Académique Documents
Professionnel Documents
Culture Documents
1. Introduction
From previous stages of this project, civil engineering comprehensive analysis have been
made on the Copperfields site (Plot No. 2A) which is located within the Hunslett Riverside
character area.
12.2 Ha
Open greenspace
The proposals made by my team on this site for building development after the demolition of
all existing buildings are:
With the entire structures ranging from medium to high quality and reflecting the image of
Leeds as an important centre for commercial and leisure activities.
2. Procurement Plan
A Procurement Plan defines the products and services that one will obtain from external
suppliers. A Procurement Plan also describes the process one will go through to appoint those
suppliers contractually.
A procurement plan defines; first, the items you need to procure, the process for acquiring
those items, and finally, schedule the timeframes for delivery.
Sustainable procurement of works, services and supply relies upon making value for money
decisions over the life of the asset and not solely on capital costs. A value for money solution
to meet user requirements relies upon the optimum combination of whole-life costs and
quality.
Any procurement strategy should identify the best way of achieving the project objectives,
taking into account the likes of key objectives, constraints, funding, risk and asset ownership.
It is the optimum balance of these factors that one strives for. The procurement route is the
means of achieving the procurement strategy. This will include the contract strategy that best
meets the clients needs. The contract strategy will determine the level of integration of
design, construction and maintenance for a project. This should support the main project
objectives in terms of the likes of risk allocation, incentivisation and delivery.
There are many procurement routes available including traditional, design and build, prime
contracting, management contracts and private finance initiative/publicprivate partnership
(PFI/PPP). The NEC is designed to be flexible enough to work in most currently available
procurement routes.
2.1.1 Traditional Approaches
The traditional approach with many projects, particularly in the construction industry, is to
have design as a separate function from construction. This is less common for the supply of
goods or plant where it is usually the supplier who carries our product design. Figure 1 shows
a simple relationship between a Client and a Consultant or Contractor for pre-construction or
construction related services. The Client could be one of public or private standing and the
Consultant or Contractor can in turn subcontract services to suit. The contract could be for the
likes of design, project management, cost consultancy, environmental, audit, facilitation,
management consultancy or architectural services. The NEC contracts that could be used are
the Professional Services Contract (PSC), Professional Service Short Contract (PSSC), Term
Services Contract (TSC) or Term Services Short Contract (TSSC) and this approach can be
used on a one-off project or a series of projects.
Client
Consultant or Contractor,
TSC or TSSC, PSC or PSSC
Client
Supplier
SC or SSC
Client
Contractor
ECC, ECSC, TSC or TSSC
The classic traditional contract in the construction industry is a consultant designing works on
behalf of a Client who engages a Contractor to construct them, as shown in Figure 4. Under
ECC, ECSC, TSC or TSSC, the Contractor is responsible for the quality of his workmanship,
however under ECC, the Client has the safeguard of engaging a Supervisor whose role is to
check that the materials and workmanship meet the contracted quality levels.
Client
Client
Subconsultant Designer
Subcontractor Subcontractor Supplier
PSC or PSSC
ECS or ECSS ECS or ECSS SC or SSC
PSC or PSSC
Supplier Supplier
ECS or ECSS SC or SSC
There are a number of variants of design and build contracting, including just design and
build (D&B), design, build and operate (DBO) and design, build, operate and maintain
Client
(DBOM).
In D&B a single Contractor acts as the sole point of responsibility to a Client for the design,
management
Projectand delivery of a project, on time, within budget and usually
Manager in accordance
Consultant with
Supervisor
a performance
PSC orspecification.
PSSC Figure 6 shows a typical D&B project organisation
PSC or for a single
PSSC
project. If a Client requires Contractor self-certification of the quality of the works, then the
Supervisor instead becomes a function of the Contractor.
Contractor
ECC or ECSC
Consultant Designer
Supplier Subcontractor Subcontractor
PSC or PSSC
SC or SSC ECS or ECSS ECS or ECSS
PSC or PSSC
Supplier Supplier
ECS or ECSS SC or SSC
Figure6. Typical D&B project organisation
In DBO the Contractor operates the asset over a compliance period primarily to prove the
contract assumptions. The contract strategy for this can be one of two approaches, with the
choice largely being down to length of the operating period. If a relatively short operating
period is required then the D&B element of the project could be encompassed as a section of
the whole of the works within the ECC with the operating period of, say, one year being a
second section. Payments for the design, construction and operation would follow the chosen
ECC payment option.
If the operating period was a considerable length of time then it may be preferable to enter
into two contracts, ideally at the same time, one to D&B under ECC and the other to operate
under TSC. Figure 6 is still representative of the D&B element of the works with Figure 7
indicating the TSC contractual relationships. The assumption here is that no further design is
required in this period, though of course this could be provided on a subcontracting basis if
required.
DBOM is where the asset is also operated and maintained by the Contractor for (usually) an
extended period of time of 5, 10, 15 years or more. In this scenario, it is more likely that the
two contract approach, with TSC in place to maintain the asset in a certain state, would be the
preferred route.
Client
Service Manager
PSC or PSSC
Contractor
TSC or TSSC
Supplier Supplier
ECS,ECSS, SC or SSC SC or SSC
Client
Subcontractor
Subcontractor Supplier Subconsultant
ECS or ECSS Subconsultant
ECS or ECSS SC or SSC Designer
Designer
PSC or PSSC PSC or PSSC
Subconsultant Designer
Subcontractor Supplier
PSC or PSSC
ECS or ECSS SC or SSC
Figure9. Typical construction management relationship
Client
PFI/PPP
Bespoke Contract
Contractor
ECC
Subcontractor
ECS or ECSS
Supplier
ECS or ECSS, SC or SSC
Supplier
SC or SSC
Consultant Designer
PSC or PSSC
Client
Service Manager
TSC
Contractor
TSC for construction activities
Figure10. Typical PFI/PPP relationship
Subcontractor
ECS or ECSS
Figure 11 shows how the NEC could be used to contractually organise the operation and
maintenance (O&M) of the asset.
Supplier
SC or SSC
Supplier
SC or SSC
Consultant Designer
PSC or PSSC
Figure11. Typical PFI/PPP relationship for O&M activities
Client resources a clients knowledge, the experience of the organisation with procuring
building projects and the environment within which it operates will influence the
procurement strategy adopted. Client objectives are influenced by the nature and culture of
the organisation. The degree of client involvement in the project is a major consideration.
Project characteristics The size, complexity, location and uniqueness of the project should
be considered as this will influence time, cost and risk.
Ability to make changes Ideally the needs of the client should be identified in the early
stages of the project. This is not always possible. Changes in technology may result in
changes being introduced to a project. Changes in scope invariably result in increased costs
and time, especially they occur during construction. It is important at the outset of the project
to consider the extent to which design can be completed and the possibility of changes
occurring.
Cost issues An assessment for the need for price certainty by the client should be
undertaken considering that there is a time delay from the initial estimate to when tenders are
received. The extent to which design is complete will influence the cost at the time of tender.
If price certainty is required, then design must be complete before construction commences
and design changes avoided.
Timing Most projects are required within a specific time frame. It is important that an
adequate design time is allowed, particularly if design is required to be complete before
construction. Assurances from the design team about the resources that are available for the
project should be sought. Planning approvals can influence the progress of the project. If
early completion is a critical factor then design and construction activities can be overlapped
so that construction can commence earlier on-site. Time and cost trade-offs should be
evaluated.
Traditional Procurement best suit this project and is thus considered for the whole life
circle of this project because;
Considering the above reasons, the key project factors (time, quality, cost and risk) are
satisfied within this procurement choice.
Project Initiation
Initiation Process consists of the processes performed to define a new project or a new phase
of an existing project by obtaining agreement to start the project or phase. Within the
initiating processes, the initial scope is defined and initial financial resources are committed.
Internal and external stakeholders who will interact and influence the overall outcome of the
project are identified. Or in simple word, this first phase of the project the project charter and
the stakeholders are identified.
Project Charter is the process of developing a document that formally authorizes a project or
a phase and documenting initial requirements that satisfy the stakeholders needs and
expectations.
Project charter
The charter contains the brief description of the project. Different inputs are used to develop
project charter and these inputs are as follows;
Inputs
1. Contract:
A contract is a legal agreement between two parties. For the aim of this project, a contract is
signed between both. In this contract duration, cost plan, project plan, procurement plan are
mentioned as well
Cost Plan
Work Cost
Pluming material
Concrete rods
Paint
Flooring material
Electrical equipment
Glass windows
Wood
Cement
Bricks
Labor
Total Cost
Human
Reserve
Total Price
Estimated Budget
In this project keeping all expenses in mind that the estimated budget required for this
project is about ----
Procurement plan
All the material mentioned in the cost plan is going to procure from different suppliers
at given cost.
2. Environmental factors:
Environmental factors which may influence this project are;
Organization Culture
Work hour
Holidays
Internal factors like labor strike, shortage of material, unavailability of man
power, etc.
External factors like load shedding, public strike against any event, political
factors, inflation etc.
3. Organizational process assets:
OPA provide a guideline and give work procedures in the construction project. These
procedures are followed throughout the whole of the construction project.
Output
Project charter
Company background
Description of Project
This entails the different terms and conditions used with the time duration of the project
written in the contract.
Triple constraint
The triple constraint consists of time, scope and cost. The objective of this project is
to achieve the triple constraint. The first focus in this project is to complete the
construction within one year as mentioned in the contract. For this purpose, a table
has been constructed and distribute the project phases in different months.
Project team is made for this project and which include the followings;
I. Project Manager, Team Leader, Team Members, and some Assistants.
Stakeholders:
The main stakeholder is the suppliers. These are the outsiders stakeholders. Within the
company Project charter has a key stake in this project so project manager is a stakeholder as
well.
Identification of stakeholders
Inputs
All inputs are discussed above in the develop project charter. And these are:
Project charter
Environment factors
Organizational process assets
stakeholder analysis
-key stakeholder
-Vendors/supplies
Output
Stakeholder register:
Planning process
Planning process consist of sub-processes. Starting from the develop project management
plan and end at procurement.
Develop Project Management Plan is the process of documenting the actions necessary to
define, prepare, integrate, and coordinate all subsidiary plans. The project management plan
defines how the project is executed, monitored and controlled, and closed.
Inputs
All the inputs for the development of project plan are mentioned above. And the same tools &
techniques are used for this process and its expert judgment mentioned in the initiation phase.
Outputs
- Life cycle
Other than life cycle all these parts of the plan explained later step by step.
Collect Requirements is the process of defining and documenting stakeholders needs to meet
the project objectives. This is vital in this project.
Input
In this project, face to face meeting and interview with our stakeholders to get the
information about their interest in this project was done.
Output
Requirement Management Plan:
Inputs:
Project charter
OPAS
Expert judgment:
Described above
Product analysis:
Since the output of the project include the product as deliverable so the product analysis is
compulsory. So work break down structure will be used.
Alternative identification:
Scope Statement:
The main goal of this project is to construct Residential block and Conference hall within one
year by analyzing the stakeholders needs and interests.
Creating WBS is the process of subdividing project deliverables and project work into
smaller, more manageable components. In this project, work break down is applied to the
construction tasks into many small components for easy management and effectiveness.
Decomposition:
The tasks and activities are divided in to sub tasks and processes like dividing the main
project into smaller parts for easy plan and execution.
Outputs
Work Breakdown Structure has been made in primavera / MS project.
Description:
The duration decided for this project is one year with basement, ground floor. And the
estimated cost for this project is about ---. All these description is written in the contract and
both of the parties signed this agreement.
In this part, the base line of the projects requirements, deliverables, and the acceptance
criteria are fixed.
Inputs
Scope baseline:
The scope contains the project description, major project deliverables and acceptance criteria.
(Construction of residential block and recreational Centre in Copperfield site)
Description:
The duration decided for this project is one year with basement and ground floor. And the
estimated cost for this project is about
OPA provide a guideline and procedures on how to work on this construction project. This
process is follow for the duration of the construction.
Output
Activity list:
Proposal writing
Defining team members and group leader.
Gathering required information.
Performing feasibility analysis.
Defining customer requirements.
Develop project charter.
Identifying stakeholders.
Collecting requirements.
Project Costing and Budgeting.
Scheduling, Project scope management planning.
Project scope statement writing
Scope baseline, defining accepted work deliverables.
Project risk management planning.
Project communication management planning.
Project quality management and procurement management planning.
Whole construction
Milestone list
Sequence Activities
Sequence Activities is the process of identifying and documenting relationships among
the project activities.
Outputs
Estimate Activity Resources is the process of estimating the type and quantities of
material, people, equipment, or supplies required to perform each activity.
Inputs
Outputs
Estimate Activity Durations is the process of approximating the number of work periods
needed to complete individual activities with estimated resource.
Inputs
Inputs have been already described earlier.
Activity list
Activity resource requirement
Project scope statement
OPA
Enterprise environment factors
Outputs
Activity Duration
Estimate(days)
Identifying stakeholders. 1
Collecting requirements. 1
Project Costing. 2
Project Budgeting. 1
Scheduling. 1
Develop Schedule
Inputs
Activity list
Activity resource requirements
Activity duration estimate
Project scope statement
OPA
Environment factors
Resource levelling
Critical Path method
Project schedule: The estimated duration for his task is noted and targeted in this project.
Estimate Cost
Inputs
Scope baseline
The scope contains the project description, major project deliverables and acceptance criteria.
Description:
The duration decided for this project is one year. And the cost for this project is about ---- .
In this part, the base line of the project requirements, deliverables, and the acceptance criteria
are fixed.
Stakeholder register
Schedule Baseline
This is the accepted schedule performance measures including start and finish dates.
Tools and Techniques
The benefit of meeting quality requirements can include less rework, higher productivity,
lower cost and increased stakeholder satisfaction.
Outputs
The quality management plan describes how the project management team will implement
the performing organizations quality policy
Planning quality and performing quality control is used to analysis the work of the
management processes continuously, and the product related processes to alleviate negative
impacts and check the cost and schedule variances. The reports will also make and these
reports will show the projects performance and quality standard.
Weekly meeting between the project manager and project team to remove difficulties may
affect the project.
Reports on cost performance are issued weekly to analyse the cost against quality.
Control Charts and Scatter plot are made to analyze project, team members and schedule
performance.
Project Human Resource Management includes the processes that organize, manage, and lead
the project team.
Inputs
Networking
Networking is the formal and informal interaction with others in an organization,
industry, or professional environment. For this project weekly meetings are to be held
with the project manager and other stakeholders that will contribute to the success of the
project.
Outputs
1. Project Manager. 1. Has the authority to do change in 1. Will monitor the whole work and
project management plan. guide the team about any difficulty.
Also make sure that all the tasks
performed are within budget.
Selection of workers:
After mentioning the roles of the project team, the worker team are selected based upon the
needs of the project. In the project of construction the worker team will be selected on the
basis of experience.
Plan Communication
Plan Communications is the process of determining the project stakeholder information
needs and defining a communication approach.
Inputs
Stakeholder Registry
Stakeholder management strategy
OPA
Enterprise environmental factors
Communication Technology
Different mediums for communication like face to face, Email, telephone etc. are used
Outputs
The project team communicate with the team leader through face to face meeting. The team
leader interact with the Project Manager through meetings, presentations and emails telling
him about the current situation of the project.
Plan procurements
Plan procurement contains the process of documenting project purchasing decisions,
specifying the approach, and identifying potential sellers.
Inputs
Scope baseline
Requirement documentation
Risk register
Project schedule
Activity cost estimate
Cost performance baseline
Enterprise environmental factor
OPAs
These all inputs have been described earlier in different project documents
Outputs:
Procurement Process:
The whole procurement process is under the authority of the Project manager and also he has
the responsibility for the sales and the material selection.
3.1 Introduction
Risk is the probability of occurrence of uncertain, unpredictable and even undesirable events
that would change the prospects for the profitability on a given investment/project. Managing
risk is to minimize, control and share risk and not just pass them off unto another party. And
this is one of the reasons the Traditional Procurement is applied for this project as risk is
shared by both client and contractor.
However, the environment in which decision-making takes place can be described in three
methods, which include certainty, risk and uncertainty. Certainty exist only when one can
specify exactly what will happen during the period of time covered by the decision and
conform to the specific requirements of certainty. Uncertainty is defined as a context for risks
as events having a negative impact on the projects outcomes, or opportunities, as an event
that have beneficial impact on project performance. This definition stresses dual nature of
uncertainty in potentially having both positive and negative influence on the projects
outcomes. Uncertainty can arise from sources both internal and external to the project.
According to Hargitay and Yu spectrum of uncertainty which goes from; total uncertainty
to certainty. Where total uncertainty being where the outcome is not known and
alternative outcomes cannot be identified; partial uncertainty where alternative outcomes
can be identified but probabilities cannot be estimated; risks when probabilities can be
estimated; and certainty when the outcome is known.
Yes
Risk
Yes No
Yes No
Risk management is an activity process which defines the sources of uncertainty (risk
identification), estimates the consequences of uncertain events/conditions (risk analysis) and
generates response strategies. Figure13. Shows the cyclical risk management process, which
is carried out independently for each phase of the construction project.
Risk Identification
The five Stages of Risk Management Process for this project will cut across:
Identifying risk: risk related to this project should be uncovered, recognised and described
by both the client and the contractor as it relates to their various risk categories.
Assessment of the risk: after identifying the various risks, the likelihood and the
consequences of each risk should be determined. An understanding of the nature of the risk
and its potential on the effect of the project should be considered.
Planning: risk should be evaluated or ranked by determining the magnitude which is the
combination of likelihood and consequence.
Implementation: highest ranked risk should be treated or modified to acceptable risk level;
risk mitigation strategies, preventive plans and contingency plans should be created. Risk
treatment measures for highest ranking or most serious risk should be added in the risk
register.
Monitoring and Review: the project risk register is used to monitor, track and review risks
with the scheduled risk monitoring timing for the project.
1 2 3 4 5
Categories Negligible Minor Moderate Major Catastrophic
Physical risk:
Accident due to
poor safety
procedures/
Supplies of
defective
materials/
Varied labour
and equipment
productivity
Environmenta
l risk
Design risk
Logistic risk
Financial risk
Legal risk
Construction
risk
Political risk
Management
risk
Likelihood
Low Risk = 1-3 Urgent, easy measures implemented immediately and further
actions planned.
Moderate Risk = 4-10 Actions implemented could take longer time.
High Risk = 12-16 Actions implemented but not to be too long.
Extreme Risk = 20-25 Urgent actions needed. Management board to be aware and
immediate corrective measures put in place.
Environmental Plan
4.1 In relation with the main construction processes that will be employed to deliver the
proposed development. Residential elements of the proposed development are to be in
compliance with the Code for Sustainable Homes, with specific reference to encourage
construction sites to mitigate environmental impacts. This will require continuous monitoring
of construction processes and adoption of best practice working arrangements.
4.2 The planning condition lists specific construction related topics that the CEMP should
address which are discussed in the following sections.
4.3 Working hours for construction traffic are to be restricted in accordance with SHDC
Condition 77. The Standard hours specified by this condition are as follows:
4.5 Deliveries will be permitted within the standard hours set out above. However, in order to
control the impact of construction traffic on the local road network during peak hours (08:00
09:00 and 17:0018:00), the intention will be to arrange the arrival and departure of deliveries
between 09:00 and 17:00.
4.6 Mobilisation hours are also proposed as part of the CEMP process. As standard this will
comprise one hour before and one hour after Standard hours. Mobilisation activities
permitted within Mobilisation hours will comprise:
Arrival and departure of workforce and staff at site and movement to and from place of
work (staff to remain considerate of neighbours, no loud music or raised voices)
General refuelling
Site inspections and safety checks
Site cleanup (site housekeeping that does not require use of plant)
Safety checking of plant and machinery (provided this does not require or cause
hammering, banging, etc...)
4.7 Where there is a requirement to work outside either Standard hours or Mobilisation
hours, for example due to: safety reasons where activities require completion as a continuous
process where deliveries need to be made out of hours or where work needs to be undertaken
on the public highway outside the site, this will be agreed in advance with the LPAs
4.8 Demolition All unwanted structures within the development site will be demolished.
These will be carried out through a separate contract and will not affect the construction
parcels.
4.9 Excavations Excavations for foundations will occur throughout the development
parcels. This will be carried out via typical means using excavators etc.
4.10 Drilling There is no expectation that there will be a need for drilling on the
development parcels.
4.11 Piling There is no expectation that there will be a need for pilling on the development
parcels.
4.12 Concrete production There will not be a need for a concrete batching plant on site.
Concrete will be premixed off site. And all blocks/bricks will be produced and bought
outside.
4.13 Dredging operation There is no expectation that there will be a need for dredging on
the development parcels. Sound attenuation measures to be incorporated to reduce noise at
source.
4.14 To minimise the impact on receptors during the construction process, the following noise
and vibration mitigation measures need to be implemented as appropriate for all works.
Plant should be checked each morning to confirm that it is in full working order
Vehicles and mechanical plant used for the purpose of the works should be fitted with
effective exhaust silencers
Major compressors should be sound reduced models fitted with properly lined and sealed
acoustic covers which should be kept closed whenever the machines are in use
Machines in intermittent use should be shut down in the intervening periods between work
or throttled down to a minimum
Noisy fixed plant such as generators, compressors and pumps should be positioned so as to
cause minimum noise disturbance. If necessary, acoustic enclosures and/or screening should
be provided
Activities known to generate high levels of vibration, such as piling, should not be carried
out in close proximity to occupied premises
4.15 The majority of the construction processes on site are unlikely to give rise to substantial
noise complaints. However, if there are substantiated noise complaints, the Consortium
Manager will take the necessary action in accordance with the complaints procedure, which
would include noise monitoring, in compliance to the Generic CEMP. Following noise
monitoring, which will record noise levels at the source of complaint, corrective actions will
also be taken including use of alternative working practices, implementation of different or
additional mitigation measures, and possibly noise monitoring should the construction
process emitting the noise be expected to occur continuous for more than five days.
4.16 If remedial measures cannot be identified, discussions will be held with the affected
people and LPA(s). A record of any noise monitoring and complaints is to be kept.
4.17 When undertaking noise monitoring, sound levels should be monitored using the
methods contained in BS 7445 and Annex G of BS 5228: 2009, Part I. Noise surveys to be
undertaken by a qualified noise consultant.
4.18 It is proposed to limit working hours, as detailed above, to reduce the need for artificial
lighting. During winter periods, construction work will be programmed to minimise the need
for artificial lighting and this should be restricted to locations away from existing properties
where possible.
4.19 Where temporary lighting is necessary, ensure that light fittings are directional, hooded
or equivalent to direct light to where it is required and to minimise light spill towards
sensitive residential or ecological receptors or upwards into the night sky.
4.20 The areas of car parking, which will be required to support the site compound and to
cater for construction employees on site, will be surfaced to minimise dust emissions and will
be located adjacent to the site compounds. Sufficient parking will be provided such that the
public highway is not used for parking by construction related vehicles. Appropriate road sign
and traffic control measures should also be put in place to guide entry and exit of both cars
and delivery vehicles.
In support of the wider development, a Construction Workers Travel Plan (CWTP) has been
produced. The movement of construction workers will be carried out in compliance with the
CWTP.
Dust Suppression and Mud Controls
4.21 Dampening down of the area must be carried out where necessary to minimise dust
transfer into the atmosphere or towards neighbouring premises, whilst taking into account the
potential for increased mud on the road. Dust suppression must be used if dust rises more
than about 1m above the ground surface.
4.22 Stockpiles of material shall be damped down or otherwise suitably treated or sheeted to
prevent the emission of dust from the site. Stockpiles should be planned and sited to
minimise the potential for dust generation. The handling of material should be kept to a
minimum and when deposited onto a stockpile it should be dropped from the minimum
possible height.
4.23 Particular care will be required to maintain dust emissions at a practicable minimum
during the construction activities, particularly when working in the vicinity of existing
residential properties and environmentally sensitive receptors.
4.24 Best practice mitigation will be required during dry conditions. Dust reduction measures
will include as necessary:
Seeding and sealing of any earth stockpiles retained on site and on the site
Provision of wheel washing facilities or road sweeping at access points onto local roads (to
prevent mud from getting on the public highways)
4.25 By using effective dust mitigation techniques, including good site planning, the potential
for dust emissions to arise at a construction site and impact surrounding receptors can be
minimised to an acceptable level.
4.26 The potential for dust to arise during the ground breaking, earth moving and excavation
stage of the construction is highly weather dependent. If carried out in dry weather, increased
water spraying may be required to ensure the surface material remains damp. In wet weather
greater attention needs to be paid to vehicle cleaning to ensure significant quantities of mud
are not trafficked onto local roads, which once dry can become a significant source of dust.
4.27 Throughout the construction period, care will be taken to ensure the adequate control of
dust from vehicles delivering and removing materials to and from the site.
4.28 Drop heights, when loading and unloading materials, will be minimised. All dusty loads
will be sheeted appropriately. Dried mud and dust carried onto roads by lorries and other
machinery can be a significant source of dust. The contractor will ensure that the hard
surfacing of heavily used areas and adjacent public roadways are regularly cleaned.
4.29 Generally storage compounds will be screened, both for security and to prevent wind
whipping. In addition, there are certain construction activities that are inherently dusty and
would require additional controls e.g. stone or brick cutting. Such activities may require local
extraction plant or the activities may be limited to certain time periods in order to limit
impacts.
4.30 Particular care will be taken in respect of the local road network to ensure dust
emissions or mud on roads does not affect road users, with the contractor undertaking daily
monitoring to ensure no issue arises. Furthermore, monitoring to be undertaken by the
contractor weekly site to check for visible signs of dust emissions and deposition and to
ensure adequate drainage and soil management controls are in place. The contractor will
carry out a risk assessment to identify any additional control measures in relation to dust
suppression and mud controls.
Site Waste Management Plan
The construction industry creates huge amounts of waste. This adds greatly to the cost of
building projects and is also very harmful to the environment. A well thought out site waste
management plan can save a developer, and their contractors, thousands of pounds by
avoiding unnecessary waste. New national regulations came into force in April 2008
requiring all construction projects over 300,000 in value to prepare a Site Waste
Management Plan (SWMP). This requirement covers new build, conversion, maintenance
and installation of services such as water and sewerage. This is the basis for this report waste
management analysis.
A Site Waste Management Plan is sets out how building materials, and resultant wastes are to
be managed during the project. The SWMPs purpose is to ensure that; Building materials are
managed efficiently, waste is disposed of legally and fly tipping is reduced and materials
recycling, reuse and recovery is maximized. The SWMP provides a structure for waste
delivery and disposal at all stages during a construction project. Typically, it will identify the
following:
Which contractors will be used to ensure the waste is correctly recycled or disposed of
legally and responsible?
How the quantity of the waste generated from the project will be measured?
Client Responsibility
Under the Waste Management Plans Regulations 2008, the client is ultimately responsible for
preparing the site waste management plan as part of the planning phase of the project. The
client is also responsible for appointing a Principal Contactor to manage the SWMP during
the construction phase. In certain circumstances, a Principal Contractor is best placed to
provide information to enable the client to prepare the plan. In such cases the Principal
Contractor may be called upon to provide the necessary information and assist the Client in
their role and thus allow for the timely preparation of the site waste management plan. The
client shall ensure that the SWMP is handed over to the PC prior to the start of the
construction phase. If a construction project begins without a SWMP, then both the client and
the PC are guilty of an offence.
Under the Site Waste Management Regulations 2008, all Site waste management plans must
include the information set out below as a minimum requirement. This are followed strictly in
this report.
Likewise, under the Site Waste Management Plans Regulations 2008, the Principal
Contractor is responsible for the maintenance and development of the SWMP during the
construction phase. As part of this management responsibility the Principal Contractor Must
ensure;
The standard SWMP that must be adopted for projects between the tender or build value of
between 300k and 500k. Information that are recorded are set out below.
This Project is subjected to the requirements of the Site Waste Management Plans regulations
2008 and all parties are required to act in accordance with these regulations. It is the
responsibility of both the Client and the Principal Contractor to ensure that a SWMP is
prepared prior to the project commencing on site.
There are two types of Site Waste Management Plans used in preparing a SWMP which
depends upon the size of the project. All works contractors have the responsibility of assisting
the PC by providing information to enable the timely development of the SWMP during the
construction phase.
The PC must ensure that enough time and resource is allocated to ensure;
(c) That effective procedures for monitoring & communication are in place.
(d) That suitable induction/further training needed is provided for all operatives.
Distribution
The contract manager shall distribute copies of this plan to the CDM Coordinator, client, site
manager and each subcontractor where relevant/ applicable. This will be undertaken every
time the plan is updated.
The contract manager will provide on site briefing via induction of appropriate separation,
handling, recycling, and reuse and return methods to be used by all parties and at appropriate
stages of the project where applicable. Toolbox talks will be carried out regularly on waste
issues and all subcontractors will be expected to attend. This will ensure that everyone feels
they are included and that their participation is meaningful.
Surplus or waste materials arise from either the materials imported to site or from those
generated on the site. Imported materials are those which are brought to the project for
inclusion into the permanent works. Generated materials are those which exist on the project
such as topsoil, sub-soil, trees, and materials from demolition works etc. However, there are
other considerations to wastes management such as waste reduction, segregation of waste,
disposal of waste, financial impacts of waste disposal and recording, monitoring, education
and reviewing.
The plan outlines the procedures that have been put in to place and demonstrate how they
benefit the environment, how we can measure the effects and how these procedures and
practices are sustainable.
Ways of minimizing waste
Considering the project at the Copperfield site, we have from the very early stage looked at
how we can minimize the waste produced thereby reducing the amount of waste to be
removed from the project. Trade contractors, design team and suppliers are all being
encouraged to look at ways to minimize the amount of waste produced at the work face.
All of the above acts were aimed to reduce the amount of waste and surplus materials, which
traditionally would be skipped and sent to landfill.
Segregation
A specific area was set aside and labelled to facilitate the separation of materials for potential
recycling, salvage, reuse and return. Recycling and waste bins are kept clean and clearly
marked in order to avoid contamination of materials. The labelling systems used was the
waste awareness colour coding scheme. If the skips are clearly identified the bulk of the
workforce will deposit the correct materials into the correct skip. Skips for segregation of
waste identified currently are;
Wood
Metal
Brick / rubble, etc.
Management
Waste materials are grouped into three main categories for management, these are
Re-use, Recycle and Landfill. Both the Client and the Principal Contractor are responsible for
ensuring that the SWMP is regularly reviewed and updated throughout the project. The waste
hierarchy below must be followed for all waste materials before finally disposing waste
materials to land fill.
Waste Hierarchy
Re-used: If surplus materials can be in the permanent works they are classified as materials
which have been reused. If they are surplus to the requirements and needs to be removed
from the site and they can be removed and reused in their present form, they can be removed
from the site for reuse.
Recycling: If the surplus materials cannot be reused in its present form but could be used in a
different form, it is sent for recycling.
Landfill: If either of the above cannot be satisfied, then the only option left is to send the
surplus materials to landfill which is always the last resort.
Design
Eliminate Reduce
Project Materials
STEPS
The skips need to be monitored to ensure that contamination of segregated skips does not
occur. Therefore we will advise regularly on how the waste management system is working
and point out that an uncontaminated skip for recycling costs typically a lot of money but it
get contaminated then it has to go direct to landfill at a cost of typically larger amount and
this price is continually increasing.
We will continually review the type of surplus materials being produced and where we can
change the site set up to minimize on re-use or recycling and the use of landfill will be the
last resort.
The plan is communicated to the whole project team including the client at the regular basis.
It will also be analyzed by the HSQE manager.
At the end of the project the PC Must hand over within 3 months the completed SWMP to the
client for final analysis. The client must review the completed SWMP and comment on the
effectiveness of the plan and apply lessons learnt to future projects.