5.8.3 construction management method statement - Lambeth Council

LAMBETH MYATTS FIELD NORTH REGENTER RESPONSE 

5.8.3 CONSTRUCTION MANAGEMENT 

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5.8.3 CONSTRUCTION MANAGEMENT METHOD 

STATEMENT 

This method statement provides a detailed Construction Management Plan, indicating 

how the Project Agreement will manage the overall demolition, construction and 

refurbishment works; specifically covering: 

a) General approach to health and safety; 

b) General approach to environmental management and sustainability; 

c) General approach to quality management; 

d) Management methodology including compound arrangements, storage, on and 

off site support structures, logistics, etc… 

e) Organisation of staffing and resources; 

f) Operational integration of staff and operatives across the Participant organisation 

and sub contracts; 

g) General security arrangements; 

h) Proposals for resident liaison throughout and in respect of all aspects of the 

works. 

Each of the points listed above are covered separately for the new build and refurbishment 

works in the section that follows, with the exception of: 

b) Environmental Management and Sustainability, and 

h) Proposals for resident liaison 

which have been collaboratively produced and agreed between the construction and 

refurbishment contractors. 

REG-5.8.3-001 Construction Management – Version I



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Contents 

Part 1 – New Build Construction Management Plan…………Page 3 

5.8.3 (a) General Approach to Health & Safety ………………………page 3 

5.8.3 (b) General Approach to Environmental Management ………..page 10 

5.8.3 (c) General Approach to Quality Management ……………… ..page 18 

5.8.3 (d) Management Methodology …………………………………..page 22 

5.8.3 (e) Organisation of staffing and resources …………………….. page 26 

5.8.3 (f) Operational Integration of Staff ……………………………….page 28 

5.8.3 (g) General Security Arrangements ……………………………..page 29 

5.8.3 (h) Resident Liaison ………………………………………………page 31 

Part 2 – Refurbishment Works Construction Mgt Plan …….Page 35 

Appendices 

5.8.3 (a) General Approach to Health & Safety ………………………page 35 

5.8.3 (b) General Approach to Environmental Management ………..page 37 

5.8.3 (c) General Approach to Quality Management ……………… ..page 37 

5.8.3 (d) Management Methodology …………………………………..page 38 

5.8.3 (e) Organisation of staffing and resources …………………….. page 41 

5.8.3 (f) Operational Integration of Staff ……………………………….page 43 

5.8.3 (g) General Security Arrangements ……………………………..page 46 

5.8.3 (h) Resident Liaison ………………………………………………page 48 

Appendix 01 - Higgins Health & Safety Policy & Procedures 

Appendix 02 - Traffic Management Plan 

Appendix 03 - Contract Quality Plan 

Appendix 04 – Higgins Quality Policy 

Appendix 05 – Rydon Maintenance H&S Policy 

Appendix 06 – Rydon Maintenance Quality Assurance Policy 




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PART 1 - NEW BUILD CONSTRUCTION MANAGEMENT PLAN: 

HIGGINS CONSTRUCTION PLC 

5.8.3 (a) General approach to Health & Safety 

The Higgins Construction approach to Health and Safety management is paramount on all 

construction projects, and is developed in such a way as to encourage everyone involved to 

work together. 

The core duty of all involved in the project will be to co-operate and co-ordinate with others. 

Every person involved in the project will have to seek co-operation from, and co-operate 

with, others involved in the construction work on the same or adjoining sites in relation to 

health and safety issues. 

Below are the main criteria by which Higgins will approach the Myatts Field North Project: 

• Ensure that all statutory appointments and notices are in place. 

• The Project Management Team will ensure that Designers and Sub-Contractors who 

may be engaged on the project are competent and adequately resourced. 

• Ensure suitable and sufficient welfare facilities are provided for the project from the start 

of the construction phase. 

• All Company Personnel are provided with information, instruction and training to ensure 

they are competent to address the Health & Safety issues likely to be involved in the 

management of the construction phase of the project. 

• A Higgins Construction Director will ensure that the construction phase of the project is 

properly planned, managed and monitored, with adequately resourced competent Site 

Management and support teams i.e. Resident Liaison Officers appropriate to the risks 

and activities involved in this project. 

• Pre-tender/pre-start meetings will ensure that every sub-contractor who will be involved 

on the project is informed of the minimum amount of time in which they will be allowed 

for planning and preparation before they begin work on a site. 

• Suitable Construction Phase Plans will be prepared before construction works 

commence and provided to the CDM co-ordinator. 

• The Project Management Team will provide copies of, or access to, relevant parts of the 

Construction Phase Plan and other information to sub-contractors, including selfemployed, 

in time for them to plan their works. 




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• Information requests from sub-contractors will be met promptly and the Higgins project 

team will oversee safe working, co-ordination and co-operation between the Project Sub- 

Contractors. 

• The Project Management Team will liaise with the CDM co-ordinator on design carried 

out during the construction phase of a project, including design by specialist Contractors. 

Appropriate information will be included in the Construction Phase Plan. 

• The Project Management Team supported by experienced Health and Safety Advisers 

shall ensure that all appropriate safety measures are implemented on the project. 

• The Project Management Team will ensure Construction Phase Health and Safety Plans 

are to be kept up-to-date as projects progress. 

• All site personnel will be provided with suitable Health & Safety Induction, Information 

and Training and site rules enforced as necessary and ensure the workforce is consulted 

in relation to the project’s Health & Safety matters. 

• The Project Management Team will provide the CDM co-ordinator promptly with any 

information relevant to the Health & Safety File for the project 

A copy of Higgins Health & Safety Policy & Procedures is provided at Appendix 01. 

We acknowledge that the works will have an ongoing impact on the local environment during 

the regeneration period. We therefore place the utmost importance on recognising the 

issues and identifying options to mitigate the impact of these issues. 

Items which are considered to be of prime importance are: 

• Demolition, and new build construction works adjacent to tenanted properties 

• Traffic management and recognition of the impact of introduction of construction 

traffic into a heavily populated public space 

• Site security and unauthorised access 

• Temporary and permanent utility services protection 

• Noise, dust and nuisance mitigation 

• Local community Health & Safety awareness 

• Well managed and appropriate temporary works 

The regeneration programme will be carried out on a phased basis and as each Phase of 

the works commences each construction area will be fully enclosed within a robust hoarding, 

preventing any unauthorised access to the construction operations. The access gates to the 




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works will be manned during construction working hours and movements in and out of these 

areas closely controlled. 

To ensure that the construction work is segregated from the public, vehicular movements will 

be arranged to prevent disruption to the local residents. Where this is not possible traffic 

movements are controlled and limited to non-sensitive periods (i.e. not during school runs). 

Please refer to the Traffic Management Plan provided at Appendix 02. 

All routes used by construction traffic leaving the construction site will be required to be 

cleaned with wheel / under-carriage cleaning apparatus to mitigate against mud / debris 

being transferred onto public roads. 

Prior to the commencement of all phased works we will keep local residents and the local 

Authority Representatives advised of operational programmes, methodology and the 

proposed traffic management plan through the Residents Forum, the Resident Liaison 

Officer, and newsletters. Any concerns or matters raised by local residents and the local 

Authority Representative will be considered and where deemed appropriate will be 

incorporated into the final approach. 

All site roads, construction traffic routes etc. will be signposted with speed limits, direction 

markers etc. Pedestrian routes and vehicular traffic routes for construction works will be 

segregated by either demarcation fencing or physically sitting in different areas of the site. 

When subcontractors from the database are selected at the enquiry stage for each project 

they will be directed to their obligations in terms of health and safety legislation and our 

procedures on site. Prior to letting a sub-contract award we hold a “pre-order” meeting to reemphasise 

the current legislation and our specific requirements. The pre-order meeting 

minutes are signed by both parties and are used to formalise our contractual agreement with 

the subcontractor. These minutes will be included within the form of subcontract agreement 

and will be regularly referred to during meetings between our on site supervision team and 

the subcontractor. 

Prior to the works commencing the Pre-Construction Information is developed into the 

project specific Construction Phase Health and Safety Plan and is signed off at each stage 

of the project prior to that work commencing. The subcontractors will be required to produce 

the requisite method statements, risk and COSHH assessments in accordance with our 

processes and procedures, and will not be allowed to commence work until these are in 

place. This document is maintained on site and further developed by the addition of other 

specific risk assessments, method statements, training information etc. 




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The on site management of Health and Safety is controlled by our “prevention is better 

than cure” ethos. All our supply chain partners are required to read and sign our current site 

rules and regulations. Following this initial site induction there is a continuous process of 

education by way of ‘tool box talks’ relative to works being undertaken. These are signed off 

by the Health & Safety Manager and records kept of all ‘tool box talks’ given and which 

operatives attended. 

Regular site inspections are undertaken by our site management team and our health and 

safety advisors to ensure that the works are being undertaken to the highest possible 

standards and practices. These reports are published and available to all and will be 

discussed with each subcontractor at regular progress meetings. 

The health and safety performance of all subcontractors is monitored through Sub-Contract 

Evaluations against the following performance indicators: 

• Quality of Workmanship 

• Submission of Records/Documentation 

• Adherence to Programme 

• Level of Work Supervision 

• Co-operation with Agent/Other Trades 

• Level of Technical Assistance/Expertise 

• Willingness to obviate Extra Costs 

• Attitude to Dayworks 

• Attitude to Site Cleanliness 

• Prevention of Waste 

• Protection of Works 

• Attitude to Health and Safety 

• Rectification of Defective Work 

The results are fed back into our procurement database to inform selection of sub 

contractors for future projects. 

The nature of the works is such that all works will be notifiable under and require compliance 

with the terms of the Construction (Design and Management) Regulations 2007 (CDM). In 

order to comply with and surpass the regulations a CDM co-ordinator will be appointed at 

the earliest possible opportunity after preferred bidder, and prior to the progression of 




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detailed design. It will be the CDM co-ordinator’s responsibility to ensure that the Client is 

aware of their duties and that relevant Pre Construction Information is passed to the 

Principal Contractor and from there onto the trade sub-contractors. It is the responsibility of 

the Principal Contractor to prepare a Construction Stage Health & Safety Plan in response to 

the particular circumstances of the project and to ensure that the works are planned and 

carried out in a safe manner with particular regard to the safety of the public, the works 

operatives and future maintenance operatives. 

The commencement of all work, regardless of the scale, will be subject to receiving a 

satisfactory Method Statement and Risk Assessment. Only once these have been approved 

by the Site Manager and H&S Manager will permission be granted to carry out the work. 

The following provides an overview of day to day H&S practices which are enforced and 

followed on site: 

All site operatives and visitors to the site will be suitably inducted by our Management 

Staff before being allowed onto the site. 

All works to be undertaken will be carried out under the supervision of a permanent site 

representative from Higgins Construction PLC namely our Project Manager. He will 

discuss with the site operatives the full extent of the works taking place and explain all 

the restrictions applicable to this contract. 

All subcontractor operatives on site will be experienced workers trained in their 

respective duties and conversant with the company’s Health and Safety Policy and 

Project-specific Method Statements. 

All trade operatives will be under the supervision of their Site Foreman, who if applicable, 

speaks the particular language of any non English speaking operatives and will translate 

all site induction/toolbox talks and emergency evacuation procedures. A signed 

statement is obtained to ensure all operatives on site have received and understood all 

such safety instructions from Higgins Staff. 

All operatives will be expected to use in the proper manner, the correct tools, equipment 

and PPE for the task in hand. 

Each operative shall demonstrate a concern for safety on site, for other workers, as well 

as for themselves. 

We will ensure that each operative wears the requisite personal protection equipment. 

The site will be designated a ‘hi-viz’ and ‘hard hat’ area and operatives will comply with 

this. 

All subcontractors will be required to undergo an on-site induction course to ensure all 

operatives are conversant with the safe methods of working. 




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Plant operatives will be CPCS holders and be responsible for the correct safe use of the 

items of plant they are using and ensure that it is operated in accordance with the 

manufacturers’ instructions. All plant and equipment shall be the most appropriate for 

each operation and the plant will be properly maintained and in good working order. Any 

noisy plant shall be fully suppressed and when in intermittent use shall be shut down 

during the periods of non-use. 

Site personnel will maintain warning signs, barriers and safety measures etc, and report 

any defects to their foreman for his immediate attention and action. 

We will assess the requirements for First-Aid based on the numbers of operatives on 

site, and together with the subcontractors, provide the necessary facilities on site. 

Appointed members of Higgins Site Staff/Sub-contractors will be first-aiders. In the 

event of any emergency on site, requiring attendance of the ambulance or fire fighting 

services, once services have been informed, the Site Supervisor will take the appropriate 

action. 

A Fire Plan and emergency evacuation procedure will be in place and all operatives 

informed of these by the Project Manager or other appointed site staff. 

A traffic and pedestrian plan will also be agreed prior to implementing and clearly 

displayed on site. This will be regularly reviewed and amended as necessary. 

Prior to commencing on site a full and detailed risk assessment will be carried out and 

issued to the Client’s Agent for approval. 

Access and Traffic Management 

In recognition of the busy surrounding roads, traffic and pedestrian management needs 

careful consideration and consultation with the neighbouring residents and Lambeth’s 

Highways Department. 

A detailed Traffic Management Plan will be developed and implemented, taking into 

account any requirements from planning conditions which may be specified further down 

the line. 

Temporary one way systems may need to be adopted for construction traffic together 

with on site haul roads and temporary vehicular crossovers. 

The estate and neighbouring residents together with Lambeth’s Highways Department 

will be consulted at an early stage prior to implementing any traffic management plan 

and updates as the works progress. 

Access on and around the site, as shown on the annotated drawings, will depend on the 

particular stage of the works. 

A trained and dedicated Vehicle Banksman will supervise the access and egress of 

delivery vehicles within the confines of the hoarded off site areas. Refer to the annotated 

phasing plans. 




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Large delivery vehicles will be offloaded within the site boundaries using cranes 

positioned at appropriate locations to suit the build sequence. 

Careful co-ordination and clear instructions for all deliveries will be given to suppliers and 

subcontractors. 

Direction signage on approach roads will clearly identify the new build construction sites 

and the areas secured for demolition. 

Appropriate directional signage and safety information will be displayed on the estate 

warning pedestrians of the individual site access routes and construction traffic routes 

The existing pedestrian and vehicle routes will be carefully considered when formulating 

our traffic management strategy. 

A member of Higgins Site Team will be responsible for supervising the traffic 

management for each stage of the works and auditing and amending as appropriate. 

Communication 

Communication on site is essential, and the site team will have dedicated telephones/radios, 

faxes and email connections. 

The Project Manager is the point of contact on site during working hours. We will have 

emergency telephone numbers for matters arising out of working hours, weekends, and 

public holidays. 

As part or the Considerate Constructors initiative site contact numbers and the name of the 

Project Manager will be displayed on notice boards. 




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5.8.3 (b) General approach to Environmental Management 

This section outlines our approach to sustainability during the demolition and construction 

process. Full descriptions of our approach to sustainability are in the Sustainability Method 

Statement (5.7.2) and associated documents. 

In July 2008 Higgins Construction PLC, achieved accreditation under ISO 14001:2004 

(Certificate Ref EMS523870). In accordance with the requirements of the standard, they 

have developed and subsequently implemented an Environmental Management System 

(EMS) which has been designed to systematically reduce the impact of their business 

processes on the environment. This EMS forms the foundation for delivering pro-active 

Environmental Management on all of their projects, and will be fully adhered to on the Myatts 

Field PFI development. 

Higgins Construction PLC is committed to protecting the environment and recognise that 

many of the operations and processes involved in delivering projects harbour the potential 

for environmental impact. Working to an ISO 14001-certified EMS helps to address this by; 

• Identifying the Environmental Aspects of all business activities 

• Identifying all legal and other regulatory requirements and ensuring that compliance with 

them is maintained and regularly reviewed. 

• Ensuring all Environmental Objectives and targets (KPIs) are set and monitored. 

In recognition of the evolving nature of Environmental Management, we pro-actively ensure 

the continual improvement of our environmental performance. At the heart of this approach 

is their Environmental Policy, which contains the following key commitments; 

1. To employ an Environmental Management System in accordance with BS EN ISO 

14001:2004 on all projects, and use this system to influence business decision making 

processes. 

2. To develop and achieve environmental objectives at Management Review Meetings 

which can be supported by measurable performance indicators, to manage all potentially 

significant environmental aspects including resource use, waste, emissions and 

nuisance. 

3. To work with supply chain partners to promote the sustainable sourcing of products and 

materials. 

4. To maintain a consistent and transparent dialogue with all interested stakeholders in 

order to identify and address key environmental issues affecting the business. 

5. To seek out and apply innovative solutions to the delivery of projects. 




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6. To regularly publish information on their environmental performance. 

7. To the ongoing and structured training of staff, clients, suppliers and sub-contractors with 

the aim of enhancing their awareness of relevant environmental issues and securing 

their effective participation in helping to minimise the environmental impacts. 

8. To the reduction of the environmental impact of the final constructed product through 

improved specification and design. 

9. To the promotion and demonstration of efficiency in the use of energy, water and 

materials, during the construction process including the use of defined 

measures/processes to minimise waste and re-use and maximise recycling outputs 

As well as twice yearly auditing by BSi, their EMS is subject to more frequent internal 

auditing by a dedicated external consultancy. This ensures continuous improvement based 

upon the ‘Plan - Implement - Check, Correct and Present - Review’ feedback loop model. 

In addition to improving Higgins’ general environmental performance, their EMS also helps 

to score in several key areas under the Code for Sustainable Homes; 

• Higgins are Associate Members of the Considerate Constructors Scheme, and have an 

internal KPI to achieve an average score in excess of 32 (denoting exemplar 

performance) across all projects, helping to meet the requirements of Section MAN2 (2 

credits max) 

• In accordance with Clause 4.3.1 of ISO 14001, their EMS includes a Procedure to 

consider and record each major construction activity and its Environmental Aspect on an 

Aspects Register, together with the measures required to mitigate its potential effects. 

This includes best practice policies in respect of both air (dust) pollution arising from site 

activities, and water (ground and surface) pollution occurring on the site. They also have 

Procedures in place to monitor, report and set target for CO 2 production / energy use 

and water consumption arising from site activities. All of these measures help to score 

under Section MAN3 of the Code (2 credits max). This is also how we ensure that we 

adequately protect ecology during the demolition and construction process (Eco 3). 

Based on our present policies and method statements, we will develop a Construction 

Environmental Management Plan (CEMP) for the project. The CEMP will be developed 

throughout the planning, design and consultation processes with the aim to avoid, minimise 

and mitigate any construction effects on: 

• The Environment 

• Existing surrounding Communities 

• New Residents of Myatts Field North 




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A generic site-wide CEMP will define the general approach by which the project will be 

undertaken and describe the environmental management system for the whole site. It will 

show how best practice environmental performance will be achieved wherever practicable. 

Site specific CEMPs will be prepared for each phase of the works. These will be written in 

accordance with the generic site-wide CEMP and will detail the specific environmental 

obligations and constraints (over the above those cove red in the generic CEMP) for that 

area of the site. Both the generic and site specific CEMPs will include the following generic 

documentation: 

o A Management Structure, which includes an organisational chart encompassing all 

staff responsible for environmental work. This will set out the respective roles and 

responsibilities with regard to the environment and identify the nominated 

environmental manager. 

o An internal environmental audit programme, for example ISO 14001. 

o An Environmental Risk Register and associated procedures, which show how 

environmental risks will be addressed. 

o Procedures for environmental training of all permanent site staff, temporary staff will 

be covered within the “Toolbox Talk”. 

o Procedures setting out how internal communication will be programmed, managed 

and documented in respect of all environmental matters. 

o Procedures for handling external communications, liaison and complaints including 

the development and maintenance of a clear audit trail. 

o 

o 

o 

Procedures for monitoring, recording and disseminating the environmental 

information and performance. 

Procedures for addressing non-compliance and corrective actions. 

Procedures for dealing with major incidents, unexpected occurrences or finds during 

construction, particularly related to: 

• Air quality (for example dust) 

• Cultural Heritage (for example archaeological finds) 

• Ecology (for example protected fauna/flora) 

• Ground quality (contamination issues) 

• Noise and Vibration 

• Water resources 

In addition, the CEMPs will include the following detailed information as appropriate. 

Construction Works 

o Location of the works, including a site plan, showing construction site boundaries, 

position of plant and any sensitive receptors, e.g. trees, water courses, local 

residents etc. 




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o 

A description of the works to be undertaken. 

o 

A detailed programme of the construction activities: 

• Proposed dates and sequence of the works 

• Details of proposed normal working hours and intended start up and 

close down times. 

• Outline of any works which may require construction activities outside 

of normal working hours. 

o 

Equipment and plant to be used (including type, make and expected number). 

o 

Vehicular access routes/points: 

• Location plan of each access route/point. 

• List of activities for which each access point is to be used. 

o 

Method of delivery/removal of materials and plant. 

o 

Details of proposed site accommodation. 

o 

Personnel access routes/points: 

• Location plan of each access route/point. 

• List of activities for which each access point is to be used. 

o Details of how public right of way and access to property will be retained and 

managed. 

o 

Construction travel plans, including proposals for shared travel, car parking 

restrictions, use of the Park and Ride and public transport. 

o 

Location of secure storage facilities for tools and equipment. 

Legal Requirements 

o Schedule of appropriate environmental legislation and good practice that will be 

adhered to, which is both current at the time of contract and which may come into 

force during the course of the contract. 

o A list of specific objectives and targets that have been imposed by planning 

conditions and agreed in consultation with third parties. 




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o 

A register of permissions and consents required, with responsibilities allocated and a 

programme for obtaining them. 

Environmental Requirements 

o Procedures for monitoring construction processes against the project environmental 

objectives and for the appropriate action if thresholds have been breached. 

o 

Procedures for reporting any spillages/pollution incidents to the relevant authorities. 

o Procedures for co-ordinating the monitoring results to ensure that the combined 

effect of the works in different locations does not trigger threshold levels. 

o Schedule of potential significant environmental effects relating to each activity (this 

should draw upon the definitions of significant effects used in the ES and relate to 

those effects identified). 

o 

A specific Environmental Risk Register relating to each activity. 

o 

Monitoring proposals, which shall include: 

• The receptors for which monitoring will be undertaken 

• Frequency of monitoring 

• Factors against which the monitoring results will be analysed 

• Threshold levels 

• Speed at which results will be analysed 

• List of organisations/individuals to whom results will be distributed 

• Actions to be taken in the event that thresholds are breached. 

Management Plans 

o Specific management plans relating to the following topics: 

• Cultural Heritage 

• Ecology 

• Landscape 

• Lighting 

• Noise and Vibration 

• Pollution incident control 

• Topsoil 

• Traffic 

• Waste 




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Communication 

o External Consultation 

• A list of those notified of the works and the date notified 

• A list of proposed notifications and dates 

o On-site mitigating measures for each effect and risk which will form part of the 

toolbox talk for all site based staff. 

A formal Code for Sustainable Homes Pre-Assessment has been undertaken, including 

early consideration of; 

• building orientation / massing 

• target u-values 

• air permeability 

• low or zero carbon technologies (renewables) 

This approach enables a strategy to be developed for meeting the requirements of the Code 

through; 

• Ensuring that building orientation optimises energy reduction, maximises passive 

heating and reduces heat loss 

• Utilising an early renewables assessment to determine the most cost effective 

approach to meet the site-specific renewables target taking on board any site 

constraints 

• Managing the production of typical SAP calculations to determine target u-values for 

the development 

• Incorporation of the above to enable early establishment of the wall and floor 

construction to meet the requirements of Code Level 3. This is especially important 

as these constructions can affect the choice of elevation materials, site setting out, 

acoustic and thermal performance, use of MMC, etc.) 

As part of Higgins’ standard ISO 9001-accredited Quality Management procedures, a 

detailed Contract Quality Plan (Appendix 03) will be developed, monitored and managed 

during each stage of the design and construct process. The format of this Contract Quality 

Plan has been designed to integrate fully with the Environmental Management System, and 

accordingly the Code for Sustainable Homes Assessment forms a key component of this 

document. For Myatt’s Field North we are targetting 100% Forest Stewardship Council 

(FSC) timber, which will be incorporated into the management plan. Rydon Maintenance 

will use the same contract quality plan format to achieve their targets. 

Including the Code toolkit and bespoke commitments into the Contract Quality Plan ensures 

that all decisions made during Pre-Construction are tracked and integrated into both subcontractor 

and materials orders, and Higgins’ own management processes. 




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Below are more details on key commitments to best practice in sustainable construction for 

Myatt’s Field North. 

Materials 

Materials is a significant section in the Code for Sustainable Homes in terms of available 

credits, and there is a mandatory requirement for at least three of the five key elements to 

achieve a relevant Green Guide rating from the 2007 version of The Green Guide of A+ to D 

(roof, external walls, internal walls, upper and ground floors, and windows). 

We commit to achieve levels in excess of these mandatory requirements; 

• 80% of the materials utilised on the project will be A-rated (as defined in the Green 

Guide 2008) 

• 100% of timber used will be FSC (or equivalent) accredited 

Using our extensive supply chain database we can source and specify cost-effective 

materials which meet the required scoring criteria under the Code whilst still maintaining 

architectural merit. 

The above commitments will be formalised through their inclusion in the Code for 

Sustainable Homes Assessment checklist included within the Contract Quality Plan and 

accordingly incorporated within all sub-contract and material orders. As our constructor 

partner procures all of their materials directly, we can guarantee that a full audit trail (as 

required under the Code) for all materials i.e. FSC accreditation, Chain of Custody 

Certificates, etc. will be supplied. 

Waste Recycling 

From January 2008, Higgins Construction PLC has operated Site Waste Management Plans 

on all of its new schemes, helping to score under the mandatory requirement of Section 

WAS2. Higgins partners with several licensed Waste Management Companies, who hold 

Waste Carriers Licenses and operate ISO 14001-accredited Waste Transfer Stations. All 

waste is removed unsegregated from site before being separated into individual waste 

streams and recycled at the Waste Transfer Station. 

Records are then issued to site by the Waste Management Company for inclusion in the Site 

Waste Management Plan. An average recycling rate of 78% has been achieved across 

recent project, and we believe that our commitment to increase this to 80% is practically 




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achievable via on-site segregation of plasterboard waste and the subsequent recycling of 

this element as a separate waste stream to the other unsegregated waste. 

Transport 

We confirm our commitment to produce, monitor and managed a detailed Transport Plan, 

which will be initiated at Preferred Bidder Stage. These Plans have been successful 

developed and utilised on previous schemes and have ensured that the number and length 

of journeys are kept to a minimum, reducing emissions from transportation, and minimising 

noise, fumes and general disturbance to local residents. 

This Transport Plan will be incorporated within the overall Contract Quality Plan to ensure it 

is continuous and regularly monitored and updated. 

We believe that our proposal for the construction of Myatts Field PFI will minimise waste, 

and transport movements. 

Air Tightness 

We do not believe that an air permeability rate of 3m 3 /m 2 /h is practically achievable on 

panellised timber-framed forms of construction (excluding SIPs). Based on historical data we 

believe that a predicted air permeability rate of 7m 3 /m 2 /h is more realistic (which is still a 30% 

improvement over current Building Regulations), although we reaffirm our commitment to 

reduce this level as far as practically possible. 

Following completion of the Air Tightness Testing, copies of all test reports will be included 

within the Contract Quality Plan and additionally distributed to the Code for Sustainable 

Homes Assessor to ensure the post-completion audit requirements of the Code are met. 




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5.8.3 (c) General approach to Quality Management 

Higgins have a strong quality ethos. Each has successfully been granted or is in the 

process of applying for Investor in People Status, and Quality Assurance accreditation 

ISO9001:2000. 

The following section details Higgins approach to matters related to quality management 

which will be continually reviewed and developed to enhance their resource capabilities in 

order to successfully execute their projects. 

Commitment of Resources 

Higgins Construction considers its primary resource capability to be its employees and 

integrated supply chain and have recognised this through its commitment towards 

‘Investors in People’ . 

Higgins have a progressive and rigorous selection process for employment of both staff and 

supply chain partners to ensure suitability and competence to deliver against our quality 

management targets on the projects that we undertake. Thereafter all employees are 

reviewed on a regular basis under a Company Training and Development Policy and all 

supply chain partners are reviewed by our Procurement Knowledge Centre and any areas of 

weakness addressed. 

A copy of our construction partners Quality Control Policy is included in Appendix 04. The 

key elements of the Quality Assurance system are detailed as follows: 

Quality Control Policy 

Higgins Construction PLC will manage and continue to improve the high quality of building 

contracting services provided by the company; 

• Ensure that all contractual requirements between the company and its clients are 

consistently achieved; 

• Ensure that health, safety and welfare requirements are properly applied and managed; 

• Continually try to improve the effectiveness of the quality management system. 

The aims of the quality control policy are delivered through the Higgins Management System 

which is audited by Directors and independently by the BSi. 




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The Higgins Management System has been developed in accordance with the requirements 

of BS EN ISO 9001:2000. Conformance with the requirements of the Higgins Management 

System is mandatory for all members of staff engaged in the provision of building contracting 

services. This quality policy will be reviewed at the annual management review to verify its 

continuing suitability. 

Quality Objectives 

Higgins are founder members of the Governments Construction Best Practice programme 

which is being managed through the offices of the DTI. 

In accordance with the recommendations made by the Construction Task Force, which are 

detailed in their report “Rethinking Construction”, Higgins have joined the following two 

Benchmarking Clubs:- 

• Housing Forum Benchmarking Club which is managed by Achilles; and 

• Housing Industry Benchmarking Club which is managed by Building Software Limited. 

Through the use of specific KPI’s the company’s performance is regularly monitored and 

measured and the results are compared with the industry average. The company’s 

performance will be reviewed by the Board of Directors, who are responsible for managing 

the development and implementation of the improvements that they deem necessary to 

address any deficiencies and/or weaknesses identified through this programme. 

In addition to the above each department maintains a set of quality objectives which are 

used to monitor performance. 

Scope of the Quality Management System 

The Higgins Management System is defined within the following key documents: 

• Quality Manual; 

• Procedures Manual; 

• Business Plan; 

• Monthly Board Reports; and 

• KPI Report 




PAGE 20 OF49 

The Higgins Management System has been developed to exceed the requirements of BS 

EN ISO 9001:2000 as applicable to the provision of building contracting services. 

The processes and quality control systems we have in place will ensure that the project is 

managed for compliance with all contract requirements and required standards of 

workmanship, cost and programme performance. The management tool we use, also 

address key areas such as risk management, value management and supply chain 

management all of which ensure the project and client delivery targets are met. 

Our Supply Chain are required to work to the Higgins Management procedures unless they 

are able to demonstrate to us that their own Quality Systems provide the equivalent 

standard of quality control and management. 

We develop Quality Plans for each project which we would involve the Client and the Supply 

Chain in, to ensure that all parties buy into the key processes and sign-off stages, that will 

ensure an audit trail is available to show quality checks have been adhered to. 

We will establish a continuous improvement culture throughout the partnership. We will 

encourage input from all stakeholders, including residents and the supply chain, to review 

what we are doing and how we can do it better. By establishing a forum team to look at 

continuous improvement we would be able to establish a mechanism for reviewing 

feedback, setting targets for improvement ensuring strategy is developed to encourage this 

culture. On Myatts Field North Regenter will hold joint review and lesson learnt workshops 

for both the refurbishment and new build contracts where we will include residents’ 

comments to regularly evaluate areas that could be improved. We will then make sure that 

we act on the lessons learnt on future phases of work. 

We will maintain a clear induction process with all new team members to ensure lessons 

learnt are shared and backward steps are not taken. By the development of clear audit trails 

and ‘Issue Resolution Logs’ we will be able to record and monitor the impacts of both radical 

changes and fine tuning. 

The Higgins Management Procedures is targeted in key areas: - 

Before Contract: 

• Ensuring that the site management team has the correct composition and is the right 

team for the 'job' in terms of experience and expertise. 




PAGE 21 OF49 

• Maintaining regularly audited data bases of quality suppliers and sub-contractors. 

• Ensuring that proposed suppliers meet the correct contract specification. 

• Ensuring that all proposed sub-contractors meet the Company's rigorous selection 

procedures and will deliver the correct product. 

During Contract: 

Quality monitoring will take various forms depending on several factors; 

• The type of work being carried out 

• The duration of the work being carried out 

• The complexity of the work being carried out and 

• The contractor’s previous performance. 

The Contracts Manager will be responsible for monitoring the quality of both the work being 

carried out and the information that is supplied by way of drawings, manuals and other data 

needed to determine future maintenance and lifecycle. 

Day-to-day monitoring of the work quality will be devolved down to operational technical 

staff. For larger projects these will take the form of regular scheduled, minuted meetings 

with the contractor. 

Other features of the contract period are; 

• The agreement and monitoring of a site specific Contract Quality Plan to achieve the 

required quality objectives. 

The purpose of the plan will be to identify key quality issues, incorporate them within the 

plan and establish the means to measure monitor and achieve the required quality level. 

• The agreement of an effective handover procedure. The procedure will be extracted 

from the quality plan and translated into a handover programme. This programme 

together with a procedure checklist will be utilised by the site management team to 

achieve successful handover. 

Post Contract support for a 12 month period for completed dwellings will be provided 

by the following means: 

• 




PAGE 22 OF49 

• UItilising a professional, directly employed office based after care team led by a 

construction director. The after care team will log problems and allocate resources as 

appropriate. 

• Employing mobile, multi-skilled operatives supported by trade specialists where required 

to undertake repairs and maintenance. 

On Myatts Field North we will include a quality plan that will be prepared in conjunction with 

,and signed off by, key stakeholders and partners. The plan will indicate those stages of 

works that require inspection, the timing/frequency/quality control parameters or 

specifications, and the allocation of responsibility for inspection. Quality inspections will be 

recorded in the appropriate customary manner and actions reviewed regularly within a 

Supply Chain quality forum and the management of appropriate safety standards through an 

independent safety group. 

We will agree and monitor a specific Contract Quality Plan to achieve the requirements of 

the scheme in terms of its quality objectives. This plan will be fully agreed after extensive 

consultation and discussion with the residents and client to ensure that the plan includes for 

all client inspection and review processes and milestones. The purpose of the plan will be to 

identify key quality issues, incorporate them within the plan and establish the means to 

measure monitor and achieve the required quality level. 

5.8.3 (d) Management methodology, including compound 

arrangements, storage, on and off site support structures, 

logistics 

We believe transformation of this estate is only achievable through a fully integrated, 

seamless and comprehensive approach to regeneration. We will achieve this by running the 

practical aspects of our development on Myatts Field North in a fully incorporated way to 

ensure the most efficient works programme for residents. We will ensure full integration of 

compounds and all logistics in terms of deliveries and storage between all our delivery 

partners. We will set up one site compound from which we will operate all our procurement, 

delivery and storage systems for both refurbishment and new build in order to minimise any 

mess or disruption for residents. 

The management of this process will be through Joint Project Meetings which will take place 

weekly throughout the development programme. Residents will be invited to attend these 

meetings to discuss any concerns they have with the management of the works. 




PAGE 23 OF49 

We also intend to appoint one team of Resident Liaison Officers that will serve the residents 

whatever their position within the programme. 

Management Methodology - Joint Working Structure 

Regenter MFN SPV 

General Manager 

All New Build 

Sales and Marketing 

of new build 

All refurbishment 

All repairs and maintenance 

All lifecycle replacement 

Regenter MFN DevCo 

Joint Weekly PM 

Team 

Refurbishment 

Repairs & Maintenance 

Plan utilities / 

roads / hoardings / 

plant safety / demolition 

Plan respite / 

re-housing / 

cleaning / support 

Joint RLO’s Team 

Site Access Arrangements – All Parties 

The main site compound for all of the works, new build and refurbishment, will be located in 

the same location which will also contain resident liaison and neighbourhood management 

facilities. However there will be a requirement for ‘satellite’ offices adjacent to specific work 

faces. 

This office will comprise of: 

• Reception area 

• Meeting room 

• Offices for construction management staff 

• Housing Office – with resident access 

• Toilets and welfare facilities 

• Storage containers 

• Respite facilities 

The majority of site project offices will be in a central compound. The offices will be modular 

accommodation to suit flexible arrangements for the internal layouts. 




PAGE 24 OF49 

This will be fitted-out and furnished to a high standard to make any visitors feel welcome. 

They will also project our corporate image, being professional in appearance and using 

relevant colours and logos. They will be maintained and kept free from graffiti at all times. 

The offices will be fully equipped with telephones and Internet connections, together with 

smoke detectors and fire alarms. Water and electricity will be provided by tapping into the 

mains supplies. The office will be welcoming and resident friendly as the bottom floor will be 

the housing office. 

In addition to the main project offices, satellite offices will be established adjacent to new 

build site 13 and site 17. 

Storage of materials will be in steel containers within the main compound and within satellite 

compounds close to the works areas. 

The area we propose for the central project offices is indicated on our phasing/traffic 

management plan (Sides 1 & 2), close to Cowley Road. 

This will remain for the duration of the project as this helps to maintain consistency, stability 

and to build trust with the residents and other stakeholders. We also feel that due to lack of 

space we will need to double stack with staircase access to the top level. 

All operatives will adhere to the Myatts Field North dress code, including the wearing of 

personal, protective equipment (PPE) and visible means of identification at all times. 

Operatives will conduct themselves in a professional manner. Operatives will bring to the 

premises, or have delivered, all tools, equipment and plant necessary to carry out the 

programmed works. 

Material Distribution and Storage 

We will provide containers to store smaller and more vulnerable and valuable items of 

material. We may in additional use separate storage areas within individual hoarded off 

sites. 

All disturbed areas will be reinstated at the end of the project, if not included as part of the 

new works. We will ensure that pedestrian access to the site office for visitors to the housing 

office and to the RLO’s is safe and secure. 

A combination of materials handler forklift, mobile crane visits, static tower crane visits, static 

tower cranes and Mobile Elevated Work Platforms (MEWP) are proposed for this project. 

The general principles of materials control will be followed at all levels:- 




PAGE 25 OF49 

• Good schedule file systems used to give quick reference as to when, and from whom, 

deliveries are required. 

• Planned deliveries utilised to ensure control of suppliers 

• Alternate sources made available if possible 

• Control of wastage of materials of site level optimised to ensure level kept to a minimum. 

Delivery schedules monitors and adjusted accordingly 

• Careful checking of orders and monitoring of planned delivery dates to ensure materials 

delivered can be properly stored and unnecessary double handling avoided 

• Standard quality of materials maintained throughout the contract period by checking 

against agreed samples or specifications 

Subcontractors will be encouraged to minimise any wastage of materials at the first instance 

in line with our Environmental Policy. Proposals for use of modular components and ready 

mixed mortar for example, may also help reduce wastage. 

Materials delivered to site will be packaged to prevent wastage at point of use e.g. shrink 

wrapping and / or palletised. Careful ordering of type and quantity together with a selected 

method of offloading will further prevent material wastage on site. 

Careful co-ordination of material deliveries will be necessary to avoid potential congestion 

with resident’s’ traffic and the local school start and end times. It is also important to have 

the correct sizing of delivery vehicles to allow materials to be received offloaded / loaded 

within the hoarded off site boundaries. This offload / load procedure will be supervised at all 

times by an appointed Banksman as our Health and Safety Procedures. 

Working Hours 

Although the office will be open from 0900hrs until 1700hrs, all sub-contractors and employees 

will be advised of the allowed working hours and will be adhered to. These times will be in 

accordance with LBL’s “Code of practice for construction sites”, i.e., 08.00hrs – 18.00hrs 

Monday to Friday, and 08.00hrs – 13.00hrs Saturday. No works will take place during UK 

holidays 

No work will be carried out on Sundays or Bank Holidays, unless necessary for minimising 

potential disruption of utility services connections and / or diversions or installing / removing 

tower cranes and having first been approved by Lambeth. 




PAGE 26 OF49 

Off Site Support Structure 

The site team will be supported by large off site support structure – we have shown an 

example of this in the off site support structure of Higgins. Each team is supported in this 

way with a wealth of knowledge, expertise and staff that can be called upon at any time. 

5.8.3 (e) Organisation of staffing and resources 

We show below an organisation chart showing where each service delivery partner is placed 

within the wider context of Regenter MFN. Each delivery partner is integrated into one team, 

sitting in one office. 

: Lambeth - All Teams Staffing Structure 

Regenter MFN 

SPV Manager 

24/7 Helpdesk 

Regenter DevCo 

Project Manger and 

support staff 

Pinnacle Contract 

Manager and 

support staff 

Equipe Contract 

Manager and 

support staff 

Higgins 

Senior Project 

Manager 

New Homes 

Sales and Marketing 

Team 

Housing Manager 

Estate Services 

Manager 

Refurbishment 

Manager 

Repairs & 

Maintenance 

Manager 

Higgins 

New Build Team 

Housing Team 

(including Leasehold) 

Refurbishment 

Team 

Repairs Team 

Resident Liaison Officers 




PAGE 27 OF49 

Jointly 

We will jointly appoint a team of Resident Liaison Officers (RLO’s). We will ensure this team 

meets the Resident Forum, as it is crucial they understand the community and what 

individuals experiencing refurbishment and decanting are going through. 

The RLO Team will be in place prior to Financial Close to prepare for Service 

Commencement. 

New Build 

Our New Build Team reports to the SPV General Manager, and will include, although not 

exclusively, the following roles: 

• Project Manager 

• Site Managers 

• Managing Surveyor 

• Community Development Manager 

• Senior Project Co-ordinator 




PAGE 28 OF49 

5.8.3 (f) Operational integration of staff 

The diagram below shows how we intend to ensure all our work streams are integrated. As 

well as sharing an office, one of the most effective ways of operational integration, we will 

ensure that joint weekly meetings feed into the working stream groups, so that everyone 

knows exactly what is happening at all stages of the program. 

: Operational Integration of Staff 

Weekly Joint 

Strategic Meeting 

Design Team 

Working Group 

RLO Team 

Refurb Team 

Working Group 


Working Group 




PAGE 29 OF49 

5.8.4 (g) General security arrangements 

When undertaking construction and/or refurbishment work we will address the following 

aspects of security: 

Compound Security: we will install CCTV on the compound that has high quality hard drive 

recording. This recording is of a good enough quality and date stamped to be able to use in 

court action if required 

Site Security: each site will be made secure by the erection of solid hoarding prior to any 

work commencing, so that no unauthorised access is possible 

Site Personnel: will wear high visibility jackets and hard hats, and will be expected to wear 

ID badges at all time. 

Resident Safety: we will assist in keeping residents safe by holding Health and Safety 

briefings. All operatives who enter resident homes will only do so with ID badges. 

Resident Belongings: resident belonging will be inventoried before work begins within their 

home, and anything that the resident feels is of value will be placed in secure storage. 

The access to the project offices shall be controlled at all times and all personnel and visitors 

will report to the site office. A separate dedicated access will be provided for the residents to 

access the housing management/RLO offices. 

The vehicular and pedestrian access into the construction areas will be controlled by an 

appointed gate man employed by Higgins Construction, who will be in radio contact with 

the other members of the Higgins and Rydon Maintenance site management team. 

All site personnel will wear photographic/controlled access identification badges at all times 

on site and a register shall be kept in the Project Manager’s office. They will be surrendered 

and cancelled on completion of work stage works and or employment and the register 

amended accordingly. 

All visitors shall wear visitor badges when on site. 

All operatives will wear Myatts Field branded Hi -Viz vests for security and safety. These will 

be issued with the ID badges. 

Security issues will be integral to the sub-contract documents and discussed and agreed at 

all pre-commencement meetings. 




PAGE 30 OF49 

CCTV cameras will be erected as a security measure to monitor the site and it may be 

necessary to augment these cameras with ‘out of hours’ static guards, should the need 

arise. 

During out of hours periods the detailed security measures will be augmented within the 

works compound with the use of security personnel/wardens, both in a static monitoring and 

mobile capacity. 

Public safety is paramount and that safe access is assured to and from dwellings and 

around the site with appropriate areas securely fenced off with notices and signs as 

required. We will assist in keeping residents safe by holding Health and Safety briefings; we 

will be visiting local schools to talk about the work that is being undertaken and the health 

and safety risks that this may pose. We will ensure the all residents and the Client are 

aware of the out of hours designated emergency contact number. 

Prior to works starting, the site areas will be segregated from the residents with 2m high 

solid hoardings with vision panels if required. These will be moved/adapted to suit the 

phasing of the project. We propose to use 2m high heras fencing for the completion of the 

works for the landscaping, car parking, new below ground services and new roads. 

Existing fire escape route/access points to occupied buildings/shops will be maintained with 

appropriate signage for any temporary diversion routes and with suitable temporary 

illumination. 

The site access will be protected by pedestrian and vehicular security gates which will be left 

closed during the working day and securely locked out of hours. 

The hoarding will need to be adjusted and adapted during the later stages of work for the 

completion of the external landscaping and car parking. 

Stair tower access to scaffolding will be made safe on a daily basis and all mechanical plant 

will be immobilised at the end of each working day, whilst un-attended or for periods of non - 

use. 

At the start and on completion of the daily works, the site will be inspected to ensure it is 

secure and safe. 




PAGE 31 OF49 




PAGE 32 OF49 

5.8.3 (h) Resident Liaison throughout and in respect of all aspects of 

the work 

Resident liaison throughout all aspects of the works is critical to deliver a successful 

programme of works on time and with the support of the local community and residents 

throughout a period of tremendous upheaval and disturbance. We understand how 

important it is for residents to understand what is being proposed, contribute towards the 

proposals and feel that they have been able to voice concerns, ideas and questions. We 

have an approach that has a proven track record and enables residents to have direct 

access to the teams delivering the works programmes to ensure the maximum 

transparency, honesty and performance against our delivery commitments. 

Our approach to resident liaison during this period is outlined below. A separate method 

statement detailing our approach to resident consultation during the planning process is 

included in our Planning method statement 5.4.4 

Resident Forum 

This will be the representative body on behalf of residents in the monitoring of our 

compliance and performance against the Project Agreement including our performance in 

relation to execution of the construction, refurbishment and demolition works. 

Design Consultation 

The design consultation process will take place prior to each planning application. This will 

provide residents with full access to the drawings and surveys and a genuine ability to 

influence the evolution of the design. This process has already commenced and we have 

already revised our design and masterplan solution on the basis of the feedback received 

from residents e.g. we have reduced building heights and incorporated replacement 

bungalows. Further revisions can also be incorporated to address concerns over heights of 

the buildings surrounding Fountains Place. We can also ensure that the final selection of 

materials and colours for the community centre, parks furniture, play equipment are directly 

influenced by the choices and preferences of residents throughout the design consultation 

process. 

Service Delivery Solution 

We will consult with residents during our first 100 days in order to find out what it is important 

to them in regard to the service proposals and tailor our solution as a result of this 

consultation. We will walk the estate with residents and collectively identify the composition 

of the Environmental Blitz action programme. Other areas including the nature of support 




PAGE 33 OF49 

and consultation that is offered throughout the construction and refurbishment period will be 

particularly tailored to the preferences and requirements of residents e.g. weekend 

meetings, composition of meetings, nature of representation and agenda items. 

Establishing Key Groups 

Because the project has different elements, different residents require different information. 

We will establish working groups with the residents covering demolition, decanting, new 

build and refurbishment so that we can address and fully meet the requirements of each 

group. The requirements of the residents experiencing refurbishment works to their homes 

are unlikely to be consistent with those residents that will be moving to a new home or to that 

of a homeowner. All of these needs will be different to the needs and requirements of the 

various community groups and local businesses and surrounding residents. We will set up 

resident liaison groups and activities that are specifically tailored to the different groups. 

Wider Consultation 

We propose to hold open community meetings once a month for the first 100 days on site. If 

the community feel that these need to continue we will make sure that they do. This will 

enable wider representation and liaison to be established. 

Published Consultation 

We will regularly distribute a newsletter throughout the construction and refurbishment 

period. Newsletters will be issued on a quarterly basis during the services period. 

Resident Liaison Officers 

We will have dedicated Resident Liaison Officers (RLOs) responsible for the individual, oneto-one 

consultation with each resident/family prior to refurbishment, construction and decant 

works. The RLOs will be responsible for assessing the individual needs of the residents and 

ensuring that the works are undertaken in such a way that respects these individual 

circumstances. 

The RLOs will undertake all initial discussions with residents concerning appointments and 

programming of the necessary works, support available to assist throughout the process 

(e.g. respite facilities, moving assistance etc.) and take time to explain and illustrate the 

various choices that are available to residents and assist with their selection (e.g. kitchen 

design). 

The RLOs, together with the Helpdesk will also undertake survey work with residents 

following completion of the works to monitor resident satisfaction and feedback that will be 




PAGE 34 OF49 

published in our reporting material and newsletters and also inform the approach we take in 

future stages of the works. 

Single Site Office 

We will establish a combined site office within the Myatts Field North Community from which 

the construction, refurbishment and service teams will operate. It will be co-located with the 

Neighbourhood Management Office providing a “One Stop Shop” for all aspects of the 

contract. This will enable more effective communication and will provide a better service to 

the residents. 

The site office will be open extended hours during the construction and refurbishment period 

from 9am and 5pm . The site office will enable us to display material relevant to residents 

such as the various works programmes, masterplan model for the new Myatts Field 

Community, performance and feedback information and the team responsible for delivery of 

the works and services to the residents. 

The site office will also provide confidential interview rooms where residents can talk openly 

to our team in private and confidential surroundings. We will have a suggestions box and 

complaints box, together with access to translation services to ensure that all residents feel 

able and capable of accessing information and participating in consultation and liaison. 

Show Homes 

We will provide and make available show homes on each phase of the new build 

construction works so that residents are able to view the new homes that are being provided 

and the choices available to them on the various fixtures and fittings. The show homes will 

be a key tool in promoting interest and excitement among residents that are required to 

decant and move home through the project. 




PAGE 35 OF49 

Promotion of Resident Safety & Visits to Local Schools 

Public safety is paramount and safe access is assured to and from dwellings and around the 

site with appropriate areas securely fenced off. We will effectively guide the public on safe 

routes using notices and signs as required. 

Part of our overall all plan for safety will be to visit local schools to explain what work is being 

undertaken and the health and safety risks that this may pose. We will ensure the all 

residents and the Client are aware of the out of hours designated emergency contact 

number. 

We will ensure that accesses to existing blocks of flats are maintained, as well as ensuring 

that there is good access to the newly occupied homes as they are built. 

Staff Livery & Identification 

We intend all staff to have easily recognisable staff livery, making them more obvious, 

accessible and approachable to residents whilst undertaking their duties. All our operatives 

will wear identification badges at all times, and we will encourage residents to refuse entry if 

a badge is not shown. Residents can call the Helpdesk to check the identification of any of 

our staff if there is any doubt or concern at all. 




PAGE 36 OF49 

PART 2 - REFURBISHMENT WORKS CONSTRUCTION 

MANAGEMENT PLAN - BY RYDON MAINTENANCE 

The section below provides responses from our refurbishment partner, Rydon Maintenance, 

to the question raised in the ISDS and covers the following matters. 

a) General approach to health and safety; 

b) General approach to environmental management and sustainability; 

c) General approach to quality management; 

d) Management methodology including compound arrangements, storage, on and 

off site support structures, logistics, etc… 

e) Organisation of staffing and resources; 

f) Operational integration of staff and operatives across the Participant organisation 

and sub contracts; 

g) General security arrangements; 

h) Proposals for resident liaison throughout and in respect of all aspects of the 

works. 

5.8.3 (a) General approach to Health & Safety 

Our approach to refurbishment is guided by the fact that we are working in people’s homes. 

Health and Safety and the security of residents and neighbours will be the first priority of 

Rydon Maintenance. An important issue for us is the organisation of works to ensure that 

multi trade working is carried out simultaneously, minimizing disruption and speeding up the 

refurbishment. 

We will address those through risk assessment, vigilance, monitoring, feedback, 

consultation and best practice advice. We will also negotiate and agree a Residents Charter 

with the Steering Group which will guide all our actions. 

We are dedicated to the development, investment, management and operation of housing 

projects. This includes the management, operation and maintenance of client premises and 

equipment, and the provision of support services. We build teams involving all parties in a 

project and centred on a close working relationship with the client together with a 

commitment to health, safety, quality, and environmental objectives. Rydon Maintenance 

has an up-to- date health and safety policy manual in compliance with legal requirements. 




PAGE 37 OF49 

To ensure its risks are adequately managed and its standards maintained, we carry out 

regular internal and external audits of itself and its suppliers. We can access financial 

resources, staff with suitable skills and appropriate technology for implementation and 

continual improvement of our policy. 

The occupational health and safety policy manual states the responsibilities of managers, 

methods to control hazards and how employees are informed. The company will attempt to 

minimise the occurrence of all workplace risks. For this purpose regular safety meetings will 

be held to provide occupational health and safety advice for all employees and the setting 

and review of objectives. Rydon Maintenance will ensure systems exist to maintain a safe 

place of work at clients’ sites for all employees, suppliers, visitors and other interested 

parties. The Rydon Maintenance compliance manager is responsible for providing 

information on the company health and safety performance and reporting results to the 

General Manager on a regular basis and the designated H&S Site Manager as appropriate. 

All employees have a personal responsibility for their own occupational health and safety 

and that of other people. This includes anything we do or fail to do. Consultation will be 

carried out with all employees who must co-operate fully on any matter relating to 

occupational health and safety or face disciplinary measures. 

The initial refurbishment works will require compliance with the Construction (Design and 

Management) Regulations (CDM). In order to comply with the regulations a CDM Coordinator 

will be appointed at, or just prior to, contract commencement by Regenter. It will be 

the CDMCs responsibility to ensure that any proposed works are planned and carried out in 

a safe manner with particular regard to the safety of the public, the works operatives and 

future maintenance operatives. 

The commencement of all work, regardless of the scale, will be subject to receiving a 

satisfactory Method Statement and Risk Assessment. Only once these have been approved 

will permission be granted to carry out the work. 

A copy of our H&S policy is enclosed at Appendix 05. 




PAGE 38 OF49 

5.8.3 (b) General approach to Environmental Management 

Refer to section under Part 1 of this method statement where applicable to refurbishment 

works. 

5.8.3 (c) General approach to Quality Management 

We are conscious of the need to sustain and improve the high quality of our service to 

ensure that all standards and specifications are consistently achieved throughout the 

contract. We have a total commitment to the philosophy of customer care. Our experience of 

working within the community sector has resulted in a belief that success is achieved only by 

recognising and providing a quality response to the needs of residents, our partners and the 

council. We have underlined our commitment to quality customer care with the achievement 

of Quality Assurance accreditation ISO 9001:2008 which will ensure: 

• The high quality of the products we use 

• The efficiency of installations and refurbishment works we carry out 

• The effectiveness of the co-ordination and communication among the stakeholders 

of the project. 

This process will involve the pooling and dissemination of formal structured feedback, in the 

form of responses to survey questionnaires, as well as regular stakeholder workshops in 

which feedback is discussed and potential improvements are identified and evaluated. For a 

sub-contractor to be working on our project, the quality monitoring aspect of their 

performance will be included in the terms and conditions of their contract. 

Quality monitoring will take various forms depending on several factors: 

• The type of work being carried out 

• The duration of the work being carried out 

• The complexity of the work being carried out 

• The contractor’s previous performance. 

The Refurbishment Contract Manager will be responsible for monitoring the quality of both 

the work being carried out and the information that is supplied. 




PAGE 39 OF49 

Day-to-day monitoring of the work quality will be flowed down to operational technical staff. 

For larger works, this will take the form of regular scheduled, minuted meetings. For small 

repair works a proportion of the works will be ‘post-inspected’ to ensure compliance. This will 

be fed back into the SPV monitoring meetings. 

The information obtained through these processes is then used to identify actions and 

feedback. 

The practices and procedures which are implemented in achieving our quality policy 

emanate from the company objective to achieve Zero Defects at completion. 

Our Contract Managers are charged with the responsibility of ensuring that a high quality, 

“right-first-time” product is delivered in every dwelling. 

The process we will follow is: 

Snagging: The scope of works for each package will identify the provision of benchmarks, 

samples and snagging teams. Subcontractors will be required to detail the extent of their 

input and staff commitment to these items. 

Completion, Handover and Certification: Works will not be offered up to the Independent 

Certifier until we are satisfied that they meet our own stringent standards and fully comply 

with the requirements of the Project Agreement. 

A copy of our QA policy is enclosed at Appendix 06. 

5.8.3 (d) Management methodology, including compound 

arrangements, storage, on and off site support structures, 

logistics 

We believe transformation of this estate is achievable through a fully integrated, seamless 

and comprehensive approach to regeneration. One aspect of how we will achieve this is by 

running the practical aspects of our development on Myatts Field North in a fully 

incorporated way to ensure the most efficient works programme for residents. We will 

ensure full integration of compounds and all logistics in terms of deliveries and storage 




PAGE 40 OF49 

between all our delivery partners. We will set up one site compound from which we will 

operate all our procurement, delivery and storage systems, in order to minimise any mess or 

disruption for residents. 

Site Access Arrangements – All Parties 

It is our intention to manage all works in Lambeth, refurbishment, new build construction and 

neighbourhood management from a centrally located site office and compound. 

This office will comprise of: 

• Reception area 

• Meeting room 

• Offices for construction management staff 

• Housing Office – with resident access 

• Toilets and welfare facilities 

• Storage containers 

• Respite facilities 

All the site office accommodation and storage will be in steel portacabin type units. This will 

be fitted-out and furnished to a high standard to make any visitors feel welcome. They will 

also project our corporate image, being professional in appearance and using relevant 

colours and logos. They will be maintained and kept free from graffiti at all times. The offices 

will be fully equipped with telephones and Internet connections, together with smoke 

detectors and fire alarms. Water and electricity will be provided by tapping into the mains 

supplies. The office will be welcoming and resident friendly as the bottom floor will be the 

housing office. 

For the first three to six months the temporary site establishment will be located in a shop 

unit in Foxley Square until the interim site set up is available off Cowley Road. On 

completion of the new community centre the establishment will relocate to this permanent 

location for the remainder of the PFI term. We would prefer to reduce any moves to the 

absolute minimum as this helps to maintain consistency, stability and to build trust with the 

residents and other stakeholders. 

All operatives will adhere to the Myatts Field North dress code, including the wearing of 

personal, protective equipment (PPE) and visible means of identification at all times. 

Operatives will conduct themselves in a professional manner. Operatives will bring to the 




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premises, or have delivered, all tools, equipment and plant necessary to carry out the 

programmed works. 

. 

Material Distribution and Storage 

We will provide containers to store smaller and more vulnerable and valuable items of 

material. We may in additional use separate storage areas within individual hoarded off 

sites. 

All disturbed areas will be reinstated at the end of the project, if not included as part of the 

new works. We will ensure that pedestrian access to the site office for visitors to the housing 

office and to the RLO’s is safe and secure. 

The general principles of materials control will be followed at all levels:- 

• Good schedule file systems used to give quick reference as to when, and from whom, 

deliveries are required. 

• Planned deliveries utilised to ensure control of suppliers 

• Alternate sources made available if possible 

• Control of wastage of materials of site level optimised to ensure level kept to a minimum. 

Delivery schedules monitors and adjusted accordingly 

• Careful checking of orders and monitoring of planned delivery dates to ensure materials 

delivered can be properly stored and unnecessary double handling avoided 

• Standard quality of materials maintained throughout the contract period by checking 

against agreed samples or specifications 

Subcontractors will be encouraged to minimise any wastage of materials at the first instance 

in line with our Environmental Policy. Proposals for use of modular components, timber 

frame, brick slips, and ready mixed mortar for example, may also help reduce wastage. 

Materials delivered to site will be packaged to prevent wastage at point of use e.g. shrink 

wrapping and / or palletised. Careful ordering of type and quantity together with a selected 

method of offloading will further prevent material wastage on site. 

Careful co-ordination of material deliveries will be necessary to avoid potential congestion 

with resident’s’ traffic and the local school start and end times. It is also important to have 

the correct sizing of delivery vehicles to allow materials to be received offloaded / loaded 




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within the hoarded off site boundaries. This offload / load procedure will be supervised at all 

times by an appointed Banksman as per our Health and Safety Procedures. 

Working Hours 

Although the Rydon Maintenance office will be open from 0900hrs until 1700hrs, all subcontractors 

and employees will be advised of the allowed working hours, these times being 

those normally provided through the planning approval process and will be adhered to. 

Should working hours not be provided through this process, 08.30hrs – 1800hrs Monday to 

Friday and 0900hrs – 1300hrs Saturday will be nominated. 

No working will be done on Sundays or Bank Holidays, unless necessary for minimising 

potential disruption of statutory services connections and / or diversions or installing / 

removing tower cranes and having first been approved by Lambeth. 

5.8.3 (e) Organisation of staffing and resources 

Refurbishment Team 

The refurbishment team will be collocated with the construction team in the site compound 

located within Myatts Field North, and will report directly to the SPV General Manager. The 

team will include, although not exclusively: 

• 

• 

• General Manager 

• Refurbishment Contract Manager 

• Repairs & Maintenance Manager 

• Project Surveyor 

We implement a process of continuous improvement which is focused on the long term and 

incremental, rather than step change. It is an approach which is orientated around people, 

rather than processes, is relatively easy to implement, but requires high levels of 

organisational discipline. Excellent change management skills underpin on-going success in 

terms of continuous improvement. The continuous improvement concept believes that every 

aspect of working life can be improved. Five elements support the approach: 




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Team work: the process of incremental improvement has, at its heart, people who operate 

as teams to improve the way they work and thereby the overall service they deliver. 

Teamwork is of fundamental importance to the way Rydon Maintenance work. It scores 

consistently highly in all of our staff surveys – internal and external. 

Personal discipline: this is very much about focus and keeping all managers and staff 

orientated around their key tasks. The performance management process, which is linked to 

our values and corporate and local objectives, is central to maintaining this discipline. It is 

only in this way that we can stretch services, performance and efficiency. 

Improved morale: highly motivated staff, who are committed to the business and their own 

personal work goals, deliver, we believe, the best results in terms of continuous 

improvement. Celebrating successes, social events, involvement in local charities, giving 

something back to our communities, bonuses and rewards for high performance and a 

culture which encourages service improvement, are all part of the process of building high 

morale. 

Suggestions for improvement: critical to the way Rydon Maintenance works is the 

opportunity for staff and customers to identify problems and suggest solutions. We utilise a 

range of mechanisms within our operating framework, which encourage ideas for 

improvement. 

Commissioning of Specialist Services and Appointment of Sub- 

Contractors 

We intend to deliver the refurbishment works programme through a combination of directly 

employed operatives and specialist contractors and sub-contractors. 

We are proposing to procure the services from ISO 9002 registered companies with relevant 

experience in service provision of this nature. The list of approved contractors from the 

Specialist Approved Subcontractor Database will form the basis of the approved list for this 

project. We will also utilise local labour and develop a local supply chain in this area. This 

ensures that we maximise our contribution to the local area and that we are able to be more 

responsive in our delivery. We will also work hard to help local contractors comply with our 

commissioning standards and provide the detailed information which is essential before 

going on our select list. 




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5.8.3 (f) Operational integration of staff and resources 

The diagram below shows how we intend to ensure all our work streams are integrated. As 

well as sharing an office, one of the most effective ways of operational integration, we will 

ensure that joint weekly meetings feed into the working stream groups, so that everyone 

knows exactly what is happening at all stages of the program. 

: Operational Integration of Staff 

Weekly Joint 

Strategic Meeting 

Design Team 

Working Group 

RLO Team 

Refurb Team 

Working Group 


Working Group 

Empowering Employees and Focusing on the Customer 

We have worked hard to create a framework that makes innovation a habit in Rydon 

Maintenance. This means seeing staff as a prime resource, rather than simply as a cost, we 

enable all of our staff to fulfill their potential, by empowering individuals, while still 

maintaining focus on the customer. We recognise that when a customer meets an 

employee, they meet the whole organisation. Our staff are therefore encouraged to work 

with stakeholders as partners. 




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Rydon Maintenance is committed to excellence through people development and aims to 

create a culture of learning where individuals take responsibility, in partnership with their 

managers, for their personal and professional development. 

Rydon Maintenance recognises the need to develop its people so that they gain the 

necessary skills to reach their full potential, and are fully equipped to deliver an excellent 

service in each area of the business. This will assist Rydon Maintenance to achieve its aims 

and objectives through a well trained and supported workforce. 

The aims of Rydon Maintenance as a company are: 

• To provide effective induction training for all new staff. 

• To provide effective training to those with a change in job role 

• To ensure that development needs are identified as part of the business planning 

process and reviewed regularly 

• To ensure appropriate skills are in place to deliver the business strategy 

• To provide leadership and management development to line managers 

• To ensure the effective delivery of mandatory training, such as Health and Safety 

and Equal Opportunities 

• To ensure equality of access to all development opportunities for all employees 

• To continually monitor and evaluate the effectiveness of our training and 

development activities 

Rydon Maintenance provide specific training in: 

• Customer Services 

• Telephone techniques. 

• Dealing with Difficult People 

• Training for Service – Developing Competencies 

Annual Appraisal Reviews 

As part of its commitment to excellence through people development, every employee will 

have a review of their performance and development annually 

Professional Qualifications 

The Company will provide support for a number of professional studies courses by covering 

the cost of tuition and examination fees and allowing for a number of paid study leave days 

in preparation for examinations. 




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Evaluation 

Employees provide feedback on the value and effectiveness of the training and development 

they undertake. This information will be used to assess and improve the training process. 

Employee Relations / Staff Involvement 

Rydon Maintenance strives to ensure that it has effective communication processes, which 

encourage the engagement and participation of all staff. Strategic changes and 

development are communicated directly to all staff. Regular management and staff 

meetings are held across the business, which facilitates two-way communication and 

involvement. 

Staff Consultative Arrangements 

Where appropriate the company consults with staff when there are significant changes to 

terms and conditions of employment or working practices. 

Informal Consultation and Communication 

• Staff Meetings -Regular staff meetings are held across the business to facilitate the 

sharing of information. 

• Newsletter - The Company will contribute to the quarterly newsletter which provides 

further information to all staff. 

• Intranet - The Company intranet is accessible to all and is regularly updated with news 

and information. 




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5.8.3 (g) General security arrangements 

When undertaking construction and/or refurbishment work we will address the following 

aspects of security: 

Compound Security: There will be CCTV on the compound that has high quality hard drive 

recording. This recording is of a good enough quality and date stamped to be able to use in 

court action if required 

Site Security: each new build site will be made secure by the erection of solid hoarding prior 

to any work commencing, to prevent unauthorised access 

Site Personnel: will wear high visibility jackets and hard hats, and will be expected to wear 

ID badges at all time. 

Resident Safety: we will assist in keeping residents safe by holding Health and Safety 

briefings. All operatives who enter resident homes will only do so with ID badges. 

Resident Belongings: resident belonging will be inventoried before work begins within their 

home, and anything that the resident feels is of value will be placed in secure storage. 







The vehicular and pedestrian access into the construction areas will be controlled by an 

appointed gate man employed by Higgins Construction, who will be in radio contact with 

the other members of the Higgins and Rydon Maintenance site management team. 

All site personnel will wear photographic/controlled access identification badges at all times 

on site and a register shall be kept in the Project Manager’s office. They will be surrendered 

and cancelled on completion of work stage works and or employment and the register 

amended accordingly. 

All visitors shall wear visitor badges when on site. 




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All operatives will wear Myatts Field branded Hi -Viz vests for security and safety. These will 

be issued with the ID badges. 

Prior to refurbishment works starting, where required working areas will be segregated from 

the residents /general public with 2m high heras fencing, moved/adapted to suit progress. 

Existing fire escape route/access points to occupied buildings/shops will be maintained with 

appropriate signage for any temporary diversion routes and with suitable temporary 

illumination. 

When undertaking refurbishment and maintenance works, there are several aspects of 

security that need to be addressed: 

Resident Safety / Security - It is vital to the success of this project that residents feel that 

they themselves, their homes and their possessions are continually safe and secure. We will 

therefore instigate a security pass/ID system that will be carried by all management and 

operatives whenever they are in the project area. Residents will be instructed not to allow 

anyone into their homes unless they are in possession of a security pass. As an additional 

safeguard, Resident Liaison Officers will also introduce operatives to residents when 

commencing work within each residence. Residents will also be issued with contact 

numbers (including out of hours) that they can use if they have any concerns about security 

issues relating to the works. 

Public safety is paramount and that safe access is assured to and from dwellings and 

around the site with appropriate areas securely fenced off with notices and signs as 

required. We will assist in keeping residents safe by holding Health and Safety briefings; we 

will be visiting local schools to talk about the work that is being undertaken and the health 

and safety risks that this may pose. We will ensure the all residents and the Client are 

aware of the out of hours designated emergency contact number. 




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5.8.3 (h) Resident Liaison throughout and in respect of all aspects of 

the work 

Refer to section under Part 1 of this method statement.

5.8.3 construction management method statement - Lambeth Council

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