The contract included a package of enabling and support works essential to the safe expansion of the quay. Key deliverables included:

• Trial excavations to locate and protect existing tie rods, buried utilities, and structures
• Demolition and site clearance of redundant structures
• Supply of plant, labour, and materials to support large-scale dredging operations
• Management of aggregate imports and production of recycled 6N aggregates
• Classification, transport, and compliant disposal of hazardous and non-hazardous waste
• Collaborative, flexible delivery and rapid response to emergent project needs

All works were delivered under our ISO 9001, 14001, and 45001-certified Integrated Management System. Our Operations Manager, Tom Butler, developed project-specific controls in collaboration with McLaughin & Harvey including a Quality Management Plan (QMP), Waste Management Plan (WMP), Traffic Management Plan, and detailed RAMS to ensure risks were managed and quality maintained throughout.

To address limited on-site storage and the demands of a live operational environment, we implemented a coordinated logistics strategy. This included upgrading our fleet with reversing cameras, deploying vehicle marshals, and introducing a priority traffic system. Daily collaborative logistics planning was coordinated with the client, other contractors and stakeholders.

Our WMP governed all soil movements. Excavated materials were WAC tested and classified, with hazardous waste removed under full consignment controls. To support client and project environmental objectives, we reprocessed inert arisings into CE/UKCA-certified 6N aggregate, which was tested weekly and monthly to meet design specifications.

High standards of health and safety were maintained through daily briefings, ongoing audits, and regular senior management tours.

No RIDDORs have been recorded to date, and consistent KPI compliance has led to further work being awarded under the infrastructure programme.

Applying our experience to benefit Cumberland Council

Our work at BAE Systems demonstrates our ability to deliver enabling and infrastructure works in constrained, live environments while maintaining programme, quality, and safety standards. This experience is directly relevant to Lot 3, where we expect to deliver public-facing civils schemes with similar logistical constraints. Our experience we will apply to Lot 3 includes:

• Deep excavation, drainage and groundworks, surfacing, and access construction, delivered in a live operational environment with tight stakeholder coordination, environmental controls, and ISO-led quality and safety management.
• Applying circular economy principles. To reduce environmental impact, inert materials were processed at HBP’s inert waste transfer station into CE/UKCA-certified 6N aggregate using tracked crushers and screeners. Our arisings processing and reuse has been adopted across our projects, maximising the potential for reuse.

HBP provided all plant, materials and logistics and rarely outsourced but when required we opted for local suppliers. Social value delivery was embedded into our operational model, using a trusted, Cumbrian-based supply chain for plant hire, materials, and logistics, keeping spend within the regional economy. We also donated time to support local VCSEs including a charity golf day for St Mary’s Hospice and donating to local food banks during the Christmas period. Also, the Cumbrian Challenge to raise money for walking with the wounded.