Suttle Projects Framework Manager Ricardo Leite discusses mobilisation, projects and new practices already introduced on their Minor Works Drainage & Earthworks Framework for the Network Rail Southern Renewals Enterprise (SRE).
Suttle Projects were appointed for the Lot 8 Framework almost 12 months ago and along with the other selected contractors the Suttle Projects team entered into a comprehensive 100-day mobilisation period. Ricardo adds that this was a really useful period to familiarise ourselves with this new and innovative way of delivering drainage and earthworks schemes through the Control Period 7 programme.
During this period, we were fortunate to get sight of a small number of initial remits and were able to start planning those projects and testing our systems and processes that we had put into place to ensure we delivered efficiently and effectively from the outset.
To date we have been awarded twenty four project remits covering a wide and diverse range of projects. Three of these have already been for emergency earthworks responses, projects where the operational railway was potentially compromised until the issues were resolved. Requiring a very prompt and impactful design and delivery response to ensure the railway would be back up and running as soon as practically and safely possible.
The reactive responses at Yeovil Penn Mill, Eggpie Lane and Colhyane all had the benefit of Suttle Projects proven emergency response, one that sets out to simplify every possible aspect of the works through survey and inspection, scoping, then developing the most beneficial design solutions and methodologies. Emergency responses are a key aspect of Suttle Projects service offering and it is always appreciated just how vital it is to get the railway back into full operation as soon as possible. We place considerable effort on ensuring our processes and procedures, the suitability and availability of our own plant fleet and workforce skills are constantly reviewed and continuously improved as the learning on every project is translated into the next. Ricardo adds when all this comes together it is especially pleasing to me and my team when our customers talk about their experience of Suttle Projects in the way that we strive to deliver on every project every day. In a recent awards submission for the Colhyane emergency project Maria Marshall, Works Delivery Manager for Network Rail – Wessex commented:
“We are proud to put forward Suttles Projects for the awards, recognising their exceptional performance during our recent emergency project at Colhayne. Demonstrating remarkable resilience and expertise, the team worked diligently under considerable pressure and tight timescales to deliver. Their commitment to excellence was evident as they mobilized effectively to the site following the initial emergency call out and weekend possession work, ensuring a seamless execution that met the urgent demands of the project. Suttles Projects exemplifies the highest standards of professionalism and dedication in the construction industry, making them a deserving candidate for this award.”
Another major remit for Suttle Projects is to provide stabilisation netting maintenance for the next 5 years. In the first two years alone, Suttle Projects will be servicing 180 project locations and already have two full teams on site dedicated to successfully delivering this netting programme.
In addition, Suttle Projects have twenty drainage improvement remits, five of which have already been completed. The remaining fifteen are currently being progressed through detailed design and planning to gain the necessary safe access to the worksites and these are anticipated to be completed, subject to site access over the next three months or so.
Ricardo emphasises that Suttle Projects treat every project no matter how large or small with our same ethos and approach to project delivery where everything is simplified through meticulous up-front attention to detail, buildable designs, and clear communications throughout planning, execution and handover.
Ricardo adds, as is expected, we continue to face and overcome challenges when we are continually operating in such tight and constrained working areas that so can often can also be very tricky to get to. Suttle Projects have to remain vigilant and proactively identify and address ecological issues, for example dormice habitats have on two occasions, quite rightly, delayed the start of a couple of projects until they had been thoroughly addressed. Possession availability is a constant issue and always will be when working around the operational railway. Therefore, first and foremost we must make sure that everything we plan to deliver is simplified, the design solutions, methodologies, the choice of the plant and equipment we adopt, and importantly ensuring that there is always some contingency capacity to deal with the unexpected! This way Suttle Projects will only use the smallest number of possession or shortest possessions as is practically possible.
In support of the SRE achieving their programme goals and aspirations the Suttle Projects’ team attend the SRE Outcome Groups. These groups include quality and continuous improvement, positive legacy, and safe fit and healthy. Suttle Projects are working collaboratively with the other delivery partners to develop key performance indicators, identify and share best practice and learn together to the benefit of the SRE Programme.
As part of the SRE Quality & Continuous Improvement Group, Suttle Projects are collating non-conformances and opportunities for improvement and categorising these according to the parameters agreed collaboratively amongst the Delivery Partners. We are using this to identify trends, share existing best practice and create opportunities to share and learn together. This group has become a safe space to openly discuss the challenges we face and come up with collective solutions underpinning the very culture of the SRE.
Suttle Projects has established KPI reporting processes that provides data on a variety of elements including social value contributions, health and safety, waste and energy use, and data on the completion of projects. These are being updated and continuously improved month by month to ensure that the quality and reliability of the data is increasing and in doing so its relevance to improving decision making. Ricardo, his team and the Suttle Project business support teams are clearly excited about what could potentially be achieved in delivering the continuous improvement and increasing value for money demanded by Network Rail and SRE over the duration of CP7. Ricardo adds only by delivering reliably to the highest standards can we, or should we, expect to be awarded a growing number of projects. Ricardo also adds that he would very much like see Suttle Projects delivering increasing levels of earthworks and drainage emergency works across the SRE. To become the first call for rail incidents would be a further success in Ricardo’s eyes with Suttle Projects becoming the trusted first response partner, backed by increasing reliability, performance, speed and value.
