Practicalsolutionsforsustainableconstruction ... man technical1.pdf · Logistics –Notsafeguardingmaterialsduring ... n n i n g S i t e o p e r a t i o n s P r o c u r e m e n t

Practical solutions for sustainable construction

Delivering good practiceWaste ManagementPractical guidance for construction design teams and contractors

WRAP works in partnership toencourage and enable businessesand consumers to be more efficientin their use of materials andrecycle more things more often.This helps to minimise landfill,reduce carbon emissions andimprove our environment.

Executive summary 01

Introduction 02

Guidance Note 1 Setting project requirements 08

Guidance Note 2 Identify key opportunities for Waste Minimisation 09

Guidance Note 3 Plan Waste Management by developing theSite Waste Management Plan 11

Guidance Note 4 Tender and contractual requirementsfor good practice 20

Guidance Note 5 Setting targets and Key Performance Indicators 22

Guidance Note 6 Allocate responsibilities and contracts 27

Guidance Note 7 Identify waste arisings, reuse andrecycling routes 37

Guidance Note 8 Developing site design and training 47

Guidance Note 9 Monitoring Waste Management 62

Guidance Note 10 Review performance of the SWMP andlessons learnt 65

Appendix A Overcoming the barriers to implementinggood practice WMM 67

Appendix B Summary of further information sources 68

Contents

Delivering good practice Waste Management 01

This guidance forms part of a suite ofguidance materials at three levels forimplementing good practice WasteMinimisation and Management (WMM). Thefocus of this level of guidance is to assist maincontractors and their subcontractors meetthe WMM objectives set by their clients anddevelopers. It provides detailed practicalguidance on how good practice WasteManagement can be delivered both at siteand strategic levels.

The structure of the guide is modular,containing a series of guidance notes enablingthe effective delivery of good practice WasteManagement on construction projects. Tenguidance notes are provided, one for eachstage of the delivery process (see Figure 1.1).These will provide the practical ‘know-how’to support the project team deliver theclient’s requirements through each stepof the process. The ten guidance notes aresummarised below.

Guidance Note 1: Setting project requirementsThe client’s role in setting a requirement forgood practice WMM and relevantcommunication is outlined.

Guidance Note 2: Identify key opportunitiesfor Waste MinimisationDesign and works procurement stagesrepresent key opportunities in a project todevelop and implement waste minimisationstrategies and practices. Waste reductionopportunities for construction projects areoutlined. Supporting guidance on wasteminimisation, Delivering effective WasteMinimisation, is available from the WRAPwebsite: www.wrap.org.uk/construction

Guidance Note 3: Plan Waste Management bydeveloping the Site Waste Management PlanThe key steps to setting up the Site WasteManagement Plan (SWMP) include appointinga person or ‘Waste Champion’ to takeresponsibility for the SWMP, identifyingwaste arisings and disposal routes througha pre-build waste audit and forecasting andprioritising waste production.

Guidance Note 4: Tender and contractualrequirements for good practiceThe project requirements for good practiceWMM that the contractor may be requiredto meet at the key stages of procurement(pre-qualification, tender and contractclauses) are outlined.

Guidance Note 5: Setting targets andKey Performance IndicatorsOutlines how to set targets and KeyPerformance Indicators (KPIs) for wasterecovery based on standard industry KPIsor internally established targets where WMMhas been embedded into the organisation.

Guidance Note 6: Allocate responsibilitiesand contractsTypical waste management responsibilitiesfor the main contractor, subcontractors andwaste management contractor are outlinedand comprehensive model contract clausesprovided.

Guidance Note 7: Identify waste arisings,reuse and recycling routesThe key actions described by this guidancenote include preparing waste managementaction plans, forecasting total waste costs andundertaking a site clearance waste audit onceconstruction has finished.

Guidance Note 8: Developing site designand trainingIncludes actions required for the effectivesegregation of waste on site and trainingsite labour.

Guidance Note 9: Monitoring WasteManagementThe key considerations for monitoring andreporting waste management performanceinclude recording waste data and thencomparing it with the quantities forecastedprior to construction.

Guidance Note 10: Review performanceof the SWMP and lessons learntDescribes how to review performance of theSWMP during construction and at the end ofthe project and embed lessons learnt withincompany practices and procedures.

Executive summary

02 Delivering good practice Waste Management

BackgroundThe construction industry is the UK’s largestconsumer of natural resources, using over400 million tonnes of material per annum,which in turn accounts for more than a thirdof the UK’s waste arisings. Approximately halfof this is either reused or recycled, leavingover 60 million tonnes of material sent tolandfill or similar disposal sites every year.More efficient use of materials would makea major contribution to reducing theenvironmental impact of the constructionindustry, including a reduction in both thedemand for landfill and the depletion of finitenatural resources. This would also contributeto the economic efficiency of the sector andof the UK as a whole.

As a result, construction clients anddevelopers are increasingly setting targetsand requirements for good practice in WMMthat must be met and adhered to during theconstruction phase. They see it as a relativelysimple and measurable way of making adifference which can be easily incorporatedinto a wider sustainability action plan for aproject and an opportunity to realise costsavings. The cost impact of waste can besignificant as demonstrated in Box 1 below.

Purpose of this guidanceThe main focus of this guidance is to assistmain contractors and their subcontractorsmeet the waste management objectives setby their construction clients and developers.It provides detailed practical guidance onhow good practice waste management canbe delivered both at site and strategic levels.

An overview of the key aspects of goodpractice waste minimisation is also given inthis guidance although more detailed practicalguidance on this area is available separatelyfrom WRAP at www.wrap.org.uk/construction

This guidance will enable the constructionteam to respond to the strategic objectives,tender requirements and contract clausesset in relation to good practice wastemanagement on construction projects. Thedetails of these requirements and how theycan be embedded in a project are provided inseparate guidance on good practice WMMentitled Achieving good practice WasteMinimisation and Management.

The structure of this guidance is modularcontaining a series of guidance notes enablingthe effective delivery of good practice WMM onconstruction projects. Ten guidance notes are

1.0 Introduction

Box 1: The True Cost of WasteThe true cost of waste disposal is not just the cost of paying a waste contractor to removea skip from site, as illustrated below.

There are also some additional costs not covered in the above, these are:� the time taken by on-site sorting, handling and managing waste; and� poor packing or overfilling of skips leading to double handling (this cost is very difficult

to quantify).

As an example, the true cost of filling and disposing of one skip with mixed constructionwaste in one study1 was found to be £1,343 although the skip hire was only £85.

The true cost of construction waste will continue to rise substantially each year due to:� Landfill Tax increasing each year;� higher disposal costs; and� taxes and levies on primary materials.

Purchase cost ofthe delivered

materials wasted

Cost of wastestorage, transport,treatment anddisposal

Loss of not sellingwaste for salvageor not recycling

+ +

1 AMEC – Darlington Survey (www.envirowise.gov.uk/media/attachments/202895/BRE-Construction-resource-efficiency.pdf).


9. Monitorfor waste

management

7. Identifywaste arising,

reuse andrecycling routes

8. Site designand training

6. Defineresponsibilitiesand contracts

5. Set targetsand Key

PerformanceIndicators

3. Plan waste managementby developing a SWMP

4. Tender and contractualrequirements for good

practice SWMPimplementation and

targeting of Quick Wins

Client

1. Set projectrequirement

for goodpractice WMM

10. ReviewPerformance ofthe SWMP and lessons learnt

Reportoutcomes

andQuick Wins

Reportoutcomes

andQuick Wins

2. Identify key opportunitiesfor waste minimisation

Design team Contractor and subcontractors

Pre-design

Design & procurement

Pre-construction

Post-construction

Construction

Figure 1.1: Delivering good practice Waste Minimisation and Management

provided, one for each stage of the deliveryprocess, shown in Figure 1.1. This will providethe practical ‘know-how’ to help the projectteam deliver the client’s requirements througheach step of the process.

In Guidance Notes 5 to 10, the activities tobe carried out to deliver both good and bestpractice are identified and how this worksat a practical level. The following key is usedin the guidance notes and aligns with theexpectations of the construction client andtheir design team:

Activity carried out thoroughly onall sitesActivity carried out occasionallyor at low levelsActivity not carried out

Green indicates that the activity must be fullycarried out to the same standard by the

contractor on all their sites. Amber representswhere an activity is carried out on some of thesites run by the contractor or where theactivity is only partially carried out. Red meansthat the activity is not carried out on any siteby the contractor.

The ‘traffic light’ key can be used in two ways:� Assess the current performance of the

contractor in each WMM area. Forexample, if the contractor sets targetsbased on industry standard KPIs for alltheir sites, then this will be deemed‘good’ practice as detailed in GuidanceNote 5); and

� Identify specific actions to beimplemented by the contractor to meetgood practice and then best practice as along term goal. Using the example above,the contractor would need to specificallydevelop internal KPIs for all their sites tomeet best practice.


Corporate framework and supportIn conjunction with any site level activities,the main contractor should set within thecorporate framework a policy to implementgood practice WMM initiatives and providesupport from high level management. Figure1.2 below shows how the corporate frameworkand high level support is at the centre of theconstruction process and therefore crucial tothe success of any good practice WMMinitiatives.

Figure 1.2: A combined approach fordelivering good practice WMM

Figure 1.2 shows that there are four distinctactivities where waste is created – design,procurement, logistics and site operations.A brief overview is provided of how thesefour activities contribute to the generationof waste. The objective of this guidancedocument is to provide practical informationon how to implement good practice wastemanagement in each of these areas in orderto meet a corporate target.

Design and planning – If options for improvingmaterials resource efficiency are notconsidered in design, it will inherentlygenerate waste during constructionregardless of onsite practices, the cost ofwhich can be high. The design stage has thepotential to remove waste before it reachessite and therefore has the greatest potentialto impact on waste reduction.

Procurement – A supply chain and site teamwho are not receptive to waste reductioninitiatives will have a significant impact onminimising waste.

Logistics – Not safeguarding materials duringstorage and over-handling materials duringdelivery can result in damage and thereforewaste.

Site operations – Lack of waste managementon site and poor planning will generate wasteand not help material recovery.

To achieve good practice WMM, the key actionsidentified by this guidance will either be highlevel and strategic in nature to be taken on bysenior management or incorporated intocompany processes or site level priorities tobe implemented on site. These key actionsfor delivering good practice WMM aresummarised in Tables 1.1 and 1.2 with theremaining sections of this guidance providingthe necessary practical ‘know-how’ in orderto undertake these actions.

Stakeholdercommunication

ProcurementDesign

Site operationsLogistics

Supply partnersCorporate

Framework &Support

Recommended action

Early involvement of waste management contractor

Produce a SWMP using WRAP good practice guidance in conjunction with the site wastemanagement contractor

Establish a waste management zone on site in the planning stage

Greater use of MMC where possible

Incentive and rewards scheme

General waste recovery and recycling

Use of space saving equipment such as balers

Site clearance waste audit (ICE Demolition Protocol can be used as a tool to facilitate this)

Better use of Materials Resource Planning (MRP) in order to minimise site storage

Place ‘waste champions’ on site

Feedback system to the procurement team on both the waste materials being producedand on the subcontractors


Table 1.1: High level strategic actions to achieve good practice WMM

Recommended action

Encourage designers to incorporate a high percentage of Modern Methods of Construction(MMC) and Offsite Manufacture (OSM)

Encourage designers to incorporate a greater proportion of sustainable/recyclable materialsand build waste minimisation into the design process

Set waste KPIs

Set up company-wide performance-based incentive and reward scheme

Stringent selection process for waste contractors

Selection process for subcontractors that has waste at its core

Materials and equipment procurement framework

Minimal packaging policy (inc reusable packaging)

Use of consolidation centres

(The key facilitating action here is the creation of a comprehensive logistics plan tailoredto the site)

Resources must be allocated to bolster the environmental team

Management training to instil the ideology of waste minimisation throughout the company

Design&

Planning

Siteoperations

Procurement

Logistics

Facilitation

Resources

Table 1.2: Site level actions to achieve good practice WMM

Design&Planning

Siteoperations

Procurement


Good practice overviewGood practice needs to be defined in thecontext of both standard and best practice.These three concepts are illustrated inFigure 1.3.

The key elements of good practice WMM are:� Waste Minimisation – reducing the

quantity of waste before it comes on tosite and avoiding unnecessary wasteproduced on site;

� Waste Reuse – reusing materialgenerated on site through both thedemolition and construction phases; and

� Waste Management – minimising thequantity of waste generated that is sentto landfill, through segregation andrecycling.

To deliver good practice WMM, both wasteminimisation and waste management shouldbe planned and implemented simultaneouslyat an early stage of a project. The tool that canbe used to ensure this is done successfully isthe Site Waste Management Plan (SWMP). TheSWMP should ideally be developed during thedesign stage as it can act as a tool to informthe design process and address the wasteproblem at its source. Box 2 below gives anoverview to SWMPs with particular elementsdetailed further in remaining sections of thisguidance.

Standard Practice

Baseline performanceof the constructionindustry based onachieving minimumstandards and legalrequirements.

Going beyondstandard practice torealise ‘Quick Win’– benefits that are easy to achieve on a majority of projectswithout a fundamentalchange in workingpractice and are atleast cost neutral.

Reflects the leadingapproach currentlyundertaken in theindustry, but maybear a cost premium or require a significantchange in workingpractice on someprojects.

Good Practice(Quick Wins)

Best Practice

Box 2: Site Waste Management Plans – an introductionThe DTI originally published a voluntary Code of Practice for Site Waste Management Plans(SWMPs) in 20042. Following public consultation, it is expected that SWMPs will becomea legal requirement from April 2008 for projects with a value in excess of £300,000 inEngland and Wales3. A requirement for regulatory measures was included in the CleanNeighbourhoods and Environment Act 2005.

The SWMP, having been initially developed by the design team, should be fully developedand implemented by the principal contractor. As a minimum, the SWMP will contain detailedmeasures to comply with relevant waste legislation but should also include good practiceguidance and objectives in order to maximise the reduction, reuse and recovery ofconstruction waste, with disposal to landfill as the least preferred option. If developed earlyenough, for example during outline design, the SWMP can be used as a tool to inform wasteminimisation during the remainder of the design period.

ResourcesSWMP templates, which can be used to demonstrate good practice are available freefrom WRAP. An onsite SWMP tool and relevant introductory guidance entitledAn Introduction to Site Waste Management Plans (reference GG642), is available fromwww.envirowise.gov.uk/GG642

2 DTI – Site Waste Management Plan.3 In Scotland, the requirement for SWMPs to be a planning condition for new developments with a value in excess of £200,000 was part of the public consultation process

for Scottish Planning Policy 10: Planning for Waste Management in 2006. For Northern Ireland, theWaste Management Strategy 2006 – 2020 indicated that detailedproposals for a statutory requirement to prepare SWMPs will follow through a public consultation.

Figure 1.3: Standard, good and best practice WMM

Barriers to delivering goodpractice WMMWhilst the implementation of policies at highlevel is essential, commitment to deliver goodpractice WMM is required throughout theconstruction team at all levels. Decisions thatdemand changes in working practices arelikely to face an element of resistance. Themain barriers that may prevent the deliveryof good practice WMM are outlined below.

Embedded cultureThis is typically the main barrier to theadoption of any new initiative or practice.Working practices become embedded in theculture of individuals and companies and itis often difficult to undertake the requiredchange to implement a new initiative.

Language barriersThe employment of foreign labour in theconstruction sector has implications forcommunicating good practice WMM.Measures such as giving toolbox talksmay not be adequate to communicatethe desired message.

Management initiativeA new initiative will often be seen as a‘management fad’ within an organisation.If employees (including subcontractors)are not wholly included in a new initiative ormade fully aware of the benefits to them ofimplementing it, change is unlikely to occur.

Corporate attitudesHigh level commitment is essential if a newworking practice is to become accepted byall workers. This commitment should be veryevident to workers and sustained from seniormanagement. Many of the procedures thatare essential for driving good practice WMMinvolve senior management making an initialinvestment, which should then accrue futuresavings that will outweigh the initialinvestment.

Any resistance to implementing good practiceWMM resulting from the above factors can beovercome if the following actions are put intopractice as part of the strategy:� incentives;� worker support;� champions;� remove the ‘blame culture’;� workforce involvement;� subcontract to those who are more

receptive;� audits;� senior management commitment; and� pictorial waste signage.

Each action is described further in the contextof the specific guidance note where it is mostrelevant. A description of all actions iscontained within Appendix A and referencemade to the relevant guidance notes.


OverviewThis note outlines the client’s objective forgood practice WMM and their role in achievingit. The construction team should be aware ofwhat the client is expecting from the outset ofthe construction project.

1.1 Setting a requirementThe requirement for good practice WMM on aconstruction project will start with the client.By setting requirements for good practiceupfront in the procurement process, clientsprovide a mandate for action. This willmaximise the potential for realising the keybenefits of adopting good practice WMM.

The client’s core requirement will take thefollowing form or similar:

‘….we require a Site Waste ManagementPlan (SWMP) to be developed from thepre-design stage to inform the adoption ofgood practice waste minimisation in design,and for the SWMP to be implemented in allconstruction site activities in line with goodpractice published by WRAP. The SWMP isrequired to set targets for waste reductionand recovery based on an assessment ofthe likely composition and quantity of wastearisings and identification of the mostsignificant cost-effective options forimprovement (Quick Wins). This should besupplemented by information on how thetargets will be achieved during constructionactivities and how the actual levels of wastereduction and recovery will be monitored forcomparison with the targets set.’

This requirement will filter through the supplychain to specifically target the contractor,subcontractors and waste managementcontractors. Suggested wording for eachcontractual point in the procurement processis provided in Guidance Note 6 and the relatedguidance document Achieving good practiceWaste Minimisation and Management.

As part of their project role, the client will fulfilmany, if not all, the following tasks:� set a project requirement in the design

brief for the design team or contractor toconsider design options to minimisewaste, set good practice targets (throughKey Performance Indicators (KPIs)) formaterial recovery and to monitor thesetargets through developing andimplementing a SWMP;

� set a clear and detailed design briefaimed at avoiding waste productionduring construction where possible;

� develop a ‘partnership’ way of workingamong the project team;

� allocate project time and resources forplanning and implementing a SWMP;

� establish the appropriate constructionapproach, whether refurbishment ordemolition;

� prior to appointment, determine thedesign team’s/contractor’s awareness ofapplying waste minimisation methods andreusing, recycling and reclaimingmaterials;

� introduce WRAP’s Efficient use ofmaterials in regeneration projects guideincorporating the ICE Demolition Protocolto the design team and encourage a linkwith the SWMP to maximise wastereduction; and

� set a corporate objective for good practiceWMM in the organisation’s environmentalor procurement policies to provide amandate for action on all projects.

To meet the client’s objective, the contractorwill be required to develop specific targets formaterial recovery rates after identifying howto reduce waste and which recovery methodsare most appropriate. This will be done inconjunction with the design team wherepossible. The reason for the onus on thecontractor is because they will be best placedto identify opportunities to reduce waste giventheir position at the interface between thedesign and construction phases of the project.

Guidance Note 1 Setting project requirements


Client

1. Set projectrequirement

for goodpractice WMM



Pre-design

Guidance Note 2 Identify key opportunities for Waste Minimisation

OverviewThe good practice waste minimisationopportunities that exist on a constructionproject are outlined. To maximise thebenefits these opportunities should beconsidered and planned at an early stageof the design process.

2.1 Key aspects of good practicewaste minimisationThe design and works procurement stagerepresents the key opportunity in a project toconsider and implement waste minimisationpractices. It is therefore imperative that dueconsideration is given to designing out wastefrom the start of this phase. Communicationacross the whole of the supply chain is key torealising waste minimisation benefits.

The most important areas of goodpractice waste minimisation are outlinedbelow. More detailed practical guidance,Delivering effective Waste Minimisation,is available from the WRAP websitewww.wrap.org.uk/construction

� Design solutions– Building form – design building size

and space to eliminate unnecessaryelements, and to reduce off-cutsresulting from the constructionprocess, and ensure compatibilitybetween market supply andspecification.

– Design flexibility – ensure flexibility indesign for future building expansion,adaptation and dismantling.

– Design complexity – reduce thecomplexity of the design to standardisethe construction process and reducethe quantity of materials required.

– Specifications – avoid over-specification and minimise variation incomponents and joints; evaluate thereuse and recycling opportunities forthe specified materials beforespecification.

� Demolition– Material Recovery – Ensure that

demolition is included as a keyelement of the overall project planningprocess. This will enable earlyinvolvement of the demolitioncontractor and sufficient time to planthe demolition works thus maximisingthe recovery potential of the demolitionarisings for reuse and recycling.

� Logistics– Logistic Plan – development of a

logistic plan at the early stages ofthe project will ensure that dueconsideration is given to materialrequirements through the constructionphase of the project, enabling efficientmanagement of the delivery andstorage of materials and that the mosteffective logistic methods are adopted.

– Onsite Logistics Specialist – provides aservice to receive deliveries anddistribute materials ‘just in time’ sothat operatives only handle materialsduring installation

– ‘Just-in-time’ delivery – improvingthe movement of materials to the siteand within the site to alleviate spaceconstraints for storage and sitecongestion.

– Construction Consolidation Centres –these provide effective supply chainmanagement solutions enabling thesafe and efficient flow of constructionmaterials and equipment fromsupplier to site.

– 4th party logistics – A service toco-ordinate other logistics providerswhere there is more than onesupply chain.


Client





– Integrated ICT system across fullsupply chain – An interoperableinformation system that tags andtracks materials through take off,manufacture, distribution, assemblyand installation. Such a system makesthe entire process trends from start toend and provides the matrix neededfor continuous improvement.

� Modern Methods of Construction (MMC)– Improvements in the products or

processes employed in theconstruction industry, ranging frominnovative components to be used onsite through to whole building systemsmanufactured off site.

� Offsite Manufacturing– Utilise prefabrication, factory

assembly, pre-assembly, offsiteassembly/manufacture, panelisedor modular volumetric constructionwhere possible. Waste minimisationis realised due to the controlledmanufacturing environment and the‘production line’ type process wherethere is repeatability and processoptimisation.

� Materials procurement– Materials ordering – Put processes

in place that allow accurate call-offof materials that reduces the amountof surplus by ordering the requiredamount of materials at the right time.

– Material storage – material storageareas should be safe, secure andweatherproof to prevent damageand theft.

– Material handling – Put handlingsystems in place that minimisesmaterial damage during movementon site.

– Supply chain manager – will developrelationships and partnerships withsuppliers during construction whocan implement waste minimisationat source.

– ‘Take-back’ schemes – setting upschemes with suppliers to take backsurplus materials.

� Packaging– Engage with the supply chain to supply

products and materials that useminimal or reusable packaging.



OverviewThis guidance note deals with the key stepsto set up the SWMP. These include:� appointing a person or ‘Waste Champion’

to take responsibility for the SWMP toundertake specific administration andplanning actions; and

� identifying waste arisings and disposalroutes through a pre-build waste auditand forecasting and prioritising wasteproduction.

The key action is to begin waste managementplanning, including determining the likelywaste arisings, early in the design processand the continuous refinement of the SWMPas the design progresses.

3.1 Setting up the SWMPAppoint a person or ‘Waste Champion’to take responsibility for the SWMPIt should be standard practice for an individualto be designated with responsibility for theSWMP. For good practice, the individualresponsible for the SWMP will also beassigned some further responsibilitiesassociated with waste, but will not be a fullydesignatedWaste Champion (WC), as definedin Box 3.1 below. Under best practice, therewill be a clearly designated WC which will holdoverall responsibility for waste management.Sites with a WC tend to perform better inmanaging waste.

Guidance Note 3 Plan Waste Management by developingthe Site Waste Management Plan





Client Design team Contractor and subcontractors


Box 3.1: Role of the Waste ChampionThe WC will have the following key responsibilities:� implementing the SWMP;� administrative and planning duties associated with the SWMP;� increasing awareness of the SWMP and engaging with the workforce;� monitoring waste generation on site and produce appropriate reports;� monitoring the effectiveness of the SWMP;� engaging with the waste management contractor;� monitoring and possibly enforcing waste segregation on site; and� encouraging suggestions for better waste management on site.

The WC needs to have the following:� sufficient understanding/training to perform the duties;� good communication skills;� sufficient authority to perform the duties (e.g. management responsibility); and� sufficient financial and other resources to perform the duties.

The role of the WC will not be the same for all contractors on all sites. For example, smallersites might not be able to support financially a WC whose sole responsibility is dealing withwaste issues. In these circumstances someone on site who already has a role should beappointed with the WC responsibilities.

The WC can provide workers with support and act as a ‘trouble-shooter’ by taking correctiveaction for tasks that continually need assistance. This will help embed good practice WMMin the culture of the workforce. The WC will need to develop good relationships withsubcontractors and provide practical guidance and tools as necessary. Appendix A containsspecific strategic and site level actions for providing a suitable support network.


Specific administration and planning actions:1. Complete the Project Information template

2. Complete the Waste Management ProjectAdministration template

It is suggested that the project documentcontroller should also be involved in orderto centralise and maintain complete recordsof waste monitoring and waste transferdocumentation.

3. Hold Waste Management planning meetingsIt is recommended that during the planningof the SWMP, the project team (includingrepresentatives from the client,subcontractors, trade and waste contractors),discuss practical methods for waste

Table 3.1: Record of meetings

management throughout the project.The meetings are a useful source of localinformation (including providers of wastemanagement services), a way of sharing wastemanagement experience and an opportunity todiscuss appropriate procedures for the SWMP.These meetings will assist in producing aSWMP that is effective and appropriate tothe local context.

Table 3.1 can be used to record when themeetings were held.

To download atemplate on this

page, click on itsadjacent page icon.

http://www.wrap.org.uk/document.rm?id=4977




Box 3.2: Guidance on a Waste Management planning meetingAt this meeting try to cover the points detailed below:What wastes are going to be produced?How are we going to ensure waste is segregated?How are we going to reduce waste?How do we ensure all contractors segregate waste?What uses can we put to the waste?

Collect ideas. Either let each person call out ideas, or take one idea from each personin turn. Collect ideas without discussion, criticism, or comment, at this stage.

Suggested agenda for Waste Management planning meetingsIntroduce attendeesOutline the ‘rules’State the problem – WasteClarify the problem:� Waste from enabling works � Waste from construction works� Known contractors � Site layout� Monitoring � Maintenance of records

Brainstorm – generate ideas (Collect ideas: use flip chart or sticky notes)Summarise ideasRank the ideas on the most likely solutionArrange next Waste Management planning meeting date (3–6 months)Close meeting

Suggested attendance:Client or Client representativeMain construction contractorWaste management contractorTrade contractors

Record of minutesMinutes of the Waste Management planning meetings must be kept for future reference.all ideas exchanged within the meeting should be recorded and where appropriateinvestigated by the waste management contractor as options for the SWMP.

4. Write the SWMPThe person responsible for the SWMP shouldalso co-ordinate the writing of the SWMPwhere possible. If the SWMP is written atpre-planning stage to take account ofdesign and waste minimisation issues,then the developer or the design team maybe responsible. If the SWMP is written atthe tender stage or project inception thenthe contractor will be largely responsible.The contractor may also have to develop anduse any SWMP that has developed by otherparties. It is important that the person/personnel writing the SWMP have knowledgeof waste issues and the constructionprogramme; ideally they should also beresponsible for the implementation ofthe SWMP.

The personnel writing the SWMP should besupported by the wider project team and theSWMP should be developed and consultedin partnership with them. This includesthe client, design team, regulatory bodies,environmental team, subcontractors(especially the demolition contractor)and the supply chain. SWMP templatescan also be downloaded fromwww.wrap.org.uk/construction

To assist the preparation of the SWMP,introductory guidance entitled An Introductionto Site Waste Management Plans (referenceGG642) has been published from Envirowiseand is available fromwww.envirowise.gov.uk/GG642

5. Implementation of the SWMPPrior to implementing the SWMP, theindividual responsible or WC should completeall necessary checks on the SMWPImplementation Checklist to ensure theeffective operation, monitoring and reportingof the WMP. The key elements of theimplementation are:� waste management contract –

Set minimum contract terms, commercialrates and document controls with thewaste management contractor. Definedisposal routes, address and contactdetails of waste destination;

� site set-up – All necessary staff to readand understand the SWMP or the relevantelements of it. Ensure all contractors arebriefed on the SWMP and training providedif the contractor requires. Signage placedaround the site to ensure specific locationsof waste specific collection points areclearly marked for contactors – use thenational colour coding scheme fromWasteAware Construction (refer to GuidanceNote 8). Define frequency, dates andattendees of Waste Management planningmeetings; and

� targets set – Check that KPIs for wastehave been set and the SWMP agreed bythe project manager.

Table 3.2: SWMP Implementation checklist

3.2 Identify waste arisings anddisposal routesPre-build waste auditPre-build waste audits can identifyopportunities for reusing materials arisingfrom the strip out or demolition of anexisting building.

The Demolition Protocol4 sets out aframework for action, providing a pragmaticset of methodologies to increase resourceefficiency both in new build and refurbishmentprojects. The Demolition Protocol not onlyprovides the facilitation for a demolition auditto enable the creation of KPIs for the resourcerecovery, it also assists in setting out a NewBuild Bill of Quantities (BOQ) to summarisethe potential for using the recovered materialsin the build.

The adoption of the Demolition Protocol at theearly stages of the design process is key toits successful adoption and implementation,resulting in the potential for cost savings.

WRAP has developed useful guidancedocuments for the Demolition Protocol andthese are tailored to the type of audienceseeking help. Further information can befound at www.aggregain.org.uk.


To download thetemplate on this

page, click on thepage icon below.

4 www.ice.org.uk


Another useful source of information isWRAP’s Efficient use of materials inregeneration projects guide, which can befound at www.wrap.org.uk/construction

Where the recovered materials from the stripor demolition processes cannot be used in thenew building then alternatives should befound such as through symbiotic partnershipswith charities or the local community. Formaterials exchange websites, refer toBox 3.3 for further information.


Box 3.3: Information resources for materials recovery

General resources

NISPA business led initiative which facilitates links between local industries from differentsectors to create sustainable commercial opportunities and improve resource efficiency;www.nisp.org.uk

BREMAPA free geographical information system listing various waste management facilities –searchable by location and postcode; www.bremap.co.uk

Construction Recycling sites – A database of construction related recycling sites in GreatBritain that accept or sell materials; www.ciria.org/recycling

SALVOProvides information on the reclamation sector, architectural salvage; suppliers/dealersof materials and a materials information exchange; www.salvoweb.com

Freecycle NetworkA free materials/equipment exchange site for swapping items within the locality;www.freecycle.org

Material specific resources

RecyclewoodIt’s a national timber recycling association listing recycled timber products and suppliers;www.recyclewood.org.uk

AggRegainWRAP has developed the Aggregain website to provide information on applications of recycledand secondary aggregates; www.aggregain.org.uk

TradaProvide advice and research on recycling timber; www.trada.co.uk

RecovinylProvides financial incentives to support the collection of PVC waste from the constructionand demolition sectors; www.recovinyl.com

British GypsumProvides take back of plasterboard off-cuts from companies who buy BG products.www.british-gypsum.bpb.co.uk

Summary of key actions – Pre-build waste audit


Key roles and responsibilitiesCorporate Level/Senior Targets for recycled content on projects and company specific KPIs written intoManagement (including corporate policy.the Environmental team)

All teams should be assisted by the environmental department to help them in identifyingrecovery options.

Procurement team Find out where the strip-out/demolition materials might be needed elsewhere in theorganisation and whether it would be economically viable to deliver them to thespecified site.

Ensure that they are aware of opportunities for creating symbiotic partnerships in the area.

Design team Follow the ICE Demolition Protocol and WRAP’s Efficient use of materials in regenerationprojects guide to determine if materials can be reused within the new building.

Must ensure that any information and data from the SWMP or from demolition/new buildaudits (as a consequence of use of the Demolition Protocol) are fed back to theprocurement department to enable them to procure accordingly.

Site team Utilise the expertise and knowledge of the waste management contractor to determineif materials can be reused within the new building.

Back up the procurement department by liaising with their waste management contractorto help identify symbiotic partners in the locality.

Liaise with their waste management contractor to determine which materials can berecycled or recovered.

Forecasting waste production duringconstructionWaste can be generated on site in a varietyof ways, namely:� changes in design specifications leading

to unused materials on site;� material damage due to inappropriate

storage and handling of materials;� lack of recording the material supplied,

delivered and used on site;� lack of communication between the

different tradesman and rework doneon the structure as a result;

� excess material left due to over ordering;� temporary works surrounding the

building;� off-cuts of different materials during

the construction of the building;� office and canteen waste;� dumping domestic waste on site; and� vandalism.

Bearing in mind how waste can be generated,the likely waste arisings on a project, in termsof type and amount, should be estimated foreach part of the work programme and brokendown by work package. This will help in termsof estimating what types of containers arerequired for the project stages and whensegregation would be best implemented forvarious waste streams. Box 3.4 on thefollowing page estimates the plasterboardwaste for a residential development andthe different container options available.The respective cost of each option can beestimated once the different options havebeen determined.

As part of this any waste arising fromdemolition and enabling works should beincluded. This is obviously dependent uponthe type of buildings present and materials/components within them. The types andamounts of demolition waste can be estimatedfrom carrying out a pre-demolition auditand/or implementing the ICE DemolitionProtocol. As an outline:� inert (i.e. non-reacting) wastes such

as concrete, bricks and blocks willbe generated in the first phases ofthe project;

� timber waste may be generatedthroughout the whole project;

� plastic waste will tend to increaseas the project progresses;

� packaging waste will increase as theproject progresses and maybe up to 35%by volume during the fit out stages; and

� certain types of waste will be presentthroughout all stages of the projecte.g. office and canteen.

Best estimates of quantities will be sufficientas it will assist in prioritising the key wastes.The total volumes of wastes during enablingworks (including demolition) and constructionshould be summarised accordingly. A forecastof waste quantities will also be of use whennegotiating waste management packages dueto economies of scale. It may also be possibleto broker ‘wastes’ to another site requiringmaterial e.g. crushed concrete.

Table 3.3 on the following page will focusattention on the wastes to be generatedthroughout the project from enabling works(including demolition) to constructioncompletion. Once completed, this list can beused in the tender documentation for wastemanagement contractors.

This is one option for a working document.Full SWMP templates, including wasteestimation, are available to download from theWRAP website www.wrap.org.uk/construction


Box 3.4: Example of different container options for plasterboard waste for 14 apartmentsand 5 houses5

5 Source: Kingsworthy project, Infinity Homes Limited.


Table 3.3: Estimated waste arisings and quantitiesTo download thetemplate on this




Prioritising waste streams requiring wastemanagementFor both the enabling and construction phasesof a project, up to six of the most significantwastes by volume, whilst bearing in mindpotential cost implications, should be listed forclassification and definition of origin. This willstart to focus the SWMP to the site-specificissues of waste. The origin of the waste mustbe considered along with the means, tools,plant, processes, materials, procedures,training, and site layout to ensure the expectedwastes are minimised. This will assist infocusing the SWMP toward the available wastemanagement options.

The producer of special wastes (for example,contaminated soils, asbestos) will dispose ofspecial wastes, as well as maintain recordsof quantities and disposal routes. The wastemanagement coordinator will monitor andobserve waste management and disposalprocedures.

Table 3.4 below gives an example of how toprioritise different waste streams requiringwaste management during the enabling andconstruction phases of a project in terms ofwaste type, category and origin. The mainconstruction contractor should work withthe waste management contractor usingTables 3.3 and 3.4.

Waste types Waste category Origin of waste

Soils Inactive Site stripMixed general waste Inactive All phasesRubble Inactive Demolition phasePlasterboard Active Plasterboard off-cuts during fit-outTimber Active Timber support work and protection from the structural phaseMetals Active Ferrous metal from the structural phase and pipes from

the fit-out phase

Table 3.4: Prioritising waste streams requiring waste management for a high density housingand commercial development

OverviewThis guidance note summarises the specificproject requirements for good practice WMMthat the contractor may be required to meet.Requirements for the following key stages ofprocurement are outlined:� pre-qualification;� tender; and� contract clauses.

4.1 Pre-qualification requirementsThe pre-qualification process, if adopted onthe project, may be used to identify thosepotential contractors that will support theclient’s objectives for good practice WMM andwho will help to develop them further. This willform part of the overall prequalificationexercise for the project, in which prospectivebidders are asked to demonstrate credentialsagainst certain headline criteria.

In order to pre-qualify in terms of goodpractice WMM, the bidder will need todemonstrate their ability in the followingareas:� experience of designing and

implementing good practice in site wastemanagement; and

� ability to motivate and specifysubcontractors and waste managementcontractors to deliver the requiredperformance.

Model questions typically used in pre-qualification are provided in separate guidanceon good practice WMM entitled Achieving goodpractice Waste Minimisation and Management.

4.2 Tender documentation andcontractual agreementsThe client’s objective for good practiceWMM will translate into clear minimumrequirements in the tender documentation.There follows a summary of tenderrequirements the contractor will be expectedto meet, appropriate for all types of project,regardless of the procurement route:� setting quantitative KPIs and targets for

waste recovery from the most significantwaste streams and committing tocontinuous improvement targets forwaste reduction (refer to Guidance Notes5, 9 and 10);

� using the ICE Demolition Protocol wheredemolition is taking place as part of theproject (refer to Guidance Note 3);

� implementing good practice Site WasteManagement Plans in line with DTI andWRAP guidelines that also includes themeasurement of waste generated and thepercentage of waste disposed of at landfill(refer to Guidance Notes 3 to 10);

� providing waste quantities, costs anddestination in specified summary format(refer to Guidance Note 7);

� appointing a supply chain manager duringconstruction and operation (referGuidance Note 6);

� using waste management contractstendered on the basis of optional pricesfor segregation of waste streams andincreased reuse and recycling (refer toGuidance Note 8);


Guidance Note 4 Tender and contractual requirements for good practice






Client Design team Contractor and subcontractors


� requiring waste management contractorsto report the quantities of different wastestreams they manage, and the split ofeach waste stream between disposalroutes – landfill, reuse, recycling, energyrecovery (refer to Guidance Note 7 and 8);and

� employing subcontractors under thesame liability as the main contract toensure waste management requirementsare fed down the supply chain (refer toGuidance Note 6).

Prospective contractors will be requiredin their tenders to indicate the likely wasterecovery targets and KPIs that can beachieved on the project given the stage ofthe design. The reason for this is two-fold.Firstly, if the design incorporates goodpractice levels of waste minimisation, therewill be less potential for waste generationon site and therefore a lower target rateshould be adopted accordingly. Secondly,the contractor is better suited than theclient to propose recovery rates basedon their working practices.

The client is likely to stipulate that thesuccessful contractor sets waste recoverytargets and KPIs in agreement with the clientprior to appointment. Guidance Note 5provides further information on developingtargets and KPIs.

Indicative tender requirements and contractconditions that may be used to appoint themain contractor are included in separateguidance on good practice WMM entitledAchieving good practice Waste Minimisationand Management.



Guidance Note 5 Setting targets and Key Performance Indicators

OverviewThis guidance outlines how the contractor canset targets and Key Performance Indicators(KPIs) for waste recovery. In particular:� implement standard industry KPIs and

waste recovery recommendations toachieve good practice WMM. Considerableinformation and data specific to wastestreams and project type is provided inSection 5.1 to facilitate this; and

� contractors should establish their owncorporate targets and KPIs once theexperience of implementing good practiceWMM has been embedded into theorganisation. This will be an iterativeprocess each time performance isreviewed – refer to Guidance Note 10.

Setting targets Standard Good BestTargets based on standardindustry KPIsTargets based on internallydeveloped KPIs

5.1 Standard industry KPIsDelivering good practice requires thecontractor to propose and agree targets usingKPIs regarding both the amount of wastegenerated and the recovery of materials fromwithin that waste stream. Meeting thesetargets and KPIs will become a contractualobligation for the main contractor andsubcontractor and will enable the performanceof the project to be monitored during theconstruction phase.

The following types of target and KPIs can beestablished:� reduction in tonnage of waste per unit

of construction activity (evaluated as acontinuous improvement target) – if thedesigner and contractor identify specificareas to be targeted for improvement,such as recycling of plasterboard and

reduction in packaging waste, thenspecific targets can be agreed in theseareas. It is also possible to compare totalwaste quantities against the wastebenchmark maintained by ConstructingExcellence (i.e. the amount of waste(including extracted material, demolitionwaste etc) in m³ removed from site duringthe construction process per £100,000 ofproject value (m³/£100k));

� % of total waste sent to landfill –an example of setting this type of targetand how it was achieved is shown inBox 5.1 on the following page;

� % recovery of waste materials for reuseand recycling – different target levels maybe appropriate for different stages ofconstruction, such as demolition, newbuild, fit-out and refurbishment;

� % reuse of materials on site – particularlyrelevant where large-scale demolition isincluded; and

� waste created per build phase – breakingdown waste creation by build phase (e.g.site establishment, strip-out (both softand hard), construction works, fit-out, siteclearance) gives better clarity as to wherethe waste is being created. This enablesbetter planning for the types and volumesof waste being created and the setting ofKPIs and targets for different phases onlater projects. It is suggested that KPIsare set in tonnes per £100k of capitalcosts per build phase as this is moreaccurate than measuring in volume.

The measurement of ‘percentage recovery’KPIs enables the broad performance ofprojects to be compared between projects.Performance indicators and benchmarksbeing developed by BRE under theSMARTWaste scheme will allow projectsto be compared with industry benchmarksin the future.







Contractor and subcontractors

Pre-construction

Client Design team


To inform the setting of targets, WRAP haveestablished standard, good practice andbest practice waste recovery rates for a rangeof materials, as summarised in Table 5.1.Please note, the recovery rates shown in thetable are for total waste recovery, both on andoff site.

These rates are a summary of the recoverybenchmarks for a range of project types.Specific project opportunities are given inTable 5.2.

Material Standard Good Practice Best PracticeRecovery QuickWin Recovery

Timber 57 90 95Metals 95 100 100Plasterboard 30 90 95Packaging 60 85 95Ceramics 75 85 100Concrete 75 95 100Inert 75 95 100Plastics 60 80 95Miscellaneous 12 50 75Electrical equipment Limited information 70* 95Furniture 0-15 25 50Insulation 12 50 75Cement Limited information 75 95Liquids and oils 100 100 100Hazardous 50 Limited information** Limited information**

* This is a required recovery target for the type of WEEE likely to be produced from construction sites. e.g. lighting(the WEEE regulations, Jan 2007).

** This cannot be 100% as much hazardous waste (e.g. asbestos) must be landfilled.

Table 5.1: Standard, Good and Best Practice recovery rates by material (%)

Case study 5.1

Townmead Estate, WandsworthThe regeneration of Townmead Estate involves the demolition of residential flats andconstructing 5 multi-storey blocks for mixed use. A target was set to ensure that less than20% of waste produced throughout the project was sent to landfill – this was achieved byonsite segregation. A key issue was to raise the environmental awareness of thesubcontracted staff and ensure they were committed to its success.

The project benefited from an onsite logistics manager who carried out periodic monitoringof the site, including compliance with segregation measures and reporting on waste. Wheeliebins were placed in key areas for bulking up. Workers were allocated to collect wheelie binsand segregate into larger skips in the main waste storage area at the end of the day.

If waste is not disposed of correctly, an obstruction notice may be issued with photographicevidence. The subcontractor would be asked to remove the waste within a defined time;if the waste still remained then the cost of labour for removal would be deducted from thesubcontractor’s next payment. All of this was included in the contract conditions anddiscussed at the pre-start meeting.

Training was seen as a key success to segregation.

Client: Shepherds Bush Housing Association, Architects: Living Architects, Contractor: Mansell


For each project, the contractor shouldidentify the specific waste streams that willoffer potential Quick Win opportunities andthe likely recovery rate that can be achieved.

Under good practice, contractors will beexpected to indicate in their tenders the likelywaste recovery targets and KPIs that can beachieved on the project given the stage of thedesign. The reason for this is two-fold. Firstly,if the design incorporates good practice levelsof waste minimisation, there will be lesspotential for waste generation on site andtherefore a lower target rate should be adoptedaccordingly. Secondly, the contractor is bettersuited than the client to propose recovery ratesbased on their working practices.

To deliver good practice,Waste RecoveryQuick Wins (WRQW) should be targetedregardless of project type. A WRQW is animprovement in recovery (reuse or recycling)for a specific construction waste material,applicable on a range of construction projects,which will deliver a higher rate of recoverythan standard practice without increasingcosts and preferably with a cost saving. Byimplementing good practice ‘Quick Wins’ onthree to four of the key waste streams on anyproject (typically those which occur in thelargest quantities), there is potential toincrease overall recycling rates ofconstruction waste from standard industryperformance by more than 20%.

For example, the typical top five wastestreams, in terms of arisings by volume,for residential developments are:� concrete, bricks;� packaging;� timber;� plasterboard; and� miscellaneous.

For commercial developments, metals arealso typically a key waste stream.

In practical terms, the WRQWs and thepotential level of recovery will vary betweenprojects. This is dependant on waste that is:� produced in sufficient quantities to make

the operating costs of the recoverypractice economically attractive;

� easily segregated on site;

� significantly higher in value as asegregated waste compared to mixedwaste; and

� produced on a site where localreprocessing options for those wastestreams are readily available.

The extent to which material can be recoveredin a cost-effective way is determined by theamount of effort required and the nature of thetechnology utilised. In practice, the factorswhich influence these WRQWs will include:� waste recovery infrastructure – the local

availability of waste recovery infrastructure(e.g. the presence of a company able toreceive plasterboard, for instance, fromdemolition and/or construction projects,for onward recycling)6;

� gate fees – the gate fee charged formaterial accepted at landfill sites, exemptsites and reprocessing facilities; and thevalue gained from the sale of segregatedwaste materials where applicable;

� project baseline – the baselineperformance on waste recovery fromwhich the project is starting from;

� site type – the location and spaceconstraints of the site; and

� time – the programme and resourceconstraints of the project.

Project type and phaseWRQWs are achievable across a rangeof project types whether new build,refurbishment or fit out. This coversall sectors including residential, offices,retail, industrial and infrastructure.

Similarly, WRQWs will be available acrossall phases of the construction process. Thespecific material WRQWs may changebetween the following main project phases:� site clearance, preparations and

underground services (e.g. demolition,remediation, bulk earthworks, utilitiesand foundations);

� structural phase (e.g. frame, walls, roofs,floors, cladding);

� internal phase (e.g. internal walls,plastering and Mechanical & Electrical(M&E) plant);

� fit out (e.g. doors, suspended ceilings,bathroom suites & tiling, carpets &flooring, electrics); and

� external works (e.g. roads, pavements,hard & soft landscaping).

6 Publicly available directories of construction-related recycling sites are available from WRAP (www.aggregain.org.uk/supplier_directory/index.html),BREMAP (www.bremap.co.uk) and the CIRIA database (www.ciria.org.uk/recycling).


Project type Phase Materials Good Best(ranked by Segregated practice practicetonnage of in case Standard recovery recoveryarisings) study recovery% (QW)% %

Commercial new build Structural/internal Cement N 70 75 95Timber N 57 90 95Plasterboard N 30 90 95Concrete N 75 95 100Miscellaneous N 12 50 75

Commercial new build Internal – fit-out Miscellaneous N 12 50 75Timber Y/N 57 90 95Packaging N 60 85 95

Commercial refurbishment Site clearance/structural Concrete N 75 95 100Inert Y 75 95 100Timber N 57 90 95

Commercial refurbishment Fit-out Plasterboard Y 45 90 95Metals N 95 95 100Packaging N 60 85 95Miscellaneous N 12 50 75

Public new build Internal Plasterboard N 30 90 100Metals N 95 100 95Packaging N 60 85 95

Public refurbishment Structural/fit-out Packaging N 60 85 95Timber N 57 90 100Metals N 95 95 95

Commercial refurbishment Structural/internal Timber N 57 90 75Miscellaneous N 12 50 100Ceramics N 75 95 100Concrete N 75 95 100

Retail new build Internal/fit-out/external Packaging N 60 85 95Plasterboard N 30 90 95Cement N 70 75 90

High density housing Internal/fit-out Plasterboard Y 30 90 100Ceramics N 75 85 95Plastics/Packaging N 60 80/85 95

Housing All Timber Y 57 90 95Packaging N 60 85 95Plastic Y 60 80 100

Public new build Structural, internal, Inert N 75 95 100external Ceramics N 75 85 95

Plasterboard N 30 90 95Public new build Fit-out Plasterboard N 30 90 100

Ceramics N 75 85 95Packaging N 60 85 100

Retail refurbishment Site clearance/structural Concrete N 75 95 100Inert Y 75 95 100Timber N 57 90 95

Retail refurbishment Structural/internal Timber N 57 90 75Miscellaneous N 12 50 100Ceramics N 75 95 100Concrete N 75 95 100

Retail refurbishment Fit-out Plasterboard Y 45 90 95Metals N 95 100 100Packaging N 60 85 95Miscellaneous N 12 50 75

Infrastructure Site clearance/structural Inert Y 75 95 100Metals N/A 90 100 95Timber N/A 57 90

Table 5.2: Standard, Good and Best Practice recovery rates by material

Case study 5.2

Recovery rates achieved on a public refurbishment projectThis £20m project involved the strip-out and refurbishment of anoffice building in the heart of London’s financial district. The projectwas on a rolling programme and managed on a floor by floor basis.

The main challenge that affected the management of waste was thelarge scale of the site and the lack of access as the building was tobe in occupation as the work was undertaken. The lack of accesswas also a problem vertically through the existing lift shafts as therewas no space for hoist erection.

Waste was segregated at source into timber, metals, plasterboardand general waste. The expected recovery rates to be achieved areshown in the table below:

Although the recovery rate for timber is below the Quick Win rateidentified in Table 5.2 on the previous page (80% compared with90%), plaster achieved a 100% recovery rate.


Table 5.2 on the previous page showsstandard, good practice and best practicerecovery rates for different project types andphases based on a study by WRAP including aseries of actual case studies (this study wasconducted by EnviroCentre with Bovis LendLease). An indication is also given as towhether segregation took place at the casestudy sites (refer to Guidance Note 8 forfurther information regarding segregation).

The table demonstrates how performancecould be improved through the application ofWRQWs and should be used as a starting pointfor contractors to develop project specific goodpractice recovery rates.

5.2 Internally developed KPIsTo meet best practice, targets should be basedon specific KPIs developed by the contractoronce the lessons learnt from previous projectreviews have been embedded within thecompany – refer to Guidance Note 10 forembedding lessons learnt. The starting pointis for the contractor to gather data on wastegeneration and recovery from their sites inorder to determine their baselineperformance. With regards to this baseline,the contractor can then set challenging butachievable KPIs to improve performance.It is then possible to demonstrate continuedperformance in the area of waste managementwhich has wider business benefits.

Key roles and responsibilitiesCorporate Level/Senior Set requirements for the procurement of designers, subcontractors, waste managementManagement (including contractors and suppliers to ensure that the procured party has the right credentials.the Environmental team)

Commitment to implement KPI measurements for waste as part of the corporateobjectives.

Develop company specific performance targets based on company specific waste data.

Procurement/ Measure and monitor all waste arisings. Responsibility should be allocated to an individuallogistics team on site to ensure that all monitoring is carried out. Data to be reviewed with the

environmental team to set KPIs for future projects.

Responsibility for identifying Quick Wins on site.

Ensure that procurement is carried out using the guidelines, KPIs and criteria set out atcorporate level.

Site team Measure and monitor all waste arisings. Responsibility should be allocated to an individualon site to ensure that all monitoring is carried out. Data to be reviewed with theenvironmental team to set KPIs for future projects.

Responsibility for identifying Quick Wins on site.

Summary of key actions – Setting targets

Waste Recovery rate Carbon impact(expected) % kg

Benchmark Mixed general unsegregated 62-70 85

Actual Metals 95 67Timber 80 76Plaster 100 31Rubble 90 6Compactor waste 60 46General waste 60 39

Total 265


Guidance Note 6 Allocate responsibilities and contracts

OverviewThis guidance note covers the followingkey areas:� an introduction to waste management

under the Duty of Care Regulations andfurther sources of information;

� typical waste managementresponsibilities for the main contractor,subcontractors and waste managementcontractor; and

� comprehensive model contract clausescovering a range of requirements for bothsubcontractors with waste managementresponsibilities and waste managementcontractors.

Duty of care Standard Good BestDocumentation showingcompliance withlegal requirementsResponsibility for wastemanagementOne person designatedas overall waste championResponsibility for individualareas designated toindividualsWaste management contractorsDialogue to establishopportunities for recyclingContractual agreementswith high recycling levels;partnershipsSubcontractorsAgreements withsubcontractors onhow to manage wasteContractual agreementswith set targets andregular reviews

6.1 Duty of CareA formal system for compliance with TheEnvironmental Protection (Duty of Care)Regulations, 1991 and the Hazardous Waste(England and Wales) Regulations 2005 (asamended) must be put in place on allconstruction sites that generate waste.Compliance with the provisions of the Duty ofCare Regulations is a legal requirement whichmust be complied with on all constructionsites where waste is generated.

There is extensive information available toassist contractors meet their Duty of Careobligations. Useful information resourcesare listed in Box 6.1 although the list is notexhaustive.


reuse and recycling routes






Pre-construction

Client Design team

Box 6.1: Information resourcesEnvironment Agency – Regulator for waste legislation in Englandand Wales – www.environment-agency.gov.ukA guide to Consigning Hazardous WasteHazardous Waste Legislation 2005Registration of premises producing hazardous wasteEuropean Waste Codes

Scottish Environment Protection Agency (SEPA) – Regulatorfor waste legislation in Scotland – www.sepa.org.uk/guidanceA Guide to Consigning Special WasteSpecial Waste Amendment (Scotland) Regulations 2004 –Hazardous Waste: Interpretation of the definition and classificationof hazardous wasteEuropean Waste Codes

Department of Environment Northern Ireland – Regulator forwaste legislation in Northern Ireland – www.doeni.gov.uk

NetRegs – Guidance on how to comply with environmental law aswell as advice on good environmental practice. The comprehensivesection on construction provides advice and guidance on hundredsof activities – www.netregs.gov.uk

Hazred – is a three-year European project co-funded by theEU Life Environment programme, which aims to help small- andmedium-sized enterprises (SMEs) prevent and reduce theirproduction of hazardous wastes, saving them money in theprocess – www.hazred.org.uk


Guidance Note 6 Allocate responsibilities and contracts

OverviewThis guidance note covers the followingkey areas:� an introduction to waste management

under the Duty of Care Regulations andfurther sources of information;

� typical waste managementresponsibilities for the main contractor,subcontractors and waste managementcontractor; and

� comprehensive model contract clausescovering a range of requirements for bothsubcontractors with waste managementresponsibilities and waste managementcontractors.

Duty of care Standard Good BestDocumentation showingcompliance withlegal requirementsResponsibility for wastemanagementOne person designatedas overall waste championResponsibility for individualareas designated toindividualsWaste management contractorsDialogue to establishopportunities for recyclingContractual agreementswith high recycling levels;partnershipsSubcontractorsAgreements withsubcontractors onhow to manage wasteContractual agreementswith set targets andregular reviews

6.1 Duty of CareA formal system for compliance with TheEnvironmental Protection (Duty of Care)Regulations, 1991 and the Hazardous Waste(England and Wales) Regulations 2005 (asamended) must be put in place on allconstruction sites that generate waste.Compliance with the provisions of the Duty ofCare Regulations is a legal requirement whichmust be complied with on all constructionsites where waste is generated.

There is extensive information available toassist contractors meet their Duty of Careobligations. Useful information resourcesare listed in Box 6.1 although the list is notexhaustive.








Pre-construction

Client Design team

Box 6.1: Information resourcesEnvironment Agency – Regulator for waste legislation in Englandand Wales – www.environment-agency.gov.ukA guide to Consigning Hazardous WasteHazardous Waste Legislation 2005Registration of premises producing hazardous wasteEuropean Waste Codes

Scottish Environment Protection Agency (SEPA) – Regulatorfor waste legislation in Scotland – www.sepa.org.uk/guidanceA Guide to Consigning Special WasteSpecial Waste Amendment (Scotland) Regulations 2004 –Hazardous Waste: Interpretation of the definition and classificationof hazardous wasteEuropean Waste Codes

Department of Environment Northern Ireland – Regulator forwaste legislation in Northern Ireland – www.doeni.gov.uk

NetRegs – Guidance on how to comply with environmental law aswell as advice on good environmental practice. The comprehensivesection on construction provides advice and guidance on hundredsof activities – www.netregs.gov.uk

Hazred – is a three-year European project co-funded by theEU Life Environment programme, which aims to help small- andmedium-sized enterprises (SMEs) prevent and reduce theirproduction of hazardous wastes, saving them money in theprocess – www.hazred.org.uk


6.2 Responsibilities ofsubcontractors and wastemanagement contractorsResponsibility for waste management isusually assigned to either of the followingparties:� main contractor;� trade contractor(s); and� waste management contractor.

Table 6.2 below can be used to recordwhich party has responsibility for wastemanagement for each site activity/subcontractor work package.

Themain contractor’s responsibilities on siteshould include but not be limited to thefollowing:� provide an area for a waste compound

where segregated materials for onsite reuse or off site recycling can besafely stored;

� monitor the general site conditions interms of waste management. Ensure thetrade contractors keep their work areassafe and tidy; and

� where there have been large volumes ofwaste (from improper storage or damage)of any materials, investigate further andcarry out a review.

The waste company/logistic company’sresponsibilities should include but not belimited to the following:� supply and management of roll on roll off

skips/wheelie bins, weighbridge systemsand labour at the site’s waste compound;

� management of waste compound;� ensure correct segregation of waste

at the waste compound;� manage and monitor waste streams and

quantities to ensure maximum reuse andrecycling potential;

� maintain legal compliance (includingmaintenance of records);

� respond to waste incidents on site;� arrange and deliver skips; and� report information on waste production

and recycling quantities on a weekly andmonthly basis.

The trade contractors’ main responsibilitiesshould include but not be limited to thefollowing:� each trade contractor is responsible for

maintaining a safe and tidy work area; and� each trade contractor is required to

engage in material segregation on site.

At tender stage, all potential trade contractorsshould be required to demonstrate thefollowing:� steps will be taken to minimise waste

brought onto site. Plasterboard, pallets,plastic wrapping and cardboard to betaken back to the product manufacturervia take back schemes;

� how pre-fabricated materials aremaximised in the design; and

� the expected waste quantities for eachmaterial stream to be identified, includinghazardous waste.

Table 6.2: Waste Management responsibilities

To download thetemplate on this




Financial arrangementsType 1: All trade contractors to take on the

cost of waste disposal. The fee isagreed between the main contractorand the waste management company.

Type 2: Agree a waste level between the tradecontractors. If the level is exceeded,the trade contractor has to pay apenalty charge. This can only beachieved if the main contractorrequests that the trade contractorsare to estimate their waste quantityat the start of the project.

Trade contractors must be made to financiallycompensate the waste management companyif the waste management equipment isdamaged.

Model contract clauses for the wastemanagement responsibilities of tradesubcontractors and the waste managementcontractor are included below in sections 6.3and 6.4.

6.3 Appointing subcontractors withwaste management responsibilities6.3.1 Subcontractor pre-qualificationAn assessment of the capacity andcompetence to respond to a requirement forgood practice waste management should beincluded in the pre-qualification process forall subcontractors who will be generatingwaste on site. The following pre-qualificationquestion can be raised to assess the ability andattitude of potential subcontractors to deliverwaste management before appointment:

Does your company have the skills andexperience to implement good practicewaste management in accordance withWRAP guidance during the design and/orconstruction phase(see www.wrap.org.uk/construction)?

The selection of subcontractors (and siteworkers generally) who are more receptiveto good practice WMM can be important toovercome embedded working practices whenimplementing the new initiative. If goodpractice WMM is made an essential selectioncriteria it will help to reduce any resistance tochange that may exist. Specific key strategicactions are included within Appendix A.

6.3.2 Contract conditions for subcontractorwaste management responsibilitiesIndicative contract clauses relating to thewaste management responsibilities of eachsubcontractor appointed on the project areprovided below. The scope of these clausescan be amended to suit the specificcharacteristics of the project.

1.0 Overall strategyA three stage strategy for waste managementis to be adopted by all subcontractors:1. Waste Minimisation – reducing the

quantity of waste before it comes on tosite and avoiding unnecessary wasteproduced on site.

2. Waste Reuse – reusing materialgenerated on site through both thedemolition and construction phases.

3. Waste Management – minimising thequantity of waste generated that issent to landfill, through segregationand recycling.

1.1 Waste MinimisationEvery attempt is to be made to minimise wasteby actively pursuing the reduction of waste atsource. Prior to starting work on site, all tradecontractors are to demonstrate the measuresthey propose to minimise waste that could begenerated on site.

Examples of waste minimisation include:� steel banding instead of shrink-wrapping

on e.g. bricks, light steel bundles;� eliminating both cardboard boxes and

shrink-wrapping on the same package;

Case study 6.1

Greenwich Millenium VillageAn example of how assigning responsibilities for waste minimisationcan achieve significant savings is given by the Greenwich MillenniumVillage project. This is part of the redevelopment of the GreenwichPeninsula and was a joint venture development by CountrysideProperties and Taylor Woodrow with English Partnerships.Measures associated with responsibilities and contracts included:� appointing a waste champion with support from the project

director;� making waste minimisation contractually binding through

the use of specific contract clauses;� pinpointing responsibility for specific wastes; and� engaging the whole supply chain in waste minimisation.

A waste reduction target of 50% by volume was set from a baselinefigure of 50m3 per dwelling. This was exceeded in practice, withPhase 1a achieving 23.4m3 and Phase 2a 20.5m3, reductions of 53%and 57% respectively.


� shredded paper filler instead ofpolystyrene chips;

� using plasterboard strips to separatebatches of plasterboard when beingoffloaded rather than timber separatorsin order to reduce the range ofmaterials wasted ;

� providing materials to the correct sizeto reduce off-cut waste;

� supplying goods in economical quantities,thus reducing the amount of deliveriesand maximising packaging; and

� just-in-time delivery and safe and securestorage of materials to minimise risk ofdamage to materials stored on site.

1.2 Waste Reuse(where demolition is part of the works)Demolition material on site will be reusedfor temporary hard standings and roadways.Sorted demolition material will be used ashardcore for the permanent works. Duringconstruction an area will be created to allowmaterial to be reused or recycled.

1.3 Waste ManagementA target has been set within the [name ofrelevant document eg SWMP] to recycle [X%]of materials generated during theconstruction process.

Trade contractors are required to participatein all waste management activities on site.Trade contractors will need to define how theypropose to manage waste produced on siteand complete a Waste Management Plan(Table 6.3 below).

A Waste Management Contractor will beappointed by the Main Contractor to managewaste disposal activities on site.

2.0 Contract responsibilities for wastemanagementResponsibility for waste management and theremoval of waste from site varies dependingon the nature of the activities being conducted.A summary of the waste managementresponsibilities is described in Table 6.4.

Wastematerials Estimated quantity PLANNED ACTIONS(tonnes) On-site Off site

Wasteminimisation recycling/reuse recycling/reuse Disposal

Table 6.3: Waste Management Plan

Table 6.4: Waste Management Responsibilities (examples)

Trade Contractor has fullresponsibility for their ownwaste management

Waste Management Contractor hasresponsibility for overall wastemanagement and removal of wastefrom site.

Individual contractors have localresponsibility for segregation anddistribution of waste on site to thewaste compound.

TypeATradeContractor

TypeBTradeContractor

Site activity Primary waste streams Wastemanagement responsibility

Demolition and site clearance Hardcore, spoil, timberGroundworks SpoilFoundations/piling Spoil and hardcoreStructure Bulk concrete, miscellaneous hardcore &metalDrylining Plasterboard (waste to be removed

by trade supplier)Brick/blockwork Bricks (crushed and incorporated into works)Building envelope Timber, plastic, cardboard, hardcore/rubble,

metal, special wasteMechanical & Electrical Cables, metal, timber, plastic, cardboard,

plastic packaging, special wasteTrades (Joinery, Painting, Timber, cardboard, plastic packaging,Plastering, etc.) special wasteLandscaping and Topsoil, green wastehabitat restoration/creationSite re-instatement, removal of Timber, hardcore, metal, office wastesite offices and final clear awayOffice activities Paper, cardboard, plastic packaging,

general office wasteCatering facilities Food waste, packaging


2.1 Type A Trade Contractor –removing own wasteType A Trade Contractors are responsible forthe removal and management of their ownwaste and will collect, store, segregate anddispose of all waste materials in accordancewith industry best practice and currentlegislation.

Regulatory RequirementsType A Trade Contractors are to ensure that allwaste carriers and disposal sites hold currentand valid licences (or exemption certificates)for the type of waste being disposed of.

Trade contractors are to ensure that alldocumentation (transfer notes, consignmentnotes etc) is correctly completed and retainedon file for the appropriate period of time(i.e. 2 years for transfer notes and 3 yearsfor consignment notes for hazardous/specialwaste/paint).

Type A Trade Contractors are to provide theMain Contractor with copies of the followingfor all waste leaving the site:� Waste Carriers Licences;� Waste Management Licenses;� Waste Exemption Certificates;� Waste Transfer Notes; and� Special Waste Consignment Notes.

Type A Trade Contractors are to ensure that afull set of documentation is handed over to theMain Contractor at the end of the contractperiod. This should include all wasteconsignment paperwork on a monthly basis.

Waste ReportingType A Trade Contractors are to providemonthly figures of all waste removed from siteto the Main contractor. Data provided mustinclude the following information:� type of waste material;� total quantity of waste material types by

volume (m3) and/or weight (tonnes);� the waste management option for each

waste material type (e.g. landfill, reuse,recycling); and

� the percentage of each waste materialtype that is recycled or reused.

2.2 Type B Trade Contractors –not removing their own wasteA designated Waste Management Contractorwill be appointed by the Main Contractor.

Type B Trade Contractors are required tocontract with the appointed WasteManagement Contractor for all wastemanagement services relating to wasteproduced on site.

3.0 Onsite Waste Management3.1 Waste ContainersAll skips and containers will be provided byand managed by the Waste ManagementContractor.

Labelled (waste type) and colour coded skipsand containers (refer to Guidance Note 8,section 8.1.1) will be logged out to each tradecontractor for their use:� Scrap metal and cables Blue� Wood Green� Plasterboard White� Cardboard Brown� Inert Grey� Hazardous Orange

The Waste Management Contractor will beresponsible for maintaining a register of thecontainers which are logged out to each tradecontractor. Each container is to be labelledwith a number that is unique to the tradecontractor.

Trade Contractors are to be responsible forthe care of containers logged out to them andwill be held liable for any damage to thecontainer.

Each Trade Contractor is to be responsiblefor collecting empty containers from thedesignated Waste Collection point andreturning their filled containers.


3.2 Waste Segregation and Storage on siteTrade Contractors are to be responsible forthe control and management of their wasteincluding correctly segregating their wasteand placing it into their allocated containers.All waste must be stored within allocatedcontainers in designated areas and awayfrom surface water drains.

Trade Contractors are to pay particular careto the segregation and correct, safe storageof ‘special’ or hazardous wastes.

3.3 Special WasteThe term ‘Special Waste’ is given to waste thatis hazardous or difficult to handle. Examplesof special waste include oil, paint, adhesives,solvents, batteries, asbestos and chemicals.

More stringent rules apply to the storage anddisposal of special waste. All special waste tobe disposed of by trade contractors is to beaccompanied by a COSHH material safetydata sheet.

Special waste is to be disposed of byarrangement with the Waste ManagementContractor. Where the trade contractor wishesto make alternative arrangements for thedisposal of special waste, the agreement ofMain Contractor is required before specialwaste is removed from site.

Where plant maintenance is carried out onsite, used oil shall be stored in a bunded areafor collection. Oil and fuel filters should alsobe stored in a designated bin in a bunded areafor separate collection and recycling. Used oiland filters are designated as special waste.

The discovery of any medical waste, includinghypodermic needles, which may have been incontact with body fluids found on site must bereported to the Main Contractor who will thenarrange for safe and legal disposal to theappropriate facility.

Highly flammable waste must be storedseparately in appropriate containers. Firefighting equipment must be provided by theTrade Contractor.

3.4 Waste DisposalTrade Contractors are to move the filled wastecontainers to the designated Waste CompoundArea. Upon arrival at the Waste Compound,the Waste Management Contractor checks the

container to ensure the waste contained withinis suitably segregated and the container itselfremains in good condition.

Where waste is segregated, the WasteManagement Contractor will accept thecontainer from the trade contractor.

Where Trade Contractors waste is notadequately segregated, the person withresponsibility for waste management isauthorised to refuse acceptance of thecontainer and will log the container backin until the trade contractor has properlysegregated it or dispose of it as general waste.This will be agreed/checked with the MainContractor. General, unsegregated waste willbe charged to the Trade Contractor at a higherrate per tonne than segregated wastes.

3.5 Site Housekeeping and ‘Orphaned’ WasteEach Trade Contractor is responsible formaintaining a clean and tidy working area.This includes the prompt removal of waste andother debris. Particular attention should bepaid to access and egress routes such asdoorways, corridors, stairs, and pedestrianand traffic routes through the site.

The Waste Management Contractor isresponsible for periodically monitoring thegeneral state of the site working area forwaste management and safety purposes.

Where the Waste Management Contractoridentifies waste that is unsuitably storedfor either environmental or safety reasons,he shall document the area and issue anon-compliance notice to the responsibleTrade Contractor to tidy the area withina given time period.

The Waste Management Contractor shallbe responsible for following up the issue ofthe notice at the expiry of the time period toensure the waste has been removed and todocument the condition of the area.

Where the waste has not been removed withinthe given time period, or where a TradeContractor cannot be contacted to remove thewaste within a reasonable time, or where thewaste is likely to cause a Health and Safety orEnvironment risk, the Waste ManagementContractor shall take pictorial documentationand arrange for the immediate removal of thewaste. Any costs incurred by the Waste


Management Contractor as a result of thewaste removal will be charged to the TradeContractor responsible.

If, after investigations, a responsible TradeContractor cannot be identified the WasteManagement Contractor will arrange for theremoval of the waste and a surcharge willbe made to all Trade Contractors working inthat area in accordance with the terms andconditions of the subcontract.

In the event of any disputes between theWaste Management Contractor and TradeContractors that cannot be resolved, the MainContractor will act as liaison to mediate thefinal outcome. The decision of the MainContractor in any dispute resolution will befinal and will not be open to any appeal.

3.6 Waste CompoundA designated area of the site (WasteCompound) will be provided for the storageof skips, location of management facilitiesand equipment. This area will be operatedand managed by the Waste ManagementContractor.

The Waste Management Contractor shallsupply all skips and waste containers for thesegregation and storage of waste within thecentral waste management compound.

The Waste Management Contractor shall beresponsible for the correct storage and controlof waste located within the Waste Compoundto ensure environmental pollution isprevented.

The waste contained within the WasteCompound will be segregated, as a minimum,into the following material types for reuse orrecycling wherever possible:� timber;� pallets;� plastic;� cardboard;� office paper (for site offices only);� hardcore;� scrap metal and cable;� non recyclable waste; and� special waste (empty containers)

– Container A – Flammables; paints,solvents, epoxy resins

– Container B – Oily waste

The plasterboard supplier is to be responsiblefor the disposal/recycling of plasterboard.

The brickwork supplier is to be responsible forthe disposal/recycling of brick and block work.This material may be crushed and added tothe perimeter road.

The Waste Management Contractor shallsupply and maintain other managementequipment as necessary for the effectivemanagement of the Waste Compound:� compactors;� baling equipment;� lifting equipment;� weighing equipment; and� site offices.

6.4 Waste management contractors6.4.1 Appointing waste managementcontractorsThe waste management contractor shouldbe appointed as early as possible in thepre-construction planning stage. The wastemanagement contractor can provide expertadvice regarding setting up the SWMP andassessing potential recovery rates from thewaste streams generated. If the projectincludes the strip out or demolition of anexisting building, the waste managementcontractor can assist in the preparation ofa full site waste audit to ensure reclamationopportunities are not missed. Refer to GuidanceNote 3 for roles and responsibilities forpreparing pre-strip out and demolition audits.

Before appointing the waste managementcontractor, KPIs should be established for theproject and communicated to tenderingparties. An essential KPI for a wastemanagement contractor, for example, wouldbe to have a system in place for quantifyingsite specific waste. Other relevant KPIsinclude recovery rates for reuse and recycling.Refer to Guidance Note 5 for furtherinformation on setting waste recovery targets.

6.4.2 Contract clauses for wastemanagement contractorsIndicative contract clauses relating to theappointment of a waste managementcontractor on the project are provided. Thescope of these clauses can be amended to suitthe specific characteristics of the project.

1.0 Waste Management ContractorThe Waste Management Contractor is toprovide suitable waste containers, plant,equipment and personnel as necessary to meetthe requirements set out in this document andthe Site Waste Management Plan.


The quantity and type of waste produced byeach trade contractor shall be recorded by theWaste Management Contractor.

The Waste Management Contractor shallemploy persons with the necessary skills andexperience to meet its obligations under theWaste Management Plan.

The Waste Management Contractor shallensure that aWaste Manager(s) is employed(key responsibilities are defined under 1.1below) and shall have:� appropriate knowledge, training and

experience to meet their keyresponsibilities;

� sufficient authority to perform theirduties and delegate to other competentpersonnel where necessary (e.g.management responsibility andauthority); and

� a permanent presence at the site(i.e. staff cover to be arranged in theevent of sickness, holidays, etc).

1.1 Key responsibilitiesThe key responsibilities of the Waste Managerare as follows:� compliance with environmental

legislation in relation to wastemanagement, including compliance withthe Duty of Care and the requirements ofthe Environmental Protection Act 1990and related legislation;

� monitor Trade Contractors’ compliancewith the Site Waste Management Plan;

� management of all waste on site, in termsof segregation, storage, movement ofwaste around the site;

� ensure a clean and tidy site at all times,in terms of waste;

� following up incidents of ‘orphaned’waste;

� managing the distribution, location andcondition of waste containers aroundthe site;

� arrangements for the transfer of wastefor treatment, recycling or disposal;

� maintenance of accurate records (WasteTransfer Notes, Special WasteConsignment Notes, copies of WasteCarriers Licences, Waste ManagementLicences and Exemption details);

� monitoring and monthly reporting to theMain Contractor accurate information onthe quantities of waste recycled, reusedand landfilled for each material type toassess performance against agreed wasterecycling targets;

� compiling data relative to KeyPerformance Indicators;

� supervision and management of thewheel wash located adjacent to theWaste Compound;

� liaising with the Main Contractor toensure vehicle movements and deliveriesare planned;

� arrange collection and delivery of skips;� propose improvements to increase

recycling/reuse of waste or improvemanagement of waste on site;

� attend weekly meetings with the MainContractor, agree agenda and makeand distribute a record of each meetingand action points arising to an agreedtemplate; and

� management of other personnel underhis direction.

1.2 Reporting and DocumentationThe Waste Manager shall retain (and keepup-to-date) the following information:� Waste Transfer Notes and Special Waste

Consignment Notes;� copies of the Carriers Licence for

all carriers used;� copies of the Waste Management

Licences (or exemptions) for alldestinations of waste;

� a register of containers logged toeach trade contractor; and

� quantities (weight and volume) ofwaste produced.

The Waste Manager shall supply the followinginformation to the Main ConstructionContractor on a monthly basis:� the quantity (weight and volume) of waste

produced for each waste type togetherwith the destination of that waste (reused,recycled, land filled, etc.) for each tradecontractor and for the site as a whole;

� details of abandoned or damaged wastecontainers; and

� recommendations for improved wastemanagement/minimisation.

1.3 Waste ContainersAll skips and containers will be provided byand managed by the Waste ManagementContractor.


Labelled (waste type) and colour coded skipsand containers (refer to Guidance Note 8,section 8.1.1) will be logged out to each tradecontractor for their use:� Scrap metal and cables Blue� Wood Green� Plasterboard White� Cardboard Brown� Inert Grey� Hazardous Orange

The Waste Management Contractor will beresponsible for maintaining a register of thecontainers which are logged out to each tradecontractor. Each container is to be labelledwith a number that is unique to the tradecontractor.

Trade Contractors are to be responsible forthe care of containers logged out to themand will be held liable for any damage tothe container.

Each Trade Contractor is to be responsiblefor collecting empty containers from thedesignated Waste Collection point andreturning their filled containers. Types ofcontainer include:� bags;� wheelie bins;� mini skips;� skips;� front/rear end loaders;� compactors/balers;� mobile crushers/shredders; and� bulk.

1.4 Waste Segregation and Storage on siteTrade Contractors are to be responsible forthe control and management of their wasteincluding correctly segregating their wasteand placing it into their allocated containers.All waste must be stored within allocatedcontainers in designated areas and awayfrom surface water drains.

Trade Contractors are to pay particular careto the segregation and correct, safe storageof ‘special’ or hazardous wastes.

1.5 Special WasteThe term ‘Special Waste’ is given to waste thatis hazardous or difficult to handle. Examplesof special waste include oil, paint, adhesives,solvents, batteries, asbestos and chemicals.

More stringent rules apply to the storage anddisposal of special waste. All special waste tobe disposed of by trade contractors is to beaccompanied by a COSHH material safetydata sheet.

Special waste is to be disposed of byarrangement with the Waste ManagementContractor. Where the trade contractor wishesto make alternative arrangements for thedisposal of special waste, the agreement ofthe Main Contractor is required before specialwaste is removed from site.

Where plant maintenance is carried out onsite, used oil shall be stored in a bunded areafor collection. Oil and fuel filters should alsobe stored in a designated bin in a bunded areafor separate collection and recycling. Used oiland filters are designated as special waste.

The discovery of any medical waste, andhypodermic needles, that may have been incontact with body fluids found on site must bereported to the Main Contractor who will thenarrange for safe and legal disposal to theappropriate facility.

Highly flammable waste must be storedseparately in appropriate containers and firefighting equipment must be provided by theTrade Contractor.

1.6 Waste DisposalTrade Contractors are to move the filled wastecontainers to the designated Waste CompoundArea. Upon arrival at the Waste Compound,the Waste Management Contractor checks thecontainer to ensure the waste contained withinis suitably segregated and the container itselfremains in good condition.

Where waste is segregated, the WasteManagement Contractor will accept thecontainer from the trade contractor.

Where Trade Contractors’ waste is notadequately segregated, the person withresponsibility for waste management isauthorised to refuse acceptance of thecontainer and will log the container back inuntil the trade contractor has properlysegregated it or dispose of it as general waste.This will be agreed/checked with the MainContractor. General/unsegregated waste willbe charged to the Trade Contractor at a higherrate per tonne than segregated wastes.


1.7 Site Housekeeping and ‘Orphaned’ WasteEach Trade Contractor is responsible formaintaining a clean and tidy working area.This includes the prompt removal of wasteand other debris. Particular attention shouldbe paid to access and egress routes such asdoorways, corridors, stairs, and pedestrianand traffic routes through the site.

The Waste Management Contractor isresponsible for periodically monitoring thegeneral state of the site working area forwaste management and safety purposes.

Where the Waste Management Contractoridentifies waste that is unsuitably storedfor either environmental or safety reasons,he shall document the area and issue anon-compliance notice to the responsibleTrade Contractor to tidy the area within agiven time period (e.g. 4 hours, or until theend of the day).

The Waste Management Contractor shall beresponsible for following up the issue of thenotice at the expiry of the time period toensure the waste has been removed and todocument the condition of the area.

Where the waste has not been removed withinthe given time period, or where a TradeContractor cannot be contacted to remove thewaste within a reasonable time, or where thewaste is likely to cause a Health and Safety orEnvironment risk, the Waste ManagementContractor shall take pictorial documentationand arrange for the immediate removal of thewaste. Any costs incurred by the WasteManagement Contractor as a result of thewaste removal will be charged to the TradeContractor responsible.

If, after investigations, a responsible TradeContractor cannot be identified the WasteManagement Contractor will arrange for theremoval of the waste and a surcharge will bemade to all Trade Contractors working in thatarea in accordance with the terms andconditions of the subcontract.

In the event of any disputes between the WasteManagement Contractor and TradeContractors that cannot be resolved, the MainContractor will act as liaison to mediate thefinal outcome. The decision of the MainContractor in any dispute resolution will befinal and will not be open to any appeal.

1.8 Waste CompoundA designated area of the site (WasteCompound) will be provided for the safestorage of skips, location of managementfacilities and equipment. This area will beoperated and managed by the WasteManagement Contractor and will be arrangedin conjunction with the Main Contractor.

The Waste Management Contractor shallsupply all skips and waste containers for thesegregation and storage of waste within thecentral waste management compound.

The Waste Management Contractor shall beresponsible for the correct storage and controlof waste located within the Waste Compound toensure environmental pollution is prevented.

The waste contained within the WasteCompound will be segregated, as a minimum,into the following material types for reuse orrecycling wherever possible:� timber;� pallets;� plastic;� cardboard;� office paper (for site offices only);� hardcore;� scrap metal and cable;� non-recyclable waste; and� Special Waste (empty containers)

– Container A – Flammables; paints,solvents, epoxy resins

– Container B – Oily waste

The plasterboard supplier is to be responsiblefor the disposal/recycling of plasterboard.

The brickwork supplier is to be responsible forthe disposal/recycling of brick and blockwork.This material may be crushed and added tothe perimeter road.

The Waste Management Contractor shallsupply and maintain other managementequipment as necessary for the effectivemanagement of the Waste Compound:� compactors;� baling equipment;� lifting equipment;� weighing equipment; and� site offices.


OverviewThe key actions described in this guidancenote are:� preparing Waste Management Action

Plans showing different wasteminimisation and managementopportunities for a range of wastematerials including disposal routes;

� forecasting the total cost of waste; and� undertaking a site clearance waste audit

once construction has finished and beforethe site clearance process commences.

Identification of waste Standard Good Bestarisings and disposal routes

Listed in the SWMP beforesite work commencesOpportunities for recycling/reuse identified prior toconstructionWaste minimisationincluded in the design;prefabrication etcReuse of materialsInert materialsConcrete, soils and inertmaterials on and off siteReuse area on site forall materialsRecycling of materialsMetals and high valuematerialsTimber, plasterboard,packaging and inertTake-back schemes withsuppliers for materials,packaging etc

7.1 Planning the reduction, reuse andrecycling of wasteVarious waste options should be consideredfor the likely waste arisings on site. Thisshould follow the waste hierarchy andconsider at the outset waste minimisation,reuse and recycling (on and off site), recoveryof energy and finally disposal to landfill. It maybe useful to talk to the waste managementcontractor to establish the various optionsthey have for waste once it is removed off site.Planning for waste management will informthe site if any specialised equipment isrequired e.g. a mobile crusher for recyclingaggregates, provide advanced warning ifexemptions or licenses are required andplan for the appropriate use of space andcontainers. In terms of waste minimisation,it will also support any discussions with thedesign team and client. For example if ceilingheights are designed to correspond withplasterboard heights, there should be areduction in off-cuts, particularly for partitionwalls where boards can be ordered in bulk,already manufactured to floor-ceiling height.

From this information proposed targets forsegregation on site, recycling of materials anddiversion of waste from landfill, as detailed inGuidance Note 5, can be set.

In Tables 7.1 and 7.2 that follow, indicativeWaste Management Action Plans are providedfor enabling works and construction worksshowing different waste minimisation andmanagement opportunities for a range ofwaste materials. Tables 7.3 to 7.5 describe thepossible waste management options for thedifferent types of materials that might begenerated on site.

Guidance Note 7 Identify waste arisings, reuse and recycling routes








Pre-construction

Client Design team


Best practice indicates that take-back schemesshould be used wherever feasible. The examplein Case study 7.2 on the next page shows ascheme for plasterboard take-back. Similarschemes are offered by other plasterboardmanufacturers. They typically are cost neutralor result in cost savings. Other take-backschemes exist for insulation, bricks/blocksand packaging.

Envirowise also provide guidance on identifyingwaste arisings, types and amounts in theirpublication entitled An introduction to Site WasteManagement Plans (reference GG642) whichcan be downloaded from their websitewww.envirowise.gov.uk/GG642

Case study 7.1

Langley Park, BeckenhamAn example of how segregation of waste streams and reuse of materials can save costs isgiven by Laing Homes large development at Langley Park, Beckenham. Measures included:� different waste streams kept separate for easier reuse and recovery;� reuse of materials from demolition; and� efficient storage of reusable products, e.g. timber pallets returned for reuse.

The results included:� recovery of 500,000 roofing tiles from demolished buildings for reuse;� reuse of 40,000 tonnes of demolition spoil as sub-base; and� total cost savings of £525,000 (3.5% of project costs).

This is an example of best practice.

Source: CIRIA Report C536; WRAP case study: Reusing demolition materials pays dividends.

Case study 7.2

Plasterboard take-backThe take-back agreement was in conjunction with British Gypsum (BG). BG would take backtheir own plasterboard in the 1m3 bags they supplied. There was a minimum order of 20 bagsalthough 100 bags were ordered at a time due to the scale of the project. Wheelie bins wereused to collect the waste plasterboard near the workface and when full, the plasterboardcontractor would transfer it to the BG bags at the waste compound area. The contractstipulated that other waste materials within the bags had to be less than 10% otherwiseBG would refuse to take them.

As a result of the take-back scheme, approximately 333 tonnes of plasterboard waste wasrecycled on phase one of the project.

Project: Battersea Reach, London; Developer: St George South London Limited.A variety of case studies, giving examples of segregating, collecting, and recycling wasteplasterboard, are included in this practical guidance document. The case studies are producedby WRAP and can also be found at www.wrap.org.uk/construction/plasterboard


Table 7.1: Project Waste Management Action Plan for enabling works including demolition

Wastematerials

Estimatedquantity(m3/tonnes)

Trade contractorpackagemostlikely to produce

Waste Minimisationopportunities

Onsiterecycling/reuse

Offsiterecycling/reuse Disposal

Concrete Demolition, piling,concrete frame,ground works,floors

Prefabrication off site,on site batcher, planpours (use surplus forblinding)

Excess material canbe dried and reusedon site as backfill

Segregate,land reclamation,reprocessedand reused inconstruction industry

Landfill

Rubble (hardcore) Demolition, brick andblock work

Using part of theexisting structure inoriginal form withincompletedconstruction

Use as hardcoreon site

Segregate,land reclamation,reprocessedand reused inconstruction industry

Landfill

Soils Piling, ground work,earth works

Store on site Reuse in landscapinguse as backfill

Land reclamation Landfill

Metal Steel frame,temporary works,concrete frame,decking, roofing

Pre-fabrication,correct ordering, justin time delivery, storecorrectly

Reused in temporaryworks

Segregate wasteand send to metalrecycler

Landfill

Glass Demolition Segregate waste andsend for recycling

Landfill

Timber Concrete frame,ground works, joinery

Use steel shuttering,reuse all shuttering

Reuse for shuttering,temporary hoardingsand general carpentry

Segregate forchipping to usein other timberconstruction products

Landfill

Plasterboard Demolition N/A Cannot reuse N/A Landfill

Pallets Cladding, brick andblock work

Return pallet tosupplier or useplastic pallets

Reuse pallets forinternal storage andmovement ofmaterials

Send palletsfor reuse

Landfill

Green waste/vegetation

Earth work,demolition,landscaping

Excavate andre-plant largerspecimens (trees)

Chip on site forlandscaping

Segregate, send forcomposting, use asmulch on land

Landfill

Hazardous waste(asbestos)

Demolition, strip out N/A N/A N/A Landfill

Hazardous waste(contaminated land)

Earth works,ground works

Contain in situ Remediate on siteand reuse material

Remediate off site Landfill

Hazardous waste(other)

Landfill

Enabling worksincluding demolition

Project Waste Management Action Plan(Examples in italics)


Table 7.2: Project Waste Management Action Plan for construction works

Wastematerials

Estimatedquantity(m3/tonnes)

Trade contractorpackagemostlikely to produce

Waste MinimisationOpportunities

Onsiterecycling/reuse

Offsiterecycling/reuse Disposal

Metal Steel frame,temporary works,concrete frame,decking, roofing

Pre-fabrication,correct ordering,just in time delivery,store correctly

Reused in temporaryworks

Segregate wasteand send to metalrecycler

Landfill

Timber Concrete frame,ground works, joinery

Use steel shuttering,reuse all shuttering

Reuse for shuttering,temporary hoardingsand general carpentry

Segregate forchipping to usein other timberconstruction products

Landfill

Plasterboard Dry lining Procure to designspecifications, storein a dry area

Keep in dedicatedstorage place foroff-cuts to reuse

Send back toplasterboardmanufacturer

Landfill

Packaging M&E, fit-out,cladding

Ask suppliers to sendproduct with minimalpackaging, /reusablecontainers, buy bulknot individuallywrapped products

Segregate cardboard,pallets and plastic forrecycling

Landfill

Insulation Landfill

Cable wiring Segregated and sendfor recycling in orderto recover high valuemetals

Landfill

Mixed waste All trades Pre-assembly andfabrication off site

Send to transferstation for furthersegregation

Landfill

Pallets Cladding, brick andblock work

Return pallet tosupplier or useplastic pallets

Reuse pallets forinternal storageand movementof materials

Send palletsfor reuse

Landfill

Green waste/vegetation

Earth work,demolition,landscaping

Excavate andre-plant largerspecimens (trees)

Chip on site forlandscaping

Segregate, send forcomposting, use asmulch on land

Landfill

Office Site management,major packages

Print double sided,send documentselectronically,use china cups

Reuse paper,cartridges, plasticcups, tins andcardboard

Segregate and recyclewhite paper

Landfill

Canteen Canteen, logistics Use reusablecrockery and cutlery

Compost forlandscaping (mustbe kept separatefrom other wasteand stored in closedtop bins)

Send for composting(food waste only)

Landfill

Hazardous waste(paint tins, linemarkers, mastic)

All trades Use solvent freepaints that are notdisposed off ashazardous waste,maximise use ofmechanical fittingrather than adhesives

Use a lockableCOSHH containerfor storage

Incinerator/landfill

Hazardous waste(other)

Landfill

Construction works Project Waste Management Action Plan(Examples in italics)


Table 7.3: Suggested Waste Management options for inert wastes

Reduce Reuse Recycle/scrap Landfill Incinerate Other

Rock Sell to buildingcontractor

Final option Final option

Gravel Specify correctvolumerequired

Sell to buildingcontractor


Sand Specify correctvolumerequired

Sell to buildingcontractor


Aggregates Use crushedconcrete

Hardcore and fill Final option Final option

Concrete Specify correctvolumerequired

Hardcore and fill Crushed foraggregate


Tarmac Use glass asaggregatereplacement

Planings in newtarmac


Brick/Blocks Returndamagedmaterials tosupplier


Soils(uncontaminated)

Segregationduringexcavation

Land balancingUse as landfill cover

Sold as covermaterial


Glass ExamineStorage andhandling

Use glass asaggregatereplacementin tarmac


Polystyrene Returnpackaging tosupplier


Plastics Returnpackaging tosupplier


Inert waste Waste Management options


Table 7.4: Suggested Waste Management options for active/biodegradable wastes

Plasterboard Precut to specStorageHandling

Return waste tosupplier

Final options Final options

Gypsum products Return waste tosupplier


Metals –reinforcement

Precut to spec Scrap merchant Final options Final options

Metals –steel

Scrap merchant Final options Final options

Metals –off-cuts

Precut to spec Scrap merchant Final options Final options

Timber Precut to spec Shuttering fortemporary cableprotectionRoad humps

Pallets(deposit/return)Sale of flooring andsupport to scrapmerchant


Cardboard Returnpackaging tosupplier

Collect anduse compactorand bailer


Paper Print onboth sidesCirculatedocuments

ScrapNote paper

Recycle contractor Final options Final options

Biodegradableplastic

Returnpackaging tosupplier

Composting Final options Final options

Canteen waste Animal feedCompost contractor


Trees Incorporateintolandscapingdesign

MulchLandscaping cover

Compost contractor Final options Final options

Vegetation Compost Compost contractor Final options Final options


Active/biodegradablewaste Waste Management options


Table 7.5: Suggested Waste Management options for hazardous wastes


Rock Sell to buildingcontractor


Topsoil(contaminated)


Decontaminatedprior to reuse

Sold as landfill covermaterial(depending on level)


Soil(contaminated)


Decontaminatedprior to reuse

Sold as landfill covermaterial(depending on level)


Asbestos Specialistcontractor

Specialistcontractor

Specialistcontractor


Explosive Producerresponsibility

Producerresponsibility



Flammable Producerresponsibility




Toxic Producerresponsibility




Hazardouswaste Waste Management options

7.2 Costing waste managementThe provisions of waste managementcontractors need to be detailed along withtheir contact details and commercial rates forthe services that they provide (see Table 7.6).If the waste has a scrap value, the wastemanagement contractor may well pay forthe waste (recorded as a credit), or take thewaste free of charge. The value of somewastes must be considered during wastemanagement package negotiations as awaste management contractor may gaina resale value for the waste.

Ideally the waste management contractorsshould specifically deal with the key wastesas identified during the planning stage.

The waste management package may include:return to supplier, reuse, recycle/scrap,landfill, incinerate or other (specify). Thedetails need to be provided for the entireproject – enabling works (including demolition)and construction works.

Using the waste volume forecasts and thewaste management contractor’s commercialrates (Table 7.6), the total forecast waste costscan be calculated. This is demonstrated inTable 7.7. Waste costs need to be provided forboth enabling works (including demolition)and construction works. The two sub totalscan be added to provide a total forecastwaste cost.


Table 7.6: Waste Management contractors and commercial rates on siteTo download thetemplate on this




Table 7.7: Forecast of waste costs To download thetemplate on this




This will identify all material and equipmentthat has the potential to be recovered, reusedor resold. Site clearance waste arisings mustbe monitored and recorded in order to see thewaste costs accumulating from this stage ofthe build process.

7.3 Site clearance waste auditsAfter the construction phase has finishedand before the site clearance process isundertaken, it is essential that a site clearancewaste audit is carried out similar to thatundertaken at the design and planning stage.

Key Actions – Site clearance waste audit

Key roles and responsibilities

Corporate Level/SeniorManagement (including theEnvironmental team)

Procurement/Logistics team

Site team

Include in the corporate policy a commitment to share redundant equipment at theend of job throughout the company.Investigate using central storage hubs for redundant equipment.

Identify symbiotic partners for reclaimed materials and equipment which cannot beused by the company in conjunction and with the support of the environmental team.

Undertake a site clearance audit internally or alternatively, instruct the wastemanagement contractor to undertake this role as part of their remit.


OverviewThis guidance note covers the key site designand training considerations for achieving goodpractice WMM as follows:� those actions required for the effective

segregation of waste on site includingthe specific consideration of differentmaterials per project type and projectphase; and

� training and encouraging site labourthrough effective communication andincentives to act upon the requirementsfor good practice WMM.

Site design, storage Standard Good Bestand logistics

Layout and skip locationconsidered at design/planning stageSeparate containers forhazardous wasteContainers optimised forsegregation with clearlabels and signsSegregated containersat workface; useof compactors, balersClearly located and definedstorage areas for materialsJust in time delivery,secure storage areas,no double handlingTraining of workforceGeneral information onwaste in site inductionand toolbox talksSpecific training for onsiteenvironmental issues forkey staffFeedback welcomed withrelevant incentives

8.1 Segregating wasteThis section contains specific guidanceregarding the segregation and collection of thewaste generated from onsite activities. If theprinciples of waste minimisation are fullyadopted, there will be less waste to handle,store and collect, therefore leading to time andcost savings.

Waste material should be segregated on sitewherever feasible. This will achieve costsavings as container prices for segregatedmaterials are usually lower than for mixedskips as it aids recycling. This is demonstratedin Box 8.1.

Guidance Note 8 Developing site design and training








Pre-construction

Client Design team

Box 8.1: Waste segregation and costsThe production of waste at any stage of the construction processtranslates into extra costs and reduced profits for the client and thecontractor. The average 8 cubic yard skip costs around £150, yet theaverage cost of what is being thrown away in that skip is over£1,2007. Figures from another study show that a typical constructionskip costs £1,343 when all labour costs and material costs are takeninto account, broken down as follows:

� Skip hire £85 (this is low compared to otherfigures used in this study) – 6.4% cost

� Labour to fill it – £163 – 12.1% of cost� Cost of materials in skip £1,095 – 81.5% of cost

Estimates suggest that waste could reduce profits by 25% on aproject, and if a 10–20% reduction in the amount of waste producedcould be achieved, this could divert 6 million tonnes of waste fromlandfill, saving up to £60 million. There are cost implicationsassociated with the choice of waste container and wastesegregation choices.

7 SEPA and CIRIA (2006) The Small Environmental Guide for Construction Workers. www.sepa.org.uk/pdf/publications/leaflets/wastemin/env_guide_cons_workers.pdf

Figure 8.2: Scenario based on replacing mixed skips with segregated skips

Mixed skip scenario Segregated skip scenario


Figure 8.1 below, (derived from a non-specified waste contractor), provides anindication of the cost comparisons betweenskips for illustrative purposes only. It showsthat segregated skips are cheaper, with

segregated skips ranging between £75 and£195 for a 25 or 35 cubic yard (depending onthe waste), and the cost of a mixed skip isbetween £350 and £400 for a 25–35 cubicyard skip.

A scenario based on the above figures isshown in Figure 8.2 below, based on apotential scenario for a site, requiring 30skips a week (approx. 422 cubic yd/week ofwaste produced). The cost based on a mixedwaste system was £4,970, and if this was

replaced with a segregated scenario, costscould be more than halved to £1,935. This isobviously dependent on waste composition,and does not take into account additionallabour requirements for segregating waste.

Further assistance on segregating materials and waste handling on site is available from Envirowise in their publication entitledAn introduction to Site Waste Management Plans (reference GG642) which is available from their website www.envirowise.gov.uk/GG642.

Figure 8.1: Indicative cost/reduction potential of waste skips

Note1 Derived from Simons Construction Ltd presentation – Construction Waste Management (www.environment-agency.gov.uk/commondata/acrobat/simons_1365397.pdf).

Options 8 cubic yd 16 cubic yd 25 cubic yd 35 cubic yd 205l drum Notes

Metal – – – £75 – Could be free, or mayget some money backif find right metalrecycler1

Wood – – – £140 –

Inert/brick/rubble £100 – 1201 – – £170 –

Concrete withreinforcing steel bar – – £195 – –

Office and canteen waste £40 – – – –

Hazardous waste(paint tins) – – – – £250 Approx £600/tonne1

Mixed waste skips £105 £140 £350 £400 –

Skipmix Cost Skipmix Cost

14 x 8 cu yd £1,470 Wood 4 x 35 cu yd £420

10 x 16 cu yd £1,400 Metal 3 x 35 cu yd £225

6 x 25 cu yd £2,100 Inert 3 x 35 cu yd £510

Office 2 x 8 cu yd £80

Mixed 1 x 25 cu yd £350



Total £4,970 Total £1,935


8.1.1 Key considerations to achievingeffective segregation of waste materialson siteEstablishment of a ‘Waste Management Zone’The decision to have a ‘Waste ManagementZone’ and its location should be done as partand parcel of drawing up the SMWP. It isuseful to have a waste managementcontractor involved at this stage so that thelogistical implications are considered anddealt with before the site goes live. The wastemanagement contractor must liaise with theproject manager to ensure accurate provisionof space (where possible) for the location ofresource recovery skips.

Space restrictionsWhere there is a lack of space on site toachieve segregation, it is important to:�� work closely with the waste management

contractor to ensure that the mixedcontainers used are sorted for recyclingat a waste facility;

� use satellite bins at the work face; and� empty containers on a regular basis to

prevent lack of space and possiblecontamination.

Different containers have different benefitswhen it comes to overcoming spacerestrictions. An overview of different containertypes is provided in Table 8.1 on page 51.

Labelling containersEnsure that containers are clearly labelled and provide adequate signage. Waste AwareConstruction provides a nationally agreedcolour coding scheme and standardised posterdesign – which are freely available throughtheir website as web-based editable PDFs –for simple and effective communication inpromoting and easing streaming andsegregating of construction waste at source.The editable posters are available atwww.wasteawareconstruction.com

Examples of the colour coding scheme includes:

Enforcing segregationThe full compliance of all site operatives withthe rules for segregating waste will preventthe risk of cross contamination between wastestreams. It is necessary to enforce thesegregation scheme using appropriatepersonnel and monitoring. For example, thismay involve the waste champion, site manageror designated container security officerauditing skips and other segregationcontainers on a regular basis to assess andmonitor whether segregation is occurring and whether or not subcontractors are co-operating. This will identify if any problems exist.

It is also possible to have containers withlockable lids and a system of signing incomingmaterials into the various containers. This islikely to have the double benefit of generatingan accurate breakdown of waste data,highlighting which source generated whichparticular stream.

Site waste auditing should be initiated andfacilitated by the senior management. Keyhigh level actions are outlined in Appendix A.

Waste management contractorsBefore embarking on material segregation, it is advisable to discuss the suitable optionsfor separation with the waste managementcontractor who collects the waste from site.This way you will know how the waste shouldbe sorted, stored and collected from site. Oncethis has been identified then assign labels tothe skips/containers in order to ensure thatthe correct materials are placed inside it. Uselockable skips in order to avoid contamination.Provide safe and easy access to the skips andensure that the operatives do not have to walklong distances to the segregation skips/containers.


Waste collectionRegular waste pick-ups from site are essentialfor effective on site Waste Management.Empty containers encourage proper resourcesegregation. For example, if the woodrecycling container is overflowing, asubcontractor will naturally revert to using the nearest convenient container irrespectiveof what it contains. Key waste collectionactivities include:� using a single waste contractor to reduce

the number of trips from the site to therecycling/disposal facility;

� using skips containing source segregatedmaterials, especially metals, delivereddirect to recyclers rather than wastetransfer stations. Segregated materialsare a valuable resource and will yield agreater return when compared withdelivery to a waste transfer station;

� arranging periodic removal of thesegregated materials from site;

� showing an audit trail of the waste’smovement from the site to its finalresting place, therefore requiring theperiodic auditing of the wastemanagement contractor; and

� the daily collection of smaller containers(where larger containers can not becraned onto floors) to prevent doublehandling of wastes between containersand skips.

Waste equipmentWaste equipment should be identified whichis appropriate for the size of the site, the typeof waste being generated and the subsequentmanagement of it. Table 8.1 summarisesdifferent types of waste equipment and theimpacts of using this equipment. Smallercontainers should be used at the workfaceand bulked up as appropriate. Considerationshould be given to the distribution andmanagement of the equipment, to aidmovement around the site and to avoidonerous labour overheads.

Case study 8.1

Eastlands Homes Partnership, ManchesterThe project comprised the modernisation of nearly 3,000 dwellings for Eastland HomesPartnership, a programme lasting for five years.

By working with the waste management contractors, it was decided to concentrate on alimited number of wastes and segregate hazardous waste, timber, metal, glass, bricks andrubble; with another skip for the other waste. These wastes could be easily segregated andstrong local recycling markets existed.

To maximise savings, a purpose designed platform was built which the skips could be placedand an operative employed full time to receive the wastes and sort. As the system hasdeveloped operatives have started to separate waste at the point of production.

Key benefits include: � 37% reduction in the volume of waste; � 30% reduction in waste costs leading to savings of over £200,000 per year; � improved recycling; and � providing additional employment for the local community.

Client: Eastland Homes Partnership Ltd, Contractor: Wates.


Bags‘Dumpy’ bags are bulk waste bags that occur in a range of sizes – typically 0.5, 1 and1.5 tonne. An example of these bags is shownbelow. This is a very effective form of wastemanagement as segregation can occur on any level of a build and the bags can be moved around site on a pallet truck ratherthan having to rely on a crane in order to move a skip around the site.

‘Dumpy’ bags

However, it must be pointed out that thebenefits of using waste bags above otherwaste containers can vary depending on thesite situation and whether there areconstraints. The use of waste disposal bagsworks well on the following sites:� space constrained sites – when not in

use and unlike skips, the bags can befolded away;

� sites with high level construction works –the bags are versatile and can be used onany level of a build and easily transportedaround; and

� sites with limited access – on some sitesit is impossible for the wastemanagement truck to gain access whichhinders the delivery and pick up of skips.The waste bags can be transportedaround on a pallet truck or fork lift,cancelling out this access problem.

The use of clear plastic bags as opposed to themore usual black bags can be an instant win inreduction of waste sent to landfill. When thewaste reaches the transfer site and is tippedout of the collection container, if the wastecontractor can see a clear bag then it can betaken aside and the contents of the bag aresegregated regardless of the type of site it hasarrived from. Opaque black bags are generallynot opened and put straight onto the landfillpile. It must be noted that not all wastemanagement contractors do this and so itmust be something that is checked beforebeing implemented on site.

Balers and shreddersSpace saving methods of segregation such asbalers and shredders can be used on site forcompressing materials like cardboard andplastics. An overview of the different optionsavailable are: � balers compact similar types of waste for

sale to recycling companies through usinga hydraulically operated ram to compressthe waste material. Balers can either besimple and labour intensive for smallervolumes or complex and automated; and

� shredders can be used to tear wastematerials, such as paper, wood andplastics, into smaller pieces making itmore manageable to store and handle. An example of a mobile shredder isshown on the next page.

Containers Positive Negative

Wheelie bins/mini skips Useful at the workface and Need to be bulked up and managed;in corridors limited weight

Front/rear end loaders Cheaper than traditional skips Require a large turning area for theskips; smaller; good for collection vehicle; not always availablelightweight materials; static

Skips Widely available; 20% cheaper Schedule dependantfor segregated skips

Compactors/balers Reduce volume and cost; Cost effectiveness dependant upon volumes; useful for lightweight materials static compactors need to be bolted to the ground

Mobile crushers/shredders Crush/shred waste to reuse Licenses required; need site spaceon site; saving materials

Bulk Cheaper for inert waste (by truck Need site space; exemptionsand grab can be £200 for 18 tonnes)

Table 8.1: Impact of using different waste equipment


A mobile shredder

This provides the advantage of more compactcleaner segregation, meaning wastecontainers can be either avoided or leave sitedensely filled. The criteria for a baler providingan advantage would be:� on a site with little storage space as

balers would allow waste to be storedneatly and compactly in bales; and

� on a project where there was a highproportion of bale-able waste such ascardboard and plastics which could thenbe sold. The most likely phase for thiswould be in fit-out.

8.1.2 Segregating common waste streamsGuidance is provided below to aid differentmaterial segregation on site.

Soil� Used as soon as possible after it has been

dug up. � If this is not possible, store it carefully

so that it can be reused on site forlandscaping purposes at the end of the job.

� If it is not possible to reuse this on thecurrent job, then check if there is anearby site location that could reuse thematerial.

� Prevent contamination from other wastes.� Set aside a place exclusively for storing

soils, making piles of less than 2 metresin height – if higher the pressure mayalso damage the soil’s structure.

� Keep soils as dry as possible.

Concrete/Bricks� Use recycled concrete as gravel for new

concrete and as sub fill material. Thismeans that for every tonne of concreterecycled it would save a tonne of virginmaterial excavated. Crushed bricks andconcrete can be also used for landscapingpurposes on site.

Case study 8.2

Stanhope Gate, LondonThis case study, which gives an example of how site design, storage and site training canmake significant savings even on very crowded sites, is the rebuild of a six-storey office inStanhope Gate, London by Try Construction. On this site there was no space outside the newbuilding footprint for materials and waste management. Careful organisation of the site workwas therefore essential and measures included:� A comprehensive materials management policy with just-in-time deliveries and

procedures to reduce late variations:� Site training and awareness measures including:

– Waste minimisation included in an introductory site booklet;– Site posters with the slogan ‘No space for waste’; and– Bad practice corrected by trade contractors.

These measures resulted in a number of savings, including:� wastage rates for bricks of 4% compared with the industry norm of 5–8%;� wastage rates for blocks of 5% compared with the industry norm of 10%; and� significant cost savings as a result of the reduced wastage rates.

This is an example of best practice.

Source: CIRIA Report C536: WRAP case study: Saving money through good waste management on small sites.


� Hire a concrete/brick crusher and crushthese materials on site. A wastemanagement licence is not typicallyrequired for a crusher (exempt underParagraph 24) but it will be necessary tonotify the relevant local authority whereone is going to be used. There are varioustypes of crushers for concrete and bricksthat produces materials with differentcharacteristics. It is necessary tocalculate the volume of materialsgenerated and the amount required forthe new construction. According to thesecalculations it can be decided if on or offsite recycling is the most cost effective.

� If it is necessary to send these materialsto the recycling centre the site shouldcheck out how far the site is to the facilityand that it accepts these materials. Themain condition for this is to separate theconcrete from the brick materials. Inorder to increase the recyclingpossibilities concrete should beseparated from the bricks as concrete is ahigher grade product which could be usedas Recycled Concrete Aggregate (RCA) inthe production of new concrete. The keyrecommendation is not to mix concretematerials with plaster or plasterboardwaste because the sulphate content ofthe plaster makes the concrete unusableas raw material for new concrete.

Asphalt and bitumen � These materials can be recycled on or off

site using cold or hot processes. Asphaltmix can be used in various applications,such as repaving, road edges and fillingup pot holes. The asphalt needs to besegregated and stored separately fromother materials. When asphalt is torn upfrom the road surfaces, it has to be donein such a way that the top layer of asphaltremains separate from lower layers inwhich other materials are mixed.

Timber � Wood can be reclaimed from many

demolition, refurbishment and new buildprojects. There are various opportunitiesfor turning timber wastes into value fromdirect reuse as architectural features. Inorder to reuse and or recycle timber it isessential to set up a proper storage area.Construction timber is usually treatedwith products and in the case ofchipboard, plywood and MDF glue hasbeen used in the manufacturing process.

� The presence of metal inclusion in thetimber (nails, screws, staples) makes itmore difficult to recover because theseitems are difficult to pull out and may endup damaging the recycling machinery.Prior to deciding the timber segregationpractices on site, contact the wastemanagement company to see what typeof timber products they are able to take,and how to maximise their value.

� It might be possible to placeuncontaminated plywood with generaltimber off-cuts but this will need to bechecked with the waste managementcontractor who takes the segregatedtimber away from site.

Metals� Metallic wastes are the easiest to recycle

because they are of considerable value. � To facilitate the recycling of metals,

the first requirement is to store themseparately from other wastes. Non- ferrous metals such as copper fetcha much higher value then ferrous metals.For example a tonne copper or aluminiumcan be sold of to a metal reprocessor for£400. Ferrous metals such as cast iron or galvanised metals have lower value.

� To facilitate the recycling of metals, the first requirement is to store themcorrectly. This selective separation shouldbe carried further with a breakdown intovarious kinds of metals.

Plastics � Plastics provide various possibilities to

turn waste into value. At this time theplastics recycling industry is getting verylittle waste from the construction sectorgive that these wastes are beinggenerated in small quantities in widelyspread areas and they are often in poorcondition (i.e. dirt, presence of otherwastes). The fact that there are so manytypes of plastics does not help in thesegregation of this material.

Plasterboard� Plasterboard is classed as a

non-hazardous, non-inert waste and may only be disposed of in landfill sitesfor non-hazardous waste in cells whereno biodegradable waste is accepted. Onlya few landfill sites pass this requirement,and landfill charges at these sites canincrease because of it. Thereforesegregation of plasterboard on site isimportant in order to reduce costs.


� The most important factor for successfulsegregation is to have commitment fromall site operatives. The plasterboard isusually segregated by the dry lining subcontractor on site. Plasterboardmanufacturers who are contracted tosupply the plasterboard for the projectcan offer take back schemes to buyers.

� A variety of case studies, giving examplesof segregating, collecting, and recyclingwaste plasterboard, are included in thispractical guidance document. The casestudies are produced by WRAP and canalso be found at www.wrap.org.uk/construction/plasterboard

Miscellaneous waste � Can be difficult to address, in terms of

segregation and reclassification. There is value however in undertaking wastecharacterisation work to understand themix of wastes actually arising. If workwith waste management contractorscannot then improve recovery/recyclingrates up to 50%, it may be better to set atarget of less than 10% ‘miscellaneous’ as a waste management category at sitesfrom the outset. This could force therecovery of materials which can bereallocated to other headings where high recovery rates are proven.

8.1.3 Segregating opportunities for differentproject typesGood and best practice opportunities forspecific materials for a range of project typesare contained in Table 8.2 on the next page. The project types are:� housing new-build;� high-density housing refurbishment;� commercial new-build;� commercial refurbishment;� retail new-build;� retail refurbishment;� public new-build;� public refurbishment; and� infrastructure projects.


Table 8.2: Good and best practice segregation for specific materials per project type

Material Good practice Best practice

HousingMiscellaneous

Segregate organic waste for collection as part of greenwaste collection (dependent on Local Authority)

Composting of organic waste on site

Plasterboard Plasterboard waste minimised through offsite design,and cutting to size and plasterboard size reduction, asone respondent said that there was less damage withsmaller sizes

Segregate all plasterboard during fit out with identifiedmarkets for reprocessing and/or reuse

Housing high densityMiscellaneous



Plasterboard Plasterboard waste minimised through offsite design and cutting to size


Commercial new buildInert

Reuse on site wherever possible to avoid disposal charge(£10/tonne)

Network whereby excess materials can be reusedat other nearby sites to avoid disposal

Packaging Cheaper compactor skips which can be used to compacton site

Plastics Cheaper compactor skips which can be used to compacton site

Miscellaneous Segregate organic waste for collection as part of greenwaste collection (dependent on Local Authority)




Timber Segregate on site if a local market can be identified Developed recycling infrastructure creates demand for timber segregation at all sites

Commercial new refurbishmentMiscellaneous





Retail new buildInert

As is Network whereby excess materials can be reused at other nearby sites to avoid disposal





Retail refurbishmentTimber

Segregate on site if a local market can be identified Developed recycling infrastructure creates demandfor timber segregation at all sites

Plastic Cheaper compactor skips which can be used to compacton site





continues on the next page


Material Good practice Best practice

Public new buildPackaging

Review project to identify why material not 100%segregated

100% recovery of packaging

Plastic Review project to identify why material not 100%segregated

100% recovery of plastics



Plasterboard Plasterboard waste minimised through offsite designand cutting to size


Public refurbishmentMiscellaneous





InfrastructureCeramics

Maximise reuse on site and limitation of waste goingto landfill (i.e. identify local recycler/reprocessor)


Inert Maximise reuse on site and limitation of waste goingto landfill (i.e. identify local recycler/reprocessor)


Metals As is Improve on site practices to maximise to 100%segregation and recycling

Packaging Stockpile on site to put into segregated skip (providinglocal market for packaging waste)

Segregation into cardboard/plastic components forrecycling into local market place

Plastics Stockpile on site to put into segregated skip (providinglocal market for plastic waste)

Segregation into plastic components for recycling intolocal market place

Maximise reuse on site and limitation of waste going to landfill (i.e. identify local recycler/reprocessor)

Network whereby excess materials can be reusedat other nearby sites to avoid disposal.





Table 8.2: Good and best practice segregation for specific materials per project type continued


8.1.4 Segregating opportunities for differentproject phasesMaterial specific opportunities in terms ofgood and best practice are described in Tables 8.3 and 8.4. The opportunities are also

presented in terms of project type and theappropriate intervention points in order todeliver good and best practice respectively.

Table 8.3 : Good practice material specific opportunities per project phase

Material Quick Win (good practice) potential Phase

Ceramics 100% bricks to be segregated for recycling Site clearanceStructural

Inert Segregate 100% from active waste and reuse on site as recycled aggregates andsoils100% recycle – markets include hardcore base for roads and pavementsRealise cost saving of 30% by using segregated skips instead of mixed skips(based on 8 cu yd skip)Realise cost saving of £10/tonne if reused on site

Site clearanceStructural

Metals Realise cost saving of 50% by using segregated skips instead of mixed skips(based on 8 cu yd skip)Implement Waste Aware Construction Coding for segregated skipsRealise cost rebates for segregated metals (reduced costs up front and paymentmade later)

AllCoded skips throughout project

Packaging 100% segregate paper and card – can be baled for transport to paper processorsImplement Waste Aware Construction Coding for segregated skipsCost rebates can be offered for segregated paper (reduced costs up front and payment made later)Target segregation of packaging waste at the fit out stage (higher level of packaging waste produced at this phase)Assess if sufficient material to fill a compacted skip during fit out. If so, thensegregate

All except site clearanceCoded skips throughout projectTarget segregation during fit-out

Plastics Assess if sufficient material to fill a compacted skip during fit out. If so, thensegregate

Target segregation during fit-out

Concrete Segregate for 100% recycling Site clearance

Miscellaneous Audit the wastes likely to be classed as miscellaneous and prepare segregationrecovery planAudit residual wastes going to landfill and prepare improved recovery planRealise cost rebates for segregated paper

All

Plasterboard Segregate and recycle 80% of plasterboard generatedUse segregated bags provided by the manufacturer or the supplier who willcollect directly from siteAdopt batch processes to avoid mixing with other materials in skips which couldraise the cost if >10% plasterboard in each skipRealise cost saving of 30% between segregated skip and mixed skip (based on 8 cu yd skip)Implement Waste Aware Construction Coding for segregated skipsSegregate during fit-out due to potential reuse markets and if enough materialto fill a 6 cu yd skip

All except site clearance andexternalTarget segregation during fit-out,particularly. Coded skips throughoutproject

Cement Realise cost saving of 30% between segregated skip and mixed skip (basedon 8 cu yd skip)

Mainly site clearance, structural

Timber Segregate for close to 100% recycling and reclamation.Implement Waste Aware Construction Coding for segregated skipsRealise cost rebates can be offered for segregated timber

AllFit-outCoded skips throughout project

Hazardous Segregated All


Table 8.4 : Best practice material specific opportunities per project phase

Material Best practice potential Phase

Ceramics Aim for cost saving of 40% between segregated skip and mixed skip (or£30/tonne more to dispose)


Inert Concrete fines from crushing operations can be used in high value applicationsinvolving hydraulically bound materialsRecycled concrete aggregates can be used in structural concrete, a high valuemarket which is a significant user of aggregatesIndustry specifications for highway works which currently limit the percentage of waste materials (sometimes as low as 1%) will increaseDevelopment of the use of inert wastes from just 6F2 (road base) to Type 1applications (the layer above road base). Trials have been undertaken and ifprogressed to achieve the right grades, the technology could produce for outputscosting £8/tonne, which save £6/tonne on current costsAdditions of soil stabiliser additives to make excavated aggregate materials intoa high quality reinstatement materialAim for cost savings based on segregated skip could be around £170/skip asopposed to £400/skip (based on 35 cu yd)Aim for cost saving of 40% cheaper to segregate (or £30/tonne more to dispose)

Site clearanceExternal works

Metals Segregated on site and sent for reprocessingAim for free segregated skip or costings of around £75/skip as opposed to£400/skip (based on 35 cu yd)

All

Packaging Aim for cost saving of 20% cheaper to segregate All except site clearance and external

Plastics Polystyrene – Hot melt applications on siteAim for cost saving of 20% cheaper to segregate

All except site clearance and external

Concrete Segregate for 100% reuse on siteIndustry specifications for highway works which currently limit the percentageof waste materials (sometimes as low as 1%) will increaseAim for cost savings of around £195/skip for segregated concrete withreinforced steel bar as opposed to £350/skip (based on 25 cu yd) Aim for cost saving of 40% cheaper (or £60/tonne more to dispose) forsegregation

Site clearanceStructuralExternal works

Insulation 100% segregate for processing by a specialist processor InternalFit out

Miscellaneous Increased value from mixed waste generated at waste transfer station whichcontinue to recover higher percentages of materials

All, except site clearance

Plasterboard Trial involving small collection vehicles collecting waste plasterboard (off-cuts on construction sites, stripped out plasterboard on refurbishment) fromconstruction sites and delivering it to a waste transfer station. There it is bulked-up prior to transfer to a plasterboard recyclerA mobile plasterboard recycling unit which can recycle all kinds of gypsum and plasterboard waste from construction projects. The process convertsgypsum waste into a gypsum powder that can be used in various processed as a replacement to ordinary natural gypsum or synthetic (FDG/DSG) gypsumraw materialsBetter processes are evolving for recovering contaminated plasterboard (whichwill be particularly helpful in refurbishment projects, where plaster is more likelyto be contaminated)

All except site clearance and external

Cement Aim for 100% segregation during site clearance phaseAim cost saving of around 40% cheaper


Timber Processes for converting construction waste timber into briquettes which can be used for incineration applications like energy from wasteAim for costings of around £140/skip for segregated skips as opposed to£400/skip (based on 35 cu yd)Aim for cost saving of around 40% cheaper (or £40/tonne more to dispose) for segregation

All

* These are the suggested construction types and phases which are the most applicable, but other types of projects and phases may also be applicable depending on thedevelopment e.g. especially if it is a mixed development comprising of different construction types.


Summary of key actions – Segregating waste


Site team

Design team

Procurement/Logistics team

Introduce clear plastic bags for general waste to encourage segregation of generalwaste. This will require the site team to liaise with their waste managementcontractor to ensure they will segregate it at the transfer station and with theprocurement department to change the opaque bags to clear ones.

Ensure that as much waste as possible is segregated on site. This will be dependent on the constraints of the site but ultimately the site team must have had an involvement in the SWMP and site waste handling plan at the design andplanning stage.

Liaise with the waste management contractor to discuss and put in place the bestcontainer option for segregating waste types or for just collecting waste.

Identify opportunities where the use of a baling machine and shredder would bebeneficial. Such opportunities will more than likely arise in the fit-out stage whenmost of the packaging waste occurs.

Ensure that wherever possible they design-in materials that can be easily segregatedand recycled. Materials such as composites should be minimised and eliminatedwhere possible. This will aid segregation and enable Quick Wins.

Procure clear plastic bags in place of opaque ones.

Liaise with site team as to when a baler might be required and procure accordingly.

8.2 Training8.2.1 Site communicationThe success of implementing the SWMPdepends on communicating the relevantstages to site personnel. Different styles of communication need to be employeddependent upon the level of knowledgerequired with regard to the SWMP.

To reinforce corporate attitudes towards good practice WMM, support from seniormanagement should be communicatedthrough to all site operatives andsubcontractors. This will demonstrate the strategic importance of good practiceWMM and also serve as a morale boost for the workforce.

Communication can include:� introducing the SWMP as part of the

induction process, this can be built in as part of the Health and Safetyrequirements on site;

� using frequent and dedicated wastemanagement toolbox talks on site.Ideally these toolbox talks will be specificto the site and given to site operatives.Supervisors can be given ‘a train thetrainer’ package and can then beresponsible for the delivery of toolboxtalks. This can be part of theircontractual obligations;

� higher level workshops between theproject team to identify progress orotherwise on the SWMP and theimplementation of any necessarymeasures;

� site meeting set up at the early stages of the project with the waste contractor,site manager and client of thedevelopment;

� use on-site iconography to facilitateconstant visual learning andcommunicate the message of wastemanagement where any languagebarriers may exist. An example of thewaste management iconography used on construction sites is provided inFigure 8.3 overleaf;

� the use of posters on site which willraise awareness and keep waste ‘on the agenda’. Poster topics can include a graphical representation of wasteproduced on that site, procedures,figures on waste recycled, diverted fromlandfill etc; and

� newsletters which can update sitepersonnel and communicate thecommitment from senior management.

There are also many mechanisms of informalcommunication that can be utilised.


8.2.2 Incentive and reward schemesA reward system for good waste managementperformance on site can be used to encouragesubcontractors and suppliers to activelyparticipate in onsite waste managementpractices. The reward system should be

combined with the waste monitoringprocedure in order to identify where goodperformance has been achieved. This willinvolve firstly establishing Key PerformanceIndicators (see Guidance Note 5) and thencollecting and reporting on the quantitativewaste data in comparison with the KPIs (seeGuidance Note 9).

Rewards for good performance can takevarious forms, for example, social events,prizes or plain cash rewards. At a site level anexample incentive could be a round of drinksat the end of the week. At an organisationallevel best in class subcontractors should berewarded with preferred status. In addition,competition between sites can be encouragedthrough the boundaries of a broader balancedassessment system.

Closer relationships can be achieved throughrewarding good performance. One of the mainbenefits of developing these relationships isan enhanced process of communication. Thisis essential with major subcontractors asthese firms are key waste producers and theirsupport of the waste minimisation initiative iscrucial to its success.

Case study 8.3

Project NoWasteProject NoWaste has been operating on a number of Bovis Lend Lease sites. Operatives ofthe logistics contractors have been trained to Level NVQ 1 and 2 in waste management. At Unilever House, a major refurbishment and redevelopment, a recycling rate of 86% isbeing achieved.

Feedback from operatives and suggestions for improvement are encouraged from allparticipating. All positive suggestions receive a voucher for a free breakfast at the sitecanteen. Operatives with the best ideas are recognised by having their name and ideasdisplayed on the site plasma screens and notice boards, and are entered into a competitionto win a mountain bike.

Through implementing Project NoWaste on the Cambridge Grand Arcade project, waste hasreduced by 2.5m3/£100,000 of project expenditure, which is equivalent to a 25% reduction.

Contractor: Bovis Lend Lease, Consultant: Greenfile Developments.

Figure 8.3: Example of waste management iconography used onconstruction sites


Summary of key actions – Training


Corporate Level/SeniorManagement (including theEnvironmental team)

Procurement/Logisticsteam

Site team


Marketing/Graphicsdepartment

Give site managers the authority to hand out rewards for good onsite performance.

Set out what rewards site managers can give out to good performers.

Advertise the incentive scheme on site and within company publications.

Poor performance should not be penalised directly as this will instil a ‘blame culture’which is detrimental to the waste initiative.

Roll out the supplier good performance incentive scheme and continue to buildrelations with suppliers to ensure they are able to contribute to the waste managementinitiative.

Provide frequent toolbox talks in waste management on site. Liaise with theenvironmental team to ensure the talks are tailored to the audience. Liaise with anduse the experience of their waste management contractor.

The onsite team will be responsible for monitoring and rewarding the necessarypeople.

Place the waste management signs in effective places and promote them amongst the workforce. They should be part of any waste management induction and thetoolbox talks.

Roll out the supplier good performance incentive scheme and continue to buildrelations with suppliers to ensure they are able to contribute to the waste managementinitiative.

Create waste management iconography to ensure that the waste managementmessage is clear to everyone on site, particularly in situations where workers do notunderstand much English.


� reuse on and off site, recycling rates and diversion of waste from landfill;

� wastage rates of different materials;� costs and cost savings;� waste movements;� sources of waste;� waste profile over course of project;� levels of damaged materials;� materials removed from site to landfill

on a works package basis; and� imported recycled materials.

Waste data can be provided by the wastemanagement contractor or waste broker –especially if this is written in as part of thecontract. This type of data will usually includeinformation on the type of waste generated(broken down by European Waste CatalogueCodes), tonnages generated and wasterecycled. However, figures given for recyclingare commonly for the waste facility overalland not per construction site.

Contractors on site can use their own systems or industry-wide systems such as BRE’sSMARTWaste (refer to Box 9.1) whereby thetype and amount of waste generated isrecorded (usually in volume). Wastemanagement contractors can also provide this information service. Contractors can alsoanalyse the information on waste transfernotes (if the waste management contractordoes not do this already).

Guidance Note 9 Monitoring waste management

Client

10. ReviewPerformance of the SWMP and lessons learnt

Reportoutcomes

andQuick Wins

Reportoutcomes

andQuick Wins


Construction

Post-construction

9. Monitor for waste

management

OverviewThere are several key considerations whenmonitoring and reporting waste managementperformance. The following key considerationsare included in this guidance: � data collection: in terms of the types

of data required and the recording ofthose data; and

� monitoring and reporting: comparing thewaste that was generated in the build against the quantities forecasted prior to construction.

Monitoring Standard Good BestSkip costs monitored, action taken if too highSkip costs and volume data from waste management contractorUse of auditing tool such as SMARTWasteRegular monitoring of volume/tonnage with reviews for action

9.1 Data collectionUnder good practice WMM, it should be theaim to obtain data for the amount and type ofwaste generated to compare against theestimated quantities identified during thedevelopment of the SWMP.

Different types of data can be collectedregarding the waste generated from theproject including:� type of waste generated on site;� amount of waste generated on site;� segregation rates;


9.2 Monitoring and reportingOnce actual waste data is recorded, it shouldbe compared with the waste quantitiesforecasted at the start of the project.

This will assist further estimating andtargeting waste reduction strategies. Acomparison for an actual project is shown in Figure 9.1 below.

Box 9.1: Example of a data collection tool – BRE SMARTWasteThe BRE SMARTWaste (Site Methodology to Audit, Reduce and Target Waste) system providesa web-based, integrated, practical approach to evaluating waste types and their generation.It can be applied to any waste generating activity, and has already been adapted and used forthe construction, demolition, refurbishment, manufacturing and pharmaceutical industries.

The system can identify cost savings, improve resource use, improve productivity anddemonstrate continuous improvement through:� waste benchmarking;� identifying key demolition products for reuse or recycling;� identifying key waste products for reduction, reuse and recycling;� sourcing local resource and waste management facilities; and� sourcing local supplies of reclaimed and recycled building products.

The system has four core tools:� SMARTStart (simple overview): definition of performance indicators for waste generation

on a site by site basis, and organisation basis.� SMARTAudit (detailed audit): robust and accurate mechanism by which waste can

be benchmarked and categorised by source, type, amount, cause and cost.� SMARTStart+ (monitoring and target setting): provides the opportunity to measure

performance of contractors.� BREMAP (resource exchange): a geographical information system (GIS) that allows firms

to reduce their transport of bulky waste by locating the nearest most suitable wastemanagement site.

Further information is available at www.bre.co.uk

Concrete, bricks, blocks and aggregate

Metals Timber andproducts

Plasticpackagingand plasticproducts

Plasterboardand plaster

Green waste

1,000

2,000

5,000

4,000

3,000

6,000

7,000

Other(including canteen waste)

Paper andcardboard

Expected phase 1 total Actual phase 1 total

Figure 9.1: Comparison between expected and actual waste quantitiesfor a new hospital project (tonnes)


Benchmarks can also be compared withnational averages once the Government’swaste benchmarking project is completed.The projects aims to define minimumreporting requirements for constructionwaste and generate benchmarks for specificproject types.

It is important that someone is assigned tocollect the relevant waste data and that thisdata is reported on regularly at site level. This will assist in identifying which targets are likely to be met and what actions need to be taken, if any.

A periodic audit of skips allocated forsegregation should be carried out to monitorcompliance and to check that the segregatedmaterial skips are not contaminated withmixed waste or inappropriate materials. If theskips are contaminated try to find out by whomand retrain the staff if necessary.

To deliver good practice, monitoring will occurthroughout the project although notnecessarily on a regular basis. Under bestpractice, monitoring and measurement ofwaste will be ongoing with regularinterpretation to identify trends and wastefulpractices. The results from monitoring wastearisings should be included in weekly ormonthly site meetings.

Summary of key actions – Monitoring waste management


Site team Measure and monitor waste and also feed back the information to the procurementteam. The site team, procurement team and environmental team should ensure thata feedback facilitation system is place.

Case study 9.1

Pegasus Court, OxfordThis project provides an example of how waste auditing can significantly reduce the amountand cost of waste. Pegasus Court is a social housing project consisting of 42 houses and 27 flats funded by Oxford City Council, the Housing Corporation and Ealing Family HousingAssociation. The main contractor was Wilmott Dixon Housing Ltd and BRE was responsiblefor a waste audit and minimisation scheme. This involved the use of BRE’s SMARTWaste tool,which allowed opportunities to reduce waste on site to be identified.

As a result, the average wastage rate was 5% compared with the industry average of 5–10%. Costs for materials wasted on site were over £46,000 (£700 per unit built) but, on an average site, such costs can be as high as £100,000 (more than £1,400 per unit built).

This would be an example of good practice.

Source: BRE Digest 447, waste minimisation on a construction site.


OverviewThis guidance note describes how to: � review performance of the SWMP during

construction and at the end of the project;and

� embed lessons learnt within company practices and procedures.

Performance review Standard Good BestPeriodic review of performance, final review at project levelRegular review during project, lessons embedded in company

10.1 Reviewing performanceOnce the SWMP is implemented, it isimportant that it is regularly reviewed toensure that it is being adhered to, that it ispractical and appropriate and amended ifrequired. This can be done by simply includingthe SWMP as an agenda item forweekly/fortnightly/monthly meetings.

Performance can be reviewed as follows:� Subcontractor performance reviews –

Incorporating waste management targetsand segregation efforts into reviews andfeedback at key milestones can identifythose subcontractors implementing goodpractice WMM and those who aren’t.

� Management and project progressmeetings – Weekly and monthly progressmeetings with all site staff is an idealforum to discuss SWMP issues, inparticular:– continuous monitoring against targetsto identify wasteful trades oranomalies;

– communicating the message thatwaste is important; and

– including the opinions and suggestionsfrom key contractors in order to makethe SWMP more effective and efficient.

� Staff performance reviews – Individualswho have responsibilities to implement,monitor and manage the SWMP shouldbe motivated through their performancereviews. Financial incentives linked tomeeting targets are a good way ofkeeping staff motivated.

To ensure the SWMP is effectivelyimplemented for the whole of the project, it isimportant to have it audited by an appropriateperson (e.g. Head Office Environmental Team)either randomly or at regular frequencies.

The final review of the SMWP at the end of theproject should include debriefing the clientand project team in terms of the successes,targets, recommendations, standard, good andbest practice levels met, etc.

Other initiatives could include providingfeedback to the procurement team, the designteam, the subcontractors and the supply chainwaste management contractors in order toestablish agreements and continuousimprovement. The previous SWMP informationand experiences can also be used for newtenders, pre-qualification exercises and pre-contract meetings.

It is important to remove the ‘blame culture’during performance reviews. The sensitivity of workers to negative feedback over activitiesthat have not been productive needs to berecognised. Supervisors must be trained toperform ‘no fault’, ‘no blame’ reviews ofdefects. The implementation of new initiativessuch as good practice WMM requires theworkforce to be willing to recognise and reportwhere the new initiative is not beingimplemented on site and corrective action

Guidance Note 10 Review performance of the SWMP and lessons learnt

Client

10. ReviewPerformance of the SWMP and lessons learnt

Reportoutcomes

andQuick Wins

Reportoutcomes

andQuick Wins


Construction

Post-construction

9. Monitor for waste

management


taken. If a blame culture is prevalent then theworkforce will be unwilling to pick up onmistakes in fear of being apportioned blame.Holding weekly feedback sessions on site forworkers to raise any waste issues will create amore open culture for reviewing performanceand give workers a vested interest in goodpractice WMM to overcome the problem of itbeing seen as a management fad. Key highlevel and site level actions to remove theblame culture are identified in Appendix A.

10.2 Embedding lessons withincompany processesIt should be the aim to embed all lessonslearnt from each project into company wideprocesses. This includes:� including the SWMP as an agenda item

for post-contract reviews;

� establishing benchmarks and new targetsbased on SWMP experience, aiming forcontinual improvement;

� holding educational/training workshopswithin the company on SWMPexperiences;

� the head office ‘environmental team’auditing and collating the SWMPinformation from all sites and makingcompany-wide recommendations;

� updating policy and procedures includingenvironmental management systems;

� feeding results in to annual reports,newsletters;

� establishing an area for SWMPs on companies intranet;

� financial incentives formeeting/exceeding targets;

� publishing case studies; and � passing information onto organisations

such as WRAP, Envirowise, BRE etc.

Summary of key actions – Reviewing performance


Use the site waste data from the site team and use it to refine internal procurementprocesses and feed it to subcontractors to ensure that their procurement is notdrastically over inflated.



Appendix A Overcome the barriers to implementing good practice WMMThe table below identifies actions that need to be taken at both a high strategic level and at a site level to ensure that anyresistance is countered and dealt with.

Recommended action

Plan to achieve action

High level strategic actions Site level actions

Incentives

(see Guidance Note 8, Section 8.2.2)

1) Give site managers the authority to hand outrewards for good onsite performance.

2) Set out what rewards site managers can give outto good performers.

3) Advertise the incentive scheme on site andwithin company publications.

Poor performance should not be penalised directly asthis will instil a ‘blame culture’ which is detrimentalto the waste initiative.

This is linked into a corporate decision to initiate ascheme. The onsite team will be responsible formonitoring and rewarding the necessary people.

Provide suitablesupport structure andplace champions at alllevels of the company

(see Guidance Note 3,Section 3.1)

1) Create an organisational support structureincluding allocating a person or persons (thechampion) at each level of the company with theresponsibility for ensuring waste managementand minimisation issues are brought to the fore.

2) Provide the support structure with the relevanttraining required for them to be effective inproviding this support by seeking externalcourses or by providing internal courses.

1) In advance of the project going to site, allocate awaste champion on site who will act as the focalpoint for waste management and minimisationissues.

2) Provide the champion with training in this areaprior to the commencement of the project.

3) Draw up a clear remit of the champion’sresponsibilities on site.

4) Ensure that the champion is supported at all times.

Remove the ‘blame culture’


1) Set a policy and ethos of continuousimprovement.

2) Make provision for supervisor training to instila no blame technique.

1) In the event of poor performance, identify apositive way forward with subcontractors.

2) Do not cast blame as this will work againstgetting the subcontractors or other site staff onboard the waste minimisation initiative.

Involve the workforce incontributing to goodpractice WMM


Arrange weekly feedback sessions where onsiteworkers can contribute their thoughts or raise anywaste issues.

Subcontract to thosewho are more receptiveto good practice WMM

(see Guidance Note 6,Section 6.3.1)

1) Set selection criteria for subcontractor.2) Include a questionnaire into the tender stage.3) Measure the subcontractor against the KPIs.

Involve the procurement, environmental departmentand selected site managers in developing these KPIs.

Perform random sitewaste audits


This must be initiated and facilitated by theEnvironmental team and Senior Management.1) Identify responsible people external to the site

(but internally from the main contractor).2) Train them in site waste auditing.3) Ensure that the site team are aware of what the

audits are looking for.4) Set them the task of randomly appearing on site

to perform an internal audit. This should includeauditing the waste monitoring and measuringprocesses in place.

5) Set improvement targets for poorly performingsites.

1) Make sure the subcontractors are aware of theaudits and explain what the auditors will belooking for.

Highlight SeniorManagementcommitment to initiative


Ensure that an article appears in every issue of thesite newsletter or site notice board whichcommunicates the corporate commitment to thewaste minimisation initiative.

Distribute newsletter used to communicate SeniorManagement commitment and views to the siteworkers.

Use Pictorial WasteManagement Signs


1) Liaise with Graphics/Marketing department toarrange simple but effective pictorial wastemanagement signs.

2) Display in suitable areas on site.


Appendix B Summary of further information resources

There are many resources available to assist with resource efficiency in construction.

Design Tools and GuidanceWRAP’s The efficient use of materials inregeneration projects – Guidance for deliveringcost effective and sustainable design andconstruction practices through materialsresource efficiency.www.wrap.org.uk/construction

Code for Sustainable Homes – A voluntaryscheme for assessing new housing but likely to become mandatory in the future. Baselinerequirement plus additional credits availablefor adopting site waste management plans inaccordance with WRAP/Envirowise guidance.www.planningportal.gov.uk/uploads/code_for_sust_homes.pdf

BRE Environmental Assessment Method(BREEAM) – A method for assessing theenvironmental impacts of new buildings andrefurbishment projects either at design stageor at maintenance and operation stage. Coversoffices, retail, schools, industrial, prisons,courts and bespoke buildings.www.breeam.org

The Civil Engineering Environmental Qualityand Assessment Scheme (CEEQUAL) –Assesses all the potential environmentalimpacts of a project. Appropriate for largeprojects or a portfolio of small projects, andused particularly for infrastructure projects.www.ceequal.com

NHS Environmental Assessment Tool (NEAT) –NEAT aims to identify the environmentalimpacts created during operational activities of NHS healthcare facilities. www.dh.gov.uk

The ICE Demolition Protocol – Describes howdemolition and new build design processes aremanaged to ensure that resource efficiency isachieved. Assists the designer and client inmaximising the use of existing buildingelements.www.aggregain.org.uk/demolition/index.html

Green Guide to Specification – Providesguidance on the relative environmentallifecycle impacts of different elementalspecifications for roofs, walls, floors etc.www.bre.co.uk

Design for Deconstruction: Principles ofDesign to Facilitate Reuse and Recycling(CIRIA, 2004) – Aims to maximise reuse ofcomponents and recycling of materials when buildings are wholly or partiallydeconstructed or demolished. Providesinformation on the principles and strategies of design for new construction works, tofacilitate their eventual efficient, safe andeconomic deconstruction so as to optimisereuse and recycling. www.ciria.org.uk

LegislationNetRegs – Free advice on environmentallegislation relating to the construction sectorwith regular updates. www.netregs.gov.uk

Waste ManagementWRAP How to Guides – For Site andEnvironment managers, with advice andguidance on how to segregate, reuse andrecycle different materials.www.wrap.org.uk/construction/on_site/site_how_to.html

SALVO – Information on the reclamationsector, including materials and productsarising from refurbishment/demolition and a materials information exchange.www.salvoweb.com

BREMAP – Provides lists and maps of wastemanagement facilities based on location.www.bremap.co.uk

Construction Recycling Sites – Database of construction-related recycling sites thataccept or sell materials.www.ciria.org.uk/recycling

National Colour Coding Scheme – Templatesand further information for the colour codingscheme for skips on construction sites.www.wasteawareconstruction.org.uk

Trade ContractorsEnvirowise – Environmental fact sheets for labourers, carpenters, bricklayers.www.envirowise.gov.uk


MeasurementSMARTWaste – Details of waste measurementtools and pre-demolition audits.www.smartwaste.co.uk

National Construction Waste Benchmarking –Free website to submit data and producebenchmarks for construction, refurbishmentand demolition waste.www.smartwaste.co.uk/wastebenchmarking

Material SpecificAggRegain – Use to find suppliers of recycledaggregates, case studies on the use of recycledand secondary aggregates and specifications.www.aggregain.org.uk

Recycle Wood – Lists wood recyclers andsuppliers of recycled wood products.www.recyclewood.org

Community Wood Recycling – Listsorganisations that will accept wood wasteusing social enterprises.www.communitywoodrecycling.org.uk/index.html

Community RePaint – Accept certain types of paint.www.communityrepaint.org.uk/index.php

Windows – Recycling your window waste – a good practice guide. www.wrap.org.uk

Recovinyl – Provides financial support for thecollection of PVC waste. www.recovinyl.gov.uk

Packaging – Envirowise guidance Managingpackaging waste on your construction site(GG606). www.envirowise.gov.uk

Plasterboard – Case studies on the segregation,collection and recycling of waste plasterboard.www.wrap.org.uk/construction/plasterboard/case_studies/index.html

Hazred – Working with small companies includingconstruction to reduce hazardous waste. www.hazred.org.uk

GeneralWRAP – Helps deliver Government targets forconstruction waste by developing standardsand requirements, getting these adopted byconstruction clients, and supportinginvestment in waste recovery infrastructure.Free advice, guidance, tools and case studiesfor addressing resource efficiency at all stagesof the construction cycle.www.wrap.org.uk/construction

Envirowise – Free advice, support, guidanceand case studies for implementing SWMPs. In particular, the publication entitled Anintroduction to Site Waste Management Plans(reference GG642) which is available fromwww.envirowise.gov.uk/GG642

CoRE – Provides free access to wastemeasurement tools for construction projectsin the East, South East and London regions.www.smartwaste.co.uk/core.jsp

BRE – Manage SMARTWaste and provideadvice, tools, guidance on constructionresource efficiency. www.smartwaste.co.uk

C4S – Provides research and consultancyon construction resource efficiency andsustainable construction. www.c4s.info

Construction Excellence – Information, casestudies and tools for sustainable construction.www.constructingexcellence.org.uk/zones/sustainabilityzone/default.jsp

CIRIA – Information, guidance, research andcase studies relating to waste management in construction. www.ciria.org

Waste & ResourcesAction Programme

The Old Academy21 Horse FairBanbury, OxonOX16 0AH

Tel: 01295 819 900Fax: 01295 819 911E-mail: [email protected]

Helpline freephone0808 100 2040

www.wrap.org.uk/construction

WRAP and Cyrl Sweett believe the content of this report to be correct as at the date of writing. However, factors such as prices, levels of recycled content and regulatoryrequirements are subject to change and users of the report should check with their suppliers to confirm the current situation. In addition, care should be taken in usingany of the cost information provided as it is based upon numerous project-specific assumptions (such as scale, location, tender context, etc.).

The report does not claim to be exhaustive, nor does it claim to cover all relevant products and specifications available on the market. While steps have been taken toensure accuracy, WRAP cannot accept responsibility or be held liable to any person for any loss or damage arising out of or in connection with this information beinginaccurate, incomplete or misleading. It is the responsibility of the potential user of a material or product to consult with the supplier or manufacturer and ascertainwhether a particular product will satisfy their specific requirements.

The listing or featuring of a particular product or company does not constitute an endorsement by WRAP and WRAP cannot guarantee the performance of individualproducts or materials. This material is copyrighted. It may be reproduced free of charge subject to the material being accurate and not used in a misleading context.The source of the material must be identified and the copyright status acknowledged. This material must not be used to endorse or used to suggest WRAP’s endorsementof a commercial product or service. For more detail, please refer to WRAP’s Terms & Conditions on its web site: www.wrap.org.uk.

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