and most importantly, reduced the risk posed by having visitors to site during the COVID-19 pandemic. You can watch the video in the top right-hand corner of this page.
17 July 2020
Establishing safer alternatives to two person heavy lifting
The two-metre social distancing rule has meant that some activities on-site need to be approached in different ways. Therefore, the Hither Green Resignalling project team in our Rail business has been continuing to research ways to improve the way they work under the COVID-19 restrictions on their sites in South East London. Where most tasks can be re-worked by briefing colleagues, or rescheduling the timings, some tasks that involve two people to be in close proximity of each other were more of a challenge. One particular task was the two-person lift, especially where a mechanical lift could not be used on site due to space restrictions. Hand trolleys are used to transport items on the track, but the weight of the trolleys, typically around 50kg, means they must be planned as a two-person lift. Contacting Permaguip, a company who has the potential solution with an adapted handle called SafeGrip, the team are able to place the trolley on/off track and maintain a social distance. When the SafeGrip is lifted, it pushes against the side of the trolley, securely holding the trolley in place. The SafeGrip allows both employees to keep a two metres distance and stops each other encroaching the other operative’s exclusion zone.
Due to the Covid 19 pandemic, lots of issues were raised in regard to tasks which put colleagues working within a two metre distance. One of which was the on and off tracking of Tracked Trollies, as it requires a two-person lift. Samantha Hague decided to look at ways this could be tackled and decided that the manufacturer might be able to help. Permaquip was asked to come up with a solution for the above which was simple and quick to attach and detach. They came up with the Safe Grip Handle, a simple but effective tool. Not only does it allow the users to keep two metres away from each other, but it is a better way of lifting and moving the trolley, which helps alleviate the slips, trips and falls incidents.
Safety Manager, Network Rail
28 July 2020
The two-metre social distancing rule has meant that some activities on-site need to be approached in different ways. Therefore, the Hither Green Resignalling project team in our Rail business has been continuing to research ways to improve the way they work under the COVID-19 restrictions on their sites in South East London. Where most tasks can be re-worked by briefing colleagues, or rescheduling the timings, some tasks that involve two people to be in close proximity of each other were more of a challenge. One particular task was the two-person lift, especially where a mechanical lift could not be used on site due to space restrictions. Hand trolleys are used to transport items on the track, but the weight of the trolleys, typically around 50kg, means they must be planned as a two-person lift. Contacting Permaguip, a company who has the potential solution with an adapted handle called SafeGrip, the team are able to place the trolley on/off track and maintain a social distance. When the SafeGrip is lifted, it pushes against the side of the trolley, securely holding the trolley in place. The SafeGrip allows both employees to keep a two-metre distance and stops each other encroaching the other operative’s exclusion zone.
Due to the Covid 19 pandemic, lots of issues were raised in regard to tasks which put colleagues working within a two-metre distance. One of which was the on and off tracking of Tracked Trollies, as it requires a two-person lift. Samantha Hague decided to look at ways this could be tackled and decided that the manufacturer might be able to help. Permaquip was asked to come up with a solution for the above which was simple and quick to attach and detach. They came up with the Safe Grip Handle, a simple but effective tool. Not only does it allow the users to keep two-metres away from each other, but it is a better way of lifting and moving the trolley, which helps alleviate the slips, trips and falls incidents.
For our projects across the Constructing West Midlands Framework, virtual handovers and evaluations during the COVID-19 pandemic have become the ‘new normal’. Working collaboratively with our customer, Acivico Group, on the Birmingham Schools projects, the major refurbishment of St Benedict’s Primary School was handed over to Birmingham City Council on Friday 27 March 2020. The official customer handover meeting took place using Microsoft Teams with the site manager using his iPad to conduct a video tour of the site. The customer was delighted that we had taken measures to mitigate the issues arising from the COVID-19 crisis and that we finished two weeks earlier than the planned date. Following this successful trial, we’ve also carried out virtual site tours on other projects including the £16 million new-build Skills Academy project in Birmingham and the Manchester Engineering Campus Development.
weeks of work experience delivered
8
waste diverted to land fill
100%
pupil places
364
Travel restrictions introduced as a result of COVID-19 meant that our team were unable to visit the Plasser and Theurer factory in Linz, Austria to learn about our two new tamper machines that are being manufactured there. To overcome this challenge, and help the team prepare for the arrival of the new tampers, a virtual approach to training has been adopted. This involved the factory hosting live virtual tours of the machines complemented with regular video clips that show how the machines will operate. The tamper machines pack (tamp) track ballast under railway tracks to make them more durable. The Unimat 08 will be the first of its type in the UK and will have to go through an extensive assurance process before it can operate on the mainline infrastructure. For over 25 years, we have supplied on-track machinery to maintain and align track for Network Rail on the South East, Anglia and Wessex routes. These sections of the railway are some of the busiest in the UK for travelling or commuting in and out of London. The addition of the two new tampers to our fleet will help to ensure the track is expertly aligned for a smooth and safe journey for all passengers.
The Greater West (TGW) project team has continued working during COVID-19 in line with the Balfour Beatty Standard Operating Procedure. As part of their new ways of working, the team challenged themselves on how they could maintain social distancing whilst undertaking work in a Mobile Elevated Working Platform (MEWP) basket. Typically, this would be a two-person task with both individuals within the basket. The team reviewed the emergency recovery procedure and established that they could safely undertake single person working by utilising Linesperson who were also trained as MEWP operators. By positioning a MEWP operator on the ground they could operate the MEWP from the side panel controls and recover the basket / Linesperson in the event of an emergency. This change in working methodology has enabled the project to continue working in line with the electrification programme without compromising safety.
Balfour Beatty is already a great place to work. But during the COVID-19 lockdown, we have adapted and innovated, at pace, in a number of different ways, including how we work. As with businesses across the globe, many of our workforce have been working from home, giving them the ability to flex their working patterns around other responsibilities. Rather than simply rolling out a standard ‘work from home’ policy, we want to be bolder and go further than that. We also know that many of the roles in our business do not allow home-working. So, we have taken this chance to look at what else we can do to use innovative ways of working to give our workforce more control over their own schedules and balance the different demands on their time. And we have looked at how to make the solutions broad enough that they help us to improve diversity and the wellbeing of our staff, attracting the best talent while helping us as a business play our part in reducing air pollution and CO₂ emissions and rush-hour traffic. Key measures in the Great Place to Work package include: smart-working, which means that we’ll do all we can to accommodate requests to work remotely, flexibly, job share and change working patterns; increasing the amount of annual leave staff can buy back to allow them to balance work with other commitments or travel; reducing business travel and overnight stays, supported by smarter-working together through the ongoing use of virtual meetings via Microsoft Teams. To support this, we will put in place guiding principles to make sure that everyone is clear that working differently doesn’t mean working more; that the changes we make always happen within the context of what we have promised to deliver, to customers and our stakeholders; that managers are measuring outcomes effectively; and that those who are working remotely feel connected to Balfour Beatty, not isolated or ignored.
New ways of working from encouraging more flexible approaches to reducing travel and carbon emissions.
Hear from our employees who submitted ideas that will help shape our workplace.
Balfour Beatty’s digital transformation is already well underway under the banner of our 25 by 2025 and Site of the Future work. But COVID-19 has lent a new urgency to accelerating our digital transformation, leading us to fast-track some of the ideas that would benefit our customers, employees and partners while streamlining how we work to reduce our environmental impact. Some of the ideas which are being fast-tracked are: Digital Site Ops – providing our frontline workforce, including our supply chain, with a digital identity that they can use for: contactless site entry; time and attendance recording; and direct-to-worker push notifications which will help with proximity based safety concerns such as social distancing during COVID, people plant interface and exclusion zones. Mission Control – centralising the large amounts of data being generated from our sites in an interactive dashboard so all stakeholders have access to real-time project data such as Health and Safety information. It leverages the power of our Data Lake, (a cloud-based data storage method which allows us to separate data from specific applications and store it in a raw format) to drive more standardised, useful performance management information at a project level. Paperless Balfour Beatty – reducing how much we print by up to 50% and mandating black and white printing, helping us in our aim to become a more sustainable business: cutting how much carbon we emit and the amount of waste we produce - and reducing costs. Delivering our conferences and events online – expanding their reach and reducing business travel and carbon emissions.
Exploring how we can use technology to enhance how we operate as a business and deliver better for our customers.
Hear our employees’ ideas on Balfour Beatty’s digital future.
Balfour Beatty is already a great place to work. But during the COVID-19 lockdown, we have adapted and innovated, at pace, in a number of different ways, including how we work. As with businesses across the globe, many of our workforce have been working from home, giving them the ability to flex their working patterns around other responsibilities. Rather than simply rolling out a standard ‘work from home’ policy, we want to be bolder and go further than that. We also know that many of the roles in our business do not allow home-working. So, we have taken this chance to look at what else we can do to use innovative ways of working to give our workforce more control over their own schedules and balance the different demands on their time. And we have looked at how to make the solutions broad enough that they help us to improve diversity and the wellbeing of our staff, attracting the best talent while helping us as a business play our part in reducing air pollution and CO2 emissions and rush-hour traffic. Key measures in the Great Place to Work package include: smart-working, which means that we’ll do all we can to accommodate requests to work remotely, flexibly, job share and change working patterns; increasing the amount of annual leave staff can buy back to allow them to balance work with other commitments or travel; reducing business travel and overnight stays, supported by smarter-working together through the ongoing use of virtual meetings via Microsoft Teams. To support this, we will put in place guiding principles to make sure that everyone is clear that working differently doesn’t mean working more; that the changes we make always happen within the context of what we have promised to deliver, to customers and our stakeholders; that managers are measuring outcomes effectively; and that those who are working remotely feel connected to Balfour Beatty, not isolated or ignored.
As our operations begin to scale back up to full productivity, we want to make sure that our workforce not only is safe, but that they also feel safe. We’ve taken many of the ideas our workforce has submitted to this end, developed and tested them to make sure that they can be implemented before adopting them more widely. Some of those we’re rolling out further include: Contactless site entry – which also sits under our Digital Future workstream and is being developed as part of the Digital Site Ops work - avoiding the need for people to touch hard surfaces at entry and exit points by using biometric turnstiles. Contact tracing – mapping those who work together over a 2-week period to allow us to take immediate action in the event of a positive COVID-19 test result. Temperature checking – we have piloted daily temperature checks for workers across 15 of our key sites, before they enter the site, as a raised temperature is one of the most common symptoms of COVID-19. This approach provides an extra level of assurance alongside our social distancing measures. We are using static non-contact infrared thermometer devices in order to ensure as high a level of accuracy as possible.
Considering how our sites can scale back up in the new normal, from embedding new approaches to ongoing social distancing.
Watch the video above to hear from our employees whose ideas are helping us get back to business.
This theme has three main workstreams. Strategic client engagement undertaken through a structured series of virtual roundtables and meetings on specific themes to understand customers’ emerging post-COVID-19 priorities and how Balfour Beatty can help with their recovery plans. Undertaking a strategic roadmap review to horizon scan for new opportunities which may arise in the new post-COVID-19 landscape. The aim is to ensure that Balfour Beatty develops and invests in the right resource and capability at the right time and in the right locations to best serve the needs of our clients as their businesses adapt and develop in a post COVID-19 world. Developing the best in-house solutions for our clients, including the development of a new ‘capabilities tool’. The ‘tool’ serves the twin aims of ensuring that all of our people are aware of the full range of capabilities that Balfour Beatty can bring to the table to support clients; and simultaneously strengthens Balfour Beatty and allows it to further develop those capabilities.
Examining opportunities for utilising our skills and expertise, in new and adjacent markets as well as optimising the use of services from across the Balfour Beatty Group.
Watch the video above to hear from our employees whose ideas are helping us to identify new markets and demand.
Our team in Inverness, Scotland is delivering the Beauly to Keith 132kV refurbishment contract on behalf of Scottish & Southern Electricity Networks to meet energy demand in Scotland. The team has been following social distancing measures to prevent the spread of COVID-19. As well as staying 2 metres apart, the team has been trialling new ideas to minimise contact with each other. The simplest of these ideas was to colour code their personal radios, this meant that the same members of the team were using the same radios each shift. The reduced interchanging of the radios has further minimised the risk of infection between the team.
21 Sept 2020
In the past few months, members of our 50:50 joint venture, Gammon, have been helping their local community during the COVID-19 pandemic. Members of Gammon’s Young Professionals Group, their colleagues and their children, together with a number of NGOs, have lent a helping hand in distributing over 70,000 face coverings and over 1,500 bottles of hand sanitiser to low-income families and the elderly. In the last two weeks Gammon held another volunteering day which saw them partner with the Kei Shun Church of Love, charity Lifewire and the Scout Association of Hong Kong to distribute face coverings and hand sanitiser.
When we gave out the supplies, we saw their smiling faces, and I feel that it’s such a meaningful act being able to give back to the community.
The Integrated Track Team, an alliance between London Underground & Balfour Beatty, has launched a bi-weekly interview series called ‘Our ITT’. Whilst covering delicate topics such as increasing mental health awareness, which is especially pertinent during the COVID-19 crisis, the podcasts highlight the importance of flexible working, understanding colleagues, race and gender inequality and general inclusion to allow people to manage home and work. ‘Our ITT’ podcasts have helped everyone connect on a personal level to create a sense of community during these uncertain times. As a platform set up to share personal experiences and promote discussion on important topics with the objective of increasing representation and inclusion within the project, everyone from the business is welcome to join in the sessions. The podcast has also highlighted certain challenging aspects of individuals lives that are heightened by the pandemic, which has allowed the project to show more support and appreciation for each other.
HR Business Partner Balfour Beatty
08 Oct 2020
Our team in North Carolina are creating the 55,767-square-foot Harnett County Resource Center & Library campus as a hub that will connect citizens to the resources they need to grow and thrive. Evan Hanes, Senior Superintendent on the US Buildings Southeast team has been praised for taking Zero Harm to the next level amidst COVID-19 on the project. On site, Evan has introduced extra measures to prevent the spread of COVID-19, including the separation of the team’s toilet facilities with an increased cleaning schedule as well as separated stairwells so that one set only goes up, and the other only goes down. Evan received a beaming commendation from SPC Mechanical, a subcontractor on the Harnett County Government Complex South Facility project in Lillington. By modelling people-first behaviours and procedures, Evan is playing a critical role in helping Balfour Beatty lead the way forward for our clients, partners and the construction industry.
