Delivering effective Waste Minimisation - Wrap

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14 Delivering effective Waste Minimisation Model forms of words which may be used in both the appointment of a designer and of a contractor can be found in WRAP, Achieving effective Waste Minimisation. Specific wording is included to address the design and build procurement route. 1.2 Waste minimisation targets, clauses and monitoring Waste minimisation can be encouraged by setting contract requirements for waste reduction linked to specific targets. Given a defined means of monitoring performance this can be a very powerful method of stimulating change. This ensures that the Contractor is aware of what is expected by the Client and provides a benchmark for comparison. Setting targets for waste reduction can be an effective incentive to improve. However, this requires careful consideration. For example, if the contractor has an incentive to reduce waste, is a realistic benchmark available from which an improvement can be measured Also, does the contractor have absolute control over the waste quantities – recognising the design is a major contributing factor Data on waste minimisation is limited and evidence to show that incentive clauses work is scarce. For this reason, it is recommended that targets are only set for defined elements of work where good data exists. To obtain this data it may be necessary to begin recording a baseline of performance from which improvement targets can be agreed, via negotiation, with contractors and/or subcontractors. 1.3 Soft communication and ways of working Improving the ‘soft’ communication between design teams and the contracting teams is essential to reduce waste. Below are some specific actions that can be taken to improve this. 1.3.1 Engagement There are some simple steps that the project team can take to ensure that waste is elevated up the agenda and is addressed robustly. One solution involves adding a waste item to team meeting agendas. If waste is discussed as part of the general project development (whether during design, procurement, or in site meetings) then it cannot be ignored. Just five minutes at each meeting would ensure that it stays within the scope of the project, and does not become a ‘sustainability bolt-on’. Another aspect is partnering across the design and construction team. Contractors and subcontractors have first hand knowledge of what causes waste and how this could be reduced. Sharing the information with designers is essential. In addition, thinking about logistical and procurement issues early on ensures that decisions are not made which later compromise waste reduction initiatives. A key part of this is therefore early engagement of contractors so that they may contribute to early waste identification and decision making. One specific solution that could be used is to hold discreet waste workshops. These would be an effective method of sharing ideas in an open and neutral forum. Again, giving waste such a platform and encouraging participation is likely to generate useful ideas. It also reinforces the message that waste is not just an issue for contractors, but for everyone.
Delivering effective Waste Minimisation 15 1.3.2 Workshops Holding structured waste minimisation workshops can provide a useful forum to focus on and target waste. Bringing together either the design team members or if possible the design and contracting teams (depending upon the stage of the project), opportunities to reduce waste can be explored. The benefit of this workshop approach is that ideas can be tabled in an open and neutral environment whereby, even if they are not pursued then can at least be considered. Effective waste minimisation can require some creative thinking whereby more is achieved with less. Trade contractors in particular should be able to provide specific and practical solutions. 1.4 Conclusion Underpinning all of the ‘hard’ waste minimisation solutions is a need for a general cultural change within the industry, whereby waste is discussed and actively targeted throughout construction. Fundamental to this is open communication where innovative solutions are actively encouraged to target waste. 1.3.3 Stakeholder awareness and knowledge Team members should have an awareness of waste reduction opportunities. There are few ‘expert waste minimisers’; instead, all members of the design team should understand that waste is an important issue and recognise that they do have the ability to influence the amount of waste generated. For example, the Designer should ask, ‘is there a better system’ and look for alternatives that better meet the project aims. Similarly, contractors should evaluate where waste is occurring and commit to finding waste reducing solutions. Things to consider: The project brief should have clear requirements to minimise (and manage) waste effectively. Ensure consultants and contractors have contractual obligations to participate in waste reduction. Waste minimisation targets must be realistic whilst still providing a foundation for improvement. Encourage project teams to think about and discuss waste minimisation options – either as part of regular meetings or within defined waste minimisation workshops. Use contractors and subcontractor knowledge early in projects to maximise their input. A thorough review of options may require higher designer time input at early project stages. These additional time costs are likely to be recouped during later stages of the project.
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