Category: News

Award sponsorships, excellent scores and thoughts on tackling technophobia… another busy month comes to an end!

Check out our social media highlights from the past month below!

We’re the proud sponsors of the Property Leader award at TheBusinessDesk.com Leadership Awards 2025!

We’re thrilled to be working with The Business Desk to award this fantastic accolade to a true sector leader at tonight’s ceremony.

With so many exciting developments happening across the West Midlands, we’re sure there are going to be plenty of worthy entries.

Good luck to everyone!

✨ A few snapshots from a fun-filled evening at the Midlands Leadership Awards! ✨

What a night! From inspiring stories to well-deserved wins, we had an amazing time celebrating the incredible leaders who are making a real difference in the Midlands. 👏🏼

A special shoutout to our very own Tony Mitchell, who took the stage to present an award 🎉

Huge congratulations to all the winners and nominees. Here’s to more success, innovation, and of course, nights like these! 💫

The scores are in!🏆

The Considerate Constructors Scheme is helping to raise the standard of of the industry and its impact on local communities, the environment and our own workforce.

We’re pleased to share that our enabling works project at the University of Warwick has been marked ‘Excellent’ across all areas, with a special mention to our code of compliance and engagement with the University and it’s local supply chain members.🤝

Click here to read more about our works at this site:

https://lnkd.in/eXx46cNm

How can we tackle technophobia in an aging construction industry?

With the increasing influence of tech-savvy Gen Z workers in the sector, who embrace technology for convivence and efficiency, the benefits of full industry modernisation led by the younger generation are endless.

Speaking to BIM+ our director Tony Mitchell discusses the significance of training and adoption of emerging technologies so the whole workforce can excel ensuring smarter, safer, and more sustainable projects are achieved.

Click here to read the full article: https://lnkd.in/eRS5Ktbn

We’re already 4 months into our National Trust, Shugborough estate reorientation project… let’s check in!👀

The 57-week project, due to complete in December 2025, is part of a major development programme to cultivate and promote the site’s natural landscape and highlight it’s unique history.

We are honoured to have the opportunity to enhance access to such an important part of Staffordshire’s heritage and create a space that will cater for a wide range of needs for the local community for years to come!

Read our update on the project here: https://lnkd.in/d8uf_yfp

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As in all industries, people are the most valuable assets to any company and new technologies, both in the office and on site, are streamlining tasks for many workers. However, for technology to work efficiently, ensuring employees are trained and confident with all operating processes is critically important. But, as many of us in the sector know, our industry has been notoriously slow to adopt a digitalised workforce. 

We know that automation will lead the future of the construction industry and with the rapid advancement of AI, robotics and advanced software such as Building Information Modelling (BIM), seamless integration is essential. We have seen particular success in our investment in drones. Not only are they assisting our land surveying team, but we are able to achieve more accurate surveys and create realistic earthworks models, which help advance us both pre and post tender.  

Our innovative approach to adopting the right tech means we have also invested heavily in GPS and 3D modelling for our excavator fleet: keeping our team ahead of the game and highlighting our commitment to embracing the new available technology. But this is only the beginning.  

There are already numerous examples of autonomous technology being used in all elements of construction. From driverless vehicles, drone equipment and robotic machines, modern technology is simultaneously increasing efficiency whilst also improving the safety of those onsite.   

To bridge the gap between existing industry professionals and those just starting out in their careers, firms need to ensure that their company is embracing innovation to keep their workforce as efficient and competitive as possible. But this is not always an easy task. Some teams may be more resistant to change, and whilst that is understandable, there are ways to approach it.  

Be aware of your team’s resistance to change and have patience – not everybody learns at the same pace. Start small with your changes and be sure to provide plenty of support to those that need it. Whilst embedding new processes into a workforce, make sure there’s a clear channel of communication, and that employees feel comfortable coming to you with their concerns. Building a culture of trust will make these changes more accessible for everyone.  

Although there is certainly a time and cost impact to integrating new practices into a business, for those looking to be ahead of the competition, you’ve got to lead the way with technology. However, to fully unlock the benefits of emerging technologies, tackling internal resistance must be at the forefront of every firm’s change initiative. 

Want to find out how our tech-focused approach to construction can help get your project out of the ground? Get in touch with us online or email.  

Time to Talk, home-baked treats and a trip to the SAPCA exhibition, February was a busy one at O’Brien Contractors.

Check out our social media highlights from the past month below!

Time to Talk Day is the nation’s biggest mental health conversation. 💬 It’s a day for friends, families, communities and workplaces to come together to talk, listen and change lives.

Construction workers are 3.7 times more likely to commit suicide than any other industry so it’s extremely important for our industry to take the time to talk.

At O’Brien Contractors, we strive to create an environment for everyone to feel comfortable talking about their mental health. We know opening up is important, but it can be difficult to take that first step.

This afternoon, we’re taking the time to talk over some cake and coffee! 🍰☕

If you, or anyone you know is struggling, here are a few support systems that can help:

matesinmind.org 🧠
thelighthouseclub.org 👷‍♂️
samaritans.org 🫂
mind.org.uk 🗣️

Take time to talk today.

This afternoon, our Time to Talk cake and coffee hour was a hit, with scones topped with cream and jam and some delicious homemade cakes🧁

The main topic of conversation? A very competitive debate …
You guessed it: Jam first, then cream or cream first, then jam?

After some spirited discussions around the table, we discovered that the “Buckingham Palace” method is to put the jam first, then the cream. So, we guess that must be the rule, right? 😆

Everyone took the time to take a break from their busy day to connect with each other and discuss things other than work. It was a fun and light-hearted way to bring everyone together, and we’re proud to keep the conversation going as part of Time to Talk Day!💬

‘Get yourself out there, gain experience and make yourself known in the industry.’

We’re proud to support 6 apprentices as they lay the foundations for a career in construction.👷‍♂️

During National Apprenticeship Week we spoke to one of our trainee site engineers, Brandon, and asked him why he chose an apprenticeship in construction.

Swipe to find out what he said!➡️

Last week, our very own Andrew Foster and Anthony Watson, along with five other brave adventurers, kicked off their preparations for the Arctic Challenge this March with a Podcast!❄️🎙️They’ll be trekking and dog sledging 180km across the icy Arctic Circle to raise funds for their individual incredible causes.

Tune into the Building Brum Podcast with host Conor Nolan, to hear why each participant is taking on this 7-day journey, the charities they’re supporting, and the personal challenges they’re preparing to face. From battling freezing temperatures as low as -20°C 🥶 to overcoming fears and tough obstacles, they’re pushing their limits for something meaningful.

With no electricity, no running water, and a whole lot of grit 💪, these Arctic Trekkers are embracing the extreme because the cause is worth it! If you would like to support the brave bunch heading off to the Arctic, please donate using the link below. The team is so close to reaching their £40,000 target, and every contribution counts as we enter the final 23-day countdown to their flight! ⏳

https://lnkd.in/e_GFMeeT

🎧 Listen now on Spotify & Apple Podcasts:
Spotify: https://lnkd.in/earw_vbW
Apple: https://lnkd.in/dt9WY9j

So as you’ve heard …The countdown is on to our first O’Brien Charitable Trust fundraiser of the year!

And this time, we’re going cold…🥶

That’s right, we’re heading on an Arctic expedition, travelling across Finland with nothing but snow dogs and each other to get us through the extreme cold conditions! 🐕‍🦺💭

A huge well done to Andrew Foster & Anthony Watson and everyone taking part for their training and preparation so far, and an even bigger thank you to all of our kind sponsors!❄️

GW Consulting Engineers Ltd | Naismiths | Edge Careers | STARDOM LIMITED | Howden | Link Engineering | HOLEMASTERS DEMTECH LTD | Edmond Shipway | Crispin Recruitment Ltd | ONE Creative environments (ONE)

Any more donations as we count down to the challenge would be greatly appreciated! Every contribution helps us get closer to our goal. You can donate easily using the JustGiving link below:

https://lnkd.in/e_GFMeeT

Our team is thrilled to be attending the SAPCA Annual Conference & Awards this Thursday at Emirates Old Trafford! 🎉 It’s a fantastic opportunity to connect, learn, and celebrate the incredible work being done in the sports and play construction industry. 🏗️🥅

We’re excited to connect with industry professionals, gain insights from thought provoking talks by key figures in the sports sector, and celebrate the innovation happening in the sports and play construction world. 👏⚽

If anyone is attending and would like to chat about how O’Brien can assist with your next sports pitch project, come and find us to see what we do best! See you there!

SAPCA Success at The Emirates Old Trafford!

From thought-provoking discussions on future trends to celebrating the incredible projects shaping sports and play facilities, the event was truly inspiring. A huge congratulations to all the winners!

We’re proud to be part of SAPCA, an association that champions excellence and innovation in sports and play construction. Here’s to a bright future and continued success for all SAPCA members!

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Prioritising sustainability and preserving history at Shugborough 

Shugborough Estate, a historic National Trust property in Staffordshire, is undergoing a major development programme to cultivate and promote the site’s natural landscape and highlight its unique past. 

On track for transformation 

As part of the 57-week project, which kicked off in November 2024, we were instructed to deliver a series of reorientation works which would transform the site’s accessibility. This includes an additional car park, bridge, woodland paths, visitor centre and facilities.  

We are also adding a new entrance and access road from the A513, a new exit road which includes a new bridge over the existing Sher Brook, and new pathways across the site. The works will improve access to the site, allowing visitors to easily enter and leave the historic estate through the woodland areas. 

Our construction works are prioritising eco-friendly practices and sustainability, echoing the National Trust’s shared values, of driving sustainability and supporting local communities. For example, we’re using straw bales, UK-felled timber, lime, clay and other porous materials for buildings and tapping into solar energy with panels and lighting bollards to enable safe navigation for visitors during all hours of the day.  

To maintain the integrity of Shugborough’s local flora, all plants are quarantined before being brought to site. By adopting a nature-first approach, we’re preserving the site’s woodlands and gardens for a future generation of visitors. 

We have decades of experience combining excellence and practicality and are working closely with the National Trust team to create visually appealing spaces that can be enjoyed by the local community and visitors. In order to incorporate Staffordshire’s rich nature into the design, we will be building the new visitor centre around an ancient oak tree. 

The right touch to improve accessibility  

Improving access is a crucial part of this project and one of the estate’s key commitments, which makes this an exceptionally rewarding project for our specialist in-house team. From design to implementation, our expert team are experienced in providing the right touch to create accessible, dynamic spaces that meet a variety of needs.  

Through collaborating with the National Trust team, our aim is to create a space that will serve a wide range of needs for visitors, the local community, and nature for years to come. 

Find out more about how we transform sites when delivering civil engineering projects across the country. 

2025 marks a pivotal year for construction to advance towards net zero goals, increase innovation, and boost efficiency. However, to step towards a more streamlined, and resilient future, key strategies including keeping sustainability at the forefront of the industry, implementing new technologies and project management tools and upskilling the workforce, must be prioritised. 

Breaking new boundaries in 2025 will depend on the industry keeping sustainable policies and practices at the top of the agenda. To achieve progress, firms need to implement the core principles of the circular economy: reusing, recycling, or repurposing materials and components. Embracing this approach will minimise the need for new resources, reduce landfill waste, conserve resources and cut costs. 

Increased innovation is also essential to see growth in 2025. According to recent research of over 1,000 technology decision makers in construction, 87 per cent of firms invest in new technologies to address their key business challenges. However, new technologies present a concern for the industry due to the range of different systems and file formats working together to output information.  

Since it’s becoming difficult to understand and absorb data in a way that is tangible and useful, a Common Data Environment (CDE), a centralised system for managing all project documentation and data, should be utilised as a viable solution to improve productivity and profitability. A CDE will make it easier for supply chain participants to access information, lower the cost of storing and retrieving documents, and ensure accurate decision-making. 

Firms should also focus on upskilling their workforce in 2025. To bridge the skills gap and guarantee the construction industry’s sustained prosperity, it is critical to promote construction careers to the younger generations and invest in training such as apprenticeships, both on site and in office roles. 

During times of rapid change, including implementing new automated solutions, adjusting to new regulations, and developing green construction, construction businesses need to take a more proactive approach to upskilling trades and attracting fresh talent in 2025. 

The momentum from 2024, bolstered by infrastructure investment and government commitments, sets a promising foundation. To sustain it and reach new limits, the industry’s focus must lie on sustainability, adopting advanced technologies and circular economy practices and developing a skilled workforce. 

Click to find out more about our civil and construction work. 

Project completions, mental health walks and a chocolate factory… January has had it all!

Check out our social media highlights from the past month below!

Another project ticked off!✅

Kickstarting in 2024, our work on the extension of Rainsbrook Crematorium has come to an end.

After months of hard work, the site is looking great, if we do say so ourselves!👀

With the New Year in full swing, many will be committing to resolutions like cutting out sugar and chocolate… 🍫

Speaking of chocolate, we’re looking back at our project with the world’s leading manufacturer of high-quality chocolate & cocoa, Barry Callebaut.

We carried out major alteration and refurbishment works to Barry Callebaut’s existing production facility at Banbury, including the construction of an extension and new standalone building that would enable the factory to increase its production by circa 20%.

Read more about the project here:

Barry Callebaut Chocolate Factory Extension, Banbury

There were no Monday blues here this week!💙✨  

Whether it’s a marketing gimmick or not, ‘Blue Monday’ serves as a reminder to reflect on mental health and check in with those around us. Mental health isn’t just a topic for one day of the year, it’s something we should consider daily. It’s a conversation starter that encourages us to pause, step away from our screens, and truly connect with others.

This week, some of our team decided to take a 3k walk outside away from the office, into the fresh air, and just to catch up and check in with each other. As you can see from the smiles, it was a success! It’s easy to forget moments like these when the new year kicks off and we’re swept up in projects and deadlines. But this year, we’ve made it a priority to get out of the office, enjoy the outdoors, and connect beyond just work. Making the Cubbington 3k a monthly group connection and catchup walk!🚶‍♀️⛅🍃💬️

In the midst of a busy work life, it’s crucial to remember the importance of balance. ⚖️ Taking even just 10 minutes to reset can make a big difference. It’s also vital to connect with others—whether that means sharing experiences, offering help, or seeking support from friends and loved ones when needed. 

SPARKing growth in the Midlands💥  

Last week, our work infrastructure works at SPARK Walsall came to an end.  

Within the 25-weeks on site, our team took on an extensive programme of highway works to improve access to the hub for both pedestrians and drivers.   

Want to find out more about how we delivered this project? Click the link below to read our latest case study: https://obriencontractors.co.uk/projects/spark-walsall-midlands-highway-infrastructure-works/  

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SPARK Walsall is a groundbreaking new logistics and manufacturing hub based by junctions 9 and 10 of the M6 set to bring 1,000 new jobs to the area upon completion.  

As part of the development, we were instated to provide junction improvement works, including a signal controlled T-Junction and a new right-turn lane to allow much needed access to the site. The S278 works also included creating a new residential carpark and tarmacking new pathways. This was vital for future pedestrian access to the hub, white-lining of road markings that are compliant with the standards of Walsall City Council, as well additional street lighting and traffic signals.  

Challenges we faced

Kicking off in August 2024, the 25-week contract was not without its challenges, but our in-house team of dynamic thinkers and our deep understanding of vital infrastructure works, enabled us to overcome them quickly. One of our first tasks was to ensure all permits, including our S278 agreements were in place. From our years of experience balancing the needs of multiple external stakeholders such as Walsall City Council, Open Reach and National Grid, applying for all permits at the start of the project ensured the strict timeline was adhered to.  

Our other main challenge was the unpredictable weather conditions between November up until the end of the project. We faced exceptionally wet conditions, with more than one storm hitting the UK over the course of autumn. Our team took measures to minimise the risks of unpredictable weather and the effects this would have on surfacing delays to ensure a smooth running project. 

Our work didn’t stop at installing the new junction. We also made significant improvements to the existing pedestrian crossing facilities, adding in new street lighting and new traffic signals to ensure the walkway remained safe for users.  

We only deliver the best quality work to our clients, so when posed with difficulty sourcing blue tarmac for anti-skid purposes, our team of experts came up with a new solutions that saved money and time. By sourcing a hot applied anti-skid material as an alternative to achieve PSV 68+, ensured the road surfaces were skid-resistant and will stand the test of time.  

Delivering excellence

We’re confident in our ability to deliver excellence, providing our clients with the highest quality work. Being involved right from the start allowed us to apply for permits in a timely manner, meaning we can then focus on providing innovative solutions that you can trust. Our vital infrastructure works at SPARK Walsall have helped to create a first-class public highway. We provided complimentary safety features such as lighting, pathways and traffic signals, with future pedestrians and hub employees in mind.  

Find out more about how we excel in delivering civil engineering projects across the UK. 

We are of course aware that no Client or Project Manager welcomes the receipt of Early Warning Notices (EWN). We are also aware that unfortunately they are an inevitable fact of our industry as “Change / Variations” will always occur, but if EWNs are managed well, then they can be a catalyst to improve Contractor / Client / Project Manager relationships as well as encourage continued Collaboration and act as a proactive problem-solving forum between the Project Stakeholders as works proceed.

So, the question is, how can we navigate this process to ensure that Early Warning Notices do not become divisive but rather assist the Project as a whole, in both Commercial and Programming terms.

The term Early Warning Notices generally emanated from the introduction of the NEC 3/4 suite of Contracts, but I believe this system of notification should be adopted for all forms of Contracts even if no formal process exists within them.

Over the decades I believe the correct approach to ensure this occurs is detailed below – this approach generally matches that adopted by HM armed forces which is (a) Identify the problem (b) review the impact of the problem (c) analyse different options (d) agree which option is the most preferred and (e) propose the outcome to all Stakeholders to agree what option is be actioned:

Key action – in advance:

1. Thoroughly understand the risks agreed within the Executed Contract as well as the protocols and timetables detailed within the Contract T&Cs, Core clauses, Contract amendments and Risk Register, if included. Core Clause 16 of the NEC 3 & Clause 15 of the NEC 4 Contract should be referred to for general protocol as well as the notification process detailed within Clauses 2.23 & 2.24 of the JCT Forms of Contract (not forgetting any T&C amendments thereto of course) if applicable.

Key actions – following the identification of a “potential issue”:

1. Although it is critical that the process detailed in item 1 is adhered to, irrespective of the protocols detailed therein the following approach should in my opinion, always be adopted when a “Change / Variation” occurs:
2.  Raise an Early Warning Notices as soon as a “potential issue” arises or becomes apparent – the Project Manager should be encouraged to do the same, if applicable.

Potential issues may include for example:

• Changes to the Works information including design.
• Encountering unforeseen circumstances and / or conditions.
• The addition of unforeseen constraints.
• Buildability / Compliance issues.
• Delays to the Contract (enforced or not enforced) including key dates and Budget over runs etc.

The drafted EWN should ALWAYS be written concisely and constructively and detail the following:

As a minimum:

• Early Warning Notices number and Date (numbered sequentially and entered on to a EWN Project register).
• Provide details of the “potential issue” and why it has occurred.
• Why the Contractor / Client believes a “Change / Variation” may have occurred and what clause they rely upon to reach this conclusion.
• Estimates of cost if mitigation measures are not implemented.
• Be compliant with Contract T&Cs.

Recommended additional inclusions within the Early Warning Notices pro-forma – section to be included within the EWN:

1. THIS ACTION IS KEY i.e. offer “Alternative Options and Mitigation measures to be considered by all parties”.

In order, to encourage dialogue and ensure a “collaborative” joint decision is reached between all Stakeholders regarding over coming any “potential issue” then I suggest a section be added into the Early Warning Notices notice detailing all mitigation measures and options that may be possible, in order to reduce the impact of the issue if it arises. These should include:

• The Cost and Impact of the issue if no mitigation measures are put in place plus add:
• Options available – Consider and detail alternative mitigation measures / options that could be considered to reduce its impact, these may include:
  • Design changes including re-routing proposed infrastructure or altering Specifications and non-critical End Performance Criteria, if necessary.
  • Changes in sequencing of working to try to ensure the “potential issue” does not lie on the Critical Path – Including possibly agree revised hand overs / sectional completion dates?
  • Increase resources and / or acceleration.
  • Changing work Techniques.
  • Changes to non-critical works that may assist.

These alternative options should be accompanied by draft costs and programme impacts, if possible.

1.“Contractor Recommendation”

The Contractor should detail which option / mitigation measure he considers to be the most favourable and why.

2. “Client Recommendation”

The Client / PM should be encouraged to detail which option they prefer (possibly before the Risk reduction meeting taking place).

3. “Request to attend an Early warning meeting”.

The Contractor should detail a convenient date / venue for a Risk Reduction meeting between all stakeholders to take place – this should be at the earliest possible date.

4. Convene a Risk Reduction meeting shortly after the EWN has been raised where all options are discussed and considered and hopefully agree upon the optimum solution.

All Stakeholders holders (including design consultants etc) should attend, and the Contractor should prepare if possible or if applicable, a Power Point presentation of all the potential mitigation measures (with estimated costs) available.

Items 2 (b), (1) in my opinion are critical in achieving the optimum solution to overcome any potential issues detailed within the EWN and ensure all Stakeholders are involved in the final decision / solution. This will assist in Final Account agreement also.

By Lance Gudger, Director at O’Brien Contractors Limited 

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Earlier this year, we were appointed by Chesterfield Canal Trust to construct and install a new bridge for pedestrians and cyclists at Staveley. Work began on site in early April, with major ground works starting a few weeks later in May, preparing the area ahead of a bridge installation at the end of the project.  

The Chesterfield Canal spans 46 miles, running from Chesterfield to West Stockwith. The project was managed by the Trust and included groundworks, landscaping and restorative works to bring a new lease of life to the area. 

Before installing the 38-meter long, 40-tonne Trans Pennine Trail bridge that would replace the brick bridge demolished 30 years ago, we needed to clear the area of any overgrowth, soil and debris. Our team worked hard to clear the area, leaving space for the new bridge to be installed. 

To restore the canal’s natural beauty, we landscaped using a selection of wildlife-friendly vegetation, encouraging more natural life to make the area its home. We also constructed a new lock and seating area for visitors to enjoy and rest whilst taking in the surroundings. 

In October, the final stage of the project was completed, as we took on the mammoth task of installing two halves of the bridge. It took a full team around two days to complete the delivery and build, with help from CTS Bridges who welded and painted the joints prior to installation.  

Click to find out more about our construction and civil engineering works. 

By Lance Gudger, Director at O’Brien Contractors Limited 

With over 40 years of experience in civil engineering and the delivery of S278 works, I’ve observed a notable disconnect in our industry regarding S278 agreements and their inclusion within the Main Contractor’s scope of work. This is particularly concerning since the Main Contractor is often not a direct party to these agreements and typically has minimal influence over their final wording. 

While contract terms often require the Contractor to account for “Third Party agreements” (such as the S278 agreement), tender documents rarely provide a draft or executed S278 agreement.  

Consequently, to mitigate risk, Contractors frequently stipulate in the final contract that they will not be liable for any requirements within these agreements if they are not provided by the “Base Date.” This approach generally places the risk of unforeseen elements back with the Client. 

To navigate this complexity, Clients and Main Contractors should be aware of the following key considerations regarding the wording and execution of S278 agreements, while recognising that different Local Authorities may have varying approaches: 

1. Timing of Contract Execution: Local Authorities typically will not execute the S278 agreement until all planning conditions are resolved and technical approval is granted. 
2. Impact on Road Space and Traffic Management: The S278 agreement usually needs to be executed before the Main Contractor can secure road space or commence negotiations on traffic management proposals. Acquiring road space can take up to three months.
3. Key Clauses to Avoid in S278 Agreements: Clients should aim to resist the inclusion of the following clauses: 
   • Practical Completion and RSA 3 Audits: Avoid clauses stipulating that Practical Completion cannot be achieved until all issues related to the RSA 3 Audit are resolved. Such clauses could cause significant delays, especially for complex on-line infrastructure projects. Ideally, the RSA 3 Audit should begin after Practical Completion or once the road network is completed and open and conducted during the defect rectification period. 
   • Third-Party Damage Responsibility: Avoid clauses that make the Client responsible for third-party damages during the defect rectification period, such as those from road traffic accidents or graffiti, as these costs can be substantial. 
   • Winter Maintenance Liability: Ensure that the responsibility for winter maintenance is not assigned to the Contractor.
4. RSA 3 Audit Process and Timeline: The RSA 3 Audit process can be lengthy, particularly when involving National Highways. It is essential to incorporate sufficient time and milestones into the project schedule to mitigate potential delays. Here is a recommended guide to streamline the process: 

• • Ensure that the infrastructure designer or consultant includes the RSA 3 (and 4) Audit within their scope of work and fees. 
  • Engage with the infrastructure designer, adopting authority, and proposed auditor as early as possible, ideally before completion, to draft a brief in accordance with GG119 in advance of the on-site audit. 
  • Employ an approved auditor to conduct an on-site audit, involving all necessary third parties. This audit should ideally occur immediately upon Practical Completion or with the Local Authority, once the road network is completed and open. 
  • Submit the audit findings to the adopting authority.
  • Review and agree on the final RSA 3 report, and address any issues raised either through design responses. 
  • Apply for road space if the final RSA 3 report requires additional work on the existing highway. 

Key Conclusions:  

The RSA 3 Audit process can take several months, so it is crucial to prepare thoroughly and engage stakeholders early to avoid delays. Do your homework well in advance! 

By understanding these nuances, Clients and Main Contractors can better navigate the complexities of S278 agreements and RSA 3 audits, ultimately ensuring smoother project delivery and reduced risk exposure.