Connect Plus M25 Renewals and Improvements Framework Contracts

Connect Plus M25 Renewals
Value: c. £70m per annum, packages from £0.2m to £15m.
Contracts used: Framework, ECC Options A, C and E
Start/finish: ongoing


  • Chris Richardson - Commercial Director
  • Beverley Waugh - Programme Director
  • Simon Wilkinson - Commercial Manager
  • Derek Hughes - Technical Director
  • Elaine Gazzini - Programme Manager


Connect Plus (CP) has a 30 year DBFO Contract with the Highways Agency for Area 5 network which commenced in 2009.  The network encompasses the M25 and its arterial links (approximately 400km), including sections of the A1 (M) M1, M3, M4, M11 and the Dartford River Crossing.

Maintaining and renewing the 30,000 assets that CP are responsible for is critical in serving the needs of the 400,000 vehicles a day that use it. CP has 8 framework contractors (Lafarge Tarmac, Aggregate Industries, Skanska, Jacksons, Osborne, Balfour Beatty, BAM Nuttall and Volker Fitzpatrick) and works closely with its supply partner Connect Plus Services (CPS) to deliver the circa £70m per annum of works, delivered in packages ranging from £200k to £15m. 

The works include surfacing, bridge joints and bearings, structural strengthening, technology, concrete repairs, geotechnical work and network improvements such as the civil engineering elements of the DartCharge infrastructure project.


Connect Plus (CP) had evidence that it was rarely lack of technical or commercial capability, which prevented effective delivery, but that the way of working was a critical aspect of success.

To achieve real cultural embedment CP adopted an approach which acknowledged the Construction Industry’s adversarial heritage whilst providing an environment for transformational relationship change and collaboration.  The NEC3 contract was chosen as it promotes a collaborative approach by all parties, and we believe underpins the principles and values that are essential for the success of the frameworks, with Clause 10.1 at its heart.

The development and maintenance of a collaborative culture and way of working  includes the following:

  • Collaboration Expert Engagement in all stages of the transformational journey.
  • Leadership - Collaborative Transformational Steering Group (CTSG), including all members of the framework.
  • CP invests in the training of accredited Framework Facilitators, giving individuals within all organisations the skills to facilitate a group, encourage dialogue and capture actions that will improve the delivery environment.
  • The Balanced Scorecard - 360 degree project scoring by all parties identifying improvement actions, led by the Framework Facilitators.
    The proactive, effective use of Early Warnings
  • Using web based collaborative portal (Conject) information can be shared across the community, as well as being used for the NEC administration.
  • In 2013 Connect Plus gained BS11000:2010 Collaborative Working certification 

Benefits of the collaborative community are vast and continue to develop. They are not limited to cost and time savings, we are seeing a community develop that understand network needs and operate in an open and trusting manner. This in itself saves much time and effort when compared against the traditional adversarial low trust ways of working. Indeed many of the improvement actions from the balanced scorecard relate to areas where traditionally there would be claims, instead we are working together to improve. 


"Demonstrates how collaboration starts with the selection of the right suppliers with the right culture and capability to deliver innovation at an early stage in a project based on BS11000 collaboration principles and supported by the NEC3.

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