The Awards Evening will be hosted at the Macdonald Burlington Hotel, Birmingham (B2 4JQ) on Thursday 18th April 2024 and is a black tie event.

Each category invites entries for projects and partnerships that have been implemented between 1st January 2023 and 31st December 2023.

All entries should be submitted to mercia@theihe.org by 5pm on Friday 9th February 2024. Each entry will be reviewed and judged by an independent panel of industry experts with a short list announced on the IHE website on Monday 18th March 2024.

We look forward to welcoming submissions and to seeing you on Thursday 18th April 2024 at the Macdonald Burlington Hotel. If there are any queries, please do not hesitate to contact mercia@theihe.org.

View the 2024 Awards Page

The student bursary awards ceremony for Coventry University students took place on 26 September. Representatives from all five of the Engineering Council’s Joint Board of Moderators institutions, including the IHE, gave a talk to students about the journey to becoming professionally registered engineers.

Pryce Evans, IHE Council Member, attended the evening and presented the awards. He said: ‘It was fantastic to have the opportunity to present to these students who had become members of the IHE and had achieved these awards.’

The bursaries were presented to Jeevan Birdi, Joseph Kizhakechethipuzha, Mohima Akther and Sandeep Singh Sohansoha. Additional congratulations were passed onto Jeevan, who has also joined the IHE Council as a student representative.

Dr Neil Tsang, associate professor and the civil engineering curriculum lead at Coventry University, said: ‘The civil engineering course team at Coventry University is delighted to be an academic partner with the IHE. Transportation engineering is one of the core subjects of the civil engineering curriculum, and many of our graduates work in the highways sector.

‘This collaboration will enhance our students’ learning experience and support their professional development. We are delighted that the IHE gave the opportunity to our students to be considered for this prestigious student bursary.’

Steve Austin, head of the School of Energy, Construction and Environment at Coventry University, said: ‘The School of Energy, Construction and Environment is pleased to be an academic partner with the IHE for its civil engineering courses. This key collaboration will help civil engineering graduates as they enter such a vital industry. We are delighted that our students were recognised as student ambassadors of the IHE, and they have received this prestigious student bursary award.’

The IHE is keen to develop working relationships with all academic institutions to support students throughout their education and toward potential professional registration. Academic Professional partnerships formalise arrangements between the IHE and the academic partner over providing membership to the Institute, as well as advice and assistance on the routes towards professional registration for students.

Following last year’s success, the Branch was determined to continue with a face-to-face event in order to break the working from-home regime brought about by COVID.

This proved to be a welcome alternative for the 50-plus members and presenters who arrived with great enthusiasm for the ‘Sustainable Surface Treatments’ programme.

The day was chaired by IHE CEO Steve Spender and engendered a spirit of collaboration between presenters and delegates.

The morning sessions comprised:

• Surface dressing and its many variations by Steven Port of Kiely Brothers
• Carriageway in-situ recycling by Justin Osborne of Stabilised Pavements Ltd
• Restoring texture without it costing the earth by Gerald Byrne of WJ Group
• Making asphalt surface courses last longer to reduce maintenance costs and carbon using Rhino Asphalt Solutions by Dr Howard Robinson of ASI Solutions.

All the sessions were enthusiastically received by delegates – one comment from the floor described the presenters as the ‘Four Wise Men’ of the industry. Following the popular ‘American Style’ lunch provided by our hosts at Beechdown, the afternoon began with David Rogers from Kiely Brothers giving us a detailed look at The Different Types of Sustainable Surface Solutions, with particular reference to micro asphalt – a process by which asphalt deformation and potholes can be treated, restoring the surface to an acceptable running condition.

Finally, Stephen Fitzgerald, highway programme manager from Oxfordshire County Council gave an enlightening presentation based on the relationship with their framework alliance contractor, Milestone Infrastructure, under an innovative contract designed to maximise efficiencies.

Among their projects has been a series of trials to establish the best way of tackling the problem of multifarious pothole scenarios. It is to be hoped that their results will add to the efficiency of their solutions and processes, from which the sector might learn.

In summing up the day, Steve Spender praised the event and the collaboration that had been achieved through meeting face-to-face.

The Branch is indebted to all the speakers and members who attended for making it such a success.

We look forward to next year’s event and if you have any comments or topic suggestions, please email them to southern@theihe.org

Continuing Professional Development (CPD) is the process that empowers you to stay at the forefront of your field. By taking a structured approach, you showcase a proactive commitment to your industry and profession by addressing your own individual needs.

In a world of complex technological change, you must manage your development needs, not your employer or your colleagues (though they can help), by constantly confirming and improving your professional standing. Documentary evidence of your competence ensures that you do just that.

The Construction Industry Council’s ‘CPD in Construction Group’ defines CPD as: ‘The systematic maintenance, improvement and broadening of knowledge and skill and the development of personal qualities necessary for the execution of professional and technical duties throughout the practitioner’s working life.’

CPD records should demonstrate that you have maintained the up-to-date knowledge required to perform your duties at the highest professional level.

What counts as CPD?

Activities like on-the-job learning, projects, problem-solving, research, conferences, mentoring, volunteering, technical training, management courses or gaining new qualifications – and much more – all constitute valid CPD.

While some of this is easily recognisable, informal learning is often undervalued. A significant portion of your day-to-day job contributes to your development, whether it’s deepening your understanding of engineering through project research, assuming a new budget responsibility, or honing your communication and interpersonal skills through coaching.

For those in highway disciplines or working remotely, opportunities for CPD arise through media and webinars. Seize these chances, document them, and if all else fails remember to read your copy of Highways magazine regularly as this does qualify for CPD too.

Documenting your learning Recording your learning activities prompts reflection on your accomplishments, aspirations, and the path forward. Learning is an ongoing process, often occurring informally through interactions with people from various walks of life.

Be sure to document:

• what you did
• what you achieved
• any consequences, fresh insights, or new needs identified.

We’d like to remind you that, as per the IHE member’s Code of Conduct, you’re obligated to uphold and document CPD.

For our Professionally Registered members (EngTech, ICTTech, IEng, or CEng), the Engineering Council has mandated random sampling of CPD records since January 2017. The IHE conducts an annual audit of our professionally registered members, and you may be requested to provide a CPD record covering recent activities. Failing to do so could jeopardise your professional registration.

How can the IHE assist you?

To support members in fulfilling their CPD commitments, we’ve established a ‘CPD Hub’ in the members’ area. This hub hosts valuable CPD resources including webinars, technical articles, codes of practice, and guidance documents. The IHE CPD guidance booklet, essential reading for all members, is also housed here. Additionally, we offer CPD recording templates and the MyCareerPath online CPD recording tool.

The agreement was signed by IHE Chief Executive Steve Spender at the company’s offices and depot based in Birmingham, where he had the opportunity to spend time with some members of staff that we hope will benefit from the new collaboration agreement between the two organisations. 

On signing the agreement Steve Spender said, “The institute is pleased to welcome Kiely Bros as our latest PDP partner, and we look forward to working with the organisation in supporting their staff in the provision of training and where possible supporting them in seeking professional registration”. 

Ash Howard who is responsible for training and staff development for the organisation and who signed the agreement on behalf of Kiely Bros commented, “We are really pleased to be signing this agreement with the IHE as the next step in supporting our staff in their training and development. We look forward to working with the IHE in encouraging our staff to take up membership of the Institute and help them to develop the necessary skills and competencies to progress towards professional registration”.

Find out more about our Professional Development Partnerships here. 

IHE president Martin Polland had the privilege of chairing the judging panel, accompanied this year by senior vice president Katharine Kelly, who will have the honour of assuming the role of chair of the judging panel next year. Also on the judging panel was Stephen Webb, past president of the IHE. The award ceremony was held on 11 October and was once again held at the Park Plaza Hotel in Westminster – and was a truly spectacular event.

The Institute was once again pleased to be sponsoring the Apprentice of the Year Award and would like to congratulate this year’s winner Katie Withers from Durham County Council.

Joining the other guests on the IHE table were the winners of the institute’s own awards, Best Submission of the Year for Engineering Technician (EngTech) – Calvin Sharp, Incorporated Engineer (IEng) Bradley Doran and Chartered Engineer (CEng) Deepa Varma.

Martin Polland presented them with their award during the evening, congratulating each recipient on the quality of their professional review submission.

Mr Polland said: ‘It has been fantastic to once again see our award winners for best CEng, IEng and Eng Tech submissions attend this year’s Highways Awards.

‘The award winners should be proud of their achievements of becoming professionally qualified, which I’m sure will assist their careers in the future.’

With workforce abuse becoming a subject which is high on the agenda of many within the supply chain Stamp it Out, the industry wide programme designed to eliminate the blight on our sector, have launched a commitment document which it implores all clients and contractors to support and sign.

Good leaders recognise that effective management of roadworker abuse is a key imperative in keeping our people safe and well on the public highway.

When it comes to managing the risk we put our people under when they encounter aggression from members of the road using public we need to stand together as an industry and say, as a collective, that enough is enough.

Over 50% of roadworkers admit that they encounter abuse on a weekly basis with 70% saying that this is something which occurs at least once a month.

Speaking about signing the commitment, Steve Spender, Chief Executive, from IHE said,

‘With many of our member working on ‘live sites’, the importance of safer working is always on our minds. As a Professional Institute it is important for us to get the Stamp it Out message out there to reinforce the importance of this campaign.’

Speaking about the announcement of IHE signing the Stamp it Out commitment, Project Director, Kevin Robinson said,

“In the two and a half years since we founded the Stamp it Out programme we have made considerable progress.

“But it is now the turn of the Client and supply Chain to help us to drive the programme.

‘To see forward thinking organisations, such as IHE, buying into our ethos is something which, as an industry, we should applaud.

“We have developed a reporting tool, designed information board signs which are free to deploy on worksites and are in the process of developing an engaging conflict management training course –now the baton passes to the supply chain and client to adopt them.

“When we see the figures which our own people tell us around the frequency of abuse it is frightening.

“In order that we retain our existing people and make our sector one which is a career of choice to new entrants we must tackle issues such as abuse.”

To find out more or to sign up visit https://www.stampitout.uk/

Map-based systems have been used by countless organisations worldwide for spatial analysis, problem-solving, sharing information with stakeholders, and efficient data communication. Here are several benefits of having map-based insights within your asset management system.

Visualisations

Map-based data provides a visual representation of your assets alongside operational activities to illuminate issues that are driven by geography. While being easier to understand and interpret, spatial data enables you to easily see patterns, trends and relationships that would not be visible when viewing the same dataset in a table format. For example, in Thinkproject’s RAMM software, users can easily view their assets on a map filtered and coloured by their attributes such as type and condition, to name just two. Spatial analysis The ability to analyse datasets based on their location can be hugely beneficial in understanding the geography of certain criteria as well as giving real-time situational awareness of issues. For example, prior to heavy rainfall, a user could easily see drainage infrastructure that has been reported as blocked and falls within flood zones.

Decision-making

Map-based information can lead to better decision-making through having a clearer picture of the situation at hand. Operational data visualised this way can help maintenance teams plan work more efficiently by clustering works and inspections by locality. Being able to see locations that have more issues than others and require more attention means resources can be prioritised accordingly.

Communication

As the adage says, ‘a picture is worth a thousand words’. This is what map-based information is all about. It gives users the ability to easily communicate complex information in a clear, simple and easy to understand format. This enables information to be easily shared by internal teams and external stakeholders.

Collaboration

Across multiple teams with different goals and priorities, a map-based system can support collaborative working by providing common visuals that enable teams to share information and ideas.

Professionals from different fields can work together to align their activities by being able to visualise where their issues cross over due to location.

By providing a single source of truth for their asset data, asset utilisation can be easily optimised by having the ability to schedule and manage reactive and planned maintenance tasks more effectively. A map-enabled system enables spatial insights and visualisations that are simply not available to form-based systems.

Alongside lifecycle tracking, reporting and analytics software like RAMM can be an essential tool for any organisation that wishes to improve the efficiency and effectiveness of their asset management.

By harnessing the power of technology, businesses can ensure the longevity and optimal performance of their critical assets as well as their internal processes.

By Christopher Jenner MIHE
IHE South Western Branch
Senior Asset Management Consultant,
Thinkproject

As a professional and experienced project manager in the realm of highway infrastructure, I understand the pivotal role that stakeholders play in the success of such projects. Managing stakeholders effectively requires a collaborative approach that fosters open communication, builds strong relationships, and embraces diverse perspectives.

In this article, we will explore the significance of collaborative stakeholder management in highway infrastructure projects, highlighting specific examples to illustrate the benefits of this approach. By adopting these strategies, project managers can ensure smoother execution and garner support from key stakeholders.

1. Inclusive Engagement with Local Communities.

Collaborative stakeholder management begins with inclusive engagement with the communities affected by highway projects. Holding public forums, town hall meetings, and focus groups enables residents to voice their concerns, preferences, and needs. For example, when planning a highway expansion in a residential area, seeking input from homeowners and businesses can help identify potential traffic patterns, safety concerns, and noise mitigation measures.

Inclusive engagement with local communities is a crucial aspect of collaborative stakeholder management in highway infrastructure projects. This process involves actively involving and consulting the individuals and groups living or operating within the project’s vicinity. By seeking their input and understanding their concerns, project managers can build trust, improve project outcomes, and ensure that the infrastructure development aligns with the needs of the community. Here are some key points to consider in detail:

1. Early involvement and transparent information sharing establish trust and constructive dialogue with local communities.
2. Engaging vulnerable and underrepresented groups promotes an inclusive and equitable infrastructure development.
3. Publicising feedback and actions taken demonstrates community-driven decision-making and builds credibility.
4. Long-term community involvement maintains communication throughout the project’s lifecycle, managing expectations effectively.
5. Providing benefits to the community enhances the project’s positive impact and fosters a mutually beneficial relationship.

2. Building Strong Relationships with Government Agencies

Highway infrastructure projects often require approvals and permits from various government agencies. Establishing strong relationships with these entities can smooth the approval process and ensure compliance with regulations. Collaborating with departments of transportation, environmental agencies, and local authorities is critical in navigating complex bureaucratic requirements. For instance, engaging with environmental agencies at an early stage helps address potential ecological impacts and ensures compliance with environmental regulations.

Building strong relationships with government agencies is a critical aspect of collaborative stakeholder management in highway infrastructure projects. These agencies play a significant role in permitting, approvals, and regulatory compliance, making their collaboration essential for the successful execution of such projects. By fostering effective relationships with government entities, project managers can navigate bureaucratic processes more efficiently and ensure alignment with local and national policies. Here are key points to consider in detail:

1. Early engagement and regular communication with government agencies facilitate understanding of requirements and potential challenges.
2. Thoroughly understanding regulatory requirements ensures compliance with transportation, environment, and safety standards.
3. Collaborating on permits and approvals with government agencies expedites project timelines and reduces delays.
4. Transparent reporting and documentation demonstrate compliance and foster smooth interactions with regulators.
5. Proactive engagement with regulatory authorities and resolving issues promotes responsible and sustainable project execution.

3. Regular Updates and Transparent Communication

Maintaining open and transparent communication channels is vital for stakeholder engagement. Regularly updating stakeholders on project progress, milestones, and any changes fosters trust and keeps everyone informed. Utilising newsletters, project websites, and social media platforms ensures stakeholders have access to accurate and up-to-date information. For instance, during highway construction, informing the public about construction schedules and traffic diversions helps minimise inconveniences and improve public perception.

Regular updates and transparent communication play a vital role in collaborative stakeholder management for highway infrastructure projects. These practices ensure that stakeholders, including local communities, government agencies, and project team members, are well-informed about project progress, potential changes, and any challenges that arise. By maintaining open and honest communication, project managers can foster trust, manage expectations, and address concerns proactively. Here are key points to consider in detail:

1. Regular updates and transparent communication keep stakeholders informed about project progress, changes, and potential challenges.
2. Transparent financial management builds credibility by sharing budget allocation and resource utilization details.
3. Adverse events and risks are disclosed promptly, demonstrating accountability and proactive risk management.
4. Interactive communication channels encourage two-way dialogue and valuable feedback from stakeholders.
5. Addressing community concerns transparently fosters trust and support from affected communities, leading to successful and community-supported highway infrastructure projects.

4. Active Listening and Feedback Mechanisms

Collaborative stakeholder management involves actively listening to stakeholders’ concerns and feedback. Establishing feedback mechanisms, such as suggestion boxes, surveys, and public consultations, enables stakeholders to share their opinions. Taking this approach, a project manager overseeing a highway improvement project can address safety concerns raised by local communities, ensuring pedestrian crossings are added to enhance safety.

Active listening and feedback mechanisms are essential components of collaborative stakeholder management in highway infrastructure projects. These practices involve actively seeking input from stakeholders, attentively listening to their concerns, and providing opportunities for them to express their feedback. By valuing and incorporating stakeholder perspectives, project managers can enhance decision-making, address issues effectively, and foster a sense of ownership and cooperation among stakeholders. Here are key points to consider in detail:

1. Encourage open dialogue and two-way communication with stakeholders through various channels.
2. Practice active listening to understand and acknowledge stakeholder concerns empathetically.
3. Clarify and paraphrase feedback to ensure a clear understanding of stakeholder perspectives.
4. Seek feedback at different project stages to address emerging issues and adjust plans accordingly.
5. Respond promptly to stakeholder feedback, involve them in decision-making, and appreciate their contributions to build trust and foster a positive project environment.

4. Brainstorming Sessions and Focus Groups

Organising brainstorming sessions and focus groups involving diverse stakeholders can lead to innovative solutions and ideas. Encouraging stakeholders to share their perspectives, experiences, and expertise can improve project outcomes. For instance, a project manager facilitating a brainstorming session with engineers, environmentalists, and local residents may discover an alternative route that minimises environmental impact while improving connectivity.

These interactive forums allow project managers to gather diverse perspectives, generate innovative ideas, and address complex challenges through active participation of stakeholders. Here’s a detailed look at these two techniques:

Brainstorming Sessions:

1. Purpose and Scope: Brainstorming sessions bring together stakeholders, including project team members, community representatives, experts, and relevant authorities, to brainstorm ideas and solutions for specific project aspects. These sessions have a creative focus and aim to generate a wide range of potential solutions.
2. Creating a Supportive Environment: To foster a successful brainstorming session, project managers must create a supportive and non-judgmental environment where participants feel comfortable sharing their ideas freely. Encouraging creativity without fear of criticism allows for out-of-the-box thinking.
3. Facilitating Idea Generation: The role of the project manager or facilitator is crucial during brainstorming sessions. They should guide the participants through the process, encourage participation from all stakeholders, and ensure that everyone’s ideas are heard and recorded.
4. Encouraging Diverse Perspectives: Inclusive brainstorming sessions involve stakeholders from various backgrounds and expertise. Diversity in the group ensures a broad range of perspectives, which can lead to more comprehensive and innovative solutions.
5. Recording and Prioritising Ideas: During the brainstorming session, all ideas should be recorded, either visually on a whiteboard or electronically. Later, project managers and stakeholders can prioritise the most feasible and impactful ideas for further consideration.

Focus Groups:

1. Defining the Focus: Focus groups are organised to gather in-depth insights on specific topics or issues related to the project. The purpose is to explore stakeholders’ opinions, perceptions, and experiences in greater detail.
2. Selecting Participants: Project managers should carefully select participants for focus groups to ensure that they represent diverse perspectives and interests relevant to the topic of discussion. Small groups of 6 to 10 participants work best to facilitate meaningful interactions.
3. Moderation and Guided Discussions: The success of focus groups depends on skilled moderation. The facilitator guides the discussions, asking open-ended questions and encouraging participants to share their thoughts. This approach elicits valuable qualitative data.
4. Uncovering Unspoken Concerns: Focus groups provide an opportunity to uncover unspoken concerns or perspectives that might not emerge through standard surveys or feedback mechanisms. Participants may feel more comfortable expressing themselves in a group setting.
5. Analysing and Applying Insights: Following the focus group, project managers analyse the data and insights gained. These findings can inform decision-making, influence project direction, and help tailor strategies to better address stakeholder needs.

Benefits of Brainstorming Sessions and Focus Groups:

1. Innovative Solutions: Brainstorming sessions and focus groups encourage creative thinking, leading to the generation of innovative solutions to project challenges.
2. Engaged Stakeholders: By involving stakeholders directly, these interactive sessions foster a sense of ownership and engagement in the project.
3. Inclusive Decision-making: Brainstorming and focus groups promote inclusive decision-making, ensuring that diverse perspectives are considered.
4. Improved Communication: These sessions facilitate open communication and build stronger relationships between stakeholders and project managers.
5. Enhanced Project Outcomes: Insights gained from brainstorming and focus groups can lead to improved project outcomes that better meet stakeholder needs and expectations.

Conclusion

Collaborative approaches to stakeholder management are pivotal in highway infrastructure projects. By engaging local communities, government agencies, and private entities, project managers can foster positive relationships and ensure that projects align with stakeholder expectations. Transparent communication, active listening, and embracing diverse perspectives enable project managers to make informed decisions and address concerns effectively. Moreover, collaborative partnerships and idea generation workshops lead to more innovative and sustainable solutions. As professionals in highway infrastructure project management, we must prioritise collaborative stakeholder engagement for the successful and community-oriented execution of our projects.

By Jobert Fermilan IEng FIHE
IHE North Western Branch Chair
and Council Member

The report calls for the re-instatement of effective ringfencing of funding for local road maintenance. The IHE and the Asphalt Industry Alliance (AIA) jointly support the APPG, which is an informal group of members of both Houses of Parliament and is chaired by Sir Christopher Chope MP. Details of the work of the APPG for Better Roads and a copy of the report can be found at www.appg-betterroads.org.

The decision was agreed by the IHE’s full Council this week.

It comes on the back of a freeze of fees last year in the wake of the cost of living crisis, which saw inflation reach around 11%. It has subsequently fallen, but it still remains at roughly 6%.

Having secured a boost to income over the last 12 months through an increase in total membership and an expanded training offer, the IHE leadership has dug deep to give wider support to members.

Chief executive Steve Spender told Highways: ‘The IHE is really pleased to be able to support our members in the difficult times we all face financially. This is once again a demonstration of the Institute responding to members’ needs.

‘The £10 will be shown as a discount for all fee-paying members. So no matter what you are paying, we will declare it as a one-off discount on your fee.’

The news also comes after the IHE secured a string of professional development partnerships, including with the Local Government Technical Advisers Group and ITS UK, as well as academic partnerships with universities including London South Bank.

The agreement was signed during the IHE Council meeting held in Stratford Upon Avon between Simon White, Managing Director of Forest Traffic Services Ltd, who is also a member of the IHE’s national Council and IHE Chief Executive Steve Spender.

Steve Spender on signing the agreement said, “The institute is pleased to welcome Core Highways limited as our latest PDP partner and we look forward to working with the organisation in supporting their staff in the provision of training and where possible supporting them in seeking professional registration”.

Christina Scant, Group Head of Human Resource for the Core Highways group has commented, “As part of our strategic commitment to valuing our people I’m really pleased to work in partnership with the IHE to further invest in the professional development of our teams. This partnership will ensure employees across all our companies have access to further professional development opportunities within the traffic management sector“.

This year’s winning student is Zhor Radjef.

In his summary, Dr Amer Ali said: ‘Zhor had obtained a first class range of grades in her highway module during the BEng civil engineering course, was first class in the overall BEng civil engineering course, obtained a distinction in her MSc transport engineering and planning course (including a distinction grade in highways and in the MSc research project – highway maintenance).

‘Zhor is currently a full-time student doing a PhD in highway engineering. She has been acting as a student ambassador for the IHE and contributing to supporting IHE student membership and IHE stands at university career fairs and open days.’

Carrying out the presentation at an event held at LSBU on 4 July, IHE past President Tony Sharp said: ‘It was a pleasure to visit LSBU and meet students and staff but more importantly to present the IHE’s first such bursary award to Zhor and hear how, as well as passing her MSc with distinction, she is working towards a PhD in highway engineering and is still finding time to be an IHE rep at LSBU.’

The agreement with the University of Trinidad and Tobago was signed on 11 May 2023 and following the signing a university spokesperson said: ‘The agreement symbolises a significant milestone in fostering a closer working relationship between the two institutions to enhance support and guidance for students pursuing civil engineering with a specific focus on highways and transportation.

‘This partnership is a major step in strengthening the collaboration between the two institutions and will enhance the quality of education and practice in this field. Students will not only benefit from the guidance and expertise of both organisations but also be well-equipped to tackle the challenges of highways and transportation. The partnership also opens up new opportunities for future co-operation and professional growth for aspiring civil engineers.’

Steve Spender IHE chief executive officer said: ‘The IHE is really pleased to sign this agreement following an approach by the university to offer support for students looking towards their future professional progression. This will be a great opportunity to work with an overseas university who have just obtained their accreditation through the Joint Board of Moderators.’

The Institute is currently working towards assisting UTT in its meet and greet event in September 2023, which will provide an opportunity for us to promote the IHE and encourage students to register for student membership.

It was with great sadness that the IHE received news of the death of Peter Etheridge CEng MIHT Hon FIHE on 9 July 2023, aged 93 years.

Peter was a chartered engineer who had devoted his life to highway engineering in both the public and private sectors.

He was for many years the secretary of the Southern Branch of IHT (now the Chartered Institution of Highways and Transportation) and was a staunch promoter of CPD.

With the demise of the branches within IHT (a move he very much regretted) he turned his attention and professional assistance to the Southern Branch of the IHE and became a supporter and a great helper with the production of its annual seminars, using his extensive knowledge and obtaining the backing of Ringway Ltd for whom he worked until his retirement.

Even retirement did not slow down his enthusiastic support and he was regularly seen at Southern Branch events, which he always said ‘kept him young’.

In acknowledgement of his services to IHE he was awarded an Honorary Fellowship at the Southern Branch AGM in 2007 when he was presented with his certificate by the then Junior Vice President of the Institute Steve Spender.

Peter was a ‘consummate professional highway engineer and he will always be remembered as forever courteous and a true friend to those who knew him’.

He will be sadly missed by us all.

Venue: London South Bank University, Keyworth Centre, Keyworth Street, SE1 6NG or via MS Teams

An outline agenda for the AGM is below.

• Welcome
• Apologies for absence
• Matters Arising
• Chair’s Report
• Treasurer’s Report
• Standing down of and election of Committee Members for 2023/2024
• Appointment of Honorary Auditors
• Sponsorship for 2023/2024
• Any Other business (Previously Notified)

Please register by Monday 30th October if you would like to ‘attend’ so that a meeting link, joining details and relevant documentation can be sent out to you.

Register now

Nominations for Committee Members 23/24

We are also seeking nominations for committee members for 23/24. These should be sent via e-mail to greater_london@theihe.org and should be supported by another IHE member affiliated to the Greater London Branch. These should be received by the 5th October 2023.

This report should be essential reading along with the IHE Motorcycling Guidelines, which it references, to a broad range of stakeholders, road authorities and policy and decisionmakers, through to researchers and project sponsors.

Mr Sharp commented: ‘Working on the report with so many dedicated road safety professionals from across Europe and Australia it was good to see the progress that has been made in motorcycle safety since the IHE Motorcycling Guidelines were published in the early 2000s.

Isla is a beautiful, bright young girl who was born with cerebral palsy and who needs to travel to the USA to undergo a stem cell transplant. A target of £25,000 has been set to help make this possible.

IHE President Martin Polland was pictured with the members of the IHE Council holding the cone purchased by the Institute as part of the campaign. He said: ‘It is really great to see our sector come together to support such as good cause to help one of the youngest members of our highway family.’

To find out more about the cause visit – https://giveaconeacuddle.co.uk/

Stewart states, “Widespread take-up of SDVs faces various hurdles, including public confidence in their safety, security and their potential to have knock-on impacts on other road users. If the Government is going to meet its ambitions for self-driving vehicle deployment these knotty issues need to be addressed.  We believe the Government should take a cautious, gradual approach, with SDV technologies only initially introduced in well-defined contexts, or else we risk unintended consequences.”

The Institute of Highway Engineers (IHE) took part in the consultation and comments from our Traffic Signs Panel Chair, Simon Morgan, were taken onboard by the committee. Mr Morgan was worried that the Government had paid too little attention to how civil penalties will be enforced on self-driving vehicles that commit traffic law infractions.

Pressing for Legislative Action

The Committee heard testimony asserting that existing laws governing SDVs are outdated, particularly in relation to testing and legal responsibilities. Industry experts stressed the urgent need for regulatory clarity. The Committee commends the collaborative efforts of the Law Commissions and the Government in formulating the Connected & Automated Mobility 2025 legal framework, but regrets the absence of a commitment to enact it in this Parliament.

The SDV sector is a British triumph, and maintaining our competitive edge is paramount. The Committee implores the Government to pass comprehensive legislation in the upcoming parliamentary session, establishing a robust regulatory framework encompassing vehicle approvals, accident liability, cybersecurity, and personal data use. Failure to do so could inflict significant and enduring harm on both the UK’s SDV industry and its reputation as a pioneering force.

• Read the full report
• Read the report summary

The Pothole Action Fund formed part of a six -year commitment specifically allocated to English local authorities. Highway teams were able to use the secure funding for preventative maintenance and resurfacing works as well as pothole repairs. Analysis for the APPG for Better Roads indicates that this ring-fencing led to a marked improvement in the proportion of the local network classed as being in a ‘good condition’ with 12,377 miles, or 7% of the English local road network, moving into this category during the life of the Fund.

Steve Spender, Institute of Highway Engineers (IHE) Chief Executive, commented: “As can be clearly seen by the content of the APPG for Better Roads report, the previous ringfencing of funds between 2015 – 2021 had a positive effect on the overall condition of the local road network and helped reduced the number of potholes repairs. Unfortunately, since the removal of ring-fencing we have experienced a notable decline in road condition with 8,800 fewer miles classified as good. The IHE supports the call for a ringfenced ‘Better Roads fund’ which would once again aid a longer-term approach local highway maintenance and improve the overall condition of the network.”

• Read the full press release
• View the report

These meetings will be by invitation only and all Middle East Branch members of the Institute who wish to participate must register using the link below.

Agenda:

Welcome Address
Chairman’s Message/Address
Vice Chair Address
Ex Officio Member address (if available)
Standing down of Current Office Bearers and Nomination for Next Office Bearers
Future Branch Plans
Closure

Register Now

The open letter, organised by our Professional Development Partner, Intelligent Transport Systems (UK), the voice of the transport technology sector, highlights the need for a bill in order to deliver the right environment for transport innovation to continue to thrive in the UK.

The letter sets out the need for a Bill to set out regulations for self- and remote-driving vehicles, move forward with industry reforms in sectors like rail and to enable smarter ticketing, provide certainty on the future of micro-mobility schemes and support the development of Mobility as a Service (MaaS).

Max Sugarman, Chief Executive of Intelligent Transport Systems UK (ITS UK), said: “The UK is home to some of the most innovative transport technology companies in the world, including in areas like connected and autonomous vehicles, smart ticketing, micro-mobility and Mobility as a Service. For the sector to continue to thrive, it needs a Future of Transport Bill that allows the industry to move forward with new technology.

“With a bill promised in the 2022 Queen’s Speech, it is now more urgent than ever that we see legislation introduced. We urge the Prime Minister to bring a bill forward in November, when the King opens Parliament, and look forward to working with Government going forward to support our transport sector, with the jobs, economic growth and investment it provides.”

You can read the letter here – Open Letter to Prime Minister

Wednesday 8th November 2023, The Kia Oval, London

The past decade has seen the nation’s highways impacted by a series of extreme events. Roads and bridges have collapsed or been closed for prolonged periods, severing vital community lifelines, cutting access to basic services, and destroying the hidden network of fibre, power and water. Time and again Highway Managers are seeing impacts that are without precedent in their careers, with floods and storms, drought and fires, all impacting how we deliver services and demanding more from us.  Highways are on the front line of climate change, with these are other risks underlined in the latest UK National Risk Register: we know things will get worse.

This conference from the IHE provides you with the opportunity to understand how these events have informed innovations in practice, and will better prepare you, and help you build the case for greater resilience and targeted funding. With local highway managers sharing first-hand accounts, and international speakers sharing their real life experiences, you will be guided through the new approaches to resilience and response that will help you and your teams better prepare for events impacting your community.

As a recognised training day in conjunction with UKRLG, you will be joining at the very start of a process that will better equip you and the sector to:

• understand the risks and manage the threats;
• communicate with DfT, Members, and neighbouring authorities during your time of need;
• and to be ready to deploy your skills and those of your team to the front line of national emergencies affecting your peers in other councils.

To find out more or to book a place visit – https://www.theihe.org/events/highway-sector-resilience-and-response/

Get registered…Show your competence and professionalism in the technology industry.

Find out more on:

• CITP
• RITTech

You can find out more information on all of our registrations by visiting – https://www.theihe.org/professional-registration

Alistair Gollop, Founder at ITS Now said, “The ethos of ITS Now is to promote best practice and professional development within the Intelligent Transport Systems (ITS) sector, by originating educational and informative resources ranging from videos, reference books and guidance documents through to informative references and educational content. I feel that this aligns well with the Institute of Highway Engineer’s goals and aspirations to support practitioners through their careers”.

There will be more details regarding this partnership over the coming months.