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APPENDIX 1

Environmental Report

Update for 2006

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Contents

1. Introduction

2. Management and Supervision

3. Resources

4. Services

5. Other

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Introduction 1.1 Background

Following a process of competitive tendering carried out by Medway Council, Cleanaway Ltd was selected as the service provider for the new contract commencing 29th September 2002, which provides the following services:

} Street Cleansing } Refuse Collection } Recycling Collection } Civic Amenity Sites } Clinical Waste } School recycling/waste collection } Disposal

The contract is initially for a period of seven years, with an option to extend for a period of two years. These services are delivered to an estimated 250,000 residents, from approximately 105,000 premises within an area of 103 square miles. This Annual Environmental Report is an integral part of the contract that exists between Medway Council and Cleanaway, in so far as it is the agreed mechanism for the delivery of continuous improvement and is fundamental to the Contract’s performance management framework.

1.2 Scope This report takes a retrospective view of the services covering the period April 2005 to the end of March 2006 as well as providing a forward plan for the period from April 2006 to March 2007. It is intended to be candid and challenging in its approach to developing the services over time, with the overarching aim of delivering high quality services on behalf of Medway Council.

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2. Management & Supervision 2.1 Overview The initial focus concentrated a single effective management team and integrating the various workforces into Cleanaway. With this phase now completed the next step was to incorporate the CA site service under the responsibility of the Senior Contracts Manager enabling all services provided to Medway by a single management team. The benefits this provides to Medway Council, it provides a single point of contact and local management team dedicated to Medway 2.2 Structure Detailed below is the current management structure for the Contract. It is not anticipated that any significant changes will be made to this structure in the forthcoming twelve months.

2.3 Training and Development In line with Cleanaway policy all staff both new, transferring and agency undergo a rigorous induction programme to enable them to deliver the service standards expected in a safe and professional manner. The company’s commitment to developing its staff can be demonstrated by the achievements and nationally recognised qualifications, which have been undertaken in the last 12 months. C.O.T.C. (Certificate of Technical Competence) Vic Window Senior Contracts Manager NEBOSH (National Examination Board of Occupational Safety & Health). Melanie Tong Deputy Contracts Manager

Paul WilliamsSenior Supervisor

Ted GardinerSupervisor

Darren GardinerOperations ManagerRefuse & Recycling

James FarnesSupervisor

Peter MilesSupervisor

Phil PayneSenior SupervisorStreet Cleansing

Melanie TongDeputy Contract

Manager

Allison CareyRecycling Education

Officer

Michelle StephenAdmin Assistant

Disposal &Tonnage

Tanya CrispAdmin Assistant

Payroll

Kate ClarkeAdmin Assistant

OperationsSupport

Sally WardAdmin Manager

Martyn DeakinDeputy C A Site Manager

Vic WindowSenior Contract

Manager

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L.O.L.E.R. (Lifting Operations & Lifting Equipment Regulations 1998) – (this professional qualification enables competent examination of the lifting mechanism on all bring site banks)

Allison Carey - Recycling Education Development Officer Darren Gardiner – Operations Manager Paul Williams – Senior Supervisor I.O.S.H. (Institute of Occupational Safety & Health) Phil Payne - Senior Supervisor Martyn Deakin – Deputy C A Site Manager Sam Simmons – Supervisor

Paul Williams – Senior Supervisor NVQ equivalent in Supervisor Management Peter Miles – Supervisor Sam Simmons- Supervisor Paul Williams First Aid Training Allison Carey Fire Marshall Training. Allison Carey

Accident and Investigation Management System (AIMS) Vic Window Melanie Tong Darren Gardiner Allison Carey Phil Payne Customer Account Management - CAMS Vic Window - Melanie Tong Darren Gardiner Phil Payne The commitment to development applies to all levels of the organisation, all blue collar workers have undergone full induction training, which on completion they receive a personalised folder containing safety guidance notes specific to their area of work. Banks man training for all relevant staff to ensure safe reversing of vehicles and job specific training as appropriate.

2.4 Support The London and South East Municipal Region, headed by Rob Edmondson, support the local management team. Additionally, the traditional Head Office functions such as HR, IT, Procurement and Compliance are provided by the UK Head Office at Brentwood. Detailed below is the current Regional Structure.

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Significant investment is currently being made by Cleanaway to provide integrated IT systems which will record all payroll, safety reports and management reports on the same system nationally, with the first roll out starting in April. The system will also include CAMS (Customer Account Management System) and the reporting procedure to produce the company KPI figures to ensure that all information relating to current contracts is recorded and that any new services, special circumstances or tenders can be prepared for in advance, and that performance of contracts can be monitored more effectively. 2.5 Management of Health and Safety Cleanaway is committed to the effective management of Health and Safety, and has in place a range of systems and processes. In order to verify that these are adhered to the Company requires each of its locations to be audited annually. The Company’s team of safety professionals who are completely independent from the operation carry out these audits. Medway achieved a 97% audit score for 2004/5. Audit for 2005/6 is scheduled to take place on the 11th July 2006. In addition all contracts have a Safety Committee comprising both management and workforce, this function holds a formal bi monthly meeting to review safety and assess any needs. This committee feeds information to national level as appropriate and a Safety Matters circular is distributed to the entire workforce. There are also numerous monthly reports that are prepared at a local level and fed into the corporate reporting structure, these are monitored by line management.

London and South East Municipals

Terry TremlettCommercial manager

Keith WylieRosemarie KingSafety Advisors

Terry GregoryFleet - Workshops Manager

Lawrie PirieFleet ManagerLondon & SE

ShepwayRefuse & Recycling

Tunbridge WellsRefuse, Streets & Recycling

MLC

DartfordRefuse, Streets & Recycling

Tonbridge & MallingRefuse, Streets & Recycling

John AbbottArea Manager

Refuse, StreetsRecycling, Passenger Services

Security, CCTV, Winter Maintenence,Workshops

Robert SeearSenior Contract Manager

Lambeth

Refuse, Streets,Recycling, Transfer & Transport

Disposal and CA Sites

Vic WindowSenior Contract Manager

Medway

Thurrock MunicipalRefuse & Recycling

Essex CA Sites

Mike JarvisSenior Contract Manager

Essex

Refuse, Streets& Winter Maintenence

Fleet Provision

Adam SaundersSenior Contract Manager

Tower Hamlets

RichmondRefuse, Streets & Recycling

CrawleyRefuse & Recycling

Mole ValleyStreets

ElmbridgeRefuse, Streets & Recycling

KingstonStreets

RushmoorRefuse, Streets & Recycling

GM & Toilet Cleaning

Tim GuileArea Manager

Windsor & MaidenheadRefuse, Streets, Recycling

Transfer & Transport and CA Sites

CroydonRefuse, Streets, Recycling

, Workshops

Simon HoulahanArea Manager

Rob EdmondsonRegional General Manager

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The first step towards improving Health and Safety in Medway has been to instil basic disciplines into the operation. This includes ensuring that all employees are properly inducted prior to commencing work, PPE and uniforms are available and worn, and the general housekeeping of the depot and vehicles. The aim is to change the “culture” within the operation, to one that is much more safety conscious. Cleanaway has introduced new safety initiatives through a rolling programme of changing posters, which highlight specific injuries, and how they can be avoided. This programme has contributed to a reduction in the Lost Time Incidents. July 2003- June 2004 – 12 Lost Time Incidents = 173 lost working days July 2004 – June 2005 – 11 Lost Time Incidents = 102 lost working days July 2005 – February 2006 – 2 Lost Time Incidents = 13 days This has also resulted in the Medway Contract receiving the Safety Award Most Improved Contract out of over 80+ contracts nationwide. In order to provide consistency to the corporate induction process, Cleanaway has now developed a safety video to be used as part of the process, and has been used at all locations since the end of March 2005. All staff are required to complete a questionnaire and achieve a 100% pass, failure to do so will result in repeated induction training. Medway was chosen to pilot a further initiative that was introduced in 2004, the Cleanaway BIN process to the operation. BIN (Behavioural Injuries Nullified) is a proven technique to improve health and safety by changing behaviour to ensure that risks are not taken, resulting in a reduction in the numbers of accidents. This has now been so successful that it has been rolled out across the company. Designated workforce staff observe other colleagues during their duties and highlight any unsafe practice, the system works on a ‘no name no blame culture’. Medway are currently running in excess of 98% for safe working practices. BIN observations are currently undertaken every fortnight although this is currently under review. Following a successful pilot in Lambeth Cleanaway, have recently expanded a physiotherapy service which is available to all staff with fortnightly clinics being held on site at Medway to provide support and treatment of musculoskeletal conditions which have reduced staff absenteeism.

2.6 Quality Management Cleanaway is committed to providing quality services to its customers, and has a policy for seeking external verification for the services it provides. Medway gained their accreditation to ISO9002 October 6th 2003. In addition to this the Medway Contract are now striving to be accredited to ISO14000 and are hoping to be successful by the end of 2006. Across the whole Cleanaway business they have demonstrated performance beyond the Investors in People Standard in July 2005 by gaining Level 2, which shows a 50% improvement in IIP criteria. Cleanaway were one of the first large organisations to achieve the more challenging standards now required for IIP accreditation.

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3. Resources 3.1 Labour The labour resources on the contract has remained unchanged since the last report in 2005, however these resources have been enhanced staff training, internal promotions within the management team, regular reviews of working practices and team meetings. As part of Cleanaway’s commitment to employee development all staff undertake a TLA on an annual basis. Talk, Listen, Act, is an appraisal system for each member of the workforce to meet on a one-to-one with their Line Manager to discuss their performance. The process seeks to identify areas for performance improvement for each individual (for example, fewer days sickness, fewer missed collections etc.), which ultimately will enhance the performance of the employee and the contract and this can clearly be shown by the reduction in LTI’S The table below provides a detailed summary of the resources deployed on the contract as at March 2006. REFUSE COLLECTION

Round Team Size Registration No.

Vehicle Type

Round 1 1 Driver, 2 Loaders S 67 BDU 6x4 RCV + Bin Lift Round 2 1 Driver, 2 Loaders YE 52 GVZ 6x4 RCV Round 3 1 Driver, 2 Loaders YE 52 GVL 6x4 RCV Round 4 1 Driver, 2 Loaders YE 52 GVY 6x4 RCV Round 5 1 Driver, 2 Loaders YE 52 GVM 6x4 RCV Round 6 1 Driver, 2 Loaders YE 52 GWD 6x4 RCV Round 7 1 Driver, 2 Loaders YE 52 GWF 6x4 RCV Round 8 1 Driver, 2 Loaders YE 52 GVX 6x4 RCV Round 9 1 Driver, 2 Loaders P 257 YFC 6x4 RCV + Bin Lift

4Round 10 1 Driver, 2 Loaders YJ 54 PZF 8x4 RCV + Bin Lift Round 11 1 Driver, 2 Loaders YE 52 GWA 6x4 RCV Round 12 1 Driver, 2 Loaders YE 52 GVN 6x4 RCV + Bin Lift Round 13 1 Driver, 2 Loaders YE 52 GWC 6x4 RCV Round 14 1 Driver, 2 Loaders YE 52 GJU 6x2 RCV + Bin Lift Round 15 1 Driver, 2 Loaders YE 52 GJO 6x2 RCV + Bin Lift Ad Hoc 1 Driver N 815 MDS 4x2 Mini RCV Bulky 1 1 Driver, 1 Loader P 167 EVP 6x4 RCV Bulky 2 1 Driver, 1 Loader P 169 EVP 6x4 RCV

Bag Delivery 1 1 Operative FE 52 FMF Panel Van Bag Delivery 2 1 Operative FE 52 FMG Panel Van Bag Delivery 3 1 Operative FE 52 FMD Panel Van

TOTALS 53 STAFF 21 VEHICLES RECYCLING

Round Team Size Registration No. Vehicle Type Dry Mixed 1 1 Driver, 2 Loaders YJ 54 PZE 6x4 RCV Dry Mixed 2 1 Driver, 2 Loaders YJ 54 PZH 6x4 RCV

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Round Team Size Registration No. Vehicle Type Dry Mixed 3 1 Driver, 2 Loaders YJ 54 PZB 6x4 RCV Dry Mixed 4 1 Driver, 2 Loaders YJ 54 PYX 6x4 RCV Dry Mixed 5 1 Driver, 2 Loaders YJ 54 PZD 6x4 RCV Dry Mixed 6 1 Driver, 2 Loaders YJ 54 PZG 6x4 RCV

Green Waste 1 1 Driver, 2 Loaders P 703 GJG 6x4 RCV + Bin Lift Green Waste 2 1 Driver, 2 Loaders V 368 EBC 6x4 RCV + Bin Lift Green Waste 3 1 Driver, 2 Loaders V 369 EBC 6x4 RCV + Bin Lift Green Waste 4 1 Driver, 2 Loaders V 365 EBC 6x4 RCV + Bin Lift Green Waste 5 1 Driver, 2 Loaders V 367 EBC 6x4 RCV + Bin Lift Green Waste 6 1 Driver, 2 Loaders V 370 EBC 6x4 RCV + Bin Lift

Bring Sites 1 Driver YJ 54 PYY 4x2 Hi -Ab White Goods 1 Driver, 1 Loader FP 53 JBX Caged Tipper + Tail Lift

Bin & Box Del. 1 Driver FE 52 FOT Caged Tipper + Tail Lift Bulk Haulage 1 Driver M 148 TEV Artic Unit + Trailer Bulk Haulage 1 Driver KX 05 LTJ Artic Unit + Trailer

Yard 1 Operative, 1 Marshall

W 764 EKN Manitou Loading Shovel

Spare P 170 EVP 6x4 RCV + Bin Lift

TOTALS 43 STAFF 17 VEHICLES STREET CLEANSING

Round Team Size Registration No. Vehicle Type Mechanical 1 1 Driver, 2 Sweepers FG 52 WDZ 4x2 Sweeper Mechanical 2 1 Driver, 2 Sweepers FG 52 WEF 4x2 Sweeper Mechanical 3 1 Driver, 2 Sweepers FG 52 WEC 4x2 Sweeper Mechanical 4 1 Driver, 2 Sweepers FG 52 WEH 4x2 Sweeper Mechanical 5 1 Driver, 2 Sweepers FG 52 WEJ 4x2 Sweeper Mechanical 6 1 Driver, 2 Sweepers FG 52 WDX 4x2 Sweeper Mechanical 7 1 Driver, 1 Sweeper FG 52 WDY 4x2 Sweeper Mechanical 8 1 Driver, 1 Sweeper GK 52 VZG 4x2 Compact Sweeper Mechanical 9 1 Driver, 1 Sweeper FG 52 WEA 4x2 Sweeper

Mobile Team 1 1 Driver, 1 Sweeper FE 52 FMZ Caged Tipper Mobile Team 2 1 Driver, 1 Sweeper FE 52 FMY Caged Tipper Mobile Team 3 1 Driver FE 52 FMP Caged Tipper Mobile Team 4 1 Driver, 1 Sweeper FE 52 FML Caged Tipper Mobile Team 5 1 Driver, 1 Sweeper FE 52 FNA Caged Tipper Mobile Team 6 1 Driver, 1 Sweeper FE 52 FMX Caged Tipper Mobile Team 7 1 Driver, 1 Sweeper FE 52 FMM Caged Tipper Mobile Team 8 1 Driver, 1 Sweeper FE 52 FMV Caged Tipper Mobile Team 9 1 Driver, 1 Sweeper FE 52 FMO Caged Tipper

Alleyways 1 1 Driver, 2 Sweepers FE 52 FLF Caged Tipper Alleyways 2 1 Driver, 1 Sweeper FE 52 FMU Caged Tipper Car Parks 1 Driver, 2 Sweepers FE 52 FLB Caged Tipper

Gateways 1 1 Driver, 2 Sweepers FE 52 FLA Caged Tipper Gateways 2 1 Driver, 2 Sweepers FE 52 FLG Caged Tipper Response 1 1 Driver, 1 Sweeper FD 52 FLX Caged Tipper Response 2 1 Driver KR 52 RHU Hi-Ab

Manual Sweepers 24 Manual Sweepers Barrows Charge hand 1 1 Charge hand S 518 JGO Caged Tipper Charge hand 2 1 Charge hand FE 52 FLC Caged Tipper Charge hand 3 1 Charge hand FE 52 FLD Caged Tipper Charge hand 4 1 Charge hand FE 52 FMK Caged Tipper Charge hand 5 1 Charge hand ??? Light Van

TOTALS 87 STAFF 30 VEHICLES

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CIVIC AMENITY SITES

Round Team Size Registration No. Vehicle Type Hoath Way 3 Site Operatives

Cuxton 3 Site Operatives Capstone 3 Site Operatives Transport 4 Drivers – servicing

the 3 CA Sites KN 52 JFE KN 52 VAV KN 52 VAY KX 03 RNY

8x4 Hook lift 8x4 Hook lift 8x4 Hook lift 8x4 Hook lift

3.2 Fleet Cleanaway have enhanced the contract fleet by purchasing a new Caterpillar loading shovel for the handling of green waste in the Transfer Station and a new tractor unit and bulk ejector trailer which increases the bulk fleet size to enable us to handle the high volumes of green waste collected in the Summer. All of the fleet with exception of the six garden waste vehicles are fitted with the latest Euro 4 diesel engines which run low sulphur fuels and fitted with catalytic converters and particulate traps, these are the most environmentally friendly diesel driven vehicles that can currently be purchased. 3.3 Depot Resources remain the same except for the Civic Centre Depot, which Cleanaway vacated in August to enable to the relocation of Medway Council’s new Call Centre. Cleanaway moved out of the Civic Centre on the 10th August 2005. The refuse and recycling vehicles now use part of the existing Cleanaway Commercial & Industrial depot in Whitewall Road, however to enable this facility to be used, this has meant relocation of the commercial Euro- bins being stored at Pier Approach Road. In the past 12 months Cleanaway have carried out the following improvements at Pier Approach Road, this includes new fuel facilities, refurbishment of current welfare facilities and the addition of welfare facilities for manual female staff. Further improvements include new windows and doors in the main office block that are in an unsafe condition, new water supply, new roof in transfer station to replace damaged asbestos sheeting, and new rear walls to the transfer station. There will also be some resurfacing works done in the yard, There are significant concerns that the fixed electrics will not pass the inspection due this year as advised in 2003. Due to the high volumes of green waste that are being handled at Pier Approach Road we experienced a small number of complaints from the tenants of the industrial units adjacent to the depot. To alleviate this Cleanaway have installed an odour control system, which prevents the escape of odour outside the boundary. Also weather station that enables us to plan our loading

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and discharging operations and also helps identify the concentration that should be set for the odour suppression system. Since this installation no complaints have been received.

4 Services Street cleansing

Reviewed and increased specified frequencies for street cleansing from those at the start of the contract, 960 roads were changed from a 4 weekly cleanse to a fortnightly cleanse, 305 roads were changed from a fortnightly cleanse to a twice weekly cleanse and 81 roads changed form fortnightly to weekly. There was also a change in methodology to reduce the reliance on mechanical sweeping and to use a greater proportion of manual methods in parts of Medway. In the recent Residents Opinion Poll, 57% were satisfied with the street cleansing. Those that were dissatisfied with Medway Council, 30% stated that the street cleansing service is not good enough. Cleanaway are continually seeking further improvements in this service, however to enable us to move forward We need to work with the Council to evaluate where local problems can be resolved by considering how the cleaning arrangements could be altered. The contract was based on a frequency with an EPA override, however the measurement for street cleansing has now been changed to BVP199 which also includes detritus, therefore the contract specification which requires a litter pick and would have complied with the EPA will not comply with BVP199, therefore additional pressure is being applied to Cleanaway to maintain the standard. It should also be noted complaints about street cleansing have fallen from 13% in 2004 to 11% in 2005. Cleanaway and the Council need to do more work to identify service improvements Cleanaway have recently (6th February) commenced a trial, (in agreement with Medway Council) of a Washer/Scrubber vehicle which will be used for three weeks in Gillingham High Street and for one week in Rainham Precinct to enhance the level of cleanliness and, if agreed as a permanent addition to the contract help to address the issue of ingrained chewing gum removal in the longer term.

Schools The biggest changes introduced by Cleanaway were to change the culture of the schools waste policy. We have achieved this by working closely with the schools and have changed the method of waste containment and introduced a comprehensive recycling service. This service began in early 2004 initially with just paper and cardboard this proved so successful that we have increased the commodities to include cans plastic, aerosols and foil. We have also taken the opportunity to

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introduce schools to other recycling processors, e.g. LMB Textiles who we understand are now in discussions with the schools to implement a textile and shoe recycling service. There are currently 114 schools in Medway, 104 currently participate. The remaining 10 have recently been contacted to ask again whether they wish to participate in the scheme. Cleanaway’s Recycling & Education Development Officer has worked closely with the schools and their caretakers to implement a significant culture change over the last 12 months, which has resulted in no complaints being received about the services and increased recycling from in 2003/4 of 263 tonnes and for 2004/5 303 tonnes, an increase in tonnage of 25% up until September 2005 (end of school year).

Refuse & Recycling Since the start of the contract we have implemented zoning of all waste collection incorporating 12 new recycling rounds collecting dry mixed recyclables and green waste The average participation for blue boxes is 51% January 2005 – December 2006 The average participation for brown bins is 56% January 2005 – December 2006 All of the Refuse and Recycling Supervisors are tasked with doing a random survey of 10 roads each on a daily basis to gain the information above. This information is faxed on a daily basis to Waste Services. The resident’s opinion poll for 2005 rated refuse collection as one of the most highly rated services at 80%, Refuse collection satisfaction has increased from 75% to 80% Recycling satisfaction from 72% to 73% Below is a comparison of recycling performance of other authorities used by Medway Council as comparison in the Residents Opinion Poll Authority Recycling rate 2005 Bury 18.7% Brighton & Hove 19.8% Calderdale 17.1% Medway 27.2% Southend 21.2% Stockton 15.9% Wakefield 21.2% Medway Council have actively sought to increase participation levels of the kerbside blue box scheme and to assist in this a blue bag scheme was introduced at the end of 2005, this has provided an increase in recycling. In addition significant work has been undertaken by the Business Development Department to identify viable solutions to the challenges presented to Medway Council by LATS as identified in last years report.

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Civic Amenity Sites Civic Amenity Sites has remained high satisfaction level at 72%

Fluorescent tube containers have now been installed at all three Civic Amenity sites All three Civic Amenity Sites have been accredited with IS014001

Glass containers at all three Civic Amenity Sites have been changed for larger capacity units, which have improved recycling rates January 2005 to June 2005 = 158.23 tonnes, July 2005 to January 2006 = 214.21 tonnes A new contract has been agreed which provides textile and shoe bank recycling on all three sites. Although there is a shortfall on the current recycling target of 2.8%, however this should be measured against the same period last year when the shortfall was 14%, and increase of 11.2%. Further commodities are being reviewed. i.e. WEEE Cleanaway can arrange for these items to be PAT tested, re-used and exported, non-suitable items would be taken and disposed via the hazardous waste stream, this would be at zero cost to Medway Council In addition, working with the Council, layout and signage of the sites will be reviewed and also the level of staffing. Specifically Recycling Assistants to encourage participation from members of the public and ensure recyclables are put in the correct containers. Further commodities are also being investigated to be recycled on the sites, such as plasterboard and ceramics Cleanaway believe that if these proposals are developed the recycling targets will be achievable year on year. Disposal It was always Cleanaway’s intention at the start of the contract to handle it’s own waste, however due to the failure of the planning application we have had to enter into an agreement with Wastenot Recycling. The transfer station facility at Church Marshes has been withdrawn by KCC, therefore all mixed recycling from the Civic Amenity Sites is now transported to Wastenot Recycling, bulked and transferred directly to the MRF at Rainham. Cleanaway recognise that without its own Transfer Station the ability of Medway Council to award an integrated contract in the future is compromised, therefore Cleanaway would need to work together to secure alternative disposal options.

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4.1 Performance Indicators The tables below provide an extract of Medway’s performance indicators. Each of Cleanaway’s contracts provide these statistics on a monthly basis to enable comparative performance to be assessed and best practice highlighted. In addition, we have included some graphs to show Medway’s current performance in comparison to other Cleanaway contracts in the London and South East, all information has been taken from KPI reporting figures.

Medway Municipal - YTD Absence Rate %

5.00%

2.05%2.42%

3.31% 3.48%

4.62%5.00% 4.90%

3.92%

5.08%

0%

1%

2%

3%

4%

5%

6%

Apr-05

May-05

Jun-05

Jul-05 Aug-05

Sep-05

Oct-05

Nov-05

Dec-05

Jan-06

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Municipal - YTD Staff Turnover %

3.89%

2.22%2.78%

7.22%

2.78%

11.67%

2.22%2.78%

4.44%

0.00%0%

2%

4%

6%

8%

10%

12%

14%

Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06

Street cleansing

London & South East Municipal - YTD Cleanliness Rating

74.92

92.31

76.64 79.69 77.5888.88

81.15

62.72 65.28

89.49

67.55

99.79 94.32

78.90

0.00

20.00

40.00

60.00

80.00

100.00

120.00

Croydo

n

Dartfor

d

Elmbrid

ge

Kingst

on

Lambet

h

Medway

Mole Va

lley

Richmond

Rushmoor

Tonb

ridge &

Mallin

g

Tower H

amlets

Tunb

ridge W

ells

Windsor

& Maid

enhead

London

& SE

Total

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Inspected Street %

28.32%

70.26%

1.39% 0.03%

Number of InspectedRoads>Grade ANumber of InspectedRoads>Grade BNumber of InspectedRoads>Grade CNumber of InspectedRoads>Grade D

Refuse/Recycling

Waste Composition -Year 3

11.93%0.22%

0.29%

0.16%

13.99%

2.63%

70.78%

KERBSIDE BLUE BOX

SCHOOLS

FRIDGES

METAL

GREEN WASTE

BRING SITES

RESIDUAL WASTE

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Kerbside Green Waste Collections

0

500

1000

1500

2000

2500

3000

3500

Apr-05

May-05

Jun-05

Jul-05

Aug-05

Sep-05

Oct-05

Nov-05

Dec-05

Jan-06

Kerbside Dry Recyclables

0200400600800

1000120014001600

Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06

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Blue Box Collection

0200400600800

1000120014001600

Apr-05

May-05

Jun-05

Jul-05 Aug-05

Sep-05

Oct-05

Nov-05

Dec-05

Jan-06

Bring Sites

050

100150200250300350

Apr-05 May-05

Jun-05 Jul-05 Aug-05

Sep-05

Oct-05 Nov-05 Dec-05

Jan-06

Civic Amenity Sites

CA Waste Composition - Year 3

43.77%

0.36%18.05%

11.10%

26.73%

RESIDUAL

ASBESTOS

SOIL+ HARDCORE

GREEN

DRY RECYCLING

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CA Sites Residual Waste

0

500

1000

1500

2000

Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06

CA Soil & Hardcore

0

5

10

15

20

25

Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06

CA Green Waste

0

100

200

300

400

500

600

700

800

900

1000

Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06

20

CA Dry Recyclables

0

200

400

600

800

1000

1200

Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06

Additional information is provided below is non graph format, showing the tonnages per service. Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual Incomplete period Oct/Nov/Dec Jan/Feb/Mar Apr/May/Jun Jul/Aug/Sep Total Residual Waste Year 1 29 Sep'02-27 Sep'03 19,974 20,929 21,406 19,576 81,885 Year 2 28 Sep'03-25 Sep'04 18,800 19,822 19,568 18,790 76,980 Year 3 26 Sep'04-24 Sep'05 18,309 18,966 18,872 19,506 75,653 Year 4 25 Sep'05-23 Sep'06 18,272 12,790 31,062 Dry Recycling Year 1 29 Sep'02-27 Sep'03 800 811 1,219 1,843 4,673 Year 2 28 Sep'03-25 Sep'04 2,437 2,759 2,948 2,960 11,104 Year 3 26 Sep'04-24 Sep'05 3,144 3,060 3,028 3,467 12,699 Year 4 25 Sep'05-23 Sep'06 3,381 2,731 6,112

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White Goods Year 1 29 Sep'02-27 Sep'03 191 179 259 277 906 Year 2 28 Sep'03-25 Sep'04 239 188 155 128 710 Year 3 26 Sep'04-24 Sep'05 100 110 146 145 501 Year 4 25 Sep'05-23 Sep'06 86 45 131 Bring Sites Year 1 29 Sep'02-27 Sep'03 478 709 569 652 2,408 Year 2 28 Sep'03-25 Sep'04 622 698 677 591 2,588 Year 3 26 Sep'04-24 Sep'05 710 719 715 803 2,947 Year 4 25 Sep'05-23 Sep'06 691 512 1,203 Green Waste Year 1 29 Sep'02-27 Sep'03 710 389 1,406 1,389 3,894 Year 2 28 Sep'03-25 Sep'04 1,731 1,143 4,710 3,760 11,344 Year 3 26 Sep'04-24 Sep'05 2,533 946 5,184 4,497 13,160 Year 4 25 Sep'05-23 Sep'06 2,307 627 2,934 Street Arisings Year 1 29 Sep'02-27 Sep'03 1,729 1,385 1,680 1,525 6,319 Year 2 28 Sep'03-25 Sep'04 1,676 1,682 1,546 1,342 6,246 Year 3 26 Sep'04-24 Sep'05 1,344 1,095 1,268 1,044 4,751 Year 4 25 Sep'05-23 Sep'06 1,367 806 2,173 Total Weight Collected Year 1 29 Sep'02-27 Sep'03 23,882 24,402 26,539 25,262 100,085 Year 2 28 Sep'03-25 Sep'04 25,505 26,292 29,604 27,571 108,972 Year 3 26 Sep'04-24 Sep'05 26,140 24,896 29,213 29,462 109,711 Year 4 25 Sep'05-23 Sep'06 26,104 17,511 0 0 43,615 CA Residual Year 1 29 Sep'02-27 Sep'03 3,999 4,476 5,992 4,967 19,434 Year 2 28 Sep'03-25 Sep'04 3,404 3,799 5,831 3,840 16,874 Year 3 26 Sep'04-24 Sep'05 3,238 3,870 4,918 3,775 15,801 Year 4 25 Sep'05-23 Sep'06 2,742 2,359 5,101 CA Asbestos Year 1 29 Sep'02-27 Sep'03 21 16 35 25 97 Year 2 28 Sep'03-25 Sep'04 23 15 28 31 97 Year 3 26 Sep'04-24 Sep'05 17 10 32 39 98 Year 4 25 Sep'05-23 Sep'06 17 10 27 CA Dry Recycling Year 1 29 Sep'02-27 Sep'03 645 795 1,049 1,052 3,541 Year 2 28 Sep'03-25 Sep'04 835 959 1,191 2,201 5,186 Year 3 26 Sep'04-24 Sep'05 1,287 860 2,258 3,000 7,405 Year 4 25 Sep'05-23 Sep'06 1,542 1,373 2,915 CA Green Waste Year 1 29 Sep'02-27 Sep'03 390 332 930 779 2,431 Year 2 28 Sep'03-25 Sep'04 442 385 1,025 1,246 3,098 Year 3 26 Sep'04-24 Sep'05 537 378 1,053 1,099 3,067 Year 4 25 Sep'05-23 Sep'06 669 500 1,169 Total Weight CA Sites Year 1 29 Sep'02-27 Sep'03 5,055 5,619 8,006 6,823 25,503 Year 2 28 Sep'03-25 Sep'04 4,704 5,158 8,075 7,318 25,255 Year 3 26 Sep'04-24 Sep'05 5,079 5,118 8,261 7,913 26,371 Year 4 25 Sep'05-23 Sep'06 4,970 4,242 0 0 9,212

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4.2 Successes and Challenges Further work needs to be undertaken to improve the overall standards of cleanliness. A focus on “attention to detail” has been the priority and will continue to be in the forthcoming months, through a combination of staff training and more rigorous supervision and increased random monitoring by the Management Team. Increased use of Cleanaway’s resources have been utilised in areas not specified in the contract, i.e. private land which present both Cleanaway and Medway with the problem of resource levels being stretched, and it is recommended that a review is undertaken on how best to utilise resources at Medway’s disposal. Successes v Increased or maintained satisfaction levels on all services v Improved the school recycling participation levels v Increased C A sites recycling – although further work needs to be done to meet targets v Significant reduction in accidents v Comprehensive staff development programme v Exceeded contract recycling targets for kerbside

Challenges v Public perception of street cleansing still presents a challenge v LATS v Long term waste strategy v Partnership working

4.3 Plans / Target Setting April 2006 – March 2007 v 5% reduction in complaints v Investigate alternative collection methods to enable Medway Council to achieve LATS

targets v Trial scrubber dryer for use in shopping precincts v Continue to make supermarkets responsible for their trolleys by charging for collection

return and storage as per clause 55. v Introduce a no smoking policy for staff and members of the public at Civic Amenity Sites v Replace reception and welfare facilities on all three sites. Medway Council were made

aware of this at the start of the contract and the issue was raised again at the contract meeting on the 16 th January 2006.

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v Review the traffic layout at Cuxton to locate all recycling containers before waste containers

v Continued participation and sponsorship of Council initiatives – i.e. Your Town Your Future v Investigate new methods to enhance recycling service available to schools by increasing

commodities (textiles and shoes) v Continued involvement in local and Kent wide initiatives, sponsorship of Kent Walking Bus

and sponsorship of Medway’s Road Safety Campaign S.A.F.E. (Stop Accidents For Ever) v Improvements to bring sites e.g. Doust Way, installation of correct banks, and replacement

of all old banks. Removal of 1100 bins. Risk assessments to be undertaken at all sites.

5 Other Divestment of the company will not have any impact on any current contracts. Brambles have engaged Ernst & Young to manage the vendor due diligence exercise in preparation for the divestment.

5.1 Partnership Working Significant progress has recently been made with the re introduction of a Working Group Meeting (formerly referred to as Partnering Board) as an opportunity to address outstanding contract issues and future developments of the contract. Cleanaway see this as an essential forum to explore options of how to enhance the standards on the contract and address the challenges to meet compliance with existing and new legislation to enable Medway Council to reach government recycling targets Through the partnering approach trials have already begun on initiatives to improve Medway’s shopping precincts i.e. washer/scrubber in Gillingham High Street.