Responding to waste minimisation and management ... - Wrap
Responding to waste minimisation and management ... - Wrap
Responding to waste minimisation and management ... - Wrap
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
Practical solutions for sustainable construction<br />
<strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong><br />
<strong>management</strong> requirements<br />
Guidance for construction contrac<strong>to</strong>rs
<strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 0<br />
WRAP helps individuals, businesses <strong>and</strong><br />
local authorities <strong>to</strong> reduce <strong>waste</strong> <strong>and</strong><br />
recycle more, making better use of<br />
resources <strong>and</strong> helping <strong>to</strong> tackle climate<br />
change.<br />
Executive summary<br />
Delivering good practice <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong><br />
<strong>management</strong> (WMM) on construction projects will help<br />
reduce the significant quantities of construction <strong>waste</strong><br />
sent <strong>to</strong> l<strong>and</strong>fill <strong>and</strong> make a substantial contribution <strong>to</strong><br />
sustainable development.<br />
The purpose of this guidance is <strong>to</strong> assist<br />
contrac<strong>to</strong>r organisations <strong>to</strong> reduce <strong>and</strong><br />
recover <strong>waste</strong> on their construction projects<br />
<strong>and</strong> as a consequence, comply <strong>and</strong> exceed<br />
client requirements. It sets out what is meant<br />
by <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong><br />
(WMM), why it is important <strong>and</strong> the key<br />
considerations <strong>to</strong> ensure good practice takes<br />
place throughout the construction process.<br />
This guidance is specific <strong>to</strong> contrac<strong>to</strong>r<br />
organisations <strong>and</strong> forms supplementary<br />
support <strong>to</strong> a suite of guidance documents<br />
aimed at client organisations on how they<br />
can make good practice WMM an explicit<br />
requirement of the procurement process.<br />
As seen in Figure 1, these form two sets of<br />
parallel guidance documents with varying<br />
levels of detail focusing separately on how a<br />
client can achieve:<br />
good practice WMM <strong>and</strong> the use of Site<br />
Waste Management Plans (SWMPs); <strong>and</strong><br />
effective <strong>waste</strong> <strong>minimisation</strong>, specifically<br />
through design but also in procurement,<br />
logistics <strong>and</strong> site activity.<br />
This document provides the key support<br />
<strong>to</strong> help contrac<strong>to</strong>rs respond <strong>to</strong> client<br />
requirements <strong>and</strong> deliver good practice WMM<br />
on construction projects, <strong>and</strong> in doing so, fully<br />
experience the associated cost, competitive<br />
<strong>and</strong> environmental benefits.<br />
High Level<br />
The business case for client decision makers<br />
Setting a requirement for Waste Minimisation <strong>and</strong> Management<br />
Mid Level<br />
An introduction <strong>to</strong> the concepts of WMM <strong>and</strong> model wording for the procurement process<br />
Contents<br />
Executive summary 03<br />
Introduction 05<br />
Good practice <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> 07<br />
Why is WMM important 09<br />
Key public policy drivers 10<br />
The true cost of <strong>waste</strong> 11<br />
Materials Efficiency – a contrac<strong>to</strong>rs perspective 13<br />
1 Developing a Site Waste Management Plan 15<br />
2 Demolition 21<br />
3 Design 24<br />
4 Procurement 29<br />
5 Logistics 34<br />
6 Site operations 36<br />
7 Communicating the change 42<br />
8 Managing change – action plan 44<br />
9 Planning the change – check lists 46<br />
Client focused<br />
Contrac<strong>to</strong>r focused<br />
Achieving good practice<br />
Waste Minimisation <strong>and</strong> Management<br />
Achieving effective<br />
Waste Minimisation<br />
Technical Level<br />
An in-depth look at the areas of opportunity for reducing <strong>and</strong> managing <strong>waste</strong><br />
Delivering good practice Waste Management<br />
Delivering effective Waste Minimisation<br />
Process Level<br />
Key actions <strong>and</strong> solutions for the contrac<strong>to</strong>r <strong>to</strong> respond <strong>to</strong> client requirements<br />
<strong>Responding</strong> <strong>to</strong> Waste Minimisation <strong>and</strong> Management Requirements<br />
(This guidance document)<br />
Figure 1. Suite of guidance documents on good practice WMM <strong>and</strong> achieving effective <strong>waste</strong> <strong>minimisation</strong>
0 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements<br />
<strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 0<br />
Good practice WMM guidance as well as a<br />
variety of information covering all aspects of<br />
materials used in construction, including case<br />
studies, reference guides <strong>and</strong> information<br />
on managing specific <strong>waste</strong> streams, can be<br />
found at WRAP’s construction portal,<br />
www.wrap.org.uk/construction<br />
Key benefits<br />
Increasing numbers of construction clients,<br />
developers, design teams <strong>and</strong> contrac<strong>to</strong>rs are<br />
looking <strong>to</strong> reduce <strong>waste</strong> on their projects. The<br />
benefits in doing this include the ability <strong>to</strong>:<br />
reduce material <strong>and</strong> disposal costs<br />
through a reduction in the materials<br />
ordered <strong>and</strong> <strong>waste</strong> taken <strong>to</strong> l<strong>and</strong>fill;<br />
increase competitive advantage through<br />
differentiation;<br />
lower CO 2 emissions;<br />
meet planning requirements;<br />
complement other aspects of sustainable<br />
design; <strong>and</strong><br />
respond <strong>to</strong> <strong>and</strong> pre-empt changes in public<br />
policy, such as increases in L<strong>and</strong>fill Tax.<br />
Good practice Waste Minimisation<br />
<strong>and</strong> Management<br />
Good practice WMM should follow the<br />
principles of the <strong>waste</strong> hierarchy: reduce the<br />
quantity of the <strong>waste</strong> generated, <strong>and</strong> then<br />
maximise the amount that can be reused or<br />
recycled. Good practice WMM is going beyond<br />
st<strong>and</strong>ard practice <strong>to</strong> realise benefits that<br />
can be achieved on many projects without a<br />
fundamental change in working practice <strong>and</strong><br />
will in most cases generate cost savings.<br />
Waste <strong>minimisation</strong> involves a range of<br />
straightforward methods <strong>to</strong> ‘design-out’<br />
<strong>waste</strong> from a project <strong>and</strong> limit <strong>waste</strong> arising<br />
during the construction phase. Waste<br />
<strong>management</strong> then involves identifying<br />
potential <strong>waste</strong> streams, setting target<br />
recovery rates <strong>and</strong> managing the process <strong>to</strong><br />
ensure that these targets are met.<br />
Using a Site Waste Management Plan<br />
Good practice WMM techniques <strong>and</strong><br />
processes, for example using Modern<br />
Methods of Construction <strong>and</strong> identifying a<br />
site <strong>waste</strong> champion should be implemented<br />
through a Site Waste Management<br />
Plan (SWMP).<br />
A SWMP is not just a <strong>to</strong>ol for managing<br />
<strong>waste</strong> on site. It should also be used as a<br />
<strong>to</strong>ol during earlier project phases <strong>to</strong> inform<br />
the development of the design by identifying<br />
potential <strong>waste</strong> streams <strong>to</strong> minimise <strong>and</strong><br />
targeting appropriate rates of recovery.<br />
Planning <strong>and</strong> developing the SWMP before<br />
construction begins will greatly help realise<br />
the benefits of good practice WMM.<br />
Roles <strong>and</strong> responsibilities<br />
The contrac<strong>to</strong>r has a key role <strong>to</strong> play<br />
in developing the SWMP, identifying<br />
opportunities <strong>to</strong> minimise <strong>and</strong> manage<br />
<strong>waste</strong> <strong>and</strong> implementing good practice<br />
WMM. To fully benefit from good practice<br />
WMM on a project, there should however,<br />
be a team effort <strong>and</strong> the contrac<strong>to</strong>r should<br />
work with other project stakeholders <strong>to</strong><br />
adopt the principles of good practice at the<br />
earliest possible stage. Good practice WMM<br />
should preferably be m<strong>and</strong>ated by the client<br />
through procurement requirements <strong>and</strong><br />
then communicated <strong>and</strong> implemented by the<br />
design team, contrac<strong>to</strong>r, subcontrac<strong>to</strong>rs,<br />
<strong>and</strong> <strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>rs through<br />
all project phases – from outline design <strong>to</strong><br />
project completion. This process is illustrated<br />
in Figure 4 (page 8).<br />
Introduction<br />
The construction industry is the UK’s largest<br />
consumer of natural resources, using over<br />
400 million <strong>to</strong>nnes of material per annum.<br />
It generates more than one-third of the UK’s<br />
<strong>waste</strong> arisings, of which only half is reused or<br />
recycled (primarily aggregates <strong>and</strong> metals).<br />
Over 60 million <strong>to</strong>nnes of construction<br />
sec<strong>to</strong>r <strong>waste</strong> is sent <strong>to</strong> l<strong>and</strong>fill or similar<br />
disposal sites every year. More efficient use<br />
of materials would make a major contribution<br />
<strong>to</strong> reducing the environmental impacts of<br />
construction including reducing dem<strong>and</strong> for<br />
l<strong>and</strong>fill <strong>and</strong> the depletion of finite natural<br />
resources. This would also contribute <strong>to</strong> the<br />
economic efficiency of the sec<strong>to</strong>r <strong>and</strong> of the<br />
UK as a whole.<br />
Major improvements in materials efficiency<br />
are possible, without increasing cost, by:<br />
minimising the overall creation of <strong>waste</strong><br />
resulting from, for example, over-ordering<br />
or inefficient design;<br />
reducing the quantity of material sent <strong>to</strong><br />
l<strong>and</strong>fill during the construction process<br />
through effective <strong>waste</strong> <strong>management</strong>;<br />
recycling material already on the<br />
construction site in<strong>to</strong> the new construction<br />
project; <strong>and</strong><br />
using more recycled materials <strong>and</strong><br />
mainstream products with higher recycled<br />
content, including recycled content (such<br />
as glass <strong>and</strong> plastic) not necessarily<br />
sourced from construction <strong>and</strong><br />
demolition <strong>waste</strong>.<br />
Taking action in each of these areas in the<br />
sequential order outlined in Figure 2, would<br />
enable construction projects <strong>to</strong> achieve good<br />
or best practice <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong><br />
<strong>management</strong> (WMM) <strong>and</strong> overall<br />
resource efficiency.<br />
Waste<br />
Minimisation &<br />
Management<br />
Materials<br />
Recycling<br />
Figure 2: Sequence of actions <strong>to</strong> achieve resource efficiency<br />
Procurement<br />
of Recycled<br />
Content<br />
Good practice WMM can be applied <strong>to</strong> all<br />
forms of construction project, including<br />
new build, refurbishment, fit-out <strong>and</strong><br />
infrastructure, regardless of the<br />
procurement route adopted.
0 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements<br />
<strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 0<br />
This guide is intended <strong>to</strong> provide contrac<strong>to</strong>r<br />
organisations with a robust approach <strong>and</strong><br />
methodology for minimising the amount of<br />
<strong>waste</strong> being generated <strong>and</strong> improving <strong>waste</strong><br />
<strong>management</strong> throughout the construction<br />
processes <strong>and</strong> the recovery rate of <strong>waste</strong>s<br />
that are produced. The focus is on reducing<br />
<strong>and</strong> eliminating <strong>waste</strong> that would otherwise<br />
be sent <strong>to</strong> l<strong>and</strong>fill, however, where residual<br />
<strong>waste</strong> is generated, it should be dealt with in<br />
a way that follows the <strong>waste</strong> hierarchy<br />
(Figure 3).<br />
Waste<br />
reduction<br />
Re-use<br />
Recycling &<br />
composting<br />
Energy recovery<br />
with heat & power<br />
L<strong>and</strong>fill with Energy<br />
L<strong>and</strong>fill<br />
Figure 3: The Waste Hierarchy<br />
In summary this guide:<br />
provides an overview of the opportunities<br />
for minimising <strong>and</strong> managing <strong>waste</strong>,<br />
identifying the key fac<strong>to</strong>rs involved <strong>and</strong><br />
allocating guide responsibilities <strong>to</strong><br />
various departments within<br />
construction companies;<br />
focuses on setting out a priority plan<br />
for managing change <strong>to</strong> a new <strong>waste</strong><br />
<strong>minimisation</strong> <strong>and</strong> <strong>management</strong><br />
initiative; <strong>and</strong><br />
sets out checklists which provide focus<br />
for construction companies <strong>and</strong> which<br />
are able <strong>to</strong> guide them through the many<br />
decisions required <strong>to</strong> ensure <strong>waste</strong> is kept<br />
<strong>to</strong> a minimum. The checklists will make<br />
certain that all decisions are recorded <strong>and</strong><br />
have been justified. They should be used<br />
as a <strong>to</strong>ol both on site <strong>and</strong> at a corporate<br />
level <strong>to</strong> ensure that the structure <strong>and</strong><br />
processes are in place <strong>to</strong> facilitate the<br />
implementation of the <strong>waste</strong><br />
<strong>management</strong> options.<br />
Good practice <strong>waste</strong> <strong>minimisation</strong><br />
<strong>and</strong> <strong>management</strong><br />
The principal objective of good practice WMM<br />
is <strong>to</strong> use materials more efficiently <strong>and</strong> <strong>to</strong><br />
reduce the amount of <strong>waste</strong> requiring final<br />
disposal. Adopting the <strong>waste</strong> hierarchy<br />
(Figure 3) <strong>to</strong> reduce, reuse, recycle, recover<br />
<strong>and</strong> dispose, makes good business sense for<br />
the construction sec<strong>to</strong>r.<br />
Implementing strategies <strong>to</strong> minimise <strong>waste</strong> is<br />
the first step <strong>to</strong>wards materials efficiency <strong>and</strong><br />
is one of the most effective ways <strong>to</strong> solve the<br />
<strong>waste</strong> problem in the construction industry.<br />
Minimising <strong>waste</strong> eliminates the need for<br />
subsequent h<strong>and</strong>ling <strong>and</strong> associated damage.<br />
After opportunities in <strong>waste</strong> <strong>minimisation</strong><br />
are exhausted, <strong>waste</strong> that is produced can be<br />
subsequently managed <strong>to</strong> divert <strong>waste</strong> from<br />
l<strong>and</strong>fill. This will involve recovering material<br />
in a number of <strong>waste</strong> streams for either reuse<br />
or recycling.<br />
Figure 4 (overleaf) summarises the key<br />
steps <strong>and</strong> responsibilities for achieving<br />
good practice WMM from setting a project<br />
requirement by the client from the outset<br />
through <strong>to</strong> its implementation <strong>and</strong> feedback<br />
of outcomes by the contrac<strong>to</strong>r. Good practice<br />
WMM needs <strong>to</strong> be considered at the outset<br />
of a project when there is the most scope <strong>to</strong><br />
influence the project outcomes. The potential<br />
for minimising <strong>and</strong> managing <strong>waste</strong> should<br />
then be considered in subsequent project<br />
phases (design <strong>and</strong> construction) by all<br />
parties, with the lessons learnt from the<br />
project implemented on future projects.<br />
A critical component of this process <strong>and</strong><br />
delivering good practice WMM is the<br />
formulation <strong>and</strong> implementation of a Site<br />
Waste Management Plan (SWMP) at the<br />
pre-design stage. SWMPs often focus<br />
exclusively upon site activities <strong>and</strong> how <strong>waste</strong><br />
streams can be recycled. To get the most out<br />
of the SWMP it should also address <strong>waste</strong><br />
<strong>minimisation</strong> issues. The SWMP should be<br />
used <strong>to</strong> determine key <strong>waste</strong> streams <strong>and</strong><br />
target these for reduction <strong>and</strong> recovery. Key <strong>to</strong><br />
this is contrac<strong>to</strong>r involvement. Waste figures<br />
<strong>and</strong> lessons learnt should then be collected at<br />
post-construction <strong>and</strong> fed back <strong>to</strong> the client<br />
<strong>and</strong> design team.
0 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements<br />
<strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 0<br />
client Design team Contrac<strong>to</strong>r <strong>and</strong> subcontrac<strong>to</strong>rs<br />
Why is WMM important<br />
1. Set project<br />
requirement<br />
for good<br />
practice WMM<br />
pre-design<br />
2. Identify key opportunities for<br />
<strong>waste</strong> <strong>minimisation</strong><br />
DESIGN &<br />
PROCUREMENT<br />
Report outcomes<br />
<strong>and</strong> Quick Wins<br />
Report outcomes<br />
<strong>and</strong> Quick Wins<br />
3. Plan <strong>waste</strong> <strong>management</strong> by<br />
developing a SWMP<br />
4. Tender <strong>and</strong> contractual<br />
requirements for good practice<br />
SWMP implementation <strong>and</strong><br />
targeting of Quick Wins<br />
5. Set targets<br />
<strong>and</strong> Key<br />
Performance<br />
Indica<strong>to</strong>rs<br />
6. Define<br />
responsibilities<br />
<strong>and</strong> contracts<br />
7. Identify <strong>waste</strong><br />
arisings, reuse<br />
<strong>and</strong> recycling<br />
routes<br />
8. Site design<br />
<strong>and</strong> training<br />
9. Moni<strong>to</strong>r<br />
<strong>waste</strong><br />
<strong>management</strong><br />
10. Review<br />
performance of<br />
the SWMP <strong>and</strong><br />
lessons learnt<br />
Figure 4: Key steps <strong>and</strong> responsibilities for achieving good practice <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong><br />
PRE-CONSTRUCTION<br />
construction<br />
post<br />
construction<br />
Construction clients <strong>and</strong> developers are<br />
increasingly looking <strong>to</strong> set targets <strong>and</strong><br />
requirements for good practice <strong>waste</strong><br />
<strong>minimisation</strong> <strong>and</strong> <strong>management</strong> (WMM).<br />
They see it as a relatively simple <strong>and</strong><br />
measurable way of making a difference<br />
which can be easily incorporated within a<br />
wider sustainability action plan. Thus, with<br />
Corporate Social Responsibility (CSR) growing<br />
as a major fac<strong>to</strong>r in pre-qualifications <strong>to</strong><br />
tender, stakeholder pressure is mounting <strong>to</strong><br />
clean up the construction industry <strong>and</strong> those<br />
who fail <strong>to</strong> act could see mounting adverse<br />
bot<strong>to</strong>m line impact in the very near future.<br />
Adopting the principles of good practice<br />
WMM on a project can demonstrate a firm<br />
commitment <strong>to</strong> sustainable construction <strong>and</strong><br />
environmental <strong>management</strong>. If implemented<br />
correctly, good practice WMM can be a<br />
straightforward process that can deliver a<br />
range of benefits in addition <strong>to</strong> improvements<br />
in resource efficiency.<br />
Key benefits include:<br />
minimising environmental damage<br />
– reduced <strong>waste</strong> means less quantity<br />
of l<strong>and</strong>fill space used <strong>and</strong> reduced<br />
environmental impacts associated<br />
with extracting, transporting <strong>and</strong><br />
manufacturing/processing the raw<br />
materials of the construction process;<br />
conserving natural resource – a reduction<br />
in the amount of materials actually<br />
required for a project <strong>and</strong> the specification<br />
of reused <strong>and</strong> recycled materials <strong>and</strong><br />
packaging on site results in less dem<strong>and</strong><br />
for virgin materials, thereby stimulating<br />
the market for recycled materials amongst<br />
product manufacturers <strong>and</strong> encouraging<br />
higher levels of recycling throughout<br />
the economy;<br />
reduced material <strong>and</strong> disposal costs<br />
– less <strong>waste</strong> generated means that a<br />
reduced quantity of materials will be<br />
purchased, <strong>and</strong> less <strong>waste</strong> taken <strong>to</strong><br />
l<strong>and</strong>fill will reduce gate fees for disposal.<br />
Cost savings will stimulate the adoption<br />
of improved recovery practices <strong>and</strong><br />
motivate a sustained change in <strong>waste</strong><br />
<strong>management</strong> practice;<br />
increased competitive differentiation –<br />
benefits both developers <strong>and</strong> contrac<strong>to</strong>rs,<br />
in terms of project efficiency through<br />
a reduction in construction costs <strong>and</strong><br />
programme. This is particularly so where<br />
<strong>waste</strong> <strong>minimisation</strong> opportunities will<br />
help <strong>to</strong> meet prospective client’s<br />
sustainability objectives;<br />
responding <strong>to</strong> <strong>and</strong> pre-empting public<br />
policy – those organisations responding <strong>to</strong><br />
the thrust in public policy making for the<br />
increased sustainability of construction<br />
<strong>and</strong> the built environment will be in an<br />
advantageous position in comparison with<br />
those that wait until they are compelled <strong>to</strong><br />
act by legislation;<br />
increased performance against CSR<br />
objectives – real performance against<br />
corporate responsibility <strong>and</strong> sustainability<br />
policies can be quantified, thereby meeting<br />
the expectations of external stakeholders<br />
<strong>and</strong> employees;<br />
lower CO 2 emissions – avoiding the need<br />
<strong>to</strong> transport <strong>waste</strong>d materials both <strong>to</strong><br />
<strong>and</strong> from site results in a drop in CO 2<br />
emissions; <strong>and</strong><br />
meeting planning requirements – planning<br />
authorities are increasingly setting<br />
conditions for environmental performance<br />
as part of the development process.
10 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 11<br />
Key public policy drivers<br />
The true cost of <strong>waste</strong><br />
There is an increasing thrust in European,<br />
UK national <strong>and</strong> local policies <strong>and</strong> legislation<br />
<strong>to</strong> achieve greater resource efficiency<br />
<strong>and</strong> reduce <strong>waste</strong> sent <strong>to</strong> l<strong>and</strong>fill from<br />
the construction industry. In addition <strong>to</strong><br />
m<strong>and</strong>a<strong>to</strong>ry targets, many organisations are<br />
voluntarily applying targets <strong>to</strong> their projects<br />
<strong>to</strong> demonstrate their corporate social<br />
responsibility. While there is currently no<br />
regula<strong>to</strong>ry obligation <strong>to</strong> reduce <strong>and</strong> manage<br />
<strong>waste</strong>, there are some obvious shifts <strong>to</strong>wards<br />
greater efficiency across the industry. 1<br />
L<strong>and</strong>fill Tax was introduced <strong>to</strong> encourage<br />
organisations <strong>to</strong> reduce the amount of<br />
<strong>waste</strong> disposed <strong>to</strong> l<strong>and</strong>fill. There are two<br />
rates of tax: a st<strong>and</strong>ard rate of £24 per<br />
<strong>to</strong>nne for active <strong>waste</strong> (substances that<br />
either decay or contaminate l<strong>and</strong>) <strong>and</strong><br />
a lower rate of £2 per <strong>to</strong>nne for inert<br />
materials (including rocks, soils, ceramics<br />
<strong>and</strong> concrete). The st<strong>and</strong>ard rate is due<br />
<strong>to</strong> increase by a rate of £8 per <strong>to</strong>nne until<br />
2010/11 <strong>and</strong> the lower rate will increase<br />
from £2 <strong>to</strong> £2.50 per <strong>to</strong>nne in 2008. The<br />
proposed increases therefore provide a<br />
strong financial incentive <strong>to</strong> reduce <strong>waste</strong><br />
with immediate effect.<br />
Site Waste Management Plans (SWMPs)<br />
- The use of (SWMPs) is now a m<strong>and</strong>a<strong>to</strong>ry<br />
requirement for many projects throughout<br />
the UK from April 2008. Although<br />
SWMPs relate primarily <strong>to</strong> managing<br />
<strong>waste</strong> produced on site, they should be<br />
developed during the design stage <strong>to</strong> act<br />
as an effective <strong>to</strong>ol <strong>to</strong> inform the design<br />
process <strong>and</strong> address the <strong>waste</strong> problem<br />
at its source. The SWMP will provide<br />
information, such as potential <strong>waste</strong><br />
streams <strong>and</strong> their likely quantity, <strong>to</strong> enable<br />
strategic decisions <strong>to</strong> be made regarding<br />
the design <strong>and</strong> supply chain.<br />
The Code for Sustainable Homes is a<br />
voluntary scheme developed by the<br />
Government <strong>and</strong> Industry, <strong>and</strong> is expected<br />
<strong>to</strong> become m<strong>and</strong>a<strong>to</strong>ry in 2008. The Code<br />
focuses on new build housing with the<br />
expectation that it will be adapted <strong>to</strong><br />
apply <strong>to</strong> all buildings in the longer term.<br />
A specific requirement within the Code<br />
is for a SWMP <strong>to</strong> be developed. Further<br />
points are awarded where the SWMP<br />
includes procedures <strong>and</strong> commitments<br />
that minimise <strong>waste</strong> in accordance with<br />
WRAP/Envirowise guidance.<br />
There is potential for <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong><br />
better on site <strong>waste</strong> <strong>management</strong> <strong>to</strong> positively<br />
affect a company’s bot<strong>to</strong>m line through<br />
greater efficiency in the use of materials,<br />
resulting in cost savings not only<br />
in the reduction of skip hire <strong>and</strong> l<strong>and</strong>fill<br />
charges but through the use of more<br />
efficient working practices.<br />
The true cost of <strong>waste</strong> is not just a <strong>waste</strong><br />
contrac<strong>to</strong>r’s fee; <strong>to</strong> this one must add the<br />
cost of the materials being <strong>waste</strong>d <strong>and</strong> the<br />
time <strong>and</strong> resources gong in<strong>to</strong> the process of<br />
disposal. The true cost of filling <strong>and</strong> disposing<br />
of one skip with mixed construction <strong>waste</strong> in<br />
one study was found <strong>to</strong> be £1,342. Although<br />
the skip hire was only £85, the labour cost<br />
<strong>to</strong> fill it was £163 whilst the cost of unused<br />
material in the skip was the most significant<br />
at £1,095. Other additional costs included the<br />
loss of not selling <strong>waste</strong> for salvage <strong>and</strong> poor<br />
packaging or overfilling of skips leading <strong>to</strong><br />
double h<strong>and</strong>ling.<br />
Such an evaluation could be time consuming<br />
for every project. However, the table <strong>and</strong><br />
calculation on the next page provide the<br />
facility for a quick estimate of the cost of<br />
disposing <strong>waste</strong> <strong>and</strong> can give you an idea of<br />
the potential financial gains available through<br />
better <strong>waste</strong> <strong>management</strong> <strong>and</strong> <strong>minimisation</strong>.<br />
Table 1 provides approximate data on disposal<br />
costs for the main <strong>waste</strong> streams reported by<br />
<strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>rs.² Taking the<br />
information from this table (column E) <strong>and</strong><br />
multiplying by the material <strong>waste</strong> <strong>to</strong>nnage<br />
on your project will give you an indication of<br />
the potential cost savings available through<br />
undertaking initiatives <strong>to</strong> reduce <strong>and</strong> recover<br />
<strong>waste</strong>. This will be an underestimate of the true<br />
cost of <strong>waste</strong> as it excludes labour costs <strong>and</strong><br />
the forgone income of not salvaging materials.<br />
1. NetRegs is a useful website providing free advice on environmental legislation relating <strong>to</strong> the construction sec<strong>to</strong>r with regular<br />
updates. http://www.netregs.gov.uk<br />
2. Cost of £120 for a 12 cu yard skip obtained as an approximate price guide from a major construction contrac<strong>to</strong>r; approximate <strong>to</strong>nnage<br />
of <strong>waste</strong> per 12 cu yard skip is an estimation provided by an experienced Quantity Surveyor; approximate cost of material per <strong>to</strong>nne was<br />
estimated from best fit figures in the SPONS guide
12 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 13<br />
Waste material in<br />
<strong>to</strong>nnes (from your<br />
own records)<br />
Total cost of disposing<br />
of material per <strong>to</strong>nne<br />
(column E in Table 1)<br />
Potential cost saving<br />
through minimising<br />
<strong>waste</strong> (£)<br />
Materials efficiency – a<br />
contrac<strong>to</strong>rs perspective<br />
x =<br />
Material<br />
A B C D E<br />
Cost of 12 cu yard<br />
skip (£)<br />
Approximate <strong>to</strong>nnage<br />
of <strong>waste</strong> per<br />
12 cu yard skip<br />
Approximate cost<br />
of material per<br />
<strong>to</strong>nne<br />
Skip cost per<br />
<strong>to</strong>nne of material<br />
Estimated <strong>to</strong>tal<br />
cost of disposal<br />
per <strong>to</strong>nne<br />
Metal 120 4 300 30 330<br />
Inert/hardcore 120 6 1650 20 1670<br />
Plastics 120 12 25 10 35<br />
Cardboard/paper 120 6 1000 20 1020<br />
Glass 120 4 650 30 680<br />
Gypsum/<br />
Plasterboard<br />
120 12 678 10 688<br />
Other recyclables 120 6 300 20 320<br />
Table 1: Approximate disposal costs for main <strong>waste</strong> streams reported by <strong>waste</strong> contrac<strong>to</strong>rs <strong>to</strong> WRAP<br />
In summary: [(Volume of <strong>waste</strong> /9.12)<br />
x Column B] x Column E.<br />
It must be noted that the potential cost savings<br />
estimated via the above calculation are only<br />
indicative of what could be achieved.<br />
NB: If you currently measure your <strong>waste</strong> in<br />
cubic metres then one 12 cubic yard skip has<br />
a capacity of 9.12m.³ Therefore divide your<br />
volume of <strong>waste</strong> in cubic metres by 9.12 (<strong>to</strong> get<br />
the volume in terms of 12 cubic yard skips) <strong>and</strong><br />
multiply this value by the approximate <strong>to</strong>nnage<br />
of <strong>waste</strong> per 12 cubic yard skip, depending on<br />
the <strong>waste</strong> type column B of above table). This<br />
will then give you an estimated <strong>to</strong>nnage of<br />
material which can then be multiplied by the<br />
<strong>to</strong>tal cost of disposal per <strong>to</strong>nne (column E).<br />
Contrac<strong>to</strong>r commitment<br />
In order <strong>to</strong> address the issue of <strong>waste</strong> in<br />
construction, a contrac<strong>to</strong>r organisation must<br />
have rigorous high level support as this is<br />
critical <strong>to</strong> the success of any initiative that<br />
involves change. The basic elements for a<br />
good practice approach <strong>to</strong> the reduction <strong>and</strong><br />
recovery of <strong>waste</strong>, when used wisely, can<br />
contribute <strong>to</strong>; bot<strong>to</strong>m line benefits, improved<br />
stakeholder relations, high reputational<br />
capital, <strong>and</strong> ultimately could be an important<br />
success fac<strong>to</strong>r in achieving sustainable<br />
competitive advantage.<br />
Without corporate commitment <strong>and</strong> support,<br />
initiatives recommended within this guide will<br />
not deliver the impact possible.<br />
Here is a model statement that can be used<br />
in environmental or procurement policies <strong>to</strong><br />
signal intention <strong>and</strong> provide a m<strong>and</strong>ate<br />
for action:<br />
‘As part of its commitment <strong>to</strong><br />
sustainable construction, [Organisation<br />
name] aims <strong>to</strong> improve its efficiency<br />
in the use of material resources. One<br />
targeted outcome is <strong>to</strong> continuously<br />
reduce the quantity of <strong>waste</strong><br />
arising <strong>and</strong> increase the recovery of<br />
materials for reuse <strong>and</strong> recycling on<br />
all construction projects. Therefore,<br />
in its procurement, [Organisation<br />
name] will set requirements for its<br />
projects <strong>to</strong> incorporate good practice<br />
<strong>waste</strong> <strong>minimisation</strong> techniques <strong>and</strong><br />
<strong>to</strong> plan <strong>and</strong> implement good practice<br />
<strong>waste</strong> <strong>management</strong> <strong>and</strong> recovery in<br />
accordance with WRAP guidance.’<br />
How is <strong>waste</strong> generated<br />
In order <strong>to</strong> minimise <strong>and</strong> manage <strong>waste</strong>,<br />
there must be an underst<strong>and</strong>ing of the<br />
main origins of <strong>waste</strong> found in construction<br />
projects. Previous WRAP studies 4 identified<br />
the following:<br />
over-ordering – inaccurate materials<br />
estimates <strong>and</strong> the surplus ordering<br />
associated with the low prioritisation of<br />
material costs (as compared <strong>to</strong> labour<br />
costs) leading <strong>to</strong> chronic over-ordering;<br />
damage – <strong>to</strong> materials either during<br />
delivery or during s<strong>to</strong>rage on site (h<strong>and</strong>ling<br />
errors, inadequate s<strong>to</strong>rage, poor<br />
co-ordination with other trades);<br />
off cuts – of materials resulting<br />
from inefficient design <strong>and</strong><br />
construction practices ;<br />
design changes – leading <strong>to</strong> reworking<br />
<strong>and</strong> <strong>waste</strong>d materials;<br />
temporary works materials (e.g.<br />
formworks, hoarding, etc); <strong>and</strong><br />
packaging.<br />
How <strong>to</strong> minimise <strong>and</strong> manage <strong>waste</strong><br />
Areas where <strong>waste</strong> is created on a project<br />
must be challenged <strong>and</strong> improved upon,<br />
ensuring <strong>waste</strong> is reduced <strong>and</strong> prevented,<br />
<strong>and</strong> where this is unfeasible, <strong>waste</strong> should be<br />
reused or recovered. A SWMP should be used<br />
<strong>to</strong> forecast key <strong>waste</strong> streams <strong>and</strong> quantities<br />
on a project <strong>and</strong> set targeted levels of<br />
reduction <strong>and</strong> recovery. The SWMP should be<br />
continually reviewed <strong>and</strong> updated addressing<br />
areas of opportunity that can help minimise<br />
<strong>and</strong> manage <strong>waste</strong> on your project.<br />
3. These figures are best estimates from Hippo Waste <strong>and</strong> Arup. It must be noted that real values will vary depending on the density of<br />
the material being disposed of<br />
4. WRAP, ‘Reducing material wastage in construction, Guidance for clients, contrac<strong>to</strong>rs <strong>and</strong> subcontrac<strong>to</strong>rs on how <strong>to</strong> deliver<br />
good practice in material call-off, buying <strong>and</strong> usage’
14 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 15<br />
These opportunities are presented in this<br />
guide under six broad areas:<br />
demolition;<br />
Site Plan Management Plan<br />
Identify likely types <strong>and</strong> quantities of<br />
<strong>waste</strong> streams.<br />
1 Developing a Site Waste<br />
Management Plan<br />
design;<br />
Measure <strong>and</strong> record actual <strong>waste</strong>.<br />
procurement;<br />
logistics;<br />
Consider opportunities <strong>to</strong> reduce <strong>and</strong><br />
recover <strong>waste</strong> in the following areas:<br />
site activity; <strong>and</strong><br />
communication.<br />
The following sets out a brief overview of<br />
where the key opportunities are <strong>to</strong> reduce<br />
<strong>and</strong> manage <strong>waste</strong> – divided across the above<br />
categories <strong>and</strong> delivered through the use of<br />
the SWMP. It can also be used <strong>to</strong> navigate<br />
this guide <strong>and</strong> pinpoint the most relevant<br />
areas where you <strong>and</strong> your organisation seek<br />
additional guidance. The sections beyond<br />
this chart set out the various options that will<br />
encourage <strong>and</strong> facilitate <strong>waste</strong> <strong>minimisation</strong><br />
<strong>and</strong> better <strong>management</strong> at all stages <strong>and</strong> in<br />
each process of the build.<br />
Not every opportunity is applicable in all<br />
cases but this guide should give you sufficient<br />
information <strong>to</strong> begin <strong>to</strong> make real changes<br />
on your project. It needs <strong>to</strong> be made clear <strong>to</strong><br />
the reader that each option recommended<br />
in this guide must be judged on its own<br />
merit <strong>and</strong> what might work both practically<br />
<strong>and</strong> economically for one project might not<br />
for another. The guide provides a template<br />
for action in terms of what can be done <strong>to</strong><br />
minimise <strong>waste</strong> in the construction industry<br />
<strong>and</strong> whilst some identified options might<br />
seem simple <strong>and</strong> obvious it is often the case<br />
that they are not identified <strong>and</strong> incorporated<br />
in<strong>to</strong> <strong>waste</strong> <strong>management</strong> strategy <strong>and</strong><br />
therefore may occur on an ad hoc basis only.<br />
Other options might seem less apparent <strong>and</strong><br />
relate <strong>to</strong> processes away from the site yet still<br />
play an integral role in reducing <strong>waste</strong>.<br />
The idea is that users of this guide pick from<br />
the options highlighted <strong>and</strong> integrate them<br />
in<strong>to</strong> their corporate strategy <strong>and</strong>/or site<br />
level operations.<br />
Demolition<br />
The efficient use of materials in regeneration<br />
Pre-demolition <strong>waste</strong> auditing<br />
Key Performance Indica<strong>to</strong>rs<br />
Design<br />
Waste <strong>minimisation</strong> in design<br />
The design process – contrac<strong>to</strong>r input<br />
Key Opportunities<br />
Use of Modern Methods of Construction (MMC)<br />
Things <strong>to</strong> consider<br />
Procurement<br />
Designer, subcontrac<strong>to</strong>r <strong>and</strong> <strong>waste</strong> contrac<strong>to</strong>r<br />
procurement<br />
Prequalification<br />
KPIs<br />
Performance based appointments<br />
Incentive schemes<br />
Material procurement<br />
Accurate material estimates<br />
Informed <strong>waste</strong> forecasts<br />
Packaging policy<br />
Things <strong>to</strong> consider<br />
Logistics<br />
Development of a Logistics Plan<br />
Opportunities <strong>to</strong> minimise <strong>waste</strong> in logistics<br />
Things <strong>to</strong> consider<br />
Site Operations<br />
Material Movement <strong>and</strong> S<strong>to</strong>rage<br />
Waste Management Strategy<br />
Site Strategy<br />
Things <strong>to</strong> consider<br />
Communicating <strong>and</strong> managing the change<br />
Action plan <strong>and</strong> checklists<br />
1.1 Site Waste Management Plans<br />
Formulating <strong>and</strong> implementing a SWMP<br />
on a project should be viewed as a process<br />
for delivering good practice WMM. The<br />
DTI originally published a voluntary Code<br />
of Practice for SWMPs in 2004 <strong>and</strong> as<br />
a minimum, it contains the measures<br />
necessary <strong>to</strong> comply with relevant <strong>waste</strong><br />
legislation. However, <strong>to</strong> realise the benefits<br />
of good practice WMM, the SWMP should be<br />
developed <strong>and</strong> implemented <strong>to</strong> good practice<br />
st<strong>and</strong>ards (beyond the regula<strong>to</strong>ry minimum)<br />
as advocated by WRAP, including guidance<br />
<strong>and</strong> objectives in order <strong>to</strong> maximise the<br />
reduction, reuse <strong>and</strong> recovery of construction<br />
<strong>waste</strong>. A SWMP Template has been developed<br />
<strong>to</strong> assist you in delivering Good <strong>and</strong> Best<br />
practice on projects. This template is further<br />
elaborated in section 1.6 <strong>and</strong> can be<br />
found on the WRAP website:<br />
www.wrap.org.uk/construction<br />
Site <strong>waste</strong> <strong>management</strong> planning should<br />
be a continuous <strong>and</strong> iterative process, with<br />
input from the design team, contrac<strong>to</strong>r<br />
<strong>and</strong> subcontrac<strong>to</strong>rs, rather than an end<br />
in itself. It is important that a Site Waste<br />
Management Plan (SWMP) is used at the<br />
early stages of a project as it is a framework<br />
that gives the potential <strong>to</strong> reduce the amount<br />
of <strong>waste</strong> produced. SWMPs often focus<br />
exclusively upon site activities <strong>and</strong> how <strong>waste</strong><br />
streams can be recycled. To get the most<br />
out of a SWMP it should also address <strong>waste</strong><br />
<strong>minimisation</strong> during the design stage of the<br />
project <strong>to</strong> ensure that the desired benefits of<br />
implementing the SWMP during later project<br />
stages will be realised. By early incorporation<br />
the SWMP can provide information, such<br />
as potential <strong>waste</strong> streams <strong>and</strong> their likely<br />
quantity, <strong>to</strong> enable strategic decisions <strong>to</strong> be<br />
made regarding the design <strong>and</strong> supply chain.<br />
Such decisions include discussions regarding<br />
the use of composite materials <strong>and</strong> designing<br />
the build dimensions <strong>to</strong> suit st<strong>and</strong>ard product<br />
sizes, hence reducing off-cuts <strong>and</strong> similar<br />
<strong>waste</strong>. This will allow <strong>waste</strong> production during<br />
different stages of construction <strong>to</strong><br />
be controlled.<br />
The adoption of the SWMP at<br />
the early stages of a project<br />
is key <strong>to</strong> it’s successful<br />
WMM adoption <strong>and</strong><br />
implementation, resulting in<br />
potential for cost savings<br />
1.2 Current legislation<br />
From April 2008 SWMPs became m<strong>and</strong>a<strong>to</strong>ry<br />
in Engl<strong>and</strong>. Figure 5 sets out the current<br />
status of legislation in the UK.<br />
Northern Irel<strong>and</strong>:<br />
“The Waste Management<br />
Strategy 2006 - 2020 indicated<br />
that detailed proposals for a<br />
statu<strong>to</strong>ry requirement <strong>to</strong> prepare<br />
SWMPs will follow through a<br />
public consultation.”<br />
Wales:<br />
“A separate consultation is<br />
being conducted.”<br />
Scotl<strong>and</strong>:<br />
“The 2006 public consultation on<br />
the proposed Scottish Planning<br />
Policy 10: Planning for Waste<br />
Management, included provision<br />
for SWMPs <strong>to</strong> form part of the<br />
planning conditions for new<br />
developments with a value in<br />
excess of £200,000.”<br />
Engl<strong>and</strong>:<br />
“SWMPs are <strong>to</strong> become a<br />
m<strong>and</strong>a<strong>to</strong>ry requirement for<br />
projects with a value in excess of<br />
£300,000 from April 2008 following<br />
separate consultations in Engl<strong>and</strong><br />
<strong>and</strong> Wales. There will be additional<br />
requirements for projects valued at<br />
£500,000 <strong>and</strong> above.”<br />
Figure 5: Current snapshot of SWMP legislation
16 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 17<br />
1.3 Contrac<strong>to</strong>r role in SWMPs<br />
The contrac<strong>to</strong>r has a pivotal role in<br />
formulating <strong>and</strong> implementing the SWMP.<br />
Where possible, the SWMP should be<br />
developed from the pre-design stage by an<br />
appointed member of the design team <strong>to</strong><br />
inform design decisions. If it is a Design <strong>and</strong><br />
Build (D&B) contract then this role will be<br />
carried out by the contrac<strong>to</strong>r. If a traditional<br />
procurement route is being followed, then the<br />
SWMP should be initially developed by the<br />
design team with input from the contrac<strong>to</strong>r<br />
<strong>and</strong> then passed <strong>to</strong> the contrac<strong>to</strong>r <strong>to</strong> be fully<br />
developed <strong>and</strong> implemented. If the SWMP is<br />
developed by the contrac<strong>to</strong>r, it is important<br />
that the SWMP looks back <strong>to</strong> design <strong>and</strong> is<br />
used <strong>to</strong> capture all actions <strong>and</strong> decisions<br />
made by the design team which affect <strong>waste</strong>.<br />
It is crucial that these decisions are carried<br />
through <strong>and</strong> maximised by the contrac<strong>to</strong>r<br />
on site.<br />
The contrac<strong>to</strong>r has a lead role in providing<br />
information <strong>to</strong> where <strong>waste</strong> might occur<br />
<strong>and</strong> the potential issues with the design <strong>and</strong><br />
logistics on site that may result in <strong>waste</strong>.<br />
Thus, as a contrac<strong>to</strong>r you must be involved<br />
as early as possible in SWMP formulation<br />
<strong>and</strong> the identification of opportunities <strong>to</strong><br />
reduce <strong>and</strong> recover <strong>waste</strong>. The contrac<strong>to</strong>r<br />
should also be responsible for bringing the<br />
<strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>r on-board<br />
immediately so that their experience <strong>and</strong><br />
knowledge is utilised from the outset in<br />
developing the SWMP.<br />
The contrac<strong>to</strong>r is then also responsible for the<br />
SWMP implementation on site <strong>and</strong> ensuring<br />
that the key opportunities for minimising<br />
<strong>and</strong> managing <strong>waste</strong> are put in<strong>to</strong> effect.<br />
The contrac<strong>to</strong>r will also be responsible for<br />
continuously measuring <strong>and</strong> recording <strong>waste</strong><br />
throughout a project <strong>and</strong> reporting back <strong>to</strong><br />
the client. At post-completion, the contrac<strong>to</strong>r<br />
should gather final <strong>waste</strong> data <strong>and</strong> the<br />
lessons learnt so that these can be fed back<br />
in<strong>to</strong> the SWMP <strong>and</strong> future projects.<br />
1.4 Recording <strong>waste</strong> <strong>and</strong> setting targets for<br />
<strong>waste</strong> reduction <strong>and</strong> recovery<br />
Waste Recovery Quick Wins<br />
On any project there are certain key <strong>waste</strong><br />
streams that can offer significant savings,<br />
otherwise known as ‘Waste Recovery<br />
Quick Wins’. When developing the SWMP,<br />
the contrac<strong>to</strong>r should identify these. By<br />
implementing three <strong>to</strong> four good practice<br />
‘Waste Recovery Quick Wins’, there is<br />
potential <strong>to</strong> increase overall recycling rates<br />
of construction <strong>waste</strong> from st<strong>and</strong>ard industry<br />
performance by more than 20%. To assist the<br />
setting of target recovery rates, WRAP have<br />
identified good practice recovery rates for a<br />
comprehensive range of <strong>waste</strong> streams.<br />
In addition <strong>to</strong> the indicative good practice<br />
recovery rates identified by WRAP, the<br />
contrac<strong>to</strong>r should be moni<strong>to</strong>ring its own<br />
<strong>waste</strong> <strong>and</strong> developing specific targets for<br />
the types of projects it is working on. In<br />
addition, by collecting data on the use of<br />
recycled <strong>and</strong> recovered materials on site,<br />
the contrac<strong>to</strong>r can show the overall <strong>waste</strong><br />
effect that projects are having <strong>and</strong> encourage<br />
both a reduction in <strong>waste</strong> creation <strong>and</strong><br />
increase in the use of recycled content. This<br />
will allow for continuous improvement <strong>and</strong><br />
demonstration of good practice, which can<br />
be used <strong>to</strong> differentiate the contrac<strong>to</strong>r from<br />
its competi<strong>to</strong>rs. The following types of data<br />
should <strong>to</strong> be measured <strong>and</strong> recorded in the<br />
SWMP so that Key Performance Indica<strong>to</strong>rs<br />
can be established <strong>to</strong> improve <strong>and</strong> refine<br />
overall <strong>waste</strong> performance:<br />
Waste created per build phase – A<br />
logical method would be <strong>to</strong> break down<br />
<strong>waste</strong> creation by build phase (e.g. site<br />
establishment, strip-out (both soft <strong>and</strong><br />
hard), construction works, fit-out, site<br />
clearance) <strong>to</strong> give better clarity as <strong>to</strong><br />
where the <strong>waste</strong> is being created <strong>and</strong> <strong>to</strong><br />
be able <strong>to</strong> set KPIs <strong>and</strong> targets for each<br />
phase on later projects. It will also enable<br />
better planning for the types <strong>and</strong> volumes<br />
being created. It is suggested that KPIs be<br />
set in <strong>to</strong>nnes per £100k of capital cost per<br />
build phase as <strong>waste</strong> contrac<strong>to</strong>rs measure<br />
<strong>waste</strong> <strong>and</strong> charge for its removal in <strong>to</strong>nnes.<br />
In addition, measuring in <strong>to</strong>nnes is often<br />
more accurate than measuring in volume.<br />
Recovery of <strong>waste</strong> materials – recovery of<br />
materials <strong>and</strong> equipment through the strip<br />
out <strong>and</strong> site clearance phases should be<br />
recorded in addition <strong>to</strong> the amount of this<br />
<strong>waste</strong> that is recycled or reused on site<br />
(see proceeding point). This can help<br />
<strong>to</strong> set future recovery targets on<br />
construction projects.<br />
Reuse of materials on site - particularly<br />
relevant where large-scale demolition is<br />
included (please see more information<br />
in section 2).<br />
Constructing excellence KPIs<br />
The Constructing Excellence KPIs are<br />
a means of measuring performance<br />
in construction <strong>and</strong> setting targets for<br />
improvement. The system measures<br />
economic, people related <strong>and</strong><br />
environmental KPIs <strong>and</strong> allows for<br />
benchmarking against the rest of the<br />
construction industry. The construction<br />
industry benchmarks are Department<br />
of Trade <strong>and</strong> Industry (DTI) funded <strong>and</strong><br />
are issued annually following a review<br />
of performance across the industry in<br />
the previous year.<br />
The KPI for <strong>waste</strong> measured by<br />
Constructing Excellence is the amount<br />
of <strong>waste</strong> (including extracted material,<br />
demolition <strong>waste</strong> etc in m³ removed<br />
from site during the construction<br />
process per £100,000 of project value<br />
(m³/£100k).<br />
Once this is measured the project<br />
score can be plotted on a graph<br />
provided by Constructing Excellence<br />
<strong>to</strong> measure the project’s performance<br />
compared with the rest of the UK<br />
construction industry.<br />
Waste reduction<br />
Unlike <strong>waste</strong> <strong>management</strong>, <strong>waste</strong><br />
<strong>minimisation</strong> does not follow a set process.<br />
Instead effective <strong>waste</strong> <strong>minimisation</strong> requires<br />
a change in attitude <strong>to</strong>wards <strong>waste</strong>. If all<br />
members of the project team are committed<br />
<strong>to</strong> identifying <strong>and</strong> reducing <strong>waste</strong> then<br />
reductions can be made. The benefit of these<br />
<strong>waste</strong> reductions is that it is a direct cost<br />
saving <strong>to</strong> the project – for every skip of <strong>waste</strong><br />
that is eliminated through <strong>waste</strong> reduction<br />
strategies, so is the associated cost of the<br />
procurement <strong>and</strong> purchase.<br />
Setting targets for <strong>waste</strong> reduction can be an<br />
effective incentive <strong>to</strong> improve. However, this<br />
requires careful consideration. For example,<br />
if the contrac<strong>to</strong>r has an incentive <strong>to</strong> reduce<br />
<strong>waste</strong>, is a realistic benchmark available from<br />
which improvement can be measured Also,<br />
does the contrac<strong>to</strong>r have absolute control<br />
over the <strong>waste</strong> quantities – recognising that<br />
the design is a major contributing fac<strong>to</strong>r<br />
Data on <strong>waste</strong> <strong>minimisation</strong> is limited <strong>and</strong><br />
evidence <strong>to</strong> show that incentive clauses work<br />
is scarce. For this reason, it is recommended<br />
that targets are only set for defined elements<br />
of work where good data exists. To obtain<br />
this data it may be necessary <strong>to</strong> begin<br />
recording a baseline of performance from<br />
which improvement targets can be agreed,<br />
via negotiation, with contrac<strong>to</strong>rs <strong>and</strong>/or<br />
subcontrac<strong>to</strong>rs.<br />
1.5 Appointment of Waste<br />
Management Contrac<strong>to</strong>r<br />
As a construction contrac<strong>to</strong>r you must<br />
ensure the <strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>r<br />
is appointed <strong>to</strong> coincide immediately with<br />
the inception of project planning <strong>and</strong> SWMP<br />
formulation so that their full experience <strong>and</strong><br />
knowledge can be utilised. The contrac<strong>to</strong>r<br />
should make sure the <strong>waste</strong> contrac<strong>to</strong>r<br />
carries out a full <strong>waste</strong> <strong>management</strong> audit<br />
<strong>and</strong> provides their expert advice <strong>to</strong> assess<br />
potential resources for recovery <strong>and</strong> reuse<br />
prior <strong>to</strong> work commencing on site, if indeed<br />
a strip out stage is a part of the project.<br />
This information should be fed back in<strong>to</strong><br />
the SWMP development.
18 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 19<br />
1.6 SWMP templates<br />
There is no set format that a SWMP must<br />
take <strong>and</strong> it is left <strong>to</strong> your discretion. However,<br />
WRAP has developed SWMP Template which<br />
will help your organisation comply with<br />
Duty of Care regulations <strong>and</strong> experience the<br />
benefits associated with good practice WMM.<br />
Planning site <strong>waste</strong> <strong>management</strong> during<br />
pre-construction is a key component <strong>to</strong> the<br />
SWMP <strong>and</strong> illustrates the importance of this<br />
project phase <strong>to</strong> effective WMM. Key features<br />
of good practice include:<br />
the person responsible for producing <strong>and</strong><br />
implementing SWMP is identified. This<br />
person may also be given responsibility<br />
for ensuring compliance with Duty of<br />
Care regulations. This can result in an<br />
immediate noticeable improvement in<br />
<strong>waste</strong> segregation <strong>and</strong> record keeping<br />
for <strong>waste</strong>;<br />
a register is produced of the likely types<br />
<strong>and</strong> quantities of <strong>waste</strong> streams likely <strong>to</strong><br />
be produced during construction <strong>and</strong>/or<br />
demolition <strong>to</strong> establish the potential for<br />
reuse (on or off site) <strong>and</strong> recycling;<br />
identification of the most significant<br />
opportunities <strong>to</strong> increase reuse <strong>and</strong><br />
recycling rates (Quick Wins) <strong>and</strong> the<br />
realistic target reduction <strong>and</strong> recovery<br />
rates for each <strong>waste</strong> type along with a<br />
formal method of measurement for<br />
these targets;<br />
identification where <strong>waste</strong> materials can<br />
be reused on site or, where this is not<br />
possible, see if they can be reused off site;<br />
consider appropriate site practices such as<br />
how <strong>waste</strong> materials will be segregated,<br />
<strong>and</strong> the measures that will be used for<br />
raising site operatives’ awareness of <strong>waste</strong><br />
reduction, reuse <strong>and</strong> recycling;<br />
training is formalised for personnel at<br />
each level of the <strong>waste</strong> supply chain so<br />
<strong>waste</strong> awareness improves. To improve<br />
overall awareness of the SWMP, all<br />
contrac<strong>to</strong>rs must sign <strong>and</strong> formally agree<br />
<strong>to</strong> the document; <strong>and</strong><br />
measure <strong>and</strong> record actual <strong>waste</strong><br />
reduction <strong>and</strong> recovery rates <strong>to</strong><br />
demonstrate compliance <strong>and</strong><br />
lessons learnt.<br />
In addition, a good practice SWMP will:<br />
be tailored <strong>to</strong> the specific site;<br />
be used <strong>to</strong> inform the design process;<br />
be a collaborative document created by<br />
ALL departments <strong>and</strong> teams involved in<br />
the project;<br />
cover design, site, procurement <strong>and</strong><br />
logistics issues, including policies <strong>and</strong> a<br />
logistics plan;<br />
make provision for <strong>waste</strong> measuring <strong>and</strong><br />
moni<strong>to</strong>ring during the project;<br />
be reviewed at the end of the project <strong>and</strong><br />
the results or issues should be fed back <strong>to</strong><br />
the relevant teams; <strong>and</strong><br />
be a ‘live’ process with documentation that<br />
is continually updated throughout<br />
the project.<br />
Guidance from WRAP in developing<br />
<strong>and</strong> implementing “good” <strong>and</strong> “best”<br />
practice SWMPs is available at<br />
www.wrap.org.uk/construction<br />
For a more general introduction <strong>to</strong> SWMPs,<br />
guidance is available from Envirowise at<br />
www.envirowise.gov.uk<br />
1.7 Key roles <strong>and</strong> responsibilities <strong>and</strong><br />
things <strong>to</strong> consider<br />
The SWMP is integral <strong>to</strong> the way <strong>waste</strong> is<br />
minimised <strong>and</strong> managed in the various<br />
phases <strong>and</strong> activities of a construction project<br />
<strong>and</strong> as such is an extremely important aspect<br />
of a project. It is critical that its inception<br />
occurs within the design <strong>and</strong> planning phase<br />
as it is a driving catalyst for many of the <strong>waste</strong><br />
<strong>minimisation</strong> <strong>and</strong> <strong>management</strong> opportunities<br />
outlined in this document.<br />
Table 2 sets out the key roles <strong>and</strong><br />
responsibilities in developing <strong>and</strong><br />
implementing a SWMP <strong>and</strong> in turn the<br />
opportunities for good practice WMM in<br />
demolition, design, procurement, logistics<br />
<strong>and</strong> site activity.<br />
SWMP Development<br />
Demolition<br />
Design<br />
Key roles & responsibilities in good practice WMM delivery using a SWMP<br />
Senior Project Management Commit <strong>and</strong> facilitate the project <strong>to</strong> develop a<br />
comprehensive SWMP<br />
Ensure responsibility is delegated <strong>to</strong> developing the SWMP<br />
<strong>and</strong> facilitate good practice WMM in<strong>to</strong> project activity<br />
Maintain the SWMP with records for the job as project QA<br />
Design Team / Contrac<strong>to</strong>r<br />
Designer (Design & Build)<br />
Appoint a member of the design team <strong>to</strong> develop the SWMP<br />
from the pre-design stage<br />
Pass SWMP <strong>to</strong> contrac<strong>to</strong>r for full development <strong>and</strong><br />
implementation<br />
Main Contrac<strong>to</strong>r Identify types <strong>and</strong> quantities of <strong>waste</strong> streams<br />
Assign responsibility <strong>to</strong> fully <strong>and</strong> continually develop,<br />
coordinate <strong>and</strong> implement the SWMP<br />
Ensure decisions taken by design team are incorporated<br />
<strong>and</strong> acted upon<br />
Ensure demolition contrac<strong>to</strong>r <strong>and</strong> <strong>waste</strong> <strong>management</strong><br />
contrac<strong>to</strong>r are involved early on in SWMP development<br />
Establish <strong>waste</strong> moni<strong>to</strong>ring <strong>and</strong> measurement processes<br />
Set targets for <strong>waste</strong> reduction, recovery <strong>and</strong> reuse<br />
Identify opportunities in demolition, design, procurement,<br />
logistics <strong>and</strong> site activity <strong>to</strong> reduce <strong>and</strong> recover <strong>waste</strong><br />
Designer / Contrac<strong>to</strong>r<br />
Designer (Design & Build)<br />
Identify opportunities <strong>to</strong> incorporate reclaimed materials in<br />
new-build design<br />
Main Contrac<strong>to</strong>r Ensure communication with demolition contrac<strong>to</strong>r <strong>to</strong><br />
determine opportunities from the demolition audit for<br />
materials reuse <strong>and</strong> recovery<br />
Communicate decisions <strong>to</strong> procurement department <strong>to</strong><br />
enable them <strong>to</strong> procure accordingly<br />
Demolition Contrac<strong>to</strong>r Perform demolition audit <strong>and</strong> investigate opportunities <strong>to</strong><br />
salvage materials <strong>and</strong> incorporate in new build<br />
Design Team /<br />
Contrac<strong>to</strong>r Designer<br />
(Design & Build)<br />
Use SWMP <strong>to</strong> consider opportunities <strong>to</strong> minimise <strong>waste</strong> in<br />
design<br />
Be flexible in design <strong>and</strong> allow for information provided<br />
by early contrac<strong>to</strong>r <strong>and</strong> <strong>waste</strong> contrac<strong>to</strong>r involvement <strong>to</strong><br />
influence design<br />
Communicate decisions influencing <strong>waste</strong> <strong>to</strong> site team <strong>and</strong><br />
specialist contrac<strong>to</strong>rs<br />
Contrac<strong>to</strong>r Provide site expertise early on <strong>to</strong> influence design decisions<br />
<strong>and</strong> identify issues with design which may occur on site<br />
Ensure <strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>r is brought in early <strong>to</strong><br />
perform <strong>waste</strong> audit<br />
Ensure design decisions <strong>to</strong> minimise <strong>waste</strong> are<br />
communicated <strong>to</strong> the site team<br />
Waste Management<br />
Contrac<strong>to</strong>r<br />
Perform <strong>waste</strong> audit <strong>and</strong> determine opportunities for <strong>waste</strong><br />
reduction <strong>and</strong> recovery<br />
Communicate these <strong>to</strong> design <strong>and</strong> contrac<strong>to</strong>r<br />
Specialist Subcontrac<strong>to</strong>r Provide specialist knowledge on where <strong>waste</strong> occurs <strong>and</strong><br />
can be reduced
20 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 21<br />
Key roles & responsibilities in good practice WMM delivery using a SWMP (table continued)<br />
Procurement<br />
Logistics<br />
Site Activity<br />
Table 2: Key roles <strong>and</strong> responsibilities<br />
Procurement Team Ensure designers, contrac<strong>to</strong>rs, subcontrac<strong>to</strong>rs <strong>and</strong><br />
<strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>rs are experienced in <strong>and</strong><br />
committed <strong>to</strong> <strong>waste</strong> reduction <strong>and</strong> <strong>management</strong><br />
Subcontrac<strong>to</strong>r Perform accurate material estimates <strong>and</strong> order materials<br />
accordingly<br />
Perform accurate <strong>waste</strong> forecasts <strong>and</strong> reconcile with actual<br />
<strong>waste</strong> produced<br />
Identify take-back schemes or recycling options for surplus<br />
materials<br />
Contrac<strong>to</strong>r Must develop a full logistics plan <strong>and</strong> address options that<br />
will minimise <strong>waste</strong><br />
Contrac<strong>to</strong>r Implement SWMP on site <strong>and</strong> maximise decisions <strong>to</strong><br />
reduce <strong>and</strong> manage <strong>waste</strong> on site<br />
Ensure SWMP <strong>and</strong> good practice communication<br />
knowledge on site<br />
Measure <strong>and</strong> moni<strong>to</strong>r actual <strong>waste</strong> <strong>and</strong> <strong>waste</strong> reduction<br />
Feed back lessons learnt in<strong>to</strong> the SWMP <strong>and</strong> <strong>to</strong> the<br />
design team<br />
2 Demolition<br />
Before commencing with a project,<br />
particularly one which requires a degree<br />
of demolition or strip-out, construction<br />
companies should endeavour <strong>to</strong> identify<br />
opportunities for reuse <strong>and</strong> recycling of<br />
demolition <strong>and</strong> construction <strong>waste</strong>. Not only<br />
can demolition materials be processed for<br />
aggregates <strong>and</strong> fill materials, designers<br />
should also seek <strong>to</strong> incorporate other<br />
materials such as reclaimed bricks, steel<br />
sections, salvageable timbers, etc. Where<br />
materials are reused, it is important that they<br />
are reused at their highest value. In addition,<br />
maximising the reuse of materials generated<br />
on site through construction activities such<br />
as enabling works can significantly reduce<br />
the amount of <strong>waste</strong> generated. For example,<br />
careful cut <strong>and</strong> fill analysis can ensure<br />
ground excavated from cuttings can be used<br />
as fill material elsewhere such as within<br />
embankments, so that no <strong>waste</strong> is sent <strong>to</strong><br />
l<strong>and</strong>fill <strong>and</strong> there is no need <strong>to</strong> import fill.<br />
2.1 The efficient use of materials<br />
in regeneration<br />
WRAP’s ‘The efficient use of materials in<br />
regeneration’ provides good practice guidance<br />
<strong>to</strong> encourage greater resource efficiency<br />
in regeneration projects by optimising the<br />
quantity of:<br />
material recovered from demolition, for<br />
reclamation <strong>and</strong> recycling;<br />
recovered materials retained on site for<br />
use in new build construction; <strong>and</strong><br />
recycled content used in new<br />
build construction.<br />
The guide sets out a framework for action<br />
based on the ICE Demolition Pro<strong>to</strong>col <strong>and</strong><br />
provides a step by step methodology <strong>to</strong><br />
increase resource efficiency in demolition <strong>and</strong><br />
new build construction. The following<br />
figure outlines material flow in the<br />
regeneration cycle:<br />
This chart illustrates:<br />
Materials from the demolition<br />
transported off site for recycling <strong>and</strong><br />
disposal. The WRAP Regeneration guide<br />
seeks <strong>to</strong> encourage, <strong>and</strong> improve on,<br />
existing good practice, maximising the<br />
amount of material recovered from both<br />
the demolition <strong>and</strong> new build phases, <strong>and</strong><br />
minimising <strong>waste</strong> arising. It draws upon<br />
the good practice set in the ICE Demolition<br />
Pro<strong>to</strong>col <strong>and</strong> WRAP guidance on SWMPs.<br />
Materials from the demolition being<br />
recycled <strong>and</strong> s<strong>to</strong>ckpile on site for use<br />
in the new build. The guide encourages<br />
on site recycling <strong>and</strong> s<strong>to</strong>ckpiling, where<br />
possible, as the most efficient use<br />
of material.<br />
Recycled (<strong>and</strong> primary) materials being<br />
transported on<strong>to</strong> site for use in the new<br />
construction. The guide encourages the<br />
use of products <strong>and</strong> materials recovered<br />
on site form the demolition. It draws on<br />
WRAP’s Recycled Content Quick<br />
Wins resources.<br />
2.2 Pre-demolition <strong>waste</strong> auditing<br />
Demolition audits can identify opportunities<br />
for reuse of hard <strong>and</strong> soft strip materials<br />
both on site <strong>and</strong> in general. Pre-demolition<br />
audits would normally be undertaken<br />
during contract bidding or at the start of the<br />
demolition phase of the project. However,<br />
if the pre-demolition audit is undertaken<br />
during the design phase then the recovery<br />
of material from the demolition works can<br />
be maximised. It can be used by designers<br />
collecting information <strong>and</strong> data <strong>to</strong> allow<br />
them <strong>to</strong> take account of materials resource<br />
efficiency in the design, <strong>and</strong> estimate KPI<br />
requirements. If the alternative approach,<br />
of undertaking the pre-demolition audit<br />
during bidding or at the start of the<br />
demolition, is adopted the approach will<br />
be of interest <strong>to</strong> contrac<strong>to</strong>rs.<br />
A key element in maximising the recovery<br />
of demolition arisings at source is ensuring<br />
that sufficient time is available <strong>to</strong> complete a<br />
pre-demolition audit <strong>and</strong> prepare a plan for<br />
material recovery. This process is enhanced<br />
by ensuring that the requirements for<br />
material recovery are included within the<br />
procurement of demolition services.
22 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 23<br />
The preferred approach <strong>to</strong> pre-demolition<br />
advocated in WRAP’s regeneration guidance<br />
would be <strong>to</strong> commission a pre-demolition<br />
audit as part of the design stage.<br />
This would provide:<br />
data on the potential range <strong>and</strong> quantities<br />
of recovered materials available for the<br />
new build, allowing the designer <strong>to</strong> modify<br />
the new build design <strong>to</strong> maximise the<br />
amount of on site recovered materials; <strong>and</strong><br />
data for inclusion in the tender<br />
documents, removing the need for<br />
multiple ‘pricing audits’ <strong>to</strong> be undertaken<br />
by the contrac<strong>to</strong>rs bidding for the work<br />
<strong>and</strong> maximising the likelihood of<br />
innovative proposals for the demolition<br />
which improve the quantity of<br />
recovered materials.<br />
Figure 6: The MRER approach<br />
Policy<br />
Feasibility<br />
Clients <strong>and</strong> other policy setters<br />
WRAP Regeneration Guide provides the<br />
methodology for a demolition audit <strong>to</strong> enable<br />
the creation of KPIs for the resource recovery,<br />
it also assists in setting out a New Build Bill of<br />
Quantities (BOQ) <strong>to</strong> summarise the potential<br />
for using the recovered materials in the build.<br />
The WRAP Regeneration Guide is as follows:<br />
1. produce a Bill of Quantities of the<br />
different materials in the buildling<br />
<strong>to</strong> be demolished;<br />
2. identify the <strong>to</strong>nnage of materials that<br />
can be recovered; <strong>and</strong><br />
3. determine the percentage of<br />
materials recoverable.<br />
This fulfils the requirements of the SWMP,<br />
where an estimation of the quantities of arising<br />
that will be generated during the demolition<br />
process <strong>and</strong> identification of methods <strong>to</strong> deal<br />
with them is necessary.<br />
Set overall policy<br />
client consultant contrac<strong>to</strong>r<br />
Set project policy<br />
<strong>and</strong> outline<br />
KPI targets<br />
Construction companies must ask four<br />
questions at the strip-out stage <strong>and</strong> the table<br />
below identifies the department(s) which<br />
should be responsible for acting upon these<br />
questions <strong>and</strong> the related actions.<br />
Provisions must be made <strong>to</strong> find uses for<br />
resources recovered from the strip-out,<br />
particularly those which can be reused.<br />
A good start is <strong>to</strong> contact local resource<br />
recovery charities <strong>and</strong> publicise excess<br />
material <strong>and</strong> equipment on <strong>waste</strong> exchange<br />
data-bases, 5 particularly when they cannot be<br />
reused on site or on other company projects.<br />
These websites provide information on<br />
companies or organisations that could use<br />
the equipment either in the locality or<br />
further afield.<br />
2.3 Key Performance Indica<strong>to</strong>rs<br />
There are two Key Performance Indica<strong>to</strong>rs<br />
(KPIs) which should be used <strong>to</strong> drive forward<br />
the recovery <strong>and</strong> reuse of demolition <strong>and</strong><br />
construction <strong>waste</strong> material on a project.<br />
These include:<br />
the Demolition Recovery Index (DRI)<br />
– describes the efficiency of material<br />
recovery from demolition calculated as the<br />
quantity of materials recovered from the<br />
demolition process, divided by the <strong>to</strong>tal<br />
quantity of materials generated by it.<br />
the Retained Material (RM) KPI<br />
– a measure of the extent of reuse of<br />
demolition materials on site, calculated<br />
as the quantity of recovered materials<br />
generated from the demolition phase<br />
that are used in the new build, divided by<br />
the <strong>to</strong>tal quantity of recovered materials<br />
created from the demolition.<br />
THINGS TO CONSIDER<br />
Ensure comprehensive underst<strong>and</strong>ing of the principles of<br />
WRAP’s Efficient Use of Materials in Regeneration.<br />
Contrac<strong>to</strong>r should bring the <strong>waste</strong> <strong>management</strong> <strong>and</strong><br />
demolition contrac<strong>to</strong>r on-board immediately.<br />
Design team should be made aware of the data from the<br />
demolition/new build audits <strong>to</strong> incorporate demolition<br />
material in<strong>to</strong> new build design.<br />
Ensure procurement team is aware of demolition materials<br />
available <strong>and</strong> responds accordingly.<br />
Outline<br />
design<br />
Detailed<br />
design<br />
Demolition<br />
New build<br />
Evidence of materials<br />
resource efficiency<br />
performance<br />
Set project material resource<br />
efficiency objectives<br />
Review of detailed design<br />
Set requirements in tenders<br />
<strong>and</strong> planning submission<br />
Calculate KPI targets<br />
Review of outline design<br />
pre-demolition audit<br />
Evidence of materials<br />
resource efficiency<br />
performance<br />
Tender invitation responses<br />
Assessment of feasibility of<br />
MRER objectives <strong>and</strong><br />
KPI targets<br />
Planning of demolition<br />
<strong>to</strong> meet materials<br />
resource efficiency<br />
objectives <strong>and</strong> KPIs<br />
Evidence of materials<br />
resource efficiency<br />
performance<br />
Selection <strong>and</strong><br />
procurement of<br />
materials <strong>to</strong> meet<br />
objectives <strong>and</strong> KPIs<br />
Question<br />
1. Can the materials be<br />
recycled or reused within<br />
the new build<br />
2. Can materials be<br />
reused elsewhere within<br />
the company<br />
Who should be involved<br />
Design team Procurement team Site team<br />
The design team should<br />
follow the ICE Demolition<br />
Pro<strong>to</strong>col <strong>and</strong> WRAP’s<br />
Efficient Use of Materials<br />
in Regeneration guide. 6<br />
Table 3: Structuring the materials recovery process<br />
The procurement team<br />
should be responsible for<br />
finding out where these<br />
materials might be needed<br />
in the company <strong>and</strong> whether<br />
it would be economically<br />
viable <strong>to</strong> deliver them <strong>to</strong> the<br />
specified site.<br />
The site team should utilise<br />
the expertise <strong>and</strong> knowledge<br />
of the <strong>waste</strong> <strong>management</strong><br />
contrac<strong>to</strong>r.<br />
Close out<br />
Evidence of materials<br />
resource efficiency<br />
performance<br />
Evidence of materials<br />
resource efficiency<br />
performance<br />
Evidence of materials<br />
resource efficiency<br />
performance<br />
Review <strong>and</strong> feedback Review <strong>and</strong> feedback Review <strong>and</strong> feedback<br />
5. See Table 7: Materials Exchange Websites<br />
6. WRAP’s Efficient Use of Materials in Regeneration guide is a step-by-step guide linking the Demolition Pro<strong>to</strong>col through <strong>to</strong> the<br />
initiation of a SWMP
24 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 25<br />
3 Design<br />
Opportunity<br />
Fundamentals<br />
Description<br />
Fundamental design decisions, such as whether <strong>to</strong> demolish an existing facility or not, will<br />
have the greatest impact on <strong>waste</strong>. Thus, it is at concept stage where the greatest opportunities<br />
lie. For example, a simple structure should have less <strong>waste</strong> than a complex structure. This is<br />
because almost all interfaces require materials <strong>to</strong> be cut, <strong>and</strong> every cut results in <strong>waste</strong>. The<br />
simpler the interface, the less cutting <strong>and</strong> less <strong>waste</strong>.<br />
On site reuse<br />
of materials<br />
Maximising the reuse of materials on site can significantly reduce the amount of <strong>waste</strong> generated<br />
from the enabling works. For example, careful cut <strong>and</strong> fill analysis can ensure ground excavated<br />
from cuttings can be used as fill material elsewhere such as within embankments, so that no<br />
<strong>waste</strong> is sent <strong>to</strong> l<strong>and</strong>fill <strong>and</strong> there is no need <strong>to</strong> import fill.<br />
3.1 Waste <strong>minimisation</strong> in design<br />
The majority of opportunities <strong>to</strong> reduce <strong>waste</strong><br />
exist up-front during the design stage, when<br />
either the design process or the design itself<br />
can be altered <strong>to</strong> take in<strong>to</strong> account solutions<br />
<strong>to</strong> reduce <strong>waste</strong>. However, opportunities also<br />
exist when the design is already formulated<br />
<strong>and</strong> construction underway.<br />
The principle of <strong>waste</strong> <strong>minimisation</strong> in design<br />
involves ‘designing out <strong>waste</strong>’ so <strong>to</strong> reduce<br />
the quantity of <strong>waste</strong> before it arrives on site.<br />
Early consideration is essential. For example,<br />
decisions <strong>to</strong> use off site, modular construction<br />
can often impact upon multiple elements<br />
while also substantially reducing <strong>waste</strong> from<br />
on site processes. Getting the design right<br />
– i.e. ensuring that <strong>waste</strong>ful elements have<br />
already been addressed – means that the<br />
contrac<strong>to</strong>r’s role is much simpler on site.<br />
Failure <strong>to</strong> think about <strong>waste</strong> at the design<br />
stage means that, conversely, the contrac<strong>to</strong>r<br />
will often be unable <strong>to</strong> reduce some of the<br />
<strong>waste</strong>ful elements which have been ‘locked<br />
in’ by the designer.<br />
Some opportunities <strong>to</strong> reduce <strong>waste</strong> may<br />
require more consideration <strong>to</strong> achieve than<br />
others. Specific opportunities do exist that<br />
involve simple changes or ‘tweaks’ <strong>to</strong> the<br />
design or construction process. However,<br />
some of the larger opportunities may require<br />
a little more consideration <strong>to</strong> be realised<br />
as they may involve more fundamental<br />
changes, either <strong>to</strong> the way in which the<br />
design is produced, or <strong>to</strong> the design itself.<br />
For example, a discreet change <strong>to</strong> a design<br />
which resulted in reduced off cuts could be<br />
termed an immediate opportunity. However,<br />
<strong>to</strong> achieve significant improvements in <strong>waste</strong><br />
reduction it is likely <strong>to</strong> require a team effort<br />
<strong>and</strong> some fundamental reviews of the design<br />
<strong>and</strong> construction process, for example,<br />
establishing a process of <strong>waste</strong> reviews by<br />
the design team on an ongoing basis. These<br />
require earlier consideration <strong>and</strong> a holistic<br />
approach with a potentially larger more<br />
lasting impact.<br />
3.2 The design process – contrac<strong>to</strong>r input<br />
Either held as a separate <strong>waste</strong> <strong>minimisation</strong><br />
workshop, or added <strong>to</strong> the agenda of a design<br />
team meeting, <strong>waste</strong> <strong>minimisation</strong> requires<br />
a slot in the design development process.<br />
Simply by looking for <strong>waste</strong> throughout design<br />
it is likely that easy, short term solutions<br />
will be uncovered so, by allocating specific<br />
time <strong>to</strong> review <strong>and</strong> discuss <strong>waste</strong> reduction<br />
opportunities then improvements should<br />
be possible. Opening sessions <strong>to</strong> the wider<br />
project team (not just designers) means a<br />
wider pool of experience will be drawn from<br />
<strong>and</strong> more informed suggestions tabled.<br />
It is essential that the contrac<strong>to</strong>r realises<br />
their key role in informing <strong>and</strong> influencing<br />
design. If the project is a Design <strong>and</strong> Build<br />
(D&B) contract then the contrac<strong>to</strong>r may be<br />
heavily involved in the design itself <strong>and</strong> will<br />
have influence over the strategic decisions<br />
regarding minimising <strong>waste</strong>. Contrac<strong>to</strong>rs<br />
<strong>and</strong> subcontrac<strong>to</strong>rs also have first h<strong>and</strong><br />
knowledge of what causes <strong>waste</strong> <strong>and</strong> how this<br />
can be reduced. The contrac<strong>to</strong>r can also help<br />
identify where conflict in the design may arise,<br />
<strong>and</strong> if changes <strong>to</strong> design are necessary, the<br />
best way of performing such alterations with<br />
minimal impact on <strong>waste</strong>. Thus, contrac<strong>to</strong>r<br />
input is substantial <strong>and</strong> essential. Conversely,<br />
designers need <strong>to</strong> be flexible in their approach<br />
<strong>and</strong> respond <strong>to</strong> the information provided<br />
by contrac<strong>to</strong>rs. Where feedback from site<br />
suggests that <strong>waste</strong> could be reduced if the<br />
design were amended then designers should<br />
be willing <strong>to</strong> explore these opportunities. Key<br />
<strong>to</strong> this process is partnering across the design<br />
<strong>and</strong> construction team.<br />
St<strong>and</strong>ardisation<br />
of building form<br />
<strong>and</strong> layout<br />
St<strong>and</strong>ardisation<br />
of building<br />
materials<br />
Designing<br />
<strong>to</strong> st<strong>and</strong>ard<br />
material sizes<br />
Off site/modern<br />
methods of<br />
construction<br />
Change<br />
<strong>management</strong><br />
Maintaining<br />
flexibility<br />
Not only can demolition materials be processed for aggregates <strong>and</strong> fill materials, designers<br />
should also seek <strong>to</strong> incorporate other materials such as reclaimed bricks, steel sections,<br />
salvageable timbers etc. Where these can’t be used they can often be sold for reuse elsewhere.<br />
Many of these decisions are recurrent in regeneration projects. For more information specific<br />
<strong>to</strong> regeneration please see WRAPs guidance document ‘Efficient use of materials in<br />
regeneration projects.’<br />
Repetition of design <strong>and</strong> element dimensions, either within a building layout or across a<br />
range of buildings reduces <strong>waste</strong> by reducing the number of variables <strong>and</strong> associated offcuts.<br />
St<strong>and</strong>ardisation also allows for the reuse of formwork <strong>and</strong> falsework <strong>and</strong> a reduction in mistakes<br />
<strong>and</strong> reworking.<br />
Not only can the building form be st<strong>and</strong>ardised, but so can the use of materials. For example,<br />
limiting the number of cladding solutions should mean that this limited range of materials can be<br />
used more efficiently (i.e. less offcuts).<br />
Simplification of material choice can increase opportunities for use of offcuts <strong>and</strong> surplus<br />
materials. For example, rationalising the number of concrete mixes can ensure surplus for a<br />
particular pour can be used in other parts of the concrete works having the same specified mix<br />
reducing the need for expensive part-loads or wastage due <strong>to</strong> over-ordering.<br />
As well as incorporating common materials within the design <strong>and</strong> specification, the construction<br />
programme should be planned so that elements with the same material type are either<br />
constructed at the same time or a provision is made for s<strong>to</strong>rage <strong>and</strong> later use of the<br />
surplus material.<br />
Designers have the ability <strong>to</strong> design building layouts <strong>to</strong> fit the manufactured dimensions of<br />
the materials that will be used. For example, wall dimensions may be designed <strong>to</strong> incorporate<br />
st<strong>and</strong>ard plasterboard sizes. Conversely, it may be possible for the supplier or manufacturer <strong>to</strong><br />
cut plasterboard <strong>to</strong> meet the dimensions <strong>and</strong> fittings required of the design.<br />
Designing for the preferential use of prefabricated units can eliminate or reduce the site cutting<br />
<strong>and</strong> h<strong>and</strong>ling of materials, having dramatic effects on <strong>waste</strong>. Off site manufacture has been<br />
shown <strong>to</strong> reduce <strong>waste</strong> by up <strong>to</strong> 90% (volumetric building systems versus traditional). The<br />
decision <strong>to</strong> use off site construction is often cost led, determined by a critical number of units.<br />
Rarely is the cost of <strong>waste</strong> considered in this equation, however, if <strong>waste</strong> costs were reduced by<br />
90%, the threshold for using off site construction could drop dramatically <strong>and</strong> have an associated<br />
impact on <strong>waste</strong>.<br />
Designs are often changed throughout the site works with the resultant rework generating<br />
considerable volumes of <strong>waste</strong>. Freezing designs <strong>and</strong> eliminating variations can significantly<br />
improve the <strong>waste</strong> profile (along with reducing cost). Where it is known the site will face<br />
particular constraints which may impact on <strong>waste</strong>, then the design should accommodate<br />
strategies <strong>to</strong> manage this.<br />
Conversely, where feedback from site suggests that <strong>waste</strong> could be reduced if the design were<br />
amended then designers should be willing <strong>to</strong> explore these opportunities. In this sense the<br />
design should not be <strong>to</strong>o prescriptive, allowing adjustments <strong>to</strong> be made on site with minimal<br />
consequence on time, cost <strong>and</strong> quality.<br />
Table 4: Structuring the materials recovery process
26 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 27<br />
3.3 Key opportunities<br />
On the previous page are some of the<br />
headline opportunities open <strong>to</strong> minimise<br />
<strong>waste</strong> in design. Further information is<br />
available in WRAP, ‘Designing out <strong>waste</strong> in<br />
construction’, see Table 4 (page 25).<br />
3.4 Use of Modern Methods of<br />
Construction (MMC)<br />
Wherever possible construction companies<br />
should look <strong>to</strong> incorporate the use of off site<br />
pre-fabricated components where possible.<br />
Off site prefabrication can lead <strong>to</strong> economies<br />
of scale, improved quality <strong>and</strong> programme<br />
reductions. Waste can also be reduced by<br />
up <strong>to</strong> 90% (volumetric building systems<br />
versus traditional) <strong>and</strong> better regulated at a<br />
fac<strong>to</strong>ry level than on site. MMC are commonly<br />
defined as being those methods that involve<br />
a considerable level of Off Site Manufacture<br />
(OSM) <strong>and</strong>/or assembly. Due consideration<br />
should therefore be made <strong>to</strong> using or applying<br />
MMC/OSM where feasible on projects. This<br />
can include large elements of a building<br />
through <strong>to</strong> st<strong>and</strong>ardised sub assembly of site<br />
specific components. (i.e. column claddings<br />
fabricated off site <strong>and</strong> delivered in kit form)<br />
In addition <strong>to</strong> the growing skills shortage<br />
which has led <strong>to</strong> escalation in construction<br />
costs, MMC are increasingly seen as<br />
having the following clear advantages over<br />
traditional methods of building:- speed of<br />
delivery, improved consistency in quality <strong>and</strong><br />
environmental characteristics. Increased<br />
use of MMC/OSM should receive significant<br />
consideration in the design <strong>and</strong> procurement<br />
process. This will require a commitment <strong>to</strong><br />
<strong>and</strong> communication with supply partners in<br />
order <strong>to</strong> realise full advantage.<br />
Construction elements<br />
Ductwork <strong>and</strong><br />
mechanical &<br />
electrical equipment<br />
Cladding<br />
Flooring <strong>and</strong> ceilings<br />
Rooms<br />
Washrooms<br />
Kitchens<br />
Plant room<br />
Description<br />
Table 5: Examples of construction elements that typically lend themselves <strong>to</strong> Modern Methods<br />
of Construction (MMC) <strong>and</strong> Off Site Manufacturing (OSM)<br />
The WRAP document, “Current Practices<br />
<strong>and</strong> Future Potential in Modern Methods<br />
of Construction” highlights the potential<br />
of a range of off site methods <strong>to</strong> impact<br />
on <strong>waste</strong> <strong>minimisation</strong>. This is available<br />
in full <strong>and</strong> summary form at<br />
www.wrap.org.uk/construction<br />
Some projects also lend themselves more<br />
readily <strong>to</strong> the use of modern methods <strong>and</strong> the<br />
use of off site fabrication than others because<br />
of site characteristics or the nature of what is<br />
being built, see Table 5.<br />
Ductwork <strong>and</strong> M&E systems can be fabricated in a modular nature allowing it <strong>to</strong> be easily<br />
transported <strong>to</strong> site <strong>and</strong> fitted with minimal <strong>waste</strong>.<br />
Internal <strong>and</strong> external wall cladding can be fabricated in panels made <strong>to</strong> size <strong>and</strong> fitted on<br />
site. Other areas where off site fabricated cladding can be used are on internal columns,<br />
ceilings <strong>and</strong> roofs.<br />
These off site systems can be delivered <strong>to</strong> site pre-fabricated in<strong>to</strong> cassettes that can be<br />
quickly <strong>and</strong> easily fastened <strong>to</strong>gether on site.<br />
Whole volumetric rooms can be manufactured off site.<br />
These can be manufactured off site <strong>and</strong> delivered either in a 2-D or 3-D format <strong>to</strong> the site.<br />
Plumbing <strong>and</strong> other fittings are included thus minimising packaging <strong>and</strong> plumbing <strong>waste</strong>.<br />
Kitchen areas can be manufactured <strong>and</strong> delivered <strong>to</strong> site in a similar fashion <strong>to</strong> washrooms.<br />
Plant rooms can be fully fabricated <strong>and</strong> delivered as a complete package <strong>to</strong> site where they<br />
can be fitted in<strong>to</strong> position with limited disruption.<br />
Other equipment Lifts <strong>and</strong> escala<strong>to</strong>rs<br />
Pre-assembled back office equipment<br />
Pre-fabricated <strong>and</strong> assembled doors, windows <strong>and</strong> frames.
28 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 29<br />
Space constrained sites: Using off site fabricated elements in the build reduces the<br />
amount of work on site <strong>and</strong> as a consequence reduces the number of contrac<strong>to</strong>rs on<br />
site at any one time. In the case of the latter, the use of MMC <strong>and</strong> OSM also provides a<br />
Health & Safety benefit, as well as a reduction in <strong>waste</strong> arising on site.<br />
Repetitive design: Some projects <strong>and</strong> builds are designed with repetitive elements.<br />
The more repetitive the design, the greater the potential benefits of MMC/OSM.<br />
4 Procurement<br />
Projects with tight timescales: The use of traditional methods usually means that<br />
work packages must be completed sequentially. Using MMC/OSM, the different<br />
packages can be worked on simultaneously <strong>and</strong> clever use of scheduling can ensure<br />
the project programme is compressed.<br />
Box 1: Projects more conducive <strong>to</strong> modern methods <strong>and</strong> off site manufacturing<br />
THINGS TO CONSIDER<br />
If design is tendered out externally on a Design & Build project, the contrac<strong>to</strong>r design<br />
team must have the relevant experience in designing out <strong>waste</strong>.<br />
The design team must take a lead in the creation of the SWMP from the pre-design<br />
stage <strong>and</strong> communicate strategic decisions <strong>to</strong> the contrac<strong>to</strong>r.<br />
Design teams <strong>and</strong> contrac<strong>to</strong>rs should review the design <strong>and</strong> implement opportunities<br />
<strong>to</strong> design out <strong>waste</strong> <strong>and</strong> MMC as early as possible in the design process.<br />
Early contrac<strong>to</strong>r involvement should identify <strong>waste</strong> streams <strong>and</strong> conflicts in<br />
the design.<br />
Designers should be flexible in their approach <strong>and</strong> incorporate opportunities from<br />
the pre-demolition audit <strong>and</strong> feedback from contrac<strong>to</strong>rs.<br />
Minimise design change where possible.<br />
The procurement of both project teams<br />
<strong>and</strong> the materials ordered has a significant<br />
impact on good practice WMM. Optimising<br />
procurement processes can help <strong>to</strong> ensure<br />
that you are employing people who are<br />
experienced <strong>and</strong> capable in the WMM initiative<br />
<strong>and</strong> also ascertain that frameworks are in<br />
place with the right partners <strong>to</strong> minimise<br />
<strong>waste</strong> down the supply chain before<br />
reaching site.<br />
In addition, the procurement of accurate<br />
<strong>and</strong> reliable material quantities required<br />
on a project can reduce the occurrence of<br />
surplus materials brought <strong>to</strong> site only <strong>to</strong> be<br />
<strong>waste</strong>d. Contingency ordering <strong>to</strong> account<br />
for <strong>waste</strong> is often inaccurate <strong>and</strong> unreliable<br />
<strong>and</strong> results in over ordering <strong>and</strong> material<br />
wastage. An accurate assessment of the<br />
materials required should be made, along<br />
with an informed allowance for wastage.<br />
This is primarily a subcontract issues as it is<br />
subcontrac<strong>to</strong>rs who usually place orders for<br />
materials with suppliers.<br />
4.1 Designer, subcontrac<strong>to</strong>r <strong>and</strong> <strong>waste</strong><br />
<strong>management</strong> procurement<br />
Assessment of capacity <strong>and</strong> competence<br />
<strong>to</strong> respond <strong>to</strong> a requirement for <strong>waste</strong><br />
<strong>management</strong> <strong>and</strong> <strong>minimisation</strong> should be<br />
included in pre-qualification processes for all<br />
parties involved in delivering a project (e.g.<br />
designers, contrac<strong>to</strong>rs, subcontrac<strong>to</strong>rs<br />
<strong>and</strong> consultants).<br />
This information could be requested through<br />
the use of a pre-qualification questionnaire<br />
followed by an in-depth interview <strong>to</strong> explore<br />
these issues. The use of a pre-qualification<br />
questionnaire allows the supplier <strong>to</strong><br />
prepare for the interview <strong>and</strong> highlights the<br />
importance of the <strong>waste</strong> issue. For further<br />
information on example pre-qualification<br />
<strong>and</strong> interview questions including guidance<br />
on how <strong>to</strong> structure <strong>and</strong> word forms of<br />
appointment for suppliers refer <strong>to</strong> WRAP’s<br />
Achieving Good Practice Waste Minimisation<br />
<strong>and</strong> Management guide, 7 where model<br />
procurement wording is available.<br />
4.1.1 Designers <strong>and</strong> subcontrac<strong>to</strong>rs<br />
What we really want <strong>to</strong> know from designers<br />
<strong>and</strong> subcontrac<strong>to</strong>rs at the tender stage is<br />
whether they have the skills <strong>and</strong> experience<br />
<strong>to</strong> implement good practice <strong>waste</strong><br />
<strong>minimisation</strong> <strong>and</strong> <strong>management</strong>. It is critically<br />
important <strong>to</strong> achieving a minimal <strong>waste</strong><br />
approach that designers <strong>and</strong> subcontrac<strong>to</strong>rs<br />
are able <strong>to</strong> implement good practice <strong>waste</strong><br />
<strong>management</strong> <strong>and</strong> <strong>minimisation</strong> <strong>and</strong> can<br />
identify <strong>waste</strong> recovery quick wins both in<br />
the design process <strong>and</strong> on site. Therefore,<br />
they should be able <strong>to</strong> demonstrate an<br />
appropriate awareness <strong>and</strong> working<br />
knowledge accordingly.<br />
In particular, the subcontrac<strong>to</strong>r has a<br />
key role in developing <strong>waste</strong> estimates <strong>to</strong><br />
inform SWMP development. Thus, linking<br />
procurement of subcontract packages <strong>to</strong> the<br />
Site Waste Management Plan ensures that<br />
specialist trade input is obtained <strong>and</strong> accurate<br />
figures are used in the <strong>waste</strong> estimates for<br />
the project. Main contrac<strong>to</strong>rs, must therefore<br />
ensure that, where possible, subcontrac<strong>to</strong>rs<br />
are engaged <strong>and</strong> challenged on the <strong>waste</strong><br />
they are likely <strong>to</strong> generate (see overleaf<br />
section 4.2 on Materials Procurement<br />
<strong>and</strong> <strong>waste</strong> forecasts).<br />
If an interview stage is included, questions<br />
could check the specific skills <strong>and</strong> knowledge<br />
levels required by each type of consultant.<br />
Whilst it is important that all consultants<br />
<strong>and</strong> contrac<strong>to</strong>rs underst<strong>and</strong> the issue of<br />
good practice Waste Management <strong>and</strong><br />
7. http://www.wrap.org.uk/construction
30 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 31<br />
Minimisation, specific skills are required<br />
by certain roles. For example, the designer<br />
should have a good working knowledge of<br />
<strong>waste</strong> <strong>minimisation</strong> methods in design <strong>and</strong><br />
be able <strong>to</strong> begin the development of the<br />
SWMP. Similarly, the subcontrac<strong>to</strong>r should<br />
demonstrate experience of operating a<br />
site <strong>waste</strong> <strong>management</strong> plan in line with<br />
published good practice, <strong>and</strong> know how <strong>to</strong><br />
manage subcontrac<strong>to</strong>rs <strong>and</strong> <strong>waste</strong> service<br />
providers <strong>to</strong> deliver the required data <strong>and</strong><br />
site practices.<br />
Further environmental <strong>and</strong> company level<br />
questions could also be used <strong>to</strong> assess the<br />
designers <strong>and</strong> subcontrac<strong>to</strong>rs <strong>and</strong> example<br />
criteria that could be used is as follows:<br />
A requirement for ISO 14001, EMAS<br />
or BS 8555.<br />
Waste <strong>management</strong> <strong>and</strong> broader<br />
environmental policy statement <strong>and</strong><br />
evidence of past performance in<br />
minimising/eliminating <strong>waste</strong> on site.<br />
Experience of working with materials<br />
suppliers <strong>to</strong> minimise <strong>waste</strong>, particularly<br />
if they will be responsible for procurement<br />
(more subcontrac<strong>to</strong>r oriented).<br />
4.1.2 Waste <strong>management</strong> contrac<strong>to</strong>rs<br />
The <strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>r should<br />
share in the responsibility for minimising<br />
<strong>waste</strong>. As part of the prequalification process<br />
construction companies must seek <strong>to</strong> obtain<br />
performance information from the <strong>waste</strong><br />
<strong>management</strong> contrac<strong>to</strong>rs being considered<br />
for a project prior <strong>to</strong> appointment. A critical<br />
requirement is <strong>to</strong> request a copy of the <strong>waste</strong><br />
contrac<strong>to</strong>r’s licence as this is an obligation<br />
under the Duty of Care regulation.<br />
In terms of minimising <strong>waste</strong>, examples of<br />
good questions <strong>to</strong> ask in prequalification are:<br />
Does your company audit <strong>and</strong> moni<strong>to</strong>r<br />
its <strong>waste</strong> performance facilities <strong>and</strong><br />
service delivery<br />
How have you worked in partnership<br />
with contrac<strong>to</strong>rs <strong>and</strong>/or subcontrac<strong>to</strong>rs<br />
<strong>to</strong> measure quantities of specific <strong>waste</strong><br />
streams <strong>to</strong> help achieve high levels of<br />
<strong>waste</strong> recovery<br />
KPIs<br />
KPIs should be established <strong>to</strong> which <strong>waste</strong><br />
<strong>management</strong> contrac<strong>to</strong>rs must commit<br />
before they are appointed. For example,<br />
an essential KPI for a <strong>waste</strong> <strong>management</strong><br />
contrac<strong>to</strong>r would be that they have a system<br />
in place for quantifying site specific <strong>waste</strong>. If<br />
<strong>waste</strong> can not be measured effectively, then<br />
performance can not be moni<strong>to</strong>red<br />
<strong>and</strong> rewarded.<br />
Performance based appointments<br />
Prior <strong>to</strong> their appointment, the price for<br />
the <strong>waste</strong> <strong>management</strong> service should be<br />
negotiated on the basis of performance so<br />
as <strong>to</strong> encourage the optimisation of <strong>waste</strong><br />
materials segregation <strong>and</strong> recovery. This<br />
would mean <strong>waste</strong> <strong>management</strong> costs may<br />
vary from month <strong>to</strong> month but it would put<br />
the onus on the <strong>waste</strong> contrac<strong>to</strong>r <strong>to</strong> recover<br />
as much <strong>waste</strong> as is feasibly possible. As part<br />
of the price negotiation the <strong>waste</strong> contrac<strong>to</strong>r<br />
should identify specific <strong>waste</strong> streams which<br />
they are committed <strong>to</strong> reducing during the<br />
project. Performance should be backed up<br />
by hard data <strong>and</strong> regular <strong>and</strong> r<strong>and</strong>om checks<br />
made on the <strong>waste</strong> contrac<strong>to</strong>r <strong>to</strong> check<br />
their methods.<br />
Incentive schemes<br />
Additionally the <strong>waste</strong> contrac<strong>to</strong>r should be<br />
further incentivised <strong>to</strong> recycle <strong>and</strong> recover as<br />
much as possible. Construction companies<br />
could devise a league table of <strong>waste</strong><br />
<strong>management</strong> suppliers with points being<br />
awarded for good performance. This would<br />
lead <strong>to</strong> a ranking of preferred suppliers with<br />
the better performers being awarded the jobs.<br />
Selection process<br />
The selection of a <strong>waste</strong> contrac<strong>to</strong>r should<br />
be based on commitment <strong>to</strong> recover <strong>and</strong><br />
reuse <strong>waste</strong> from site <strong>and</strong> where appropriate<br />
previous recorded performance from a<br />
league table. The following paragraph should<br />
be considered for inclusion in the <strong>waste</strong><br />
contrac<strong>to</strong>r’s appointment contract.<br />
With regards <strong>to</strong> the project objective for good practice <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong><br />
<strong>management</strong>, the <strong>waste</strong> contrac<strong>to</strong>r’s responsibilities under this contract are <strong>to</strong>:<br />
Meet the agreed minimum recovery targets for the specific <strong>waste</strong> streams included<br />
on the specified ‘List of agreed Quick Win <strong>waste</strong> streams’ unless otherwise agreed in<br />
writing by the main contrac<strong>to</strong>r.<br />
Develop <strong>and</strong> implement the SWMP in accordance with the methodology included<br />
in the contract documents <strong>and</strong> undertake the measures <strong>to</strong> minimise <strong>waste</strong><br />
contained therein.<br />
Measure <strong>waste</strong> arising during the works <strong>and</strong> compare with the minimum recovery<br />
rates set under this contract <strong>and</strong> then report these findings <strong>to</strong> the main contrac<strong>to</strong>r<br />
(in a form <strong>to</strong> be agreed) every [X] weeks at project meetings. This includes measures<br />
<strong>to</strong> be implemented <strong>to</strong> meet the minimum recovery rates if actual recovery is<br />
below target.<br />
4.2 Materials procurement<br />
Far <strong>to</strong>o often materials are brought <strong>to</strong> site<br />
only <strong>to</strong> then be <strong>waste</strong>d. Surplus material is<br />
seldom offered for use elsewhere <strong>and</strong> often<br />
ends up in site skips <strong>and</strong> ultimately l<strong>and</strong>fill.<br />
Good practice WMM in procurement involves<br />
producing accurate <strong>and</strong> reliable estimates of<br />
material quantities required on a project.<br />
Contingency ordering <strong>to</strong> account for<br />
<strong>waste</strong> is often inaccurate <strong>and</strong> unreliable<br />
<strong>and</strong> results in over ordering <strong>and</strong> material<br />
wastage. An accurate assessment of the<br />
materials required should be made, along<br />
with an informed allowance for wastage.<br />
This is primarily a subcontract issue as<br />
it is subcontrac<strong>to</strong>rs who usually place<br />
orders for materials with their suppliers.<br />
Accurate procurement <strong>and</strong> the reduction in<br />
surplus should be a measurable deliverable<br />
moni<strong>to</strong>red by the site manager.<br />
Procurement of accurate material orders<br />
will minimise over-ordering <strong>and</strong> subsequent<br />
<strong>waste</strong>. Accurate forecasting of <strong>waste</strong> <strong>and</strong><br />
reconciliation of materials used <strong>and</strong> those<br />
disposed of will also lead <strong>to</strong> improved<br />
materials ordering.<br />
4.2.1 Produce accurate materials estimates<br />
To avoid over-ordering, sub contrac<strong>to</strong>rs<br />
need <strong>to</strong> produce accurate estimates of<br />
the materials they require. To do this they<br />
need accurate information from which they<br />
can produce their own take-off, converting<br />
project requirements in<strong>to</strong> a materials<br />
allowance. (i.e. converting a m 2 of brick wall<br />
in<strong>to</strong> X number bricks). It is also important<br />
that design teams <strong>and</strong> main contrac<strong>to</strong>rs<br />
ensure that subcontrac<strong>to</strong>rs receive adequate<br />
information, <strong>and</strong> if not, subcontrac<strong>to</strong>rs should<br />
be encouraged <strong>to</strong> ask for it. A collaborative<br />
approach is required.<br />
For most trades this can be very accurate,<br />
especially where specialist estimating<br />
software is available. The main problem<br />
usually arises in subcontrac<strong>to</strong>rs being given<br />
inadequate information. Design teams<br />
<strong>and</strong> main contrac<strong>to</strong>rs should ensure that<br />
subcontrac<strong>to</strong>rs receive the information they<br />
need, <strong>and</strong> if not, sub contrac<strong>to</strong>rs should be<br />
encouraged <strong>to</strong> ask for it. Again, a collaborative<br />
approach is required. Material estimates<br />
can be further improved through using more<br />
precise measuring <strong>to</strong>ols such as CAD <strong>and</strong><br />
bespoke digital estimating software.<br />
4.2.2 Informed <strong>waste</strong> forecasts<br />
In addition <strong>to</strong> accurate materials estimates,<br />
subcontrac<strong>to</strong>rs should also make informed<br />
<strong>waste</strong> forecasts. It is unlikely that a wastage<br />
allowance will be completely eliminated as<br />
in some instances wastage is unavoidable.<br />
However, a wastage allowance should<br />
be as low as possible <strong>and</strong> well informed.
32 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 33<br />
Subcontrac<strong>to</strong>rs should record how much<br />
<strong>waste</strong> they generate (a useful figure <strong>to</strong><br />
measure business performance) as a<br />
baseline, <strong>and</strong> <strong>to</strong> that then modify the<br />
allowance up or down depending upon site<br />
conditions. For example, if there is an efficient<br />
logistics plan that will eliminate damage of<br />
materials <strong>to</strong> the work face then this should be<br />
reflected in the wastage allowance (<strong>and</strong> also<br />
in the tender price). Finally the reconciliation<br />
of materials ordered <strong>and</strong> materials used<br />
should further inform the wastage rate on<br />
subsequent projects.<br />
There are several ways in which the site<br />
manager could aim <strong>to</strong> enhance the accuracy<br />
of materials procurement. These are<br />
as follows:<br />
1. Take control of all materials procurement<br />
by bringing it “in-house”. Many companies<br />
sub-contract their procurement <strong>to</strong> the<br />
contrac<strong>to</strong>rs they hire. If these contrac<strong>to</strong>rs<br />
do not have the same mindset for reducing<br />
<strong>waste</strong> then over procurement will be<br />
maintained as industry st<strong>and</strong>ard practice.<br />
Procurement can then be refined over<br />
time through measuring, moni<strong>to</strong>ring<br />
<strong>and</strong> feedback.<br />
2. Incentivise subcontrac<strong>to</strong>rs. Reward<br />
positive steps by subcontrac<strong>to</strong>rs in<br />
minimising their over-procurement <strong>and</strong><br />
identifying alternative destinations for<br />
the <strong>waste</strong> that arises. It should be noted<br />
that as with all other industries tacit<br />
knowledge on how improvements can be<br />
made exists with the workers doing the job<br />
<strong>and</strong> small gestures of good will on behalf<br />
of the company can often yield significant<br />
benefits <strong>and</strong> nurture a positive attitude<br />
<strong>to</strong>wards improvement.<br />
3. Penalise over-procurement by<br />
subcontrac<strong>to</strong>rs. Working with<br />
subcontrac<strong>to</strong>rs <strong>to</strong> build relationships <strong>and</strong><br />
provide advice is clearly more desirable.<br />
However, where a site is underperforming<br />
the site manager should perform a root<br />
cause analysis <strong>and</strong> take remedial action.<br />
4.1.3 Packaging policy<br />
The construction industry, as a major <strong>waste</strong><br />
producer, must play a big role in ensuring that<br />
all materials <strong>and</strong> equipment brought <strong>to</strong> site<br />
come with minimal packaging. The cost of<br />
packaging is set out in Box 2 overleaf <strong>and</strong> this<br />
highlights the financial opportunities that can<br />
be realised both in segregation <strong>and</strong> through<br />
<strong>minimisation</strong>. Provision of a consolidation<br />
centre or <strong>waste</strong> <strong>management</strong> zone can help<br />
this, but subcontrac<strong>to</strong>r/supplier participation<br />
is essential in tackling the problem<br />
holistically. Construction companies should<br />
look <strong>to</strong> initiate a minimal packaging policy<br />
which would set out the corporate stance on<br />
volumes of packaging being produced. This<br />
policy must then be issued <strong>to</strong> suppliers <strong>and</strong><br />
subsequent actions might involve working<br />
with suppliers <strong>to</strong> optimise packaging <strong>and</strong> the<br />
materials it is made from. Frameworks with<br />
suppliers should also be considered which<br />
ensure packaging is reusable <strong>and</strong> returned <strong>to</strong><br />
the supplier after use.<br />
The use of reuseable packaging is a good<br />
opportunity for <strong>waste</strong> reduction, particularly<br />
with regular suppliers, where goods are<br />
heavily packaged. Where packaging is a<br />
necessity suppliers should be encouraged<br />
<strong>to</strong> firstly minimise its use <strong>and</strong> <strong>to</strong> identify<br />
opportunities for using packaging that can be<br />
reused (e.g. when transporting plasterboard<br />
stack it on timber bearers or pallets rather<br />
than plasterboard off-cuts). The use of a<br />
consolidation centre <strong>and</strong> just in time delivery<br />
can reduce the risk of damage on site.<br />
This again provides an opportunity for the<br />
suppliers <strong>to</strong> reduce or reuse packaging for<br />
goods in transit.<br />
Estimated weekly disposal costs of construction <strong>waste</strong><br />
Waste Type Average weekly cost (£)<br />
Mixed skip of packaging <strong>waste</strong> 278<br />
Segregated packaging <strong>waste</strong> 197<br />
<br />
Cardboard 72<br />
Polythene Film 38<br />
Timber Pallets 87<br />
Source: Establish <strong>to</strong>nnages, <strong>and</strong> cost effectiveness of collection, of construction site<br />
packaging <strong>waste</strong>. WRAP, 2005<br />
Box 2: The average weekly costs associated with packaging<br />
THINGS TO CONSIDER<br />
Include <strong>waste</strong> <strong>management</strong> <strong>and</strong> <strong>minimisation</strong> criteria in pre-qualification for<br />
works packages.<br />
The procurement team must ensure accurate materials ordering takes place working<br />
<strong>to</strong> requirements set.<br />
The site team should measure <strong>and</strong> moni<strong>to</strong>r <strong>waste</strong> <strong>and</strong> feed this information back in<strong>to</strong><br />
the procurement process <strong>to</strong> inform <strong>waste</strong> forecasts <strong>and</strong> accurate materials ordering.<br />
If procurement is carried out by subcontrac<strong>to</strong>rs then the site <strong>management</strong> team,<br />
in conjunction with the procurement team, should work with the subcontrac<strong>to</strong>r <strong>and</strong><br />
ensure feedback is available by which their processes can be refined.<br />
Look <strong>to</strong> develop relationships with key suppliers <strong>to</strong> encourage take back schemes for<br />
excess materials.<br />
Develop minimal <strong>and</strong>/or reusable packaging policies for procured materials.
34 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 35<br />
5 Logistics<br />
Opportunity<br />
Description<br />
Supply of materials <strong>to</strong> site<br />
Consolidation Centres can be utilised in order <strong>to</strong> control inven<strong>to</strong>ry from one central source.<br />
Deliveries which would normally go straight <strong>to</strong> site are instead delivered <strong>to</strong> the allocated<br />
consolidation centre. The materials <strong>and</strong> equipment required for a single day are then<br />
transferred <strong>to</strong> site at a time stated by the site contrac<strong>to</strong>r. Through this optimised delivery<br />
of materials the consolidation centre is able <strong>to</strong> reduce the amount of damage <strong>to</strong> materials<br />
caused as a consequence of being s<strong>to</strong>red on site for unnecessary lengths of time before<br />
they are needed.<br />
Consolidation centres<br />
An improved <strong>and</strong> optimised logistics<br />
strategy for the delivery of materials <strong>to</strong> site<br />
can reduce the transportation of equipment<br />
<strong>and</strong> materials <strong>and</strong> lead <strong>to</strong> better control<br />
of inven<strong>to</strong>ry on <strong>and</strong> off site <strong>and</strong> thus, a<br />
reduction in the quantity of <strong>waste</strong> occurring<br />
through over ordering <strong>and</strong> damage from<br />
over-h<strong>and</strong>ling. Subsequently, delays,<br />
re-work <strong>and</strong> costs should be reduced leading<br />
<strong>to</strong> a better return on investment. In addition,<br />
there are potentially social benefits with<br />
regards <strong>to</strong> health <strong>and</strong> safety <strong>and</strong> interference<br />
with the surrounding community.<br />
The following sections outline opportunities<br />
where construction companies can use<br />
improved logistics <strong>and</strong> inven<strong>to</strong>ry h<strong>and</strong>ling<br />
<strong>to</strong> their benefit.<br />
5.1 Development of a Logistics Plan<br />
The development of a robust logistics plan<br />
is fundamental <strong>to</strong> effectively reduce <strong>waste</strong><br />
<strong>and</strong> is the responsibility of the contrac<strong>to</strong>r.<br />
The development of such a plan is of integral<br />
importance <strong>to</strong> the project as it is the logistics<br />
version of the SWMP <strong>and</strong> sets out the strategy<br />
for getting materials <strong>to</strong> site. It should be used<br />
in conjunction with the SWMP. The creation<br />
of the plan must take place as part of the<br />
design <strong>and</strong> planning phase of any project <strong>and</strong><br />
as with the SWMP, should be kept as a ‘live’<br />
document <strong>and</strong> refined going forward.<br />
A logistics plan would be the platform for<br />
greater programme efficiencies, reduced<br />
<strong>waste</strong> caused by damage <strong>and</strong> enhanced<br />
materials resource planning <strong>and</strong> delivery<br />
schedules all of which can contribute <strong>to</strong><br />
minimising <strong>waste</strong>. The plan should address<br />
how <strong>waste</strong> can be mitigated, <strong>and</strong> how cost,<br />
time <strong>and</strong> quality can be improved.<br />
WRAP has developed a comprehensive good<br />
practice guidance for developing a material<br />
logistics play, which can be found at<br />
www.wrap.org.uk/construction<br />
5.2 Opportunities <strong>to</strong> minimise <strong>waste</strong><br />
in logistics<br />
Most construction projects involve complex<br />
materials supply arrangements. Below are<br />
some <strong>waste</strong> reduction opportunities which<br />
can be developing a logistics plan.<br />
THINGS TO CONSIDER<br />
Develop an in-depth logistics plan at the project planning<br />
stage covering materials ordering <strong>and</strong> delivery schedules in<br />
conjunction with the site <strong>waste</strong> <strong>management</strong> plan.<br />
Consider the use of a consolidation centre particularly on a<br />
space constrained site.<br />
Improve delivery scheduling <strong>to</strong> minimise on site s<strong>to</strong>rage.<br />
Arrange take back schemes with suppliers for excess<br />
materials <strong>and</strong> packaging.<br />
Just in time delivery<br />
Take back schemes<br />
Site dem<strong>and</strong> smoothing<br />
The benefit of a consolidation centre is that it provides a secure environment for materials<br />
s<strong>to</strong>rage with efficient h<strong>and</strong>ling procedures. It also reduces the volume of materials being<br />
s<strong>to</strong>red on site <strong>and</strong> so can help reduce accidental damage.<br />
Consolidation centres can be beneficial particularly on space constrained sites in addition<br />
sites which have restricted or poor access can benefit from a reduced number of deliveries<br />
each day which is characteristic of using a consolidation site. Another benefit of using<br />
a consolidation centre is the potential <strong>to</strong> reduce packaging delivered <strong>to</strong> site by having<br />
materials unpackaged at the centre <strong>and</strong> delivered just in time. This can help <strong>to</strong> reduce<br />
damage incurred by having excessive amounts of materials on site <strong>and</strong> means that<br />
packaging <strong>waste</strong> can be consolidated for recycling or returned <strong>to</strong> the supplier for reuse. All<br />
of this can potentially contribute <strong>to</strong>wards an associated cost saving. It should be noted that<br />
the business case for use of a consolidation centre should be considered on a project-byproject<br />
basis.<br />
It is also important <strong>to</strong> note that consolidation centres need not be external but can indeed<br />
be controlled areas on the periphery of the site. In this way a consolidation centre can be<br />
used as a controlled <strong>and</strong> combined materials h<strong>and</strong>ling <strong>and</strong> <strong>waste</strong> <strong>management</strong> zone.<br />
Just-in-time (JIT) delivery involves the delivery of materials <strong>to</strong> site only when they are<br />
required for installation. When rigorously applied, JIT logistics is one of the most effective<br />
techniques <strong>to</strong> minimise <strong>waste</strong> arising from over-ordering, damage, design change, <strong>and</strong><br />
programming <strong>and</strong> planning because, by definition, it permits the delivery of only those<br />
materials that are immediately required for construction. JIT delivery can take place<br />
through a consolidation centre or direct from suppliers.<br />
‘Take back’ schemes with suppliers can be set up so surplus materials are returned <strong>and</strong><br />
do not enter the <strong>waste</strong> stream. Most of the outbound goods flow on a construction site is<br />
categorised as <strong>waste</strong>. Therefore, a supplier of inbound goods would need a <strong>waste</strong> carriers<br />
licence in order <strong>to</strong> carry out reverse logistics of this nature. It is recommended that<br />
framework agreements with suppliers are considered <strong>to</strong> tie suppliers in<strong>to</strong> taking back any<br />
excess material that could be used elsewhere. Otherwise the use of consolidation centres<br />
which operate with a <strong>waste</strong> carriers licence could be used as a way of taking back excess<br />
material for use at a later stage.<br />
Dem<strong>and</strong> smoothing is a technique which involves analysing the project programme <strong>and</strong><br />
smoothing the peaks <strong>and</strong> troughs in dem<strong>and</strong> for either materials or labour. By smoothing<br />
out these peaks, ‘pinch points’ can be reduced as these high areas of activity often result in<br />
errors <strong>and</strong> <strong>waste</strong>.<br />
Using an integrated ICT system is a powerful <strong>to</strong>ol used <strong>to</strong> manage materials flow.<br />
Particularly useful for large, complex projects, this provides a highly transparent picture of<br />
what materials are required when.<br />
Integrated ICT<br />
Table 6: Materials Logistics
36 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 37<br />
6 Site operations<br />
Improved materials h<strong>and</strong>ling <strong>and</strong> s<strong>to</strong>rage<br />
around site as well as <strong>waste</strong> <strong>management</strong><br />
methods on site <strong>and</strong> better planning from<br />
the outset, will further reduce <strong>waste</strong> <strong>and</strong><br />
increase recovery rates. It is important that<br />
all stakeholders are involved <strong>and</strong> educated in<br />
good practice WMM principles <strong>and</strong> activities<br />
on site.<br />
6.1 Material movement <strong>and</strong> s<strong>to</strong>rage<br />
6.1.1 Materials h<strong>and</strong>ling strategy<br />
A materials h<strong>and</strong>ling strategy should form<br />
part of a logistics plan as a <strong>to</strong>tal reduction<br />
in material h<strong>and</strong>ling through for example,<br />
delivering materials direct <strong>to</strong> the point of use<br />
or the use of appropriate mechanical plant<br />
will also reduce <strong>waste</strong>. Another example<br />
is using small, moveable trolleys that are<br />
designed <strong>to</strong> carry the appropriate materials<br />
ensure that materials can be moved around<br />
site with ease. If these are kept <strong>to</strong> a manual<br />
h<strong>and</strong>ling size, then there is less chance of<br />
accidents (both <strong>to</strong> the materials <strong>and</strong> the<br />
workforce).<br />
6.1.2 Materials s<strong>to</strong>rage<br />
Appropriate material s<strong>to</strong>rage on site is<br />
important <strong>to</strong> ensure materials are not<br />
unnecessarily damaged <strong>and</strong> <strong>waste</strong>d. A<br />
consolidation centre on or off site as well as<br />
just in time delivery <strong>to</strong> minimise s<strong>to</strong>rage on<br />
site can aid in this process.<br />
6.2 Waste <strong>management</strong> strategy<br />
The <strong>waste</strong> <strong>management</strong> strategy on site<br />
forms part of the SWMP development <strong>and</strong><br />
should be determined early on in the project<br />
planning process. Quick Wins for <strong>waste</strong><br />
reduction <strong>and</strong> recovery should have been<br />
discussed prior <strong>to</strong> site activity. However,<br />
any additional Quick Wins proposed by the<br />
contrac<strong>to</strong>r once on site should be reviewed<br />
Definition of a Waste Recovery Quick Win<br />
A Waste Recovery Quick Win is an improvement in recovery<br />
(reuse or recycling) for a specific construction <strong>waste</strong> material,<br />
applicable on a range of construction projects, which will<br />
deliver a higher rate of recovery than st<strong>and</strong>ard practice without<br />
increasing costs <strong>and</strong> preferably with a cost saving.<br />
<strong>and</strong> their potential adoption discussed,<br />
estimating the potential outcome for the<br />
project <strong>waste</strong> reduction <strong>and</strong> recovery targets.<br />
6.2.1 On site <strong>waste</strong> segregation<br />
An important <strong>and</strong> integral part of on site<br />
<strong>waste</strong> <strong>management</strong> is the segregation of<br />
the different <strong>waste</strong> streams as this reduces<br />
the risk of cross contamination with other<br />
materials, enabling easier recycling <strong>and</strong><br />
in some cases it increases the value of the<br />
<strong>waste</strong> material, enabling it <strong>to</strong> be sold on. An<br />
example of this is plastics which, when baled<br />
can comm<strong>and</strong> a price, albeit that it depends<br />
on the size of the bale. Separate containers<br />
must be provided <strong>and</strong> labelled effectively for<br />
the recovery of different resource streams.<br />
Subcontrac<strong>to</strong>rs need <strong>to</strong> know the rules for<br />
<strong>waste</strong> segregation on site. Construc<strong>to</strong>rs must<br />
have systems in place for policing these<br />
separate containers <strong>to</strong> eliminate crosscontamination.<br />
Policing can take two forms:<br />
1. a designated container security officer, or<br />
2. a site manager assuming responsibility.<br />
In order <strong>to</strong> benefit from on site segregation it<br />
is important that construction contrac<strong>to</strong>rs are<br />
able <strong>to</strong> capitalise on Waste Recovery Quick<br />
Wins. Some materials are more suitable <strong>to</strong><br />
Quick Win recovery <strong>and</strong> as such the following<br />
provides a brief overview of the criteria<br />
that should be looked in<strong>to</strong> when identifying<br />
materials suitable for Quick Win.<br />
Produced in sufficient quantities <strong>to</strong><br />
make the operating costs of the recovery<br />
practice economically attractive.<br />
Easily segregated on site.<br />
Significantly higher in value as a<br />
segregated <strong>waste</strong> compared <strong>to</strong><br />
mixed <strong>waste</strong>.<br />
Produced in a locality where<br />
reprocessing options for those<br />
materials are readily available.<br />
In practical terms, the quick wins on a project<br />
will be identified through discussion between<br />
construc<strong>to</strong>rs <strong>and</strong> their construction supply<br />
chain (including local <strong>waste</strong> <strong>management</strong><br />
contrac<strong>to</strong>rs) <strong>to</strong> determine the economics <strong>and</strong><br />
practicalities of recovery. This will depend<br />
on holistic site-specific parameters such as<br />
availability of reprocessing facilities, transport<br />
distances, quantities of materials <strong>and</strong> capacity<br />
for on/off site <strong>waste</strong> segregation.<br />
Waste recovery Quick Wins by project phase<br />
Quick Wins will be dependent on the scope<br />
of works of the project <strong>and</strong> the stage at<br />
which the project is at but the following are<br />
examples of materials recovery opportunities<br />
that may exist during a typical construction or<br />
refurbishment project in all types of sec<strong>to</strong>rs<br />
covered by construction companies.<br />
Site clearance, preparations <strong>and</strong><br />
underground services (e.g. demolition,<br />
remediation, bulk earthworks, utilities<br />
<strong>and</strong> foundations).<br />
Construction Phase - Structural phase<br />
(e.g. frame, walls, roofs, floors, cladding).<br />
- Internal phase (e.g. internal walls,<br />
plastering <strong>and</strong> Mechanical &<br />
Electrical plant).<br />
Fit out (e.g. doors, suspended ceilings,<br />
bathroom suites & tiling, carpets &<br />
flooring, electrics, packaging).<br />
For st<strong>and</strong>ard, good & best practice<br />
performance benchmarks refer <strong>to</strong><br />
WRAP’s Achieving Good Practice Waste<br />
Minimisation <strong>and</strong> Management guide.<br />
Further resources for identifying Quick<br />
Wins with minimum effort are available at<br />
www.wrap.org.uk/construction<br />
6.2.2 Use of other <strong>waste</strong> containers as<br />
opposed <strong>to</strong> skips, e.g. bags<br />
Some <strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>rs supply<br />
alternative, more flexible <strong>waste</strong> containers <strong>to</strong><br />
skips, such as bags that can be transported<br />
around site on pallet trucks. This is a very<br />
effective form of <strong>waste</strong> <strong>management</strong> as<br />
segregation can occur on any level of a build<br />
<strong>and</strong> the bags can be moved around site on<br />
a pallet truck rather than having <strong>to</strong> rely on<br />
a crane in order <strong>to</strong> move a skip around the<br />
site. The bags allow segregation facilities <strong>to</strong><br />
be adapted <strong>to</strong> the site situation. The figures<br />
below show the two different sizes of bags<br />
available for use on site.<br />
However, it must be pointed out that the<br />
benefits of using bags above other <strong>waste</strong><br />
containers can vary depending on the<br />
site situation <strong>and</strong> whether there are site<br />
constraints. The use of <strong>waste</strong> disposal bags<br />
works well on the following sites:<br />
Space constrained sites – When not in use<br />
<strong>and</strong> unlike skips, the bags can be folded<br />
away. They also take up less room than a<br />
skip. However, other containers such as<br />
colour coded wheelie bins could be utilised<br />
in the same way.<br />
Sites with high level construction works<br />
– The bags are versatile <strong>and</strong> can be<br />
used on any level of a build <strong>and</strong> easily<br />
transported around.<br />
Sites with limited access – On some sites<br />
it is impossible for the <strong>waste</strong> <strong>management</strong><br />
truck <strong>to</strong> gain access which hinders the<br />
delivery <strong>and</strong> pick up of skips. The <strong>waste</strong><br />
bags can be transported around on a pallet<br />
truck, cancelling out this access problem.
38 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 39<br />
6.2.3 Use of clear plastic bags<br />
The use of clear plastic bags as opposed<br />
<strong>to</strong> the more usual black bin bags can be<br />
an instant win in reduction of <strong>waste</strong> sent<br />
<strong>to</strong> l<strong>and</strong>fill. The <strong>waste</strong> is tipped out of the<br />
collection container when it reaches the<br />
transfer site. If the <strong>waste</strong> contrac<strong>to</strong>r spots<br />
a clear bag then it is taken aside <strong>and</strong> the<br />
contents of the bag are segregated regardless<br />
of the type of site it has arrived from. Opaque<br />
black bags are generally not opened <strong>and</strong> put<br />
straight on<strong>to</strong> the l<strong>and</strong>fill pile. It must be noted<br />
that not all <strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>rs<br />
do this <strong>and</strong> so it must be something that is<br />
checked before being implemented on site<br />
<strong>and</strong> it could be something that is agreed with<br />
the site <strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>r before<br />
they are hired.<br />
6.2.4 Use of balers<br />
Space saving methods of segregation such<br />
as balers <strong>and</strong> shredders or chippers can<br />
be used on site for compressing materials<br />
like cardboard <strong>and</strong> plastics. This provides<br />
the advantage of more compact cleaner<br />
segregation, meaning <strong>waste</strong> containers can<br />
be either avoided or leave site densely filled.<br />
The criteria for a baler providing an advantage<br />
would be:<br />
on a site with little s<strong>to</strong>rage space as balers<br />
would allow <strong>waste</strong> <strong>to</strong> be s<strong>to</strong>red neatly <strong>and</strong><br />
compactly in bales: <strong>and</strong><br />
on a project where there was a high<br />
proportion of bale-able <strong>waste</strong> such as<br />
cardboard <strong>and</strong> plastics which could then<br />
be sold. The most likely phase for this<br />
would be in fit-out.<br />
6.2.5 Establishment of a <strong>waste</strong><br />
<strong>management</strong> zone<br />
The decision <strong>to</strong> have a <strong>waste</strong> <strong>management</strong><br />
zone <strong>and</strong> its location should be done as<br />
part of the establishment of the site’s <strong>waste</strong><br />
<strong>management</strong> plan. It is important <strong>to</strong> have the<br />
<strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>r involved at<br />
this stage so that the logistical implications<br />
are considered <strong>and</strong> dealt with before the site<br />
goes live. The <strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>r<br />
must liaise with the project manager <strong>to</strong><br />
ensure appropriate provision of space for the<br />
location of resource recovery skips. On sites<br />
with space restrictions, contrac<strong>to</strong>rs should<br />
consider the use of a consolidation centre <strong>to</strong><br />
manage <strong>waste</strong>; this could be situated either<br />
on the periphery or external <strong>to</strong> the site.<br />
6.2.6 Regular <strong>waste</strong> pick-ups<br />
Regular <strong>waste</strong> pick-ups from site are<br />
essential for effective on site <strong>waste</strong><br />
<strong>management</strong>. Empty containers encourage<br />
proper resource segregation. For example, if<br />
the wood recycling container is overflowing,<br />
a subcontrac<strong>to</strong>r will naturally revert <strong>to</strong> using<br />
the nearest convenient container irrespective<br />
of what it contains. This again highlights the<br />
importance for effective, on site<br />
<strong>waste</strong> <strong>management</strong>.<br />
6.2.7 Ensure the reuse or recycling of<br />
on site equipment<br />
Commonly, hoarding <strong>and</strong> formwork made<br />
from virgin materials are used once on site<br />
<strong>and</strong> then sent for disposal upon completion<br />
of the project. Recycled or re-usable<br />
hoardings <strong>and</strong> formwork for concrete<br />
shuttering could be used in future. Not only<br />
will this save money in <strong>waste</strong> disposal, but<br />
also in purchasing new materials for each<br />
job. Potentially the removal, s<strong>to</strong>rage <strong>and</strong><br />
distribution of re-usable equipment can be<br />
facilitated through a consolidation centre<br />
or framework logistics partner. In order <strong>to</strong><br />
minimise the logistics cost of managing<br />
these resources within a single organisation,<br />
re-usable materials should be pooled for<br />
better use throughout the company. Another<br />
consideration might be <strong>to</strong> strike collaborative<br />
framework agreements with other<br />
construction companies <strong>to</strong> share pooled<br />
site equipment like hoardings, offices <strong>and</strong><br />
s<strong>to</strong>rage containers.<br />
6.2.8 Post construction site clearance<br />
There are a number of opportunities similar<br />
<strong>to</strong> those described in previous sections that<br />
could be adopted <strong>to</strong> ensure that redundant<br />
<strong>waste</strong> materials <strong>and</strong> equipment left over on<br />
site are reused or recycled elsewhere. As<br />
described earlier, symbiotic partners could<br />
make use of the materials <strong>and</strong> equipment that<br />
would otherwise be disposed of.<br />
After the construction phase has finished<br />
<strong>and</strong> before the site clearance process<br />
is undertaken, it is essential that a site<br />
clearance <strong>waste</strong> audit is conducted, just as<br />
it is at the design <strong>and</strong> planning stage. The<br />
obvious aim of doing this is <strong>to</strong> identify all<br />
material <strong>and</strong> equipment that has the potential<br />
<strong>to</strong> be recovered, reused or re-sold. Site<br />
clearance <strong>waste</strong> arisings must be moni<strong>to</strong>red<br />
<strong>and</strong> recorded in order <strong>to</strong> see the <strong>waste</strong><br />
costs accumulating from this stage of the<br />
build process.<br />
Waste <strong>management</strong> contrac<strong>to</strong>rs are likely<br />
<strong>to</strong> have their own local expertise as <strong>to</strong> where<br />
the material can be used or recycled, but<br />
the following websites may be used <strong>to</strong> identify<br />
potential outlets for reusable materials,<br />
see Table 7.<br />
The National Industrial Symbiosis<br />
Programme (NISP) 8 is also a useful source<br />
for finding companies in the locality who are<br />
able <strong>to</strong> use the <strong>waste</strong> materials produced<br />
on site. A working partnership between<br />
contrac<strong>to</strong>rs, <strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>rs<br />
<strong>and</strong> NISP could prove advantageous in the<br />
quest for <strong>waste</strong> <strong>minimisation</strong> on construction<br />
projects. WRAP’s Efficient Use of materials<br />
in Regeneration guide can also provide<br />
additional information on how <strong>waste</strong><br />
resources can be re-incorporated<br />
in<strong>to</strong> projects.<br />
BREMAP – Provides lists <strong>and</strong><br />
maps of <strong>waste</strong> <strong>management</strong><br />
facilities based on location.<br />
Construction Recycling sites<br />
- A database of constructionrelated<br />
recycling sites in<br />
Great Britain that accept of<br />
sell materials.<br />
SALVO – Information on the<br />
reclamation sec<strong>to</strong>r, including<br />
materials <strong>and</strong> products arising<br />
from refurbishment/demolition<br />
<strong>and</strong> a materials information<br />
exchange.<br />
A free materials/equipment<br />
exchange site for swapping<br />
items within the locality.<br />
Table 7: Materials exchange websites<br />
THINGS TO CONSIDER<br />
http://www.bremap.co.uk<br />
http://www.ciria.org/recycling<br />
http://www.salvo.co.uk<br />
http://www.freecycle.org<br />
Develop a materials h<strong>and</strong>ling strategy as part of the logistics<br />
plan for material transport <strong>and</strong> s<strong>to</strong>rage on site.<br />
The design team must discuss with the site team the<br />
benefits <strong>and</strong> drawbacks of using composite materials in<br />
terms of minimising off cut <strong>waste</strong> versus difficulty in<br />
<strong>waste</strong> segregation.<br />
Consider the Quick Win opportunities <strong>and</strong> potential site<br />
constraints <strong>and</strong> the appropriate segregation of<br />
<strong>waste</strong> streams.<br />
The site team should be responsible for ensuring that as<br />
much <strong>waste</strong> as possible is segregated on site.<br />
Liaise with <strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>r <strong>to</strong> discuss <strong>and</strong><br />
put in place the best container option for segregating <strong>waste</strong><br />
types <strong>and</strong> the collection of <strong>waste</strong>.<br />
Identify opportunities where the use of a baling machine <strong>and</strong><br />
shredder would be beneficial. This will facilitate segregation<br />
of materials as the different types are baled <strong>to</strong>gether.<br />
Liaise with <strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>r <strong>to</strong> ensure<br />
segregated <strong>waste</strong> will be recycled <strong>and</strong> that general <strong>waste</strong><br />
will be segregated at transfer station.<br />
A site clearance audit should take place <strong>to</strong> determine<br />
redundant equipment at the end of a job.<br />
8. http://www.nisp.org.uk/
40 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 41<br />
6.3 Site labour<br />
Site operatives must be conversed <strong>and</strong> in<br />
agreement <strong>to</strong> deliver on the SWMP <strong>and</strong> meet<br />
targets for <strong>waste</strong> reduction <strong>and</strong> recovery<br />
on site.<br />
6.3.1 Education<br />
Most demolition companies appreciate the<br />
value of their <strong>waste</strong> as it is a revenue stream,<br />
<strong>and</strong> are therefore keen <strong>to</strong> recover it. Other<br />
suppliers <strong>and</strong> contrac<strong>to</strong>rs who do not have<br />
this attitude <strong>to</strong> <strong>waste</strong> should be educated<br />
in the opportunities <strong>and</strong> benefits of <strong>waste</strong><br />
reduction. This could mean provision of on<br />
site education <strong>to</strong>ols <strong>and</strong> committing <strong>to</strong> a<br />
trained environmental resource on site <strong>to</strong><br />
attend <strong>to</strong> any <strong>waste</strong> issues.<br />
Using educational <strong>to</strong>ols like frequent<br />
<strong>and</strong> dedicated <strong>waste</strong> <strong>management</strong> <strong>and</strong><br />
<strong>minimisation</strong> <strong>to</strong>olbox talks ensure that the<br />
message is driven home. These talks must<br />
be backed up the use of information signs<br />
which not only facilitates constant visual<br />
learning but would allow on site <strong>management</strong><br />
staff <strong>to</strong> cross any language divide that is<br />
increasingly becoming a pressing issue on UK<br />
construction sites <strong>and</strong> may have an impact<br />
on site <strong>waste</strong> <strong>management</strong>. Examples of<br />
<strong>waste</strong> <strong>management</strong> iconography <strong>and</strong> colour<br />
coding currently used by local councils <strong>and</strong><br />
authorities are provided in the figure below.<br />
Individual construction companies could<br />
adopt a similar simplistic approach on<br />
their sites.<br />
Construc<strong>to</strong>rs could also take a pro-active<br />
approach <strong>to</strong> assessing the attitudes<br />
of potential subcontrac<strong>to</strong>rs <strong>to</strong> <strong>waste</strong><br />
<strong>management</strong> before appointing them<br />
by incorporating supplier selection<br />
questionnaires in<strong>to</strong> the tender process.<br />
6.3.2 Incentive <strong>and</strong> reward systems<br />
It is important <strong>to</strong> incentive any new initiative<br />
<strong>and</strong> construc<strong>to</strong>rs might consider a reward<br />
system <strong>to</strong> encourage your subcontrac<strong>to</strong>rs/<br />
suppliers <strong>to</strong> actively participate in on site<br />
<strong>waste</strong> <strong>management</strong> <strong>and</strong> <strong>minimisation</strong>.<br />
The first step in doing this is <strong>to</strong> effectively<br />
moni<strong>to</strong>r, collect, report, <strong>and</strong> review <strong>waste</strong><br />
data quantitatively. Key Performance<br />
Indica<strong>to</strong>rs (KPI’s) should be established <strong>and</strong><br />
reported upon. Data needs <strong>to</strong> be recorded for<br />
performance modelling <strong>and</strong> improvement<br />
goal setting. Waste Management contrac<strong>to</strong>rs<br />
should measure <strong>waste</strong> on a site by site basis.<br />
This process is an extension of the Duty<br />
of Care obligations <strong>and</strong> the transfer note<br />
system. There is no reason why transfer notes<br />
can not contain detailed, site specific data<br />
on quantities <strong>and</strong> weightings of site-specific<br />
<strong>waste</strong> streams. With efficient <strong>waste</strong> data<br />
feedback mechanisms in place, performance<br />
<strong>and</strong> more importantly improvements can be<br />
publicised <strong>to</strong> all stakeholders in the initiative.<br />
Any moni<strong>to</strong>ring system should be combined<br />
with a reward system for good performance.<br />
This could come in various forms, for<br />
example, social events, prizes or plain cash<br />
rewards. At a site level an example incentive<br />
could simply be a round of drinks at the end<br />
of the week. At an organisational level best in<br />
class subcontrac<strong>to</strong>rs could be rewarded with<br />
preferred status. This reward system does not<br />
have <strong>to</strong> be exclusive <strong>to</strong> on site subcontrac<strong>to</strong>rs<br />
but could also form part of the agreement<br />
with the <strong>waste</strong> <strong>management</strong> contrac<strong>to</strong>r in<br />
order <strong>to</strong> maximise the efficiency of<br />
their operations.<br />
Conversely a penalty scheme could<br />
also be used <strong>to</strong> improve the practices of<br />
subcontrac<strong>to</strong>rs. However, such a scheme<br />
should be carefully packaged <strong>and</strong> written<br />
in<strong>to</strong> contracts as it could be seen by some<br />
as another hurdle <strong>to</strong> overcome <strong>and</strong> create<br />
a negativity <strong>and</strong> resistance amongst on<br />
site workers <strong>to</strong> the <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong><br />
<strong>management</strong> initiative.<br />
6.3.3 Develop closer relationships<br />
with subcontrac<strong>to</strong>rs<br />
Closer relationships will lead <strong>to</strong> an enhanced<br />
process of communication which in turn<br />
will provide on site benefits, particularly<br />
when implementing an initiative like <strong>waste</strong><br />
<strong>minimisation</strong> as the more involved people<br />
are the more buy-in <strong>and</strong> ownership they<br />
have. This can be essential with major<br />
subcontrac<strong>to</strong>rs <strong>and</strong> suppliers as these firms<br />
are likely <strong>to</strong> be key <strong>waste</strong> producers <strong>and</strong> their<br />
support of a <strong>waste</strong> <strong>minimisation</strong> initiative<br />
is crucial <strong>to</strong> its success. Rewarding good<br />
performance can be a way of facilitating the<br />
development of closer relationships.<br />
THINGS TO CONSIDER<br />
Education of employees in <strong>waste</strong> <strong>minimisation</strong> is key.<br />
Use educational <strong>to</strong>ols like on site information signs.<br />
Provide bonus incentives for contributing <strong>to</strong><br />
<strong>waste</strong> <strong>minimisation</strong>.<br />
Build relationships with subcontrac<strong>to</strong>rs.
42 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 43<br />
7 Communicating the change<br />
Implementation of policies at high level,<br />
whilst essential, is not the only driver<br />
of change. There are many stages of<br />
implementation involved in the process. All<br />
throughout the organisation, people have <strong>to</strong><br />
make a commitment <strong>to</strong> change. Central <strong>to</strong><br />
ensuring this commitment is communication<br />
of the benefits <strong>and</strong> opportunities good<br />
practise WMM presents.<br />
Reducing <strong>and</strong> managing <strong>waste</strong> is not a<br />
difficult challenge on most projects – what<br />
is more challenging is that <strong>to</strong> achieve<br />
reductions project teams need <strong>to</strong> think about<br />
<strong>waste</strong> differently. Waste needs <strong>to</strong> be raised<br />
up the agenda so when decisions are being<br />
made, the impact upon <strong>waste</strong> is considered<br />
<strong>and</strong> appropriate action is taken. All team<br />
members need <strong>to</strong> underst<strong>and</strong> <strong>and</strong> share a<br />
common goal – that of <strong>waste</strong> <strong>minimisation</strong><br />
<strong>and</strong> <strong>management</strong>. Only by working <strong>to</strong>gether<br />
will this be possible.<br />
There are some simple steps that the<br />
project team can take <strong>to</strong> ensure that <strong>waste</strong><br />
is elevated up the agenda <strong>and</strong> is addressed<br />
robustly. One such solution involves simply<br />
adding a <strong>waste</strong> item <strong>to</strong> team meetings. If<br />
<strong>waste</strong> is discussed as part of the general<br />
project development (whether during design,<br />
procurement, or in site meetings), then it<br />
cannot be ignored. As an agenda point at each<br />
meeting it would ensure that it stays within<br />
the core scope of the project, <strong>and</strong> does not<br />
become a ‘sustainability bolt-on’. Additional<br />
opportunities are outlined in the<br />
boxes following.<br />
Opportunity<br />
Partnering<br />
Incentives<br />
Support<br />
Language barriers<br />
Waste workshops<br />
Champions<br />
Worker involvement<br />
Sub-contract <strong>to</strong><br />
those who are<br />
more receptive<br />
Audits<br />
Remove the “Blame<br />
Culture”<br />
Description<br />
Another aspect is partnering across the design <strong>and</strong> construction team. Contrac<strong>to</strong>rs <strong>and</strong><br />
subcontrac<strong>to</strong>rs have first h<strong>and</strong> knowledge of what causes <strong>waste</strong> <strong>and</strong> how this could<br />
be reduced. Sharing this information with designers is essential. In addition, thinking<br />
about logistical <strong>and</strong> procurement issues early on ensures that decisions are not made<br />
which later compromise <strong>waste</strong> reduction initiatives. A key part of this is therefore early<br />
contrac<strong>to</strong>r involvement so that they may contribute <strong>to</strong> early <strong>waste</strong> identification <strong>and</strong><br />
decision making.<br />
Incentives <strong>and</strong> rewards for good practice can be a good way of bringing employees on<br />
board with the <strong>waste</strong> <strong>minimisation</strong> initiative. It can help <strong>to</strong> disseminate information <strong>and</strong><br />
focus people on the task in h<strong>and</strong>. In particular it is likely that the language barriers can<br />
also be broken down through offering incentives.<br />
Provide workers with support <strong>and</strong> determine the causes for tasks that continually<br />
require assistance <strong>and</strong> take corrective action. This would require good relationships<br />
between construction companies <strong>and</strong> their subcontrac<strong>to</strong>rs <strong>and</strong> practical guidance <strong>and</strong><br />
<strong>to</strong>ols.<br />
In the UK there is a large proportion of foreign labour operating in the construction<br />
sec<strong>to</strong>r, particularly from Eastern European countries that have recently joined the<br />
EU. This has implications for communicating a new initiative. It is all very well <strong>to</strong> give<br />
<strong>to</strong>olbox talks on <strong>waste</strong> <strong>minimisation</strong> but if the subcontrac<strong>to</strong>rs do not speak English, the<br />
message may not be received. In light of this, it is essential for visual communications<br />
that convey the message or for translations <strong>to</strong> ensure messages are clearly unders<strong>to</strong>od.<br />
One specific solution that could be used is <strong>to</strong> hold discreet <strong>waste</strong> workshops. These<br />
would be an effective method of sharing ideas in an open <strong>and</strong> neutral forum. Again,<br />
giving <strong>waste</strong> such a platform <strong>and</strong> encouraging participation is likely <strong>to</strong> generate useful<br />
ideas. It also reinforces the message that <strong>waste</strong> is not just an issue for contrac<strong>to</strong>rs, but<br />
for everyone.<br />
This is partially linked in with providing support <strong>to</strong> those on site. The ideal situation<br />
would not be <strong>to</strong> facilitate the change from bot<strong>to</strong>m-up or <strong>to</strong>p-down but instead from the<br />
middle outwards. Enhance the <strong>waste</strong> <strong>minimisation</strong> attitudes of the project managers<br />
as they will be the main instiga<strong>to</strong>rs of the drive, providing the link between senior<br />
<strong>management</strong> <strong>and</strong> the subcontrac<strong>to</strong>rs. Therefore the more orientated they are <strong>to</strong>wards<br />
minimising <strong>waste</strong> the more likely the initiative will succeed. Champions should be<br />
placed at all levels of the company including on site.<br />
The greater the involvement of the workforce in implementing changes, the more<br />
control they have over their work <strong>and</strong> this reduces the stress of the change.<br />
The selection of subcontrac<strong>to</strong>rs or site workers can be important when trying <strong>to</strong> instil a<br />
new culture. Make <strong>waste</strong> <strong>minimisation</strong> credentials an essential selection criterion <strong>and</strong><br />
in that way the resistance <strong>to</strong> implementing a <strong>waste</strong> <strong>minimisation</strong> drive will be<br />
significantly reduced.<br />
R<strong>and</strong>om audits of skips <strong>and</strong> other segregation containers should be carried out on<br />
a regular basis <strong>to</strong> assess <strong>and</strong> moni<strong>to</strong>r whether segregation is occurring or whether<br />
subcontrac<strong>to</strong>rs are co-operating. This can then be dealt with <strong>to</strong> find out where the<br />
problems lie.<br />
The sensitivity of workers <strong>to</strong> negative feedback over activities that have not been<br />
productive needs <strong>to</strong> be recognised. Supervisors must be trained <strong>to</strong> perform ‘no fault’,<br />
‘no blame’ reviews of defects. The implementation of new initiatives such as <strong>waste</strong><br />
<strong>minimisation</strong> requires the workforce <strong>to</strong> be vigilant in spotting things that are going<br />
wrong in order that they might be reversed. However, if a blame culture is prevalent<br />
then the workforce will be unwilling <strong>to</strong> pick up on mistakes in fear of being punished.
44 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 45<br />
8 Managing change – action plan<br />
Actions can be taken at both a high strategic<br />
level <strong>and</strong> at a site level within construction<br />
companies <strong>to</strong> ensure that any effective change<br />
<strong>management</strong> take place. As can be seen by<br />
these recommended actions there are both<br />
<strong>management</strong> routes setting out ways <strong>to</strong><br />
overcome resistance barriers, for example<br />
through policy setting <strong>and</strong> strategy creation,<br />
<strong>and</strong> there are physical controls which are<br />
implemented such as incentive schemes <strong>and</strong><br />
feedback sessions <strong>to</strong> control the resistance.<br />
Applying one of these without the other will<br />
not have the desired effect in breaking down<br />
opposition <strong>to</strong> the <strong>waste</strong> initiative <strong>and</strong> it is<br />
important that they are adopted in<strong>to</strong> company<br />
practices jointly if <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong><br />
<strong>management</strong> resistance is <strong>to</strong> be overcome.<br />
Priority Recommended action Plan <strong>to</strong> achieve action<br />
Incentives<br />
Provide suitable support<br />
structure within your<br />
company <strong>and</strong> place<br />
champions at all levels<br />
of the company<br />
High Priority<br />
Medium Priority<br />
Low Priority<br />
High level strategic actions<br />
1) Give site managers the authority<br />
<strong>to</strong> h<strong>and</strong> out rewards for good on<br />
site performance.<br />
2) Set out what rewards site<br />
managers can give out <strong>to</strong> good<br />
performers.<br />
3) Advertise the incentive scheme<br />
through the on site team <strong>and</strong><br />
internal publications.<br />
It is important that poor<br />
performance is not penalised<br />
directly as this will instil a “blame<br />
culture” which is detrimental <strong>to</strong> the<br />
<strong>waste</strong> initiative.<br />
1) Create an organisational support<br />
structure within the company<br />
including allocating a person or<br />
persons (the champion) at each<br />
level of the company with the<br />
responsibility for ensuring <strong>waste</strong><br />
<strong>management</strong> <strong>and</strong> <strong>minimisation</strong><br />
issues are brought <strong>to</strong> the fore.<br />
2) Provide the support structure with<br />
the relevant training required for<br />
them <strong>to</strong> be effective in providing<br />
this support by seeking external<br />
courses or by providing internal<br />
courses.<br />
Site level actions<br />
This is linked in<strong>to</strong> a corporate<br />
decision <strong>to</strong> initiate a scheme. The<br />
on site team will be responsible<br />
for moni<strong>to</strong>ring <strong>and</strong> rewarding the<br />
necessary people.<br />
1) In advance of the project going <strong>to</strong><br />
site, allocate a <strong>waste</strong> champion<br />
on site who will act as the focal<br />
point for <strong>waste</strong> <strong>management</strong> <strong>and</strong><br />
<strong>minimisation</strong> issues.<br />
2) Provide the champion with<br />
training in this area prior <strong>to</strong> the<br />
commencement of the project.<br />
3) Draw up a clear remit of the<br />
champion’s responsibilities on<br />
site.<br />
4) Ensure that the champion is<br />
supported at all times.<br />
Priority Recommended action Plan <strong>to</strong> achieve action<br />
Remove the “blame”<br />
culture within your<br />
organisation<br />
Involve the workforce<br />
in contributing <strong>to</strong> site<br />
<strong>waste</strong> <strong>management</strong> <strong>and</strong><br />
<strong>minimisation</strong><br />
Sub-contract <strong>to</strong> those<br />
who are more receptive <strong>to</strong><br />
<strong>waste</strong> <strong>minimisation</strong> drive<br />
Perform r<strong>and</strong>om site<br />
<strong>waste</strong> audits<br />
Highlight Senior<br />
Management<br />
commitment <strong>to</strong> initiative<br />
Use Pic<strong>to</strong>rial Waste<br />
Management Signs<br />
High level strategic actions<br />
1) Set a policy <strong>and</strong> ethos of<br />
continuous improvement.<br />
2) Make provision for supervisor<br />
training <strong>to</strong> instil a no blame<br />
technique.<br />
1) Set selection criteria for subcontrac<strong>to</strong>r.<br />
2) Include a questionnaire in<strong>to</strong> the<br />
tender stage.<br />
3) Measure the sub-contrac<strong>to</strong>r<br />
against the KPIs.<br />
Involve the procurement,<br />
environmental department<br />
<strong>and</strong> selected site managers in<br />
developing these KPIs.<br />
This must be initiated <strong>and</strong> facilitated<br />
by the Environmental team <strong>and</strong><br />
Senior Management.<br />
1) Identify responsible people<br />
external <strong>to</strong> the site (but internal <strong>to</strong><br />
the organisation).<br />
2) Train them in site <strong>waste</strong> auditing.<br />
3) Ensure that the site team are<br />
aware of what the audits are<br />
looking for.<br />
4) Set them the task of r<strong>and</strong>omly<br />
appearing on site <strong>to</strong> perform an<br />
internal audit. This should include<br />
auditing the <strong>waste</strong> moni<strong>to</strong>ring <strong>and</strong><br />
measuring processes in place.<br />
5) Set improvement targets for<br />
poorly performing sites.<br />
Ensure that an article appears in<br />
every issue of the site newsletter<br />
which communicates the corporate<br />
commitment <strong>to</strong> the <strong>waste</strong><br />
<strong>minimisation</strong> initiative.<br />
Site level actions<br />
1) In the event of poor performance,<br />
identify a positive way forward<br />
with sub-contrac<strong>to</strong>rs.<br />
2) Do not cast blame as this will<br />
work against getting the subcontrac<strong>to</strong>rs<br />
or other site staff on<br />
board the <strong>waste</strong> <strong>minimisation</strong><br />
initiative.<br />
Arrange weekly feedback sessions<br />
where on site workers can<br />
contribute their thoughts or raise<br />
any <strong>waste</strong> issues.<br />
1) Make sure the sub-contrac<strong>to</strong>rs<br />
are aware of the audits <strong>and</strong><br />
explain what the audi<strong>to</strong>rs will be<br />
looking for.<br />
Distribute newsletter used <strong>to</strong><br />
communicate Senior Management<br />
commitment <strong>and</strong> views <strong>to</strong> the site<br />
workers.<br />
1) Liaise with Graphics/Marketing<br />
Department <strong>to</strong> arrange simple<br />
but effective pic<strong>to</strong>rial <strong>waste</strong><br />
<strong>management</strong> signs.<br />
2) Display in suitable areas on site.
46 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 47<br />
9 Planning the change – check lists<br />
The following checklists can be used<br />
as structured reminders of the <strong>waste</strong><br />
<strong>minimisation</strong> <strong>and</strong> <strong>management</strong> options<br />
identified in this guidance document <strong>to</strong><br />
consider on your project. They should not<br />
be taken as an end all <strong>to</strong> implementing<br />
good practice WMM but as lists that can<br />
be amended <strong>and</strong> updated as suitable with<br />
your project. They also provide a visual audit<br />
trail, can be reviewed so that construction<br />
contrac<strong>to</strong>rs can learn from any mistakes they<br />
might have made during the project through<br />
poor decisions or actions <strong>and</strong> thus rectify<br />
the situation on future sites. In addition,<br />
there is no reason why they can’t be used as<br />
supplementary <strong>to</strong> the SWMP documentation.<br />
Demolition<br />
Subject Questions <strong>to</strong> consider Tick if<br />
‘Yes’<br />
Ensuring<br />
requirements<br />
for the recovery<br />
<strong>and</strong> reuse of<br />
demolition<br />
material are set<br />
Demolition Audit<br />
Set KPIs<br />
Comment: If ‘Yes’, what<br />
action have you taken /<br />
do you propose <strong>to</strong> take<br />
If ‘no’, why not<br />
Focus on: setting requirements for a pre-demolition audit <strong>and</strong> KPIs <strong>to</strong> encourage resource<br />
efficiency in regeneration projects (i.e. demolition <strong>and</strong> new build).<br />
Think about: specific wording that can be included in contract documentation <strong>to</strong> ensure<br />
requirements are clearly communicated <strong>and</strong> dialogue between the demolition contrac<strong>to</strong>r <strong>and</strong><br />
design team.<br />
Has WRAP good practice guidance, ‘The efficient use of<br />
materials in regeneration’ been utilised<br />
Has the demolition contrac<strong>to</strong>r been chosen prior <strong>to</strong><br />
project design<br />
Are the demolition contrac<strong>to</strong>r, design team <strong>and</strong> main<br />
contrac<strong>to</strong>r aware of what is required of them<br />
Do they have proof of delivering materials efficiency<br />
on past projects<br />
Focus on: identifying <strong>and</strong> prioritising the largest demolition <strong>waste</strong> streams <strong>and</strong> the potential <strong>to</strong><br />
recover <strong>and</strong> reuse material in the new build.<br />
Think about: how this information can be incorporated in the new build design process <strong>and</strong> the<br />
associated costs savings in doing so.<br />
Has the pre-demolition audit taken place during the<br />
pre-design stage<br />
Does a Build Bill of Quantities (BBQ) outline the different<br />
materials <strong>to</strong> be demolished, the <strong>to</strong>nnage of material <strong>to</strong> be<br />
recovered <strong>and</strong> the percentage of materials recoverable<br />
If so, are opportunities <strong>to</strong> reuse materials on site in the new<br />
build being considered by the design team <strong>and</strong> contrac<strong>to</strong>r<br />
Are there opportunities <strong>to</strong> utilise these materials in<br />
alterative sites<br />
Are these opportunities being recorded in the SWMP<br />
Focus on: setting key performance indica<strong>to</strong>rs (KPIs) specific <strong>to</strong> the project at h<strong>and</strong>.<br />
Think about: what target levels of recovery <strong>and</strong> reuse are realistic <strong>and</strong> achievable.<br />
Is there data available on previous wastage, recovery <strong>and</strong><br />
reuse rates<br />
Have target rates for recovery <strong>and</strong> reuse been set at the<br />
project outset<br />
Has the Demolition Recovery Index (DRI) been calculated<br />
Has the Retained Material (RM) KPI been calculated
48 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 49<br />
Design & Planning<br />
Subject Questions <strong>to</strong> consider Tick if<br />
‘Yes’<br />
Design Waste<br />
Management Plan<br />
Build <strong>waste</strong><br />
<strong>minimisation</strong> in<strong>to</strong><br />
design process<br />
Plan <strong>to</strong><br />
eliminate <strong>waste</strong><br />
Comment: If ‘Yes’, what<br />
action have you taken /<br />
do you propose <strong>to</strong> take<br />
If ‘no’, why not<br />
Focus on: identifying <strong>and</strong> prioritising the largest <strong>waste</strong> producers <strong>and</strong> potential actions <strong>to</strong><br />
reduce them.<br />
Think about: how <strong>waste</strong>s <strong>and</strong> mitigating action are <strong>to</strong> be reviewed at each of the 3 main design<br />
stages; what information is readily available about material availability <strong>and</strong> recycling; what<br />
previous data is available for know types of construction; what opportunities there are <strong>to</strong><br />
engage the supply chain.<br />
Has the designer signed up <strong>to</strong> the SWMP<br />
Has the design team been briefed on the SWMP<br />
Does the design team have <strong>waste</strong> information from similar<br />
projects (e.g. <strong>waste</strong> figures)<br />
Is there an individual responsible for <strong>waste</strong> during design<br />
Focus on: encouraging designers <strong>to</strong> think more sustainably <strong>and</strong> <strong>to</strong> look at alternative methods<br />
of construction, particularly prefabrication of components <strong>and</strong> designing with st<strong>and</strong>ard<br />
materials <strong>and</strong> component dimensions in mind <strong>to</strong> reduce <strong>waste</strong> through off-cuts.<br />
Think about: how this can be incorporated in<strong>to</strong> the designer process. Also consider concepts<br />
such as Design for Manufacture, Design for Assembly, Design for future use <strong>and</strong> end-of-life.<br />
Has the consideration of MMC <strong>and</strong> OSM been included in the<br />
design tender<br />
Are appropriate KPIs in place by which <strong>to</strong> assess the design<br />
teams <strong>and</strong> <strong>to</strong> ensure the correct one is chosen<br />
Has the design team appropriately demonstrated their<br />
experience in designing for off site fabrication<br />
Has there been a review of the design <strong>to</strong> identify further<br />
opportunities of MMC <strong>and</strong> OSM where possible<br />
Where necessary, has the future use of the building been<br />
considered in the design<br />
Does the design take in<strong>to</strong> account how easy it will be <strong>to</strong><br />
manufacture <strong>and</strong> is it well suited <strong>to</strong> off site fabrication<br />
Does the design use sustainable materials <strong>and</strong> incorporate<br />
recycled content where possible<br />
Does the design incorporate st<strong>and</strong>ard materials <strong>and</strong><br />
component dimensions<br />
Is the design sufficiently developed <strong>to</strong> quantify materials<br />
required <strong>and</strong> their <strong>waste</strong> streams<br />
Focus on: pre-project auditing <strong>and</strong> bringing the <strong>waste</strong> contrac<strong>to</strong>r in<strong>to</strong> the equation before the<br />
project reaches site .<br />
Think about: which materials can be reused, recycled <strong>and</strong> potential symbiotic partners in the<br />
locality.<br />
Has the <strong>waste</strong> contrac<strong>to</strong>r been chosen prior <strong>to</strong> the project<br />
going <strong>to</strong> site<br />
Has the <strong>waste</strong> contrac<strong>to</strong>r carried out a <strong>waste</strong> audit before<br />
any demolition/strip out phase<br />
Have materials been identified which can be re-used or<br />
recycled<br />
Can any of the reclaimed materials be used on site or by<br />
another part of the company<br />
Has there been any investigation in<strong>to</strong> potential symbiotic<br />
partners who will be able <strong>to</strong> use the <strong>waste</strong> materials<br />
Has provision been made for a regular review of the<br />
<strong>waste</strong> situation on site <strong>to</strong> identify further opportunities for<br />
<strong>minimisation</strong> at a later date<br />
Procurement<br />
Subject Questions <strong>to</strong> consider Tick if<br />
‘Yes’<br />
General<br />
Procurement<br />
Policy<br />
Materials<br />
supply only<br />
Sub-contrac<strong>to</strong>r<br />
procurement<br />
Comment: If ‘Yes’, what<br />
action have you taken /<br />
do you propose <strong>to</strong> take<br />
If ‘no’, why not<br />
Focus on: setting out company procurement policy that integrates <strong>waste</strong> as a key area. Also<br />
setting up supplier frameworks based on relevant criteria <strong>and</strong> KPIs.<br />
Think about: relevant KPIs <strong>and</strong> criteria that might be incorporated in<strong>to</strong> procurement of both<br />
materials <strong>and</strong> works packages.<br />
Do you have a procurement policy which integrates<br />
<strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> sets out the corporate stance on<br />
issues like packaging <strong>and</strong> KPIs that must be met by subcontrac<strong>to</strong>rs<br />
<strong>and</strong> suppliers before they can be hired<br />
Focus on: underst<strong>and</strong>ing alternative product availability for major <strong>waste</strong> producing materials,<br />
including realistic <strong>waste</strong> allowances <strong>and</strong> <strong>waste</strong> recyclability.<br />
Think about: dimensional flexibility; sizes made <strong>to</strong> fit; fac<strong>to</strong>ry finished components; recycled<br />
content; h<strong>and</strong>ling, protection <strong>and</strong> packaging.<br />
Have KPIs been set for the recycled content of the works<br />
Is the recycled content of the material known<br />
Are materials available in dimensions which will minimise<br />
site <strong>waste</strong> through off-cuts/surplus<br />
Can <strong>waste</strong> streams be re-used or recycled<br />
Is packaging needed<br />
If packaging is required, is it re-usable<br />
Are materials available in dimensions which will minimise<br />
site <strong>waste</strong> through off-cuts/surplus<br />
Can <strong>waste</strong> arising from materials through off-cuts/surplus<br />
be recycled<br />
Can excess materials be reduced <strong>and</strong> eliminated in future<br />
through improved Quantity Surveying<br />
Is there a feedback mechanism <strong>to</strong> inform the procurement<br />
department of actual volumes of materials used <strong>to</strong> ensure<br />
<strong>waste</strong> is minimised next time<br />
Focus on procuring subcontrac<strong>to</strong>rs who will use materials efficiently <strong>and</strong> effectively; who<br />
will adhere <strong>to</strong> the SWMP <strong>and</strong> are prepared <strong>to</strong> obtain <strong>and</strong> work with specified materials where<br />
major <strong>waste</strong> streams are anticipated, <strong>and</strong> will offer realistic <strong>waste</strong> allowances.<br />
Think about: how <strong>to</strong> communicate <strong>waste</strong> <strong>management</strong> requirements <strong>and</strong> how <strong>to</strong> involve the<br />
sub-contrac<strong>to</strong>rs constructively.<br />
Have relevant KPIs <strong>and</strong> criteria been set <strong>to</strong> select the most<br />
appropriate sub-contrac<strong>to</strong>rs<br />
Have the sub-contrac<strong>to</strong>rs, in particular the <strong>waste</strong><br />
contrac<strong>to</strong>rs, been involved in the SWMP<br />
Are incentives for good performance in place <strong>to</strong> encourage<br />
sub-contrac<strong>to</strong>rs <strong>to</strong> pay heed <strong>to</strong> minimising <strong>waste</strong><br />
Are there opportunities for on site forums <strong>to</strong> air good ideas<br />
<strong>and</strong> facilitate feedback<br />
Will the <strong>waste</strong> contrac<strong>to</strong>r be providing regular<br />
<strong>waste</strong> reports<br />
Has any mix of nationalities within the team been<br />
considered <strong>and</strong> catered for in terms of getting the <strong>waste</strong><br />
<strong>management</strong> method across
50 <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements <strong>Responding</strong> <strong>to</strong> <strong>waste</strong> <strong>minimisation</strong> <strong>and</strong> <strong>management</strong> requirements 51<br />
Logistics<br />
Subject Questions <strong>to</strong> consider Tick if<br />
‘Yes’<br />
Logistics Plan<br />
Materials s<strong>to</strong>rage<br />
Excess materials<br />
Waste pick-ups<br />
Comment: If ‘Yes’, what<br />
action have you taken /<br />
do you propose <strong>to</strong> take<br />
If ‘no’, why not<br />
Focus on: developing <strong>and</strong> implementing a logistics plan based on the WRAP template.<br />
Think about: what is common practice How can this be improved through the use of a<br />
consolidation centre, just-in-time delivery, etc<br />
Has a logistics plan been developed<br />
Has the logistics plan been communicated <strong>to</strong> relevant<br />
project stakeholders<br />
Is responsibility allocated for the logistics plan<br />
Focus on: whether a consolidation centre would be beneficial <strong>to</strong> the project <strong>and</strong> whether it<br />
would be cost effective. Also focus on optimising deliveries <strong>to</strong> site <strong>to</strong> reduce on site s<strong>to</strong>rage.<br />
Think about: Whether the site is able <strong>to</strong> accommodate constant deliveries <strong>and</strong> has the space<br />
<strong>to</strong> s<strong>to</strong>re materials on site. Also think about the proportion of damage <strong>to</strong> materials through<br />
on site s<strong>to</strong>rage.<br />
Does the site have enough space <strong>to</strong> s<strong>to</strong>re materials <strong>and</strong><br />
equipment<br />
Does on site s<strong>to</strong>rage create a Health & Safety hazard<br />
Are there adequate s<strong>to</strong>rage conditions for the various<br />
materials (such as dry conditions for plasterboard)<br />
Is the s<strong>to</strong>rage secure so as <strong>to</strong> prevent <strong>waste</strong> through<br />
damage<br />
Has the proportion of damage caused by on site s<strong>to</strong>rage<br />
been recorded <strong>and</strong> documented<br />
Are there constraints on deliveries <strong>to</strong> site<br />
Is a delivery initiative applied such as “Just In Time”<br />
Has a consolidation centre been considered<br />
Would a consolidation centre be effective both economically<br />
<strong>and</strong> logistically<br />
Focus on: return logistics, buy-back <strong>and</strong> take-back schemes <strong>and</strong> building relationships<br />
with suppliers .<br />
Think about: the types of materials <strong>and</strong> <strong>waste</strong>s that could be returned <strong>to</strong> suppliers <strong>and</strong> how the<br />
material can be kept in a good condition.<br />
Can excess material be used elsewhere on site or on a<br />
different site<br />
Will suppliers or sub-contrac<strong>to</strong>rs take back or buy-back<br />
excess materials<br />
Are suppliers or sub-contrac<strong>to</strong>rs obliged <strong>to</strong> take back<br />
excess packaging<br />
Where re-use on site is not appropriate, have alternative<br />
destinations for excess materials been considered<br />
Focus on: ensuring that <strong>waste</strong> containers are emptied regularly. Empty containers will<br />
encourage segregation.<br />
Think about: what needs <strong>to</strong> be done <strong>to</strong> facilitate this.<br />
Has a <strong>waste</strong> <strong>management</strong> zone been established on site<br />
Has a <strong>waste</strong> h<strong>and</strong>ling plan been created<br />
Are <strong>waste</strong> containers overflowing<br />
Are <strong>waste</strong> containers accessible<br />
Site Operations<br />
Subject Questions <strong>to</strong> consider Tick if<br />
‘Yes’<br />
Segregation of<br />
<strong>waste</strong> on site<br />
Site Waste<br />
Management<br />
Plan (SWMP)<br />
Materials arising<br />
from demolition,<br />
strip-out <strong>and</strong> site<br />
clearance<br />
Comment: If ‘Yes’, what<br />
action have you taken /<br />
do you propose <strong>to</strong> take<br />
If ‘no’, why not<br />
Focus on: being able <strong>to</strong> segregate on site if possible or if not then ensure that a good <strong>waste</strong><br />
contrac<strong>to</strong>r is hired who will segregate mixed skips.<br />
Think about: constraints on site which make this difficult, including the use of foreign labour,<br />
<strong>and</strong> how they can be overcome.<br />
Has a <strong>waste</strong> <strong>management</strong> zone been established on site<br />
Does the site have any constraints which make on site<br />
segregation difficult<br />
Are you providing separate <strong>waste</strong> containers for segregation<br />
of <strong>waste</strong> materials on site<br />
Has a colour-coded scheme been considered for the site <strong>to</strong><br />
make segregation easier<br />
Is any signage provided in pic<strong>to</strong>rial or iconographic form <strong>to</strong><br />
bridge any on site language divide<br />
Does the site induction or site <strong>to</strong>olbox talks cover on site<br />
segregation <strong>and</strong> are all site workers made aware of it<br />
Are clear plastic bags, rather than opaque black bags used<br />
for general <strong>waste</strong><br />
Has the use of equipment such as balers been considered<br />
as a means of overcoming any spatial constraints <strong>and</strong> a way<br />
of maximising <strong>waste</strong> container space<br />
Where the site is space constrained are alternative <strong>waste</strong><br />
containers such as bags considered<br />
Focus on: preparing a SWMP that is site specific <strong>and</strong> sets out actions that must be taken in the<br />
event of <strong>waste</strong>.<br />
Think about: involving the <strong>waste</strong> contrac<strong>to</strong>r <strong>to</strong> obtain their input. Also think about how the<br />
SWMP will be communicated <strong>to</strong> on site labour .<br />
Has your <strong>waste</strong> contrac<strong>to</strong>r been brought in <strong>to</strong> assess your<br />
SWMP <strong>and</strong> <strong>to</strong> provide constructive input<br />
Is the SWMP tailored <strong>to</strong> the individual site <strong>to</strong> account<br />
for anomalies which may have an impact on <strong>waste</strong><br />
<strong>management</strong> <strong>and</strong> <strong>minimisation</strong><br />
Does the SWMP include a plan for all phases of the build,<br />
from site pre-lims through <strong>to</strong> site clearance<br />
As a minimum does the SWMP meet DTI SWMP st<strong>and</strong>ards<br />
Does the SWMP assign responsibilities for various areas of<br />
on site <strong>waste</strong> <strong>management</strong> <strong>and</strong> minimization<br />
Has everyone on site signed there adherence <strong>and</strong> agreement<br />
<strong>to</strong> the SWMP<br />
Focus on: identification of <strong>waste</strong> streams <strong>and</strong> potential end uses for the materials.<br />
Think about: whether the materials can be used on site <strong>and</strong> also whether there are companies<br />
in the locality that could make use of them.<br />
Are <strong>waste</strong> audits carried out before commencement of each<br />
stage <strong>to</strong> identify potential <strong>waste</strong> streams<br />
Have symbiotic partners been identified early on for <strong>waste</strong>s<br />
that cannot be re-used on site<br />
Have responsibilities been allocated for recovery of<br />
the materials
We believe the content of this publication <strong>to</strong> be correct as at the date of writing, subject <strong>to</strong> caveats stated in the text. However, fac<strong>to</strong>rs such as<br />
availability <strong>and</strong> cost-competitiveness are subject <strong>to</strong> change <strong>and</strong> users should check with their suppliers <strong>to</strong> confirm the current situation.<br />
The guide does not claim <strong>to</strong> be exhaustive, nor does it claim <strong>to</strong> cover all relevant products <strong>and</strong> specifications available on the market. While steps<br />
have been taken <strong>to</strong> ensure accuracy, WRAP cannot accept responsibility or be held liable <strong>to</strong> any person for any loss or damage arising out of or in<br />
connection with this information being inaccurate, incomplete or misleading. It is the responsibility of the potential user of a material or product <strong>to</strong><br />
consult with the supplier <strong>and</strong> ascertain whether a particular product will satisfy their specific requirements.<br />
The listing or featuring of a particular product or company does not constitute an endorsement by WRAP <strong>and</strong> WRAP cannot guarantee the<br />
performance of individual products or materials. This material is copyrighted. It may be reproduced free of charge subject <strong>to</strong> the material being<br />
accurate <strong>and</strong> not used in a misleading context. The source of the material must be identified <strong>and</strong> the copyright status acknowledged. For more detail,<br />
please refer <strong>to</strong> our Terms & Conditions on our website www.wrap.org.uk<br />
Waste & Resources<br />
Action Programme<br />
The Old Academy<br />
21 Horse Fair<br />
Banbury, Oxon<br />
OX16 0AH<br />
Tel: 01295 819 900<br />
Fax: 01295 819 911<br />
Email: info@wrap.org.uk<br />
Helpline:<br />
0808 100 2040<br />
www.wrap.org.uk/construction<br />
Printed on Revive<br />
75% recycled content