HS2 launches first Midlands TMB

HS2 contractor BBV has launched the first tunnel boring machine on the Midlands section of the high-speed rail route.

Around 170 engineers have been working on the 2,000 tonne, 125m-long TBM during its construction and assembly.

An expert tunnelling team will now work around the clock in shifts to operate TBM Dorothy for around five months as it excavates the first bore of a one-mile tunnel under Long Itchington Wood in Warwickshire.


Dorothy cutterhead being lifted into place

This is set to be the first HS2 tunnel to be completed on the project, with the machine set to break through its first bore at the south portal in Spring 2022.

It will then be dismantled and taken back to the north portal to dig the second bore, which is due to be completed in early 2023.

The machine will remove a total of 250,000 cubic metres of mudstone and soil which will be transported to the on-site slurry treatment plant where the material is separated out before being reused on embankments and landscaping along the route.

Michael Dyke, Managing Director of Balfour Beatty VINCI said: “As Dorothy, our cutting-edge tunnel boring machine, sets off on her one-mile journey, our work across the northern section of HS2 continues to progress at pace.

“Over the next few months, we’ll be building on our efforts to recruit the 7,000 people required across the Midlands to help us shape the UK’s future infrastructure landscape; those who will see their work enjoyed for many years.”

In total there will be 10 HS2 TBMs on Phase One, working to create 64 miles of tunnel between London and the West Midlands for Britain’s high speed rail project.

Dorothy

After a national vote, the TBM was named after Dorothy Hodgkin, who in 1964 became the first British woman to win the Nobel Prize in Chemistry. Her discoveries included confirming the structure of penicillin, and her work with insulin paved the way for it to be used on a large scale for treatment of diabetes.

New chief named for O’Connor Utilities group

OCU Group, parent company of O’Connor Utilities and Instalcom, has appointed Michael Hughes as chief executive officer.

Hughes, 53, takes up the role in January at the £300m revenue business, joining from petrol station and food retailer EG Group where he helped grow that business to revenues of over £20bn, firstly in his capacity as chief financial officer and more latterly as chief strategy officer.

Before that he was previously group chief financial officer of recycling company EMR, and prior to that worked in the Caudwell Group and HomeServe businesses.

Hughes will grow the OCU group, which was formed in 1994 and has main offices in Manchester, and London, and 15 strategically located operating centres, operating with a work force in excess of 2,400 staff.

Tim and Tom O’Connor, owners of OCU Group, will remain in the business in the capacity of chairman and chief operating officer respectively.

Hughes will work closely with John McVeigh, executive director of Instalcom, Adrian O’Sullivan and Vince Bowler, managing directors of OCU Group’s operating businesses O’Connor Utilities and Instalcom, to grow the businesses.

Tim O’Connor said: “We are excited to welcome Michael to the OCU Group business. Michael has a proven track record in developing and executing growth strategies across a number of industries, and we believe Michael will work well with our existing management teams in supporting our future development and ambitious growth plans”.

 

 

Multiplex aims for woman-led teams at one in 10 projects

Multiplex has challenged itself to employ woman-led teams on 10% of its projects by 2025 and shift to a 5-day working week on sites.

The moves are being rolled out to challenge what it sees as deeply rooted inequities in construction.

A new 10-year social equity transformation business strategy aims to lead by example, tackling lack of female leadership, structural racism, excessive hours, and supply chain abuse.

Multiplex also plans to roll out flexible working to all sites next year, and implement a maximum 14-hour day door-to-door policy.

Within the supply chain, Multiplex is committing to 35-day payment and aims to channel a third of spend to SMEs.

Callum Tuckett, Multiplex’s UK managing director, said: “As one of the largest industries in the world, construction has considerable scope to lead the way and implement the changes necessary to contribute towards reducing inequality and building more inclusive societies.”

“We believe there is an urgent need to recalibrate, to ensure a coordinated and well-planned response, with social equity integrated into our decarbonisation roadmap and at the very heart of our approach to ESG.“

“Our strategy lays out very clearly the actions we are going to take as a business but also, and more importantly, how we will be trying to influence our supply chain, our clients and wider industry stakeholders to maximise our collective impacts and ensure that no one is left behind.”

Its four strategic pillars to address significant social challenges include: health, safety and wellbeing; diversity, inclusion, and respect; socio-economic value, and respecting communities.

‘Leave no one behind’ strategy to tackle inequality and injustice

By 2022

Implementing flexible working across 100% of project sitesIntroducing a maximum 14-hour day door-to-door policy50% of all graduate intakes will be femaleAchieving an average of 35 days to pay suppliers100% of projects to carry out initial community engagement within 6 weeks of contract award

By 2025

Five-day working week on sitesZero exposure to diesel emissions from plant on 100% of projectsAt least 10% of projects to be led by a female team member33% spend with SMEsReducing the socio-economic talent gap by providing 50 work placements to disadvantaged groups to address income inequalityInvest in green skills and training, by providing 5 green job opportunities10% reduction in labour churn in their first tier100% of all first-tier supply chain paying the Real Living Wage

By 2030

Measuring and tracking musculoskeletal health impact on 100% of the workforce30% of our executive leadership team to be female or from an ethnically diverse background100% of key materials to be screened for human rights risksProviding 45 new roles per £100m turnover (approx. 439 new entrants and apprentices/year)40% increase in directly employed labour per £1m spent

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