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Imperial College London-Support Services
Site Waste Management Plans Regulations 2008
Executive Summary
October 2008
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Imperial College London-Site Waste Management Plans Regulations 2008 Contents
Contents
1 Introduction 4
2 Drivers of Site Waste Management 4
3 Principles of Site Waste Management 4
4 Site Waste Management Plan Regulations, 2008 5
5 Site Waste Management Plan: Model 5
5.1 Pre-Design and Preparation 7
5.2 Design and Procurement 7
5.3 Pre-Construction 8
5.4 Construction 9
5.5 Post-Construction 10
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Imperial College London – Site Waste Management Plans Regulations 2008
1 Introduction
It is a legal requirement in England, that all construction projects,
whose construction value, excluding vat, is £300,000 or above and
commencing on site after 1st July 2008, will require a Site Waste
Management Plan (SWMP).
This Executive Summary aims to explain the drivers and underlying
principles of good practice site waste management and review the
step-by-step guide, by which Imperial College London (ICL) and their
respective project teams can produce, update and maintain, a Site
Waste Management Plan (SWMP) Model in a manner that not only
meets legal compliance, but drives good practice.
2 Drivers of Site Waste Management
There are numerous economic, environmental and social benefits to be
made from improving materials efficiency and reducing the production
and disposal of waste. By driving good practice site waste
management, ICL should receive considerable financial returns from
lower material procurement and waste disposal costs, improve the
perception of the university from students and staff and improve their
control over legislative risks (SWMP Regulations, 2008) and regulatory
requirements (BERR draft Strategy on Sustainable Construction,
2007).
3 Principles of Site Waste Management
Addressing waste production from the construction process has
evolved from a narrow focus on the quantities of waste produced on a
site, to a broader focus on materials efficiency, with waste now being
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Imperial College London – Site Waste Management Plans Regulations 2008
thought of as an excess of materials to be reused or recycled, rather
than a product to be discarded without value.
Good practice waste management aims to develop strategies around
the ‘Waste Hierarchy’ of the traditional waste management practices:
Reduce; Re-Use; Recycle; Energy Recovery; and Disposal to Landfill,
to maximise the use of processes which avoid the production of waste.
4 Site Waste Management Plan Regulations, 2008
To drive the change in perception needed in the construction industry
with regard to resource efficiency and the value of waste, the
government passed the Site Waste Management Plan Regulations,
2008. This requires all construction projects in England, which
commence on-site after 1st July and have an estimated value of over
£300,000, to produce and maintain a Site Waste Management Plan.
It is the duty of the client, to produce the initial SWMP before
construction work begins; appoint the Principal Contractor; and pass
over the SWMP. Typically this will occur at the end of the pre-
construction phase. At this point the ongoing responsibilities for the
SWMP will transfer to the Principal Contractor, who will be required to
obtain the information on waste production and management from all
sub-contractors, and update the SWMP as the project progresses.
Non-compliance can be enforced by the Environment Agency, Local
Authorities, or District County Councils and a conviction for a failure to
comply can lead to a fine of up to £50,000.
5 Site Waste Management Plan: Model
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Imperial College London – Site Waste Management Plans Regulations 2008
It is intended that SWMPs will encourage sustainable construction by
identifying potential waste streams as early as the pre-design and
design stages. Opportunities for good practice waste management, in
line with the ‘Waste Hierarchy’ can then be instigated throughout the
construction process in order to drive a reduction in the quantities of
waste sent to landfill.
The SWMP model was developed based upon the RIBA Outline Plan of
Work. To help illustrate the key steps for maintaining the SWMP and
produce recommendations on the responsibilities of the Project Teams,
the model was divided into the five sections of: Pre-Design and
Preparation; Design and Procurement; Pre-Construction; Construction;
and Post-Construction. This was then tailored to consider the
requirements of the SWMP Regulation, in a step-by-step guide. A
Figure 1: Recommended, step-by-step process to completing the SWMP in line with best practice.
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Imperial College London – Site Waste Management Plans Regulations 2008
schematic diagram of this breakdown is shown on the previous page.
The template consists of a series of colour-coded worksheets that must
be completed by the Client or the Principal Contractor. While various
stakeholders will provide the relevant inputs for this document, it is
advisable that both parties appoint a Waste Management Co-ordinator
(WMC) to monitor construction waste. In both cases, the WMCs should
be clear on the requirements of the SWMP Regulation, possess a broad
experience of construction practices and hold enough authority to drive
this process forward.
5.1 Pre-Design and Preparation
The initial requirements are for ICL and their Project Team to produce
a SWMP. They will also need to consider the challenges that may
inform the data, such as site constraints, or the type of development,
as these factors would then be used to influence the strategic
requirements of the ICL project brief.
ICL will also need to produce tender requirements and contractual
clauses to encourage their Design Teams to prioritise good practice
waste management and commit to the upkeep of the SWMP.
5.2 Design and Procurement
During the early design stages, the Project Team will be expected to
estimate the types and quantities of waste that will be produced over
the course of the demolition and construction works. This is intended
to create an awareness of potential waste streams and so encourage
waste reduction through design, such as by addressing building form;
materials specification; on-site demolition and Modern Methods of
Construction. To encourage their consideration, it is advisable that
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Imperial College London – Site Waste Management Plans Regulations 2008
waste be a formal agenda item for discussion during design team
meetings.
ICL and the Project Team will need to set good-practice targets to
drive waste management throughout the construction process.
Benchmarks for the % of Non-Hazardous Waste to be diverted from
landfill and the related requirements of BREEAM 2008 assessments
have been provided in the Toolkit. ICL and the Project Team will then
have to review these and determine whether they are realistic, on a
project by project basis.
Initially the targets will be in line with government targets and industry
good practice, using the Waste and Resources Action Plan (WRAP)
targets, noted in Table 7.1 page 29 of the WRAP document entitled
“Achieving good practice Waste Minimisation and Management”.
As experience and waste minimisation and management skills develop,
ICL will look to align its targets to achieve Best Practice Recovery rates
as noted in the same table, progressing eventually to achieving
excellence in waste minimisation and seeking to achieve BREEAM
credits as Imperial strives to become an Exemplar in sustainable
construction.
After waste reduction has been considered in the detailed design, the
initial estimates of waste production should be revised. Towards the
end of this stage, ICL should produce tender requirements and
contractual clauses that compel the Principal Contractor to undertake
good practice site waste management and encourage them to commit
to the upkeep of the SWMP.
5.3 Pre-Construction
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Imperial College London – Site Waste Management Plans Regulations 2008
Upon their appointment, the Principal Contractor will need to work with
the entire project team to identify sources of waste throughout the
construction process. They must then consider solutions to reduce
‘waste to landfill’, such as by developing and implementing a logistics
plan to address both where waste will arise and how it may be
reduced; selecting appropriate waste management services and
considering materials procurement and take-back schemes.
Based upon this information and their past experiences, the Principal
Contractor will then be expected to produce detailed waste forecasts;
instigate on-site procedures for waste minimisation and train their
support staff to use appropriate waste management practices.
5.4 Construction
To achieve optimum results during the construction phase, staff and
contractors should be kept aware of the SWMP and its drivers, as this
will encourage a shared ownership of the document. It is
recommended this be provided through presentations and workshops,
which will also act to outline practical waste minimisation measures to
the appropriate stakeholders, such as the secure handling of materials
and the importance of on-site segregation of waste.
During construction, the sub-contractors must keep accurate records of
waste ‘usage’ on- and off-site, as well as its disposal. The SWMP is a
live document and as the project evolves, the information on site
waste production and usage must be revised. On construction projects
valued at less than £500,000, the SWMP need only be updated on ‘a
regular basis’, while on those with an estimated cost of over £500,000,
the SWMP will need to be reviewed at least every six months to ensure
it accurately reflects the progress of the project. Records of all
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Imperial College London – Site Waste Management Plans Regulations 2008
revisions should be retained as these will demonstrate compliance with
the SWMP regulations.
However, all ICL projects that require a SWMP will produce reports at
least once a month. The actual timescales for reports should be agreed
by the Projects Team and this specific requirement included in the pre-
construction information schedule. For Design and Build type projects,
or projects with short programmes, it may be prudent to agree these
timescales with the tendering contractor(s) and then confirm this
agreement in the documents.
In addition to recording types and quantities of waste for the SWMP,
the Principal Contractor has an additional legal obligation, under the
Environmental Protection Act, 1990, for the safe-keeping, transport
and disposal of waste arising from their activities. In practical terms,
this includes establishing that waste contractors hold suitable, up-to-
date documentation for each waste stream produced during their
operations and retaining copies of these records within a waste ‘Duty
of Care’ for 2 years for non-hazardous waste and 3 years for hazardous
waste.
5.5 Post-Construction
After contruction has finished, the Principal Contractor will need to
review the performance of the SWMP. For projects with an estimated
cost of over £500,000, it is a legal requirement for this review to
compare the estimated and the actual quantities of each waste stream
produced on site; and estimate the cost savings that have been
achieved by implementing the SWMP.
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Imperial College London – Site Waste Management Plans Regulations 2008
It is advised that this analysis be undertaken, regardless of the project
value, and that it is written up in an overview report, to be transmitted
to stakeholders and contractors to reiterate the sustainable policies of
ICL. Recommendations for improving site waste management practices
should also be proffered as these will help streamline the construction
process in the future, and lead to further improvements in waste
management and associated cost savings.
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Imperial College London – Site Waste Management Plans Regulations 2008
Imperial College London:
Site Waste Management Plans Regulations 2008
Policy Document Implementation Strategy
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Imperial College London – Site Waste Management Plans Regulations 2008
Contents
6 Introduction 14
7 The Context of Sustainability 16
Sustainable Construction 17
7.1 UK Government: Policy 17
7.2 Drivers of Site Waste Management 19
7.2.1 Economic 19 7.2.2 Environmental 19 7.2.3 Social 20
8 Principles of Waste Management 21
8.1 Waste Hierarchy 21
9 Site Waste Management Plans: Regulations 2008 23
9.1 Key Requirements 23
9.2 Responsibilities 26
9.3 Legislative Non-Compliance 27
10 Site Waste Management Plans: Model 28
10.1 Pre-Design and Preparation 30
10.1.1 Administrative Tasks 30 10.1.2 Initial Project Requirements 33 10.1.3 Design Team Responsibilities 33 10.2 Design and Procurement 34
10.2.1 Initial Design Decisions 34 10.2.2 Setting Targets/ Key Performance Indicators 40 10.2.3 Opportunities for Waste Minimisation 46 10.2.4 Revision of Waste Forecasts 49 10.2.5 Principal Contractor Responsibilities 50 10.3 Pre-Construction 52
10.3.1 Identifying Waste Management Routes 52 10.3.2 Mobilisation 58 10.4 Construction 60
10.4.1 Waste ‘Duty Of Care’ 60 10.4.2 Monitor/ Record Use of Waste 64 10.5 Post-Construction 67
10.5.1 Performance Review 67 10.5.2 Cost Estimates 70 10.5.3 Summary Report 73
a Contractual Clauses 75 Design Team................................................................................ 75 Principal Contractor....................................................................... 77
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Imperial College London – Site Waste Management Plans Regulations 2008
6 Introduction
Imperial College London (ICL) oversees one of the largest estates in
the UK Higher Education sector. The estate comprises the main
campus in South Kensington; five medical campuses in central London;
and outside of London, Silwood Park in Berkshire and Wye Campus in
Kent.
Throughout the estate, the Building Projects team are tasked with the
development and delivery of a wide range of new build and
maintenance projects. Currently, they undertake around 200 projects
per annum, with a total value of around £100million, in order to
improve the research and support facilities of the university. As this
team oversees all the construction works on the university estate they
have a large influence over their use of natural resources and
intrinsically linked to this, their operational waste management.
Management of site waste holds a particular focus throughout the
industry, due to the increasing costs of waste disposal and the influx of
new legislation. With respect to ICL, the most relevant of these is the
introduction of the recent Site Waste Management Plan (SWMP)
Regulations, 2008. In this toolkit, the aim is to address this issue by;
outlining the importance of site waste management to ICL; reviewing
the requirements of the SWMP legislation; and providing a step-by-
step guide to achieving compliance. It also reproduces waste-specific
Key Performance Indicators (KPIs) that can be used to guide good
practice through the setting and maintaining of site waste
management standards; produces contractual clauses to be considered
when appointing a Design Team and Principal Contractor; and offers
recommendations as to how these parties can improve their site waste
management practices.
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Imperial College London – Site Waste Management Plans Regulations 2008
ICL recognise that there are other facets to attaining sustainable
operations across their estate, and accordingly have addressed their
consumption of energy and water by adapting their Technical Policy
statements and Building Standards to consider good practice
procedures, based on the principles of sustainability. These are
outlined in a separate document, and act alongside this SWMP
implementation strategy.
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Imperial College London – Site Waste Management Plans Regulations 2008
7 The Context of Sustainability
Sustainability has risen to prominence as public awareness of the
consequences of climate change has increased. While some debate
remains as to the extent and rate of climate change, there is an ever-
growing consensus that believes it is vital for us to address the
management of the natural environment, as this will benefit both our
health and prosperity, and that of future generations.
In line with this, the UK government is increasingly requiring
companies to consider the impact of their operations upon the
environment. Through the use of legislation, the aim is to both directly
reduce environmental damage and help businesses recognise that by
implementing good practice, they will be able to cut costs and
streamline their operations. As a result, it is envisaged that companies
will become keener to build sustainable practices into their day-to-day
operations and core corporate strategies.
When considering sustainability in any context, a balance must be
found between the three principles of: economic issues, environmental
issues, and social issues. In the case of sustainable construction, we
would investigate the three key inputs into the process, namely:
energy, water and materials, and consider how these impact upon the
principles of sustainability. A schematic diagram showing how these
factors link together is shown below.
Figure 2.1: Schematic diagram showing the interlinking inputs/ considerations of Sustainable Construction.
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Imperial College London – Site Waste Management Plans Regulations 2008
Sustainable Construction
The construction sector is the largest procurer of raw materials in the
UK economy, using over 420 million tonnes of resources every year.
The construction process then generates 72 million tonnes of
construction and demolition waste, which represents a fifth of all UK
waste arisings. Of this, an estimated 10 million tonnes of the waste is
material that has never been used and 35 million tonnes is sent to
landfill.
With the cost of landfill increasing as availability decreases, it is
becoming less economical to dispose of material than ever before,
especially as a large percentage can be reused or recycled. To improve
their current site waste management procedures, ICL must increase
the awareness of the importance of waste and implement good
practice, such as through Site Waste Management Plans, to attain the
greatest environmental, social and economic benefits.
7.1 UK Government: Policy
In 2007, the UK Government produced a Waste Strategy for England
which recognised the construction industry as a major contributor of
waste to landfill, and committed to discussion with industry on how to
tackle this. In September, 2007, the Department for Business,
Enterprise and Regulatory Reform (BERR) produced a draft Strategy on
Sustainable Construction, which set the following progressive national
targets for reducing construction waste:
2012: 50% reduction of construction, demolition and
excavation waste to landfill, compared to 2005
levels.
2015: Zero net waste at construction level.
2020: Zero waste to landfill.
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Imperial College London – Site Waste Management Plans Regulations 2008
The focus was placed on improved site practices, materials efficiency,
and minimising waste to landfill, with Site Waste Management Plans
being core to achieving these goals.
The strategy promoted sustainable construction practice as an industry
standard which should be demanded throughout the supply chain. This
focus upon environmental performance within procurement
increasingly requires ISO 14001 compliant environmental management
systems to be upkept by all sub-contractors. To this end it may be
worth ICL developing an EMS, if they wish to become a flagship for
sustainability in the Higher Education sector.
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Imperial College London – Site Waste Management Plans Regulations 2008
7.2 Drivers of Site Waste Management
Improved materials efficiency will have economic, environmental and
social benefits for ICL. The benefits of this integrated approach to
sustainability are outlined below.
7.2.1 Economic
Providing a clear, structured approach to the management and
recycling of waste;
Production of a tool that details the use of materials and the
production of construction waste, which can be used to inform
future strategy;
Lowering procurement costs, in the modern climate of unstable
commodity prices;
Reducing the cost of waste management;
Reducing the cost of the sorting, storage, transportation and
treatment of materials and waste;
Realising the value of salvageable/ recyclable materials;
Improving control over legislative and regulatory risks, with
regard to the materials used, and the waste produced, on site.
This will minimise the risk of prosecution from non-compliance;
Improved environmental performance during development will
make it easier to meet the planning requirements of local
authorities, leading to both time and fiscal savings.
7.2.2 Environmental
Lower reliance on the finite amount of raw materials being
sourced;
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Imperial College London – Site Waste Management Plans Regulations 2008
Lower quantities of energy expended in the production,
manufacturing, packaging and transportation of the raw
materials and the transportation of the waste, thus improving the
university’s Carbon Footprint;
Less transportation will also reduce the quantities of air
pollutants (NOX, CO, CO2 and particulate matter) released by
these vehicles; and reduce the potential for spillages;
Reduced reliance on the dwindling availability of landfill;
Lower risk of the waste being disposed of in an improper fashion,
leading to the release of methane (CH4), a potent greenhouse
gas; or hazardous leachate that could contaminate sources of
groundwater.
7.2.3 Social
Improved perception of the university, from potential applicants
and donors, due to the responsible operations of the ICL estate;
Improved performance against ICL’s Corporate Social
Responsibility (CSR) targets;
Reduced reliance on raw materials will have the secondary effect
of lessening the impact of the resource extraction, upon local
communities and native biodiversity.
Whilst these drivers have been divided up, in line with the principals
of sustainability, there is a good deal of overlap and all of these
drivers can be associated with negative economic impacts, as they
will accrue direct and indirect costs to businesses. As such,
addressing waste management is key to mitigating the ranging
effects of ICL’s construction operation.
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Imperial College London – Site Waste Management Plans Regulations 2008
8 Principles of Waste Management
Addressing waste production from the construction process has
evolved from a narrow focus on the quantities of waste produced on a
site, to a broader focus on materials efficiency. As such, waste is now
thought of as an excess of materials to be reused or recycled, rather
than a product to be discarded without value.
8.1 Waste Hierarchy
The Waste Hierarchy demonstrates a strategic approach towards best
practice waste management. Traditional waste management practices
are shown below, sorted by those that have the least impact on the
environment which are deemed to be best practice, to those that have
a greater impact yet are still legally compliant being considered to be
normal practice.
Best Practice
Normal Practice
Reduce
Re-Use
Recycle
Recovery (such as Waste-to-Energy)
Disposal (landfill)
Reduce: Waste reduction encourages the design to utilise Modern
Methods of Construction (MMC); use materials more
efficiently on-site; consider procurement practices, such
as developing Take-Back schemes with suppliers; plus any
other method that would reduce the quantities of waste
being produced.
Waste Avoidance
Waste Disposal
Figure 3.1: Waste Hierarchy.
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Imperial College London – Site Waste Management Plans Regulations 2008
Re-Use: Re-use of materials also avoids the production of waste,
and is a feasible method of achieving the intended
lifecycle of the product either in their manufactured state
or through use as aggregate.
Recycle: Recycling materials further reduces the use of landfill and
demand for raw materials. In the construction process,
most non-hazardous materials will be recyclable. In line
with this would also be a commitment to use materials
with a high recycled content, within the developments.
Recovery: Waste can be used as fuel for energy generation, whilst
also acting to reduce waste to landfill. This option will
require specialist waste-to-energy facilities, which should
be relatively close to the site to avoid excessive use of
transportation, but also includes composting and
anaerobic digestion for organic waste produce.
Disposal: Disposal of materials to landfill should be as a last resort,
when all options for waste materials are deemed to be
unachievable. This must be carried out in a legal, ethical
and responsible manner.
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Imperial College London – Site Waste Management Plans Regulations 2008
9 Site Waste Management Plans: Regulations 2008
On 6th April, 2008, legislation was passed that required all construction
projects in England that commence after 1st July, 2008 and are worth
over £300,000 (excluding VAT), to have a Site Waste Management
Plan (SWMP). The cost should be taken from the price on the accepted
tender, or if there is no tender, the cost of labour, materials,
overheads and profit.
This legislation is not yet applicable to construction projects carried out
in Wales, Scotland or Northern Ireland, however as an example of
best-practice, it is recommended that a SWMP be produced at all sites,
regardless of their location. As the ICL estate is situated in South-East
England, this fact should not be relevant to projects they are
undertaking.
It is intended that SWMPs will encourage sustainable construction, by
identifying potential waste streams as early as the pre-design and
design stages. Opportunities for good practice waste management, as
detailed in the waste hierarchy, can then be instigated throughout the
construction process and so lead to a reduction in the amount of waste
sent to landfill.
9.1 Key Requirements
The SWMP is a live document for recording the quantities and types of
waste that will be produced during a construction project, and for
addressing the potential for reduction, re-use, recycling and disposal.
To attain value from the process, it should be initiated during the pre-
design stage however it is only required to be in place before the
commencement of enabling works. The SWMP must then be regularly
updated throughout the course of the project.
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Imperial College London – Site Waste Management Plans Regulations 2008
The format of the site waste management plan is flexible however it
must contain the following key information:
Administration
A section in which the following parties are identified:
Client;
Principal Contractor;
Author of the SWMP.
A description of the construction work that will be undertaken,
including:
Location of the site;
Estimated cost of the project.
Details of any decision taken prior to the SWMP being drafted,
concerning the function of the development, its design, construction
method or the materials to be employed, which it is envisaged will
reduce the quantity of waste produced on site.
A declaration that both the client and the Principal Contractor “will
take all reasonable steps to ensure that all waste from the site is
dealt with in accordance with the waste duty of care in Section 34 of
the Environmental Protection Act 1990 and the Environmental
Protection (Duty of Care) Regulations 1991” and that in addition
“materials will be handled efficiently and waste will be managed
appropriately”.
Waste Identification
With regard to the waste that is expected to be produced over the
course of the project, the SWMP must provide:
A description of each different waste types;
An estimation of the quantities of each different waste type;
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Imperial College London – Site Waste Management Plans Regulations 2008
A proposed ‘action’ for managing each different waste type, such as
re-using, recycling, recovery and disposal (if the other actions are
not feasible).
Waste Transfers
When waste is removed from the site, the Principal Contractor must
record:
Details of the person removing the waste;
A breakdown of the types of waste that are being moved;
Details of the site that the waste is being taken to.
If the project has an estimated cost of over £500,000, the Principal
Contractor must also record:
The waste carrier’s registration number;
Details confirming that the operator of this site either holds a permit
under the Environmental Permitting (England and Wales)
Regulations 2007 or is registered under the Regulations as being a
waste operation exempt from the need for such a permit.
Updating the SWMP
If the project has an estimated cost of less than £500,000, the SWMP
only needs to be monitored on a ‘regular basis’ to ensure site waste
management is carried out in accordance with the original aspirations
of the plan.
If the project has an estimated cost of over £500,000, the Principal
Contractor will need to update the SWMP at least every six months and
more frequently if required, to ensure that the plan accurately reflects
the progress of the project. These updates must include:
Reviewing the plan;
Recording the types and quantities of waste produced;
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Imperial College London – Site Waste Management Plans Regulations 2008
Recording the types and quantities of waste that have been:
Re-used;
Recycled;
Sent for another form of recovery;
Sent to landfill; or,
Otherwise disposed;
Providing details on whether the above processes were carried out
on- or off-site;
Updating the plan to reflect the overall progress of the project.
Project Completion
Within three months of the work being completed the Principal
Contractor must update the SWMP with a statement confirming that
the SWMP was monitored on a regular basis, to ensure work
progressed according to the plan and that the plan was updated in
accordance with this regulation. If there has been any deviation
from the SWMP, then an explanation is required.
If the project has an estimated cost of over £500,000, the SWMP must
also contain the following information:
A comparison between the estimated quantities of each waste type,
against the actual quantities of each waste type that were
produced;
An estimate of the cost savings that were achieved by completing
and implementing this plan.
9.2 Responsibilities
It is the duty of Imperial College London, as the client, to:
Produce the initial SWMP, before construction work begins;
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Imperial College London – Site Waste Management Plans Regulations 2008
Appoint the Principal Contractor;
Pass the SWMP on to the Principal Contractor;
The ongoing responsibilities for the SWMP will transfer from the client
to the Principal Contractor, after their appointment. Typically this will
occur at the end of the pre-construction phase. If the ICL Building
Projects team take on the role of the Principal Contractor, they must
take on these additional responsibilities, namely to:
Obtain the relevant information from all sub-contractors;
Update the SWMP as the project progresses;
Keep the SWMP on site during the project;
Ensure that all sub-contractors know where the SWMP is kept;
Allow all sub-contractors to access the SWMP during the project;
Retain a copy of the SWMP for two years after completion of the
project.
9.3 Legislative Non-Compliance
Non-compliance can be enforced by the Environment Agency, Local
Authorities, or District County Councils. A conviction for a failure to
comply with these regulations can lead to a fine of up to £50,000.
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Imperial College London – Site Waste Management Plans Regulations 2008
10 Site Waste Management Plans: Model
The SWMP model was designed to be a tool that would allow ICL to
comply with existing legislation and furthermore, to actively drive best
practice through all of their building projects. In developing the
template, the construction process was divided into 5 stages, based
upon the RIBA Outline Plan of Work. These were: Pre-Design and
Preparation; Design and Procurement; Pre-Construction; Construction;
and Post-Construction. This breakdown was then used to illustrate the
key steps for completing a SWMP and produce recommendations on
the responsible parties. A schematic of this process is shown overleaf.
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Imperial College London – Site Waste Management Plans Regulations 2008
Figure 5.1: Recommended, step-by-step process to completing the SWMP in line with best practice.
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Imperial College London – Site Waste Management Plans Regulations 2008
The SWMP template consists of a series of colour-coded worksheets
that must be completed by the client or the Principal Contractor. While
various stakeholders will provide the relevant inputs for this document,
it is advisable that both parties appoint a Waste Management Co-
ordinator (WMC) to monitor construction waste on each project. In
both cases, the WMCs should be clear on the requirements of the
SWMP Regulations, possess a broad experience of construction
practices and hold enough authority to drive the process forward. The
specific legislative responsibilities of the WMCs were overviewed in
Section 5.2.
10.1 Pre-Design and Preparation
Each construction project is unique and can present different
challenges to successful waste management, however there are
guiding principles, such as the Waste Hierarchy, upon which waste
management strategies should be based. To attain sustainable
construction operations across their estate, ICL will need to address
these principles from the earliest RIBA stages, and produce tender
requirements and contractual clauses that compel their Design Teams
to strive for good practice site waste management and commit to the
upkeep of the ICL SWMP.
10.1.1 Administrative Tasks
The top section of each worksheet holds the metadata. This requires
details on the person responsible for obtaining accurate data; and
the year. All the header sections are linked so this information only
needs to be completed once.
This lower section must be completed for all construction projects,
and should identify the following parties:
Client;
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Imperial College London – Site Waste Management Plans Regulations 2008
Principal Contractor;
Author of the Site Waste Management Plan.
It should also describe:
Construction work that will be undertaken;
Location of the site;
Estimated value of the project (£).
In line with best practice, it is recommended the SWMP also
identifies:
Respective WMCs for the Client and Principal Contractor;
Project Manager;
Architect;
M&E Engineer;
It is advised that the SWMP also contains the following details:
Start/ End dates for the entire construction process;
Footprints of the Site/ Building (m2);
Gross Floor Area (m2).
Where the start/ finish dates, areas and value are not yet
confirmed, then estimations are acceptable, however these must be
revised once the data is available. It is important to have accurate
estimates of the building area in particular, as this will be used to
calculate KPIs later in the process. With regard to the design team
personnel, these sections should only be completed when known. A
print of the Administration worksheet is shown below.
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At its base, the form contains a declaration, stating that both the
Client and the Principal Contractor “will take all reasonable steps to
ensure that all waste from the site is dealt with in accordance with
the waste duty of care in Section 34 of the Environmental Protection
Act 1990 and the Environmental Protection (Duty of Care)
Regulations 1991”. In addition “materials will be handled efficiently
and waste will be managed appropriately”. This must be signed off
by representatives of both the Client and the Principal Contractor.
An Action(s) Log has been created alongside the Administration
worksheet to keep track of updates made to the document
throughout the life of the project.
Figure 5.2: Print of the Administration worksheet.
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10.1.2 Initial Project Requirements
The initial strategic requirements of ICL should be outlined in the
project brief. These will be concise and outline ICL’s aims of
performing in line with, and in some cases beyond the requirements
of existing legislation and other governmental drivers, such as the
progressive targets taken from the BERR draft Strategy on
Sustainable Construction, as reproduced in Chapter 3.1. This will
then act alongside the ICL: SWMP Policy Statement.
10.1.3 Design Team Responsibilities
To compel the appointed Design Team to undertake good practice
site waste management and commit to the upkeep of the SWMP,
ICL will also need to produce tender requirements and contractual
clauses. Versions of these have been adapted from WRAP ‘model
wording’ to suit the needs of ICL, and are provided in Appendix A.
Figure 5.3: Print of the Action(s) Log worksheet.
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The key responsibilities of the Design Team will include working
with the entire project team, including the Principal Contractor when
appointed, to identify sources of waste at each design sign-off
stage; and consider solutions to pre-empt its generation. To achieve
this, the Design Team should include waste as a formal agenda item
at design team meetings, where the various issues can be
discussed. It is recommended that these are held no less than once
per month, but should be more frequent if required.
ICL should be aware that the clauses may need to be updated,
depending upon the Scope of Services of the design team. The
statements should not replace their standard terms and conditions,
but be used to supplement them and ICL should take legal, financial
and other relevant professional advice when considering their use in
the tendering process.
10.2 Design and Procurement
A strategic approach should be taken during the early design stages,
for consideration of the types and estimated quantities of waste, as
this will create an awareness of potential waste streams and encourage
waste reduction through design. Good-practice targets should also be
set, to drive the waste management practices throughout the
construction process. After waste reduction has been considered in the
detailed design, the initial estimates of waste production should be
reviewed. Towards the end of this phase, ICL will then need to produce
tender requirements and contractual clauses, to compel the Principal
Contractor to undertake good practice site waste management and
commit to the upkeep of the SWMP.
10.2.1 Initial Design Decisions
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Waste Identification
A holistic, waste reporting worksheet has been established, based
on the principles of the Waste Hierarchy. This identifies the waste
streams deemed to be most relevant to ICL’s site activities. It
should be noted that not all of these streams will be produced in
sufficient quantities to warrant monitoring of their separation,
segregation and recovery at every location, but they have been
included to future-proof the recording sheet against the variation in
construction sites. As a rule, ‘sufficient quantities’ are deemed to be
upwards of 4.5 m3 of uncompacted material, over the entire project.
Where relevant, separation is recommended for the following
streams:
Packaging Cardboard; Paper; Polythene sheets;
Pallets.
Plastics Pipes; Cladding; Frames; Floor
coverings (soft).
Inert Mixed rubble/ hardcore; Aggregates;
Stones; Glass.
Soils Soils; Clays; Sand; Gravel; Natural
stone; Dredgings.
Timber
Bricks
Ceramics/ Tiles Ceramic tiles; Clay roof tiles; Ceramic
sanitaryware.
Plaster/ Gypsum Plasterboard; Plaster; Mortar; Fibre
cement sheets.
Concrete Pipes; Kerb stones; Paving slabs;
Concrete rubble.
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Asphalt/ Tar Products Asphalt; Bitumen.
Metals Copper wires; Cables; Radiators;
Lead; Unidentified.
Insulation Glass fibre; Mineral wool; Foamed
plastic.
Furniture Tables; Chairs; Desks; Sofas.
Liquids Non-hazardous paints; Thinners;
Timber treatments.
Mixed/ Other (however it is actively encouraged that this
option is not selected)
All hazardous waste must be adequately identified and disposed of,
before being recorded on the monitoring sheet. On site, the key
hazardous waste streams will be:
Asbestos
Contaminated Soils
Hazardous Liquids Hydraulic/ Engine/ Lubricating oils;
Interceptor waste.
Electrical Equipment WEEE, such as TVs, fridges, air-
conditioners units and fluorescent light
tubes.
Mixed/ Other Hazardous Waste
Good practice waste management is a strong step on the path to
sustainable construction, however additional steps can be taken to
achieve sustainable operations across the ICL estate. In the context
of constructing a new building or refurbishment, the most
recognised method of assessing sustainability is using the Building
Research Establishment Environmental Assessment Method
(BREEAM). To help link the SWMP with this method, we have
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confirmed these waste streams are compliant with the ‘Wst. 1 –
Construction Site Waste Management’ credit in a BREEAM 2008
assessment.
Waste Estimation
The worksheet, a print of which is shown overleaf, contains
separate columns depending upon the waste management practices
that have been utilised. These allow the user to demonstrate if the
waste produced has been ‘Returned to Supplier’; ‘Re-Used’;
‘Recycled’; ‘Recovered’, such as through incineration-to-energy,
composting, or anaerobic digestion; ‘Disposed to Landfill’; or, to
encompass incineration without recovery, or arrangements for
hazardous waste, ‘Other’. Where relevant, the columns have also
been broken down into ‘On-Site’ and ‘Off-Site’ waste management.
The SWMP contains separate worksheets to allow ICL to document
the waste produced during both the Demolition and Construction
stages. Within the demolition worksheets, quantities of all the
removed building elements from a site, including the internal
fixtures and fittings removed prior to refurbishments, should be
estimated. If no demolition activities are being carried out, the
sheet should be left blank. Waste quantities from the construction
phase should be estimated in the construction worksheets.
In the pre-design and design stages, the ‘DEM. DES.’ and ‘CON.
DES.’ worksheets should be completed and all the data can be
estimated by the Client, the Design Team, and the Quantity
Surveyors, based on their experience of similar projects. They will
consider every stage of the project, evaluate in advance which
materials will be used and predict potential levels of waste.
Reasonable estimates will suffice as this step aims to highlight the
key areas that could produce waste, so mitigation procedures can
be considered. If it is anticipated that a certain type of waste will
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not be produced, these rows should be left blank. At this stage, the
assumption is that there are no measures in place to re-use, recycle
or recover the waste, so it all should be recorded in the ‘Disposal to
Landfill’ or ‘Other’ columns. These have been highlighted red in the
relevant worksheets.
All amounts should be recorded either by volume (m3) or by weight
(tonnes), but NOT both. This is in line with guidance from the
Buildings Research Establishment (BRE) and Constructing
Excellence. A drop-down menu has been included in the ‘CON. DES.’
metadata to choose between these options. These units then default
throughout the SWMP.
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Figure 5.4: Print of the Pre-Design/ Design Estimates worksheet.
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10.2.2 Setting Targets/ Key Performance Indicators
Having identified the potential waste streams in the early design,
good practice targets for waste management must be produced to
drive improved practices throughout the construction phase. While
this is not a legal requirement, this process is becoming a more
common planning condition, and as such it has been included in the
tool kit and model.
The actual performance of each site will later be quantified using
Key Performance Indicators (KPIs). These act to normalise the data
by considering factors including the size, the number of employees
on-site, or in some cases, the value of the project, and so allows a
direct comparison to be made, between the past and present
practices of individual sites.
Setting Targets: WRAP Guidance
In order to ascertain which waste types are being properly utilised,
and where there are shortfalls in performance, targets should be set
for each individual waste stream. To this end, the following data
provides individual percentage targets for the re-use and recycling
of construction waste. The initial information was produced by
WRAP from surveys of a wide-array of building projects. We then
modified the targets using best practice guidance.
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Waste Stream Standard Practice (%) Good Practice (%) Best Practice (%)
Packaging 60 85 95
Plastics 60 80 95
Inert 75 95 100
Soils 75 95 100
Timber 57 90 95
Bricks 75 95 100
Ceramics/ Tiles 75 85 100
Plaster/ Gypsum/ Cement 30 90 95
Concrete 75 95 100
Asphalt/ Tar Products 75 95 100
Metals 95 100 100
Insulation 12 50 75
Furniture 0-15 25 50
Liquids/ Oils (Hazardous) 100 100 100
Electrical Equipment No data 70 95
Other Hazardous Waste No data No data No data
Average (Non-Hazardous) 56 77 86
Hazardous waste, with the exception of WEEE is combined in the
‘Other Hazardous Waste’ section as much of this can not be re-used
or recycled due to its nature. An example of this is asbestos, which
must be removed by a specialist contractor and sent to landfill. As it
is difficult to set good practice targets here, each construction
project should be reviewed on an individual basis to determine the
potential for minimisation of hazardous waste.
The data in Table 6.1 was then used to produce indicative
percentage targets for the re-use and recycling of demolition waste.
There was no published data available, so these targets were
produced using a conversion factor, based upon a comparison of the
BRE construction and demolition targets that have been reproduced
Table 5.1: Percentage targets for the re-use and recycling of construction waste.
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in the following section. As the guidance related to just non-
hazardous waste, the hazardous targets remain as before.
Waste Stream Standard Practice (%) Good Practice (%) Best Practice (%)
Packaging Not Applicable Not Applicable Not Applicable
Plastics 72 85 95
Inert 90 100 100
Soils 90 100 100
Timber 68 96 100
Bricks 90 100 100
Ceramics/ Tiles 90 90 100
Plaster/ Gypsum/ Cement 36 96 100
Concrete 90 100 100
Asphalt/ Tar Products 90 100 100
Metals 100 100 100
Insulation 14 53 75
Furniture 18 27 50
Liquids/ Oils (Hazardous) 100 100 100
Electrical Equipment No data 70 95
Other Hazardous Waste No data No data No data
Average (Non-Hazardous) 66 81 87
The WMC should adapt the data in Tables 6.1 and 6.2, having
considered site constraints and client requirements, and insert
these values into the ‘TARGET Benchmarks (%)’ columns in the
‘DEM. DES.’ and ‘CON. DES.’ worksheets. The ‘ATTAINED
Benchmarks (%)’ column will have calculated the level of waste
that has been returned to the supplier, re-used, or recycled,
depending upon the current waste estimates, and this will
demonstrate whether ICL have attained the designated levels of
Standard, Good or Best Practice.
Setting Targets: BREEAM 2008 Guidance
WRAP believe Good Practice is attained when most concrete and
inert materials, timber, metals and asphalt is re-used, recycled, or
Table 5.2: Inferred percentage targets for the re-use and recycling of demolition waste.
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recovered, so that around 77% of site waste is diverted from
landfill. For Best Practice, upwards of 86% of site waste should be
dealt with in a sustainable manner. As mentioned in Section 6.2.1,
the requirements of a BREEAM 2008 assessment were considered
when developing the SWMP, in order to future-proof the template
against future aspirations of ICL. In a BREEAM assessment, credits
can be attained if a ‘significant majority of non-hazardous
construction waste’ is diverted from landfill, i.e. returned to
supplier, re-used, salvaged, or recovered and recycled. In this
context, the following table illustrates how up to two of five
available credits are awarded.
DEMOLITION CONSTRUCTION
Volume (m3) Weight (kg) Volume (m3) Weight (kg)
Improvement over Standard Practice (1 credit) 80% 90% 65% 75%
Good Practice (2 credits) 85% 95% 80% 90%
Note: The second credit can only be awarded if the full three credits have been
awarded for an exemplar level KPI of “Waste Generated per 100m2. This
requirement is detailed in the following section.
The table provides general targets for both demolition and
construction waste. If both processes are being carried out in a
construction project, then both targets must be met to attain the
credit(s). The table reiterates that it is perceived to be easier to re-
use or recycle Demolition waste, as the types and quantities of the
existing materials are known. When developing targets using the
percentages reproduced in Tables 6.1and 6.2, the Principal
Contractor should also consider the requirements for gaining the
BREEAM credits.
While there is a small difference between WRAP and BRE’s
interpretations of good practice, both tables offer an illustration of
the level of performance that should be sought by the ICL Building
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Projects team. Over time, the targets for disposal should evolve to
drive ICL’s continual improvement, with the ultimate aim of
attaining the targets of the BERR draft Strategy on Sustainable
Construction, as outlined in Section 3.1. To help businesses meet
these targets, DEFRA aim to publish annually updated benchmarks
on their SMARTwaste website, from 2008 onwards. It is thus
advised that ICL review and revise the targets in Tables 6.1 and
6.2, every six months.
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Key Performance Indicator(s)
Individual waste stream targets are used to drive good practice
throughout the waste management process, however the overall
performance of projects should be determined using KPIs, as these
act to normalise the results and so allow direct comparisons
between sites. In line with their BREEAM 2008 assessments, BRE
have issued KPIs for the generation of non-hazardous, construction
waste, and it would be advisable for ICL to seek compliance with
these benchmarks. The data has been reproduced below, where it is
demonstrated how to attain the three remaining credits.
In the metadata section of the Design and Pre-Construction
recording worksheets a cell has been inserted for ICL to input their
‘TARGET Non-Hazardous, KPI Benchmark’, while the corresponding
cell in the Construction recording sheets calculates a comparison
‘Attained KPI Benchmark’, from the inputted estimates and the
actual quantities of waste produced.
m3 per 100m2 of
Gross Floor Area
Tonnes per 100m2 of
Gross Floor Area
Good Practice (1 credit) 13.0 – 16.6 6.6 – 8.5
Best Practice (2 credits) 9.2 – 12.9 4.7 – 6.5
Exemplar Practice (3 credits) Less than 9.2 Less than 4.7
Current good practice targets for annual waste disposal, as issued
by SmartWaste, have been reproduced overleaf to demonstrate that
in reality, waste generation varies depending upon the types of
construction project. While ICL should seek to attain the BRE KPIs,
the following data can be used to inform the WMC as to whether the
performance of their site is acceptable, having considered its use.
An example of this would be that it is easier to attain BRE defined
Table 5.3: Non-hazardous construction waste KPIs, as reproduced from BREEAM 2008 requirements.
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good-practice on a leisure development, than on an industrial
building. Therefore, if an ICL leisure development was some way
from meeting these KPIs, then it is likely this is due to inefficient
site practices, as opposed to constraints of the design or specified
materials.
Project Type m3 per 100m2 of
Gross Floor Area
Tonnes per 100m2 of
Gross Floor Area
Civil Engineering 22.2 11.3
Commercial Offices 19.6 10.0
Commercial Retail 13.0 6.6
Education 13.4 6.8
Healthcare 16.5 8.4
Industrial Buildings 23.8 12.1
Leisure 10.6 5.4
Public Buildings 18.0 9.2
Residential 17.7 9.0
10.2.3 Opportunities for Waste Minimisation
This strategic waste audit will allow the design teams to determine
the areas that offer the greatest potential for waste reduction over
the entire demolition and construction works. This will then
encourage the design teams to implement appropriate waste
minimisation measures, where possible. A brief overview on the key
opportunities for reducing waste have been provided below, while
more detailed guidance is available on websites such as; WRAP,
SmartWaste and EnviroWise.
Design Revisions
This would include addressing:
Building Form: Size and space of the development; Removing
unnecessary elements;
Table 5.4: Good practice, non-hazardous construction waste KPIs, as reproduced from SmartWaste.co.uk
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Design Flexibility: Future expansion/ adaptation/ dismantling of
the development;
Design Complexity: Simplifying the design to standardise the
construction process and reduce the quantities of required
material; Minimising variation in components/ joints;
Materials Specification: Specifying the use of particular materials,
due to their potential for re-use or recycling, or their production
during the demolition or construction phase; Specifying the use
of products with a high recycled content.
Together, these aspects allow the design team to address the
concept of waste neutrality. This considers both waste generated
and waste utilised on a project, with the view that waste sent to
landfill can be offset by either re-using products, or utilising
products with a high recycled content. Waste neutrality is a
recognised objective in the Government’s draft Strategy for
Sustainable Construction.
In addition to the above, procuring materials with a high recycled
content will allow ICL to go part of the way to meeting the
requirements of ‘Mat. 5: Responsible Sourcing of Materials’, and
‘Wst. 2: Recycled Aggregates’ in a BREEAM 2008 assessment.
Evidence of having considered procuring recycled goods is also
requested in ‘Section 2: Environmental Awareness’ of the
Considerate Constructor’s Scheme (CCS) assessment.
Demolition
On the occasions where the site has previously been developed, the
design team should consider whether demolition is necessary, or if
existing structures can be integrated into the new development. If
this is not possible, then as mentioned previously, it is important to
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maximise the reclamation of these materials by incorporating them
into the design.
Modern Methods of Construction
Modern Methods of Construction (MMC) consider improvements in
the products and processes employed in the construction industry.
Waste minimisation can be realised more efficiently off-site in
controlled environments, so where possible pre-fabricated and/ or
repetitive building elements such as staircases; architectural
steelwork; and toilet blocks should be included in the design.
Waste Segregation
Sorting and segregation of waste streams will begin on site, and
requires space for the storage of materials and waste. As this stage
of the waste management process is pivotal to its overall success,
so the design team should consider how this can be best provided.
If it is known the site will have severe area constraints and optimal
recycling rates can only be achievable by sorting waste off-site, ICL
should champion partnering with organisations that deliver services
which allow them to meet their strategic requirements.
The ‘DESIGN’ worksheet has been provided to record the pre-design
and design decisions that it was envisaged would help reduce the
quantities of waste produced on site. This sheet requires details on
any decision taken in this regard, prior to the SWMP being drafted.
The worksheet should also record details of the more recent design
decisions, such as on the function of the development, its design, its
method of construction, or the materials to be employed.
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10.2.4 Revision of Waste Forecasts
After the design decisions for waste reduction have been considered
and implemented, the Pre-Design/ Design predictions in the ‘DEM.
DES’ and ‘CON. DES.’ worksheets should be updated. It is important
to keep records of these revisions to demonstrate compliance with
the SWMP Regulations, so it is recommended that each version be
saved under a different filename, as well as being printed out and
stored in a hard copy folder.
The SWMP is a live document, so as the project evolves, the waste
estimates must be revised. On construction projects of less than
£500,000, the SWMP need only to be updated on ‘a regular basis’,
while on those with an estimated cost of over £500,000, the SWMP
will need to be reviewed at least every six months to ensure the
plan accurately reflects the progress of the project. Updates will
help drive good-practice site waste management throughout this
Figure 5.5: Print of the Pre-Design/ Design Decisions worksheet.
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process, so it is advised that revisions are carried out more
regularly and in addition, after the sign-off of each RIBA Stage.
Good practice expects the SWMP to be revised every three months,
while best practice is to update the documents every month.
10.2.5 Principal Contractor Responsibilities
To compel the appointed Principal Contractor to undertake good
practice site waste management and commit to the upkeep of the
SWMP, ICL will also need to produce tender requirements and
contractual clauses. Versions of these have been adapted from
WRAP ‘model wording’ to suit the needs of ICL, and are provided in
Appendix A.
The key responsibilities of the Principal Contractor will include
working with the entire project team to identify sources of waste
throughout the construction process; considering solutions to
reduce ‘waste to landfill’; and meeting the legislative requirements
of the SWMP Regulations. To achieve these goals, the Principal
Contractor should work with sub-contractors before starting on-site
to identify areas of waste and agree methods of waste reduction;
and develop and implement a logistics plan which addresses both
where waste will arise and how it may be reduced.
They should also produce a summary document containing a
comparison between the estimated and actual quantities of each
waste type that were produced; an estimate of the cost savings that
were achieved by completing and implementing the SWMP; and
recommendations to further improve the process and feedback to
the design team and other stakeholders.
ICL should be aware that these clauses may need to be updated,
depending upon the Scope of Services of the contractors. The
statements should not replace their standard terms and conditions,
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but be used to supplement them and ICL should take legal, financial
or other relevant professional advice when considering their use in
the tendering process.
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10.3 Pre-Construction
The SWMP allows ICL to benchmark and monitor their waste on a
project-by-project basis, with the goal of helping them prevent any
non-hazardous waste from being disposed of to landfill ahead of
industry timescales. During the pre-construction phase, the Principal
Contractor and sub-contractors will work towards this goal, by
identifying feasible waste management routes. Based upon this
information and their past experiences, they will then be able to
produce detailed waste forecasts; instigate on-site procedures for
waste minimisation; and train their support staff to use appropriate
waste management practices.
10.3.1 Identifying Waste Management Routes
The design team considered waste minimisation measures during
the design stages that aimed to reduce the production of waste. The
construction will still produce reasonable quantities of waste
however, so it is the duty of the Principal Contractor to identify
feasible methods for further reducing quantities of waste, and
diverting that produced from landfill.
It should be noted that the Landfill Directive states that from 30th
October, 2007, all non-hazardous waste, with the exception of inert
material, must be treated before it can be disposed of to landfill.
Treatment is defined as a physical/ chemical/ biological/ or thermal
process that will change the characteristics of the waste, by either:
Reducing the volume of waste;
Reducing the hazardous nature of the waste; or,
Making handling or recovery easier;
In essence, this directive means that waste management is no
longer a demonstration of good practice but instead the Principal
Contractor now has a legal obligation to undertake waste
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minimisation measures, such as waste separation and segregation,
in order to both reduce the volume of waste produced, and to make
its recovery easier.
A brief overview on the key opportunities for reducing waste have
been provided below, however more detailed guidance can be
obtained from websites such as; SmartWaste, EnviroWise or WRAP.
Waste Management Services
The WMC will be responsible for selecting the appropriate waste
management options and ensuring a site and project specific focus,
having taken into consideration the site characteristics, and
evaluated the full range of options for managing site waste
including:
Project logistics;
Project material requirements;
Opportunities to re-use the materials on-site, such as aggregates
as hardcore/ fill, or soils in land balancing;
Potential to order materials which are pre-cut to the
specification;
Industry good practice;
Potential carbon emissions from transport;
Accessibility of local recycling/ waste-to-energy/ waste
processing facilities.
A useful tool to determine potential recycling routes is using an
online database such as the free, SmartWaste BREmap. This
Geographical Information System (GIS) can be found at:
www.bremap.co.uk/bremap/. Directories of waste carriers are also
available, such as www.WasteRecycling.org.uk/, while the
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construction waste could be offered or sold to other contractors via
a Materials Information Exchange, such as www.salvoMIE.co.uk/.
From a practical viewpoint, the potential to ‘share’ waste
management contracts with other Contractors in the local region
should also be considered, as these would allow further cost savings
to be made, through ‘economies of scale.
Materials Procurement
Accurate quantity surveying will reduce the risk of over-ordering
resources and improve the performance of the SWMP by limiting the
excess of materials that will need to be dealt with post-construction.
The WMC and Quantity Surveyors should oversee accurate material
estimation and ordering, in order to manage these materials before
they reach the site.
Even with the best of intentions and planning, a degree of over-
ordering will occur. To address this we recommend the Principal
Contractor partners with suppliers who agree to ‘take back
schemes’, and that all materials brought onsite are actively
managed by the supply chain manager to recognise when to take
advantage of this agreement. This scheme could be expanded, so
the suppliers also accept the return of materials, such as bricks and
blocks, that have been damaged in transit; and/ or off-cuts of
materials.
Reducing Packaging
The WMC should enter into discussions with suppliers about
reducing unnecessary packaging and removing the remaining
packaging during their deliveries as this will also reduce the
quantities of waste produced on-site. Types of packaging materials
will include: plasterboard, cardboard, plastic wrapping and pallets.
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On-Site Waste Management
During periods of over-stocking, storage of these goods will be
required, and these areas should be safe, secure and weatherproof,
to prevent any damage to the materials that would hinder their
potential to be properly utilised, re-used, or returned to the
suppliers. Additional on-site waste management practices should
also be implemented, such as providing a waste compound with
appropriate systems, in which to segregate materials.
Logistics Plan
The Principal Contractor should create a logistics plan during the
pre-construction phase that encourages the efficient management
of the delivery and storage of materials. This would include ‘just in
time’ deliveries, where movements of materials would be planned
so they arrived when required, with the aims of negating the need
to provide large storage facilities, reducing site congestion, and
minimising the potential for weather damage. The plan would also
consider using Construction Consolidation Centres, which aid the
efficient flow of materials to ‘points-of-use’ on sites and combine
multiple part-load shipments into single deliveries.
After the opportunities for waste minimisation have been identified,
the following should be referenced in the ‘Procedures’ worksheet, a
print of which is shown overleaf:
A brief overview of the potential applications for re-use and
recycling of demolition wastes, if relevant;
Procedures for minimising non-hazardous waste;
Procedures for minimising hazardous waste;
Procedures for monitoring and reporting the waste production;
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Procedures for sorting and re-using construction waste.
Once construction has commenced, documentary evidence should
be retained to demonstrate these practices have been carried out to
agreed levels.
Figure 5.6: Print of the Waste Minimisation Procedures worksheet.
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Revision of Waste Forecasts Once practical waste minimisation measures have been considered,
waste estimates can be entered into the ‘DEM. EST.’ and ‘CON.
EST.’ worksheets by reconsidering each stage of the project and
based on their experience of similar projects, evaluating where the
waste materials could be incorporated. The Principal Contractor
should then be able to estimate the types and quantities of waste
produced with reasonable accuracy, and break this down further,
into the quantities of each waste stream that can been ‘Re-Used’;
‘Recycled’; or ‘Recovered’ either on- or off-site; ‘Disposed to
Landfill’; or disposed of by ‘Other’ means. At this stage of the
process, no waste should be predicted as being ‘Returned to
Supplier’ as the assumption is to achieve accurate quantity
surveying. The applicable columns have been highlighted red in the
relevant worksheets.
Again, reasonable estimates will suffice and to help with these,
guidance on pre-demolition audits, when relevant, can be obtained
from literature such as the ICE ‘Report on Demolition Protocol’ and
the WRAP ‘Efficient Use of Materials in Regeneration Projects’. For
construction waste predictions, guidance can be found on the
SmartWaste; EnviroWise; DEFRA; and/ or WRAP websites.
As mentioned in Section 6.2.4, the SWMP is a live document and as
the project evolves, the estimates of construction site waste must
be revised. On construction projects of less than £500,000, the
SWMP need only to be updated on ‘a regular basis’, while on those
with an estimated cost of over £500,000, the SWMP will need to be
reviewed at least every six months to ensure the plan accurately
reflects the progress of the project. Updates will help drive good-
practice site waste management throughout the construction
process, so it is advised that these are carried out more regularly
and in addition, after the sign-off of each RIBA Stage. Good practice
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requires the SWMP to be revised every three months while best
practice will be to update the documents every month.
10.3.2 Mobilisation
Turner & Townsend have been commissioned to provide workshops
to the ICL Building Projects team, to improve their understanding of
waste management. It is envisaged that the ICL team will then be
able to advise their design teams and contractors on the importance
of site waste management practices; the need to operate in line
with the requirements of the SWMP; and the sustainability policies
of Imperial College London. It is recommended this be provided
through induction training; Tool Box talks; or workshops, and the
SWMP be communicated on-site through meetings; posters; and
staff feedback.
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Figure 5.7: Print of the Pre-Construction Estimates worksheet.
Plan: Tool Kit
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10.4 Construction
To achieve optimum results during the construction phase, staff and
contractors should be kept aware of the SWMP and its drivers, as this
will encourage a shared ownership of the document. It is
recommended this will be carried out through on-going presentations,
which will also outline practical waste minimisation measures to the
appropriate parties; training on handling materials; and the waste
‘Duty of Care’. Methods for monitoring the production of waste should
also be outlined, and these will also be used to keep accurate records
of waste ‘usage’ on- and off-site, as well as its disposal.
10.4.1 Waste ‘Duty of Care’
The Principal Contractor has a legal obligation, under the
Environmental Protection Act, 1990, for the safe-keeping, transport,
and subsequent recovery or disposal of waste arising from their
activities. In practical terms, this includes establishing their waste
contractors hold suitable, up-to-date documentation for every waste
stream that is deemed to be relevant to their operations, and that
the contractors are able to carry out their duties in a competent
fashion.
To fulfil their Duty of Care, a centralised record storage has been
produced, in line with the SWMP and Environmental Permitting
Regulations. When waste is moved off-site, the Principal Contractor
must record the following information in the Duty of Care matrix, as
shown overleaf:
A breakdown of the types of waste that are being moved;
Details of the Waste Carrier: Contact Name; Licence Number;
Expiry Date;
Plan: Tool Kit
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Details of the destination Waste Management Facility: Contact
Name; Address; Registration Number; Confirmation of their
being exempt from needing such a permit;
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Figure 5.8: Print of the Duty of Care worksheet.
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Beyond the legislative compliance, a column has also been provided
to note the European Waste Catalogue (EWC) number for each
waste stream as this will help classify the waste streams produced.
The codes deemed most relevant to the site activities have been
reproduced below, using the Environment Agency guidelines. When
waste is transferred, the respective waste contractors must provide
a written description of the waste which includes its EWC code. The
WMC will need to ensure this reference is accurate then update the
worksheet accordingly.
Waste Stream EWC Code Description of Materials
Packaging 15-01-... Cardboard; Paper; Polythene sheets; Pallets.
Plastics 17-02-03 Pipes; Cladding; Frames; Floor coverings (soft).
Inert 17-05-... 17-02-02 (Glass)
Mixed rubble/ hardcore; Aggregates; Stones; Glass.
Soils 17-05-... Soils; Clays; Sand; Gravel; Natural stone; Dredgings.
Timber 17-02-01
Bricks 17-01-02
Ceramics/ Tiles 17-01-03 Ceramic tiles; Clay roof tiles; Ceramic sanitaryware.
Plaster/ Gypsum/ Cement 17-08-... Plasterboard; Plaster; Mortar; Fibre cement sheets.
Concrete 17-01-01 Pipes; Kerb stones; Paving slabs; Concrete rubble.
Asphalt/ Tar Products 17-03-... Asphalt; Bitumen.
Metals 17-04-... Copper wires; Cables; Radiators; Lead; Unidentified.
Insulation 17-06-... Glass fibre; Mineral wool; Foamed plastic.
Furniture 17-02-01 (Timber) 17-02-03 (Plastics) 20-03-07 (Bulk)
Tables; Chairs; Desks; Sofas.
Liquids (Non-Hazardous) 13-...-... Non-hazardous paints; Thinners; Timber treatments.
Mixed Construction Waste 17-09-...
Asbestos 17-06-01 (Insulant) 17-06-05 (Other)
Contaminated Soils 17-05-...
Liquids/ Oils (Hazardous) 13-...-... Hydraulic/ Engine/ Lubricating oils; Interceptor waste.
Electrical Equipment 16-02-... WEEE, such as TVs, fridges, air-conditioners units, fluorescent
light tubes.
Other Hazardous Waste See EA Guidance
Table 5.5: Waste streams deemed relevant to construction site activities and their respective EWC Codes.
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In the interests of quality assurance, regular checks should be
undertaken on a weekly basis to confirm on-site waste management
procedures are being carried out in a suitable fashion.
Copies of the appropriate Environmental Permits, Waste Transfer
Notes and Waste Carriers and Waste Management Facilities’
documentation should be retained for two years after the date of
the transfer. On the occasions where hazardous waste is being
transferred, the Principal Contractor will also need to obtain copies
of the Waste Consignment Notes, and retain these for three years
after the date of the transfer.
10.4.2 Monitor/ Record Use of Waste
After the commencement of demolition and/ or construction works,
waste production on site should be monitored, and entered into the
‘DEM. REV.’ and ‘CON. REV.’ worksheets at regular intervals.
Here, the Principal Contractor should be able to provide accurate
data of the types and quantities of waste produced using Waste
Carriers’ invoices, Waste Transfer Notes, as-built drawings, and/ or
feedback from waste contractors. They should also be able to break
this data down further, into the quantities of each waste stream
that have been ‘Returned to Supplier’; ‘Re-Used’; ‘Recycled’; or
‘Recovered’ either on- or off-site; ‘Disposed to Landfill’; or disposed
of by ‘Other’ means. The applicable columns have been highlighted
red in the relevant worksheets. If exact data is not available, an
estimate is preferable to a blank cell. Where volume is provided, yet
weight is required (or vice versa), various websites, such as
www.SImetric.co.uk/ can be used to convert this into useable
values.
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A series of bar graphs in the ‘GR. DEM.’ and ‘GR. CON.’ worksheets
have been linked to the respective ‘… . EST.’ and ‘… . REV.’ tables to
continuously monitor the performance of the SWMP against initial
estimates. These graphs compare the estimated and actual
quantities of waste being disposed of, using each method, for each
individual waste stream, and so can also be used to highlight any
major discrepancies that may occur. To allow them to be used as
visual aids, the charts have also been formatted to print out on
individual pages.
As mentioned in Section 6.2.4, the SWMP is a live document and as
the project evolves, the estimates of construction site waste must
be revised. On construction projects of less than £500,000, the
SWMP need only to be updated on ‘a regular basis’, while on those
with an estimated cost of over £500,000, the SWMP will need to be
reviewed at least every six months to ensure the plan accurately
reflects the progress of the project. Updates will help drive good-
practice site waste management throughout the construction
process, so it is advised that these are carried out more regularly
and in addition, after the sign-off of each RIBA Stage. Good practice
requires the SWMP to be revised every three months, while best
practice is to update the documents every month. The level of detail
required by each revision was detailed in Section 5.1.
It is important to keep records of the waste estimates, in order to
demonstrate compliance with the SWMP Regulations, so it is
recommended that each revision be saved under a different
filename, before being printed out and stored on site in a hard copy
folder. At the end of the project, the final revisions of the ‘DEM.
REV.’ and ‘CON. REV.’ worksheets will contain the actual quantities
of waste produced.
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Figure 5.9: Print of the Revisions worksheet.
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10.5 Post-Construction
After contruction has finished, the Principal Contractor will need to
review the performance of the SWMP. For projects with an estimated
cost of over £500,000, it is a legal requirement for this review to
compare the estimated and the actual quantities of each waste stream
produced on site; and estimate the cost savings that have been
achieved by implementing an SWMP.
It is advised that this analysis be undertaken, regardless of the project
value, and written up in an overview report which will be transmitted
to stakeholders and contractors, to reiterate the sustainable policies of
ICL. Recommendations for improving site waste management practices
should also be proffered as these will help streamline the construction
process and so lead to further improvements in site waste
management and offer additional cost savings.
10.5.1 Performance Review
Estimated vs. Actual Performance
The ‘DEM. COMP.’ and ‘CON. COMP.’ worksheets require no inputs,
and have been set up to evaluate the differences between the pre-
construction estimates of the demolition and construction waste,
and the current quantities of waste generated. The bar graphs in
the ‘GR. DEM.’ worksheets have been linked to the ‘DEM. EST.’ and
‘DEM. REV.’ tables, while ‘GR. CON.’ is linked to the ‘CON. EST.’ and
‘CON. REV.’ tables, so these can also be used in the rolling
comparisons as to the performance of the SWMP.
The SWMP Regulations state that the SWMP must be continually
updated to reflect the progress of the project. As such, if the
performance of this plan significantly diverges from the pre-
construction estimates, the document should be deemed to be
redundant, and the Principal Contractor should develop a new
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SWMP. In this instance, the existing document should be retained to
allow the contractors and design team to learn lessons for the
future.
At the end of the project, the final revisions of the ‘DEM. REV.’ and
‘CON. REV.’ worksheets will record the actual quantities of waste
produced, and these will be carried over to the ‘Waste Comparison’
sheets. It is intended that these worksheets will help the Principal
Contractor to produce a comparison of the overall performance of
the site, as required by the SWMP Regulations.
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Figure 5.10: Print of the On-Site Waste Comparison worksheet.
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10.5.2 Cost Estimates
The current costs of waste disposal will vary depending on
numerous factors, including site location, contractor, quantities of
waste, and inflation. As such, we are unable to provide indicative
targets for this, so to calculate the overall savings resulting from
the SWMP, the Principal Contractor will have to complete the
‘Commercial Rate of Waste Disposal’ column within the ‘COSTS’
worksheet, based upon invoices and/ or waste transfer notes. A
print of the relevant section of this sheet is shown overleaf.
The worksheet will then use these rates to estimate the total cost
savings that were achieved by the design revisions, and by
completing and implementing the SWMP, based upon the estimated
and actual quantities of waste that have been produced. It has been
developed to also run four additional scenarios, which it is
envisaged will provide a better insight into the overall performance
of the site. The scenarios compare the ICL construction site to
notional sites which dispose of their waste by implementing:
‘No waste management practices’, with all the waste produced
being sent to landfill;
Standard Practice waste management (based upon the WRAP
guidance, as detailed in Section 6.2.2);
Good Practice waste management;
Best Practice waste management.
The calculations have been reproduced in the ‘COSTS’ worksheet to
allow the Principal Contractor to develop their own estimates of cost
savings if required, while the results of these scenarios are printed
in the subsequent ‘Summary’ worksheet.
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It should be reiterated that these cost savings are estimates based
upon just the costs of disposing waste to landfill, as this has been
deemed to be the most pressing economic factor, due to the
exponential rate by which Landfill Tax is increasing. As such, the
calculations do not consider the costs associated with the
procurement of new materials, handling and/ or transportation.
They also do not account for the costs of recycling waste, however
this will be much cheaper than sending waste to landfill as the sub-
contractor gains the value of the waste; or where the waste was
used on site, as this was thought to have negligible costs stemming
from handling and storage.
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Figure 5.11: Print of the first section of the Cost Estimates (Calculation) worksheet.
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10.5.3 Summary Report
Site Performance
At the end of the SWMP, a ‘Summary’ worksheet, as shown
overleaf, has been included to reproduce the Target Benchmarks,
Achieved Benchmarks and the improvements/ differences
between them. These values can then be used to establish
whether large-scale changes have occurred between the
inception and completion of the SWMP, and if deviations have
been made then an explanation is required. The worksheet then
uses this data to consider the performance of the SWMP against
the requirements of a BREEAM 2008 assessment and awards up
to five credits accordingly.
Cost Savings
The worksheet also reproduces the results of the Cost(s)
Savings/ Deficits estimations that have been achieved by
completing and implementing the plan. For the process to be
used as a learning tool for the entire Project Team, it is
recommended that the Principal Contractor produces a feedback
report for the Client, Design Team, and their stakeholders and
sub-contractors which contains all the relevant data and provides
recommendations for improving this process in the future.
Declaration
Within three months of the work being completed the Principal
Contractor must update the SWMP with a statement confirming
that the SWMP was monitored on a regular basis, to ensure work
progressed according to the plan and that the plan was updated
in accordance with this regulation.
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For two years from the date upon which the project was
completed, the SWMP must be retained by the Principal
Contractor, either on-site or at their principal place of business.
Figure 5.12: Print of the Summary/ Deviations worksheet.
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CONTRACTUAL CLAUSES
Design Team
To compel the appointed Design Team to undertake good practice
site waste management and commit to the upkeep of the SWMP,
ICL will need to produce tender requirements and contractual
clauses. To aid this process, we have adapted versions of these
have been from WRAP ‘model wording’ to suit the needs of ICL.
ICL should be aware that the clauses may need to be updated,
depending upon the Scope of Services of the design team. The
statements should not replace their standard terms and conditions,
but be used to supplement them and ICL should take legal, financial
and other relevant professional advice when considering their use in
the tendering process.
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Clause Requirements
1 Pre-Design and Design Stages
1.1 ICL is committed to materials efficiency, and a key aspect of this is reducing the volume of waste generated during construction projects. The designer has a key role to play in identifying the sources of waste and in advising on design solutions which will reduce the volume of waste generated on-site.
As part of their Scope of Works, the Design Team shall:
Identify key sources of waste at each design sign off stage;
Work with other members of the project team to identify sources of waste and mitigating solutions, including the Principal Contractor when appointed; and
Propose waste reduction solutions, and advise upon impacts on performance, cost and quality.
In order to achieve the above, the Design Team shall:
Include waste as a formal agenda item at design team meetings;
Identify opportunities to reuse existing materials on-site and provide justification for not re-using materials, where applicable;
Explore opportunities to simplify and standardise design solutions and provide justification where this is not appropriate;
Explore and advise upon the benefits of offsite manufacture of components or elements, commenting upon waste, cost, time and quality; and,
Optimise design solutions such that the site cutting of materials is eliminated as far as is practicable.
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Principal Contractor
To compel the appointed Principal Contractor to undertake good
practice site waste management and commit to the upkeep of the
SWMP, ICL will need to produce tender requirements and
contractual clauses. To aid this process, we have adapted versions
of these have been from WRAP ‘model wording’ to suit the needs of
ICL.
ICL should be aware that the clauses may need to be updated,
depending upon the Scope of Services of the design team. The
statements should not replace their standard terms and conditions,
but be used to supplement them and ICL should take legal, financial
and other relevant professional advice when considering their use in
the tendering process.
Clause Requirements
1 Producing/ Upkeeping the SWMP
1.1 The Principal Contractor shall at all times demonstrate full compliance with current legislation regarding the management and recycling of site waste, throughout the duration of the construction programme.
1.2 ICL is seeking to minimise the amount of waste generated during the construction works. Not only is this an environmental benefit, it will also reduce costs. In conjunction with maintaining the Site Waste Management Plan (SWMP), the Principal Contractor is required to:
Be proactive in supporting the designer to identify causes of waste within the design and agree methods of waste reduction;
Work with sub-contractors before starting on-site to identify areas of waste and agree methods of waste reduction, even if this means revisiting the design;
Negotiate and agree reasonable wastage allowances with sub-contractors, including requesting and documenting accurate waste forecasts from each
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sub-contractor, within the SWMP;
Explore and propose construction solutions which will enable a reduction in waste, including off site construction options; and
Develop and implement a logistics plan which addresses both where waste will arise and how it may be reduced. This is to be included within the SWMP and made available to the client on request.
1.3 The Principal Contractor will update the SWMP at least every month and more frequently if required, to ensure that the plan accurately reflects the progress of the project. These updates will include:
Reviewing the plan;
Recording the types and quantities of waste produced;
Recording the types and quantities of waste that have been re-used/ recycled/ sent for another form of recovery/ sent to landfill/ or otherwise disposed;
Providing details on whether the above processes were carried out on- or off-site; and updating the plan to reflect the overall progress of the project.
1.4 The Principal Contractor will need to provide evidence to demonstrate the sorting and segregation of materials is carried out to agreed levels and the materials are re-used or recycled.
1.5 Throughout the entire process, the Principal Contractor will commit to keeping the SWMP on site during the project; ensuring that all sub-contractors know where the SWMP is kept; and allowing all contractors to access the SWMP during the project.
2 Waste Minimisation Targets
2.1 Imperial College London will set resource efficiency benchmarks for non-hazardous construction waste generated by the building’s construction phase, excluding demolition and excavation waste, and provide targets for non-hazardous construction waste to be diverted from landfill. It is intended that these will drive site waste management practices and allow ICL to comply with Industry Good Practice Targets
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requirements. The SWMP will reproduce these targets, and it is the responsibility of the Principal Contractor to meet them.
3 Waste Transfers
3.1 When waste is removed from the site, the Principal Contractor will record a breakdown of the types of waste that are being moved; details of the person removing the waste; the waste carrier’s registration number; details of the site that the waste is being taken to; and details confirming that the operator of this site either holds a permit under the Environmental Permitting (England and Wales) Regulations 2007 or is registered under the Regulations as being a waste operation exempt from the need for such a permit.
4 Project Completion
4.1 Within three months of the work being completed the Principal Contractor will update the SWMP with a statement confirming that the SWMP was monitored on a regular basis, to ensure work progressed according to the plan and that the plan was updated in accordance with this regulation. If there has been any deviation from the SWMP, then an explanation will be provided.
4.2 The Principal Contractor will be required to retain a copy of the SWMP for two years after completion of the project
4.3 The Principal Contractor will produce a summary document containing a comparison between the estimated and actual quantities of each waste type that were produced; and estimate the cost savings that were achieved by completing and implementing the SWMP.
Recommended