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Successful civil engineering projects require collaboration across the whole project team involving clients consultants contractors and suppliers.

client of the year

Collaborative Firm of the Year Winner: Arup



When asked to sum up its ethos in three words Arup said: innovative, sustainable and collaborative.

Arup still follows the business principles its founder, Ove Arup, set out in his key speech in the 1970s. 

This includes a drive to constantly challenge itself to push the boundaries of what is possible, to design with a social purpose and fulfil its mission of shaping a better world. 

Arup is trust-owned for the benefit of its employees, past and present. With no shareholders or external investors, it can set its own priorities and direction. 

Each year 40% of profits are set aside for global profit share enabling all members to share in the firm’s success.

Its unique trust ownership also gives it the freedom to nurture and value independent thinking from its people. 

It encourages a culture of helpfulness among staff worldwide. For example its internal skills networks allow experts in a huge range of fields to network globally, supporting development of junior staff and enabling the firm to deliver the best of this expertise on all its projects. For staff, this independence grants the freedom to explore new and rewarding directions and shape their own career.

Client of the Year Winner: Network Rail

network rail

network rail

With the rail industry facing the challenge to deliver better value for money for passengers and taxpayers, Network Rail knows it must complete infrastructure works more quickly and efficiently than ever.

It is involving partners in projects earlier and creating joint teams with joint goals to deliver these projects.

Network Rail introduced this philosophy some years ago and made its first major breakthrough in March 2012 when its infrastructure projects team achieved certification to BS11000. 

Network Rail is using British Standard BS11000-1:2010, Collaborative Business Relationships, as the framework to develop, with its key suppliers, the processes, policies, culture and behaviours required to establish successful collaborations. 

To complement the use of BS11000 it has developed a range of approaches to collaborative contracting to procure and deliver infrastructure work. These approaches include alliancing and the use of the NEC3 contract.


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