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Achieving good practice Waste Minimisation and ManagementGuidance for construction clients, design teams and contractors

Practical solutions for sustainable construction

Material change fora better environment

03Achieving good practice Waste Minimisation and Management

Executive summary

Implementing good practice wasteminimisation and management (WMM) onconstruction projects will help reduce thesignificant quantities of construction wastesent to landfill and make a substantialcontribution to sustainable development.

The purpose of this guidance is to assistconstruction clients, design teams and maincontractors achieve good practice WMM ontheir construction projects. It sets out what ismeant by good practice WMM, why it isimportant, who should implement it and howit can be made an explicit requirement of theprocurement process. This guidance is part ofa suite of three documents that focusspecifically on good practice WMM. The otherguidance documents provide a high-levelbusiness case for client decision makers anda technical summary for implementing goodpractice WMM by the contractor and theirsupply chain.

Key benefitsIncreasing numbers of construction clients,developers, design teams and contractors areimplementing good practice WMM to secure arange of key project benefits. These benefitsinclude the ability to:

n reduce material and disposal coststhrough a reduction in the materialsordered and waste taken to landfill;

n increase competitive advantage throughdifferentiation;

n improve performance against CSRobjectives;

n lower CO2 emissions;

n meet planning requirements;

n complement other aspects of sustainabledesign; and

n respond to and pre-empt changes inpublic policy, such as increases in Landfill Tax.

Good practice WMMGood practice WMM should follow theprinciples of the waste hierarchy: reduce thequantity of waste generated, then maximisethe amount that can be reused or recycled.

Waste minimisation includes a range ofstraightforward methods to ‘design-out’waste from a project and limit waste arisingduring the construction phase. Wastemanagement involves identifying potentialwaste streams, setting target recovery ratesand managing the process to ensure thatthese targets are met. Good practice WMM isgoing beyond standard practice to realisebenefits that can be achieved on manyprojects without a fundamental change inworking practice and will in most casesgenerate cost savings.

Good practice WMM can be applied to allforms of construction project, including newbuild, refurbishment, fit-out andinfrastructure, regardless of the procurementroute adopted.

Fully benefiting from good practice WMM on a project will mean adopting its principles at the earliest possible stage, preferablymandated by the client through procurementrequirements. The principles of good practiceshould then be communicated andimplemented by the design team, contractor,sub-contractors and waste managementcontractors through all project phases – fromoutline design to project completion. Thisprocess is illustrated on the following page.

WRAP works in partnership to encourage and enable businesses and consumers to be more efficient in their use of materials and recycle more things more often. This helps to minimise landfill, reduce carbon emissions and improve our environment.

WasteMinimisation andManagement(WMM) onconstructionprojects will helpreduce thesignificantquantities ofconstruction wastesent to landfill

Contents

Executive summary 03Introduction 06Why is good practice WMM important? 07What is good practice WMM? 11Pre-design and client requirement stage 15Design & works procurement stage 17Construction stage 20Waste Recovery Quick Wins 28Model clauses for procurement 32Conclusion 43

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


Aiming for Quick WinsOn any project there are certain key wastestreams that can offer significant savings,otherwise known as ‘Quick Wins’. Byimplementing three to four of these goodpractice ‘Quick Wins’, there is potential toincrease overall recycling rates ofconstruction waste from standard industryperformance by more than 20%.

To assist the setting of target waste recoveryrates, WRAP have identified good practicerecovery rates for a comprehensive range ofwaste streams.

Setting a requirementClients can provide a mandate for action onall construction projects by setting arequirement for good practice WMM whenprocuring design teams and contractors. Thissimple action will be the crucial first step inrealising the key benefits of adopting goodpractice WMM. The client’s core requirementcan be set as follows:

04 Achieving good practice Waste Minimisation and Management

Good practice WMM techniques andprocesses, for example, using ModernMethods of Construction and identifying a site waste champion, should be implementedthrough a Site Waste Management Plan(SWMP).

Using Site Waste Management PlansA SWMP is not just a tool for managing wasteon-site. It should be also used as a toolduring earlier project phases to inform thedevelopment of the design by identifyingpotential waste streams to minimise andtargeting appropriate rates of recovery.

Planning and developing the SWMP beforeconstruction begins will greatly help realisethe benefits of good practice WMM.

It is expected that the use of SWMPs willbecome a mandatory requirement for manyprojects throughout the UK, the currentposition being summarised opposite.

Client Design team Contractor and sub-contractorsPre-design

Design & procurement

1. Set project requirement

for good practice WMM

Construction

Post-construction

9. Monitor waste

management

Reportoutcomes and

Quick Wins

10. Review performance of the SWMP and lessons

learnt

Reportoutcomes and

Quick Wins

2. Identify key opportunities for waste minimisation

3. Plan waste management by developing a SWMP

4. Tender and contractualrequirements for good

practice SWMP implementation and

targeting of Quick Wins

Pre-construction5. Set targets

and KeyPerformance

Indicators

6. Defineresponsibilities and contracts

7. Identify waste arisings, reuse and recycling

routes

8. Site designand training

England and Wales

Scotland

Northern Ireland

SWMPs expected to become a mandatory requirement for projects with avalue in excess of £250,000 from April 2008 following separateconsultations in England and Wales.

The 2006 public consultation on the proposed Scottish Planning Policy 10:Planning for Waste Management, included provision for SWMPs to formpart of the planning conditions for new developments with a value in excessof £200,000.

The Waste Management Strategy 2006 – 2020 indicated that detailedproposals for a statutory requirement to prepare SWMPs will followthrough a public consultation.

This requirement crystallises the client’sproject objective for good practice WMM andcan be cascaded through the entire supplychain using a suite of procurement clauses toensure that it is delivered.

Making it simpleTo help clients, designers, contractors andsub-contractors, WRAP have produced a suiteof guidance material of which this guidancedocument is part, to assist in achieving goodpractice WMM: a high level business case forclient decision makers and a technicalsummary for implementation by thecontractor and their supply chain.

In addition, WRAP’s construction portalwww.wrap.org.uk/construction containsextensive related information covering allaspects of materials use in construction,including case studies, reference guides and information on managing specific waste streams.

Achieving good practice Waste Minimisation and Management


2.1 Key benefitsAdopting the principles of good practice WMMon a project can demonstrate a firmcommitment to sustainable construction andenvironmental management. If implementedcorrectly, good practice WMM can be astraightforward process that can deliver arange of benefits in addition to improvementsin materials resource efficiency.

Key benefits include:

n reduced material and disposal costs –less waste generated means that areduced quantity of materials will bepurchased, and less waste taken to landfillwill reduce gate fees for disposal. Costsavings will stimulate the adoption ofimproved recovery practices and motivatea sustained change in waste managementpractice;

n increased competitive differentiation –benefits both developers and contractors,particularly where this will help to meetprospective client’s sustainabilityobjectives;

n increased performance against CSRobjectives - real performance againstcorporate responsibility and sustainabilitypolicies can be quantified, therebymeeting the expectations of externalstakeholders and employees;

n lower CO2 emissions – as an example,implementing good practice plasterboardrecovery compared with standard practicecan save 4.2 tonnes of CO2 for each tonneof additionally recovered plasterboard;

n meeting planning requirements –planning authorities are increasinglysetting conditions for environmentalperformance as part of the developmentprocess;

n complementing other aspects ofsustainable design; and

n responding to and pre-empting publicpolicy – those organisations responding tothe thrust in public policy making for theincreased sustainability of constructionand the built environment will be in anadvantageous position in comparison withthose that wait until they are compelled toact by legislation.

Good practice WMM is a particularlyattractive option because it is relativelystraightforward to develop and implementand need not impact the overall design andfinancial outcomes of the project. It ispossible to be significantly more efficient inthe use of natural resources withoutcompromising cost, quality or constructionprogrammes.


The construction industry is the UK’s largestconsumer of natural resources, using over400 million tonnes of material per annum. Itgenerates more than one-third of the UK’swaste arisings, of which only half is reused orrecycled (primarily aggregates and metals).Over 60 million tonnes of construction sectorwaste is sent to landfill or similar disposalsites every year. More efficient use ofmaterials would make a major contribution toreducing the environmental impacts ofconstruction including reducing demand forlandfill and the depletion of finite naturalresources. This would also contribute to theeconomic efficiency of the sector and of theUK as a whole.

Major improvements in materials efficiencyare possible, without increasing cost, by:

n minimising the overall creation of wasteresulting from, for example, over-orderingor inefficient design;

n reducing the quantity of material sent tolandfill during the construction processthrough effective waste management;

n recycling materials already on theconstruction site into the new constructionproject; and

n using more recycled materials andmainstream products with higher recycledcontent, including recycled content (suchas glass and plastic) not necessarilysourced from construction and demolitionwaste.

Taking action in each of these areas wouldenable construction projects to achieve goodor best practice in resource efficiency. Thesekey actions fit into a sequence (see Figure1.1) and should be prioritised in accordancewith the waste hierarchy (see Figure 3.1 inSection 3).

As a result, construction clients anddevelopers are increasingly looking to settargets and requirements for good practicewaste minimisation and management (WMM)and the use of materials containing higherlevels of recycled content. They see it as arelatively simple and measurable way ofmaking a difference which can be easilyincorporated within a wider sustainabilityaction plan for a project.

Bearing in mind the high cost of disposing ofwaste, it is apparent that producing lesswaste will have the added benefit ofminimising the cost of removing that waste.In light of recent and future increases inLandfill Tax, reducing the amount of wasteproduced and improving management andrecovery options will produce ever increasingfinancial savings as well as the obviousenvironmental benefits.

1.0 Introduction 2.0 Why is good practice Waste Minimisation & Management important?

Waste Minimisation & Management Materials Recycling Procurement of

Recycled Content

Figure 1.1 Sequence of actions to deliver good practice in resourceefficiency in construction

WasteMinimisation & Management can be astraightforwardprocess that candeliver a rangeof benefitsincludingreduced costsand improvedCSR


2.4 Contribution to sustainabledevelopment

There are three key areas where thedevelopment and construction industry needsto increase its efficiency: energy, water andmaterials usage. Figure 2.2 highlights thevarious ways in which efficient use ofmaterials directly contributes to greatersustainability in construction.


2.2 True cost of wasteThe true cost of waste disposal is not just thecost of paying a waste contractor to remove askip from site, as illustrated in Figure 2.1.

There are also some additional costs notcovered in the above, these are:

n the time taken by on-site sorting, handlingand managing waste;

n poor packing or overfilling of skips leadingto double handling (this cost is verydifficult to quantify); and

n the cost of the materials that have been wasted.

As an example, the true cost of filling anddisposing of one skip with mixed constructionwaste in one study1 was found to be £1,343.Although the skip hire was only £85, thelabour cost to fill it was £163 whilst the costof unused material in the skip was the mostsignificant at £1,095.

The true cost of construction waste willcontinue to rise substantially each year due to:

n Landfill Tax increasing each year (seeSection 2.3 below);

n higher disposal costs; and

n taxes and levies on primary materials.

2.3 Key public policy driversThere is an increasing thrust of public policyto achieve greater resource efficiency andreduce waste sent to landfill in theconstruction industry. While there is currentlyno regulatory obligation to reduce andmanage waste to good practice standards,

the following initiatives provide a clearindication of the direction in which policy is moving.

Landfill TaxThe Landfill Tax was introduced in 1996 toencourage all organisations, including thosein the construction industry, to reduce theamount of waste disposed to landfill. Thereare two rates of tax: a standard rate of £24per tonne for active waste (substances thateither decay or contaminate land); and alower rate of £2 per tonne for inert materials(including rocks, soils, ceramics andconcrete). The standard rate is due toincrease by a rate of £8 per tonne, perannum, until 2010/11 and the lower rate willincrease from £2 to £2.50 per tonne in 2008.The proposed increases therefore provide astrong financial incentive to reduce wastewith immediate effect.

Mandatory requirement for Site WasteManagement Plans on construction projectsAn important part of a good practice WMMstrategy for a project is the Site WasteManagement Plan (SWMP) – see Section 3.2of this guidance for further information. It isexpected that the use of SWMPs will becomea mandatory requirement for many projectsthroughout the UK in the near future, thecurrent position being summarised below.

England and Wales

Scotland

Northern Ireland

A requirement for regulatory measures was included in the CleanNeighbourhoods and Environment Act 2005. Following separateconsultations in England and Wales, it is expected that a basic SWMP willbe a mandatory requirement for projects with a value in excess of £250,000and a detailed SWMP for projects in excess of £500,000 from April 2008.

The 2006 public consultation on the proposed Scottish Planning Policy 10:Planning for Waste Management, included provision for SWMPs to formpart of the planning conditions for new developments with a value in excessof £200,000.

The Waste Management Strategy 2006 – 2020 indicated that detailedproposals for a statutory requirement to prepare SWMPs will followthrough a public consultation.

Efficient use of finite natural materials

Minimising environmental damage

Materials In(product and

materialsselection)

Materials Out(good practice

WMM)

Key sustainability goals

Energy Materials Water

Utilising materials recovered onsite or

locally e.g. construction and demolition

waste, PFA

Specification of materials with low environmentalimpact (e.g. those that

are ‘A’ rated in the Green Guide to Specification)

Waste avoidanceand minimisation,

e.g. through off-site manufacturing and

stock control

Returning packaging and surplus materials

(e.g. plasterboard off-cuts) for reuse

/ recycling

Procurement of products containing higher than

standard levels of recycled content

Reducing the total amount of materials in a design

Collection, segregation and recycling of wastes

Figure 2.2 Good practice Waste Minimisation and Management is a key element of sustainable construction

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

Code for Sustainable HomesThe Code for Sustainable Homes is avoluntary scheme that has been developed byGovernment and Industry. The Code focuseson new build housing with the expectationthat it will be adapted to apply to all buildingsin the longer term. The Code is currently avoluntary assessment standard but it maybecome mandatory in the future. A specificrequirement of the Code is for a SWMP to be in operation in order to achieve theminimum assessment rating. Further pointsare awarded where the SWMP includesprocedures and commitments that minimisewaste in accordance with WRAP/Envirowiseguidance.

Purchase cost ofthe delivered

materials wasted

Cost of waste storage, transport,

treatment and disposal

Loss of not selling waste for salvageor not recycling

Figure 2.1 The true cost of waste

10 Achieving good practice Waste Minimisation and Management 11Achieving good practice Waste Minimisation and Management

3.1 IntroductionThe principal objective of good practice WMMis to use materials more efficiently and toreduce the amount of waste requiring finaldisposal. Adopting the waste hierarchy (seeFigure 3.1) to reduce, reuse, recycle, recoverand dispose, makes good business senseboth for clients and the construction sector.

Good practice WMM should follow the wastehierarchy. The primary aim should thereforebe to minimise the total quantity of wasteproduced through a project. After this, thewaste that is produced should be managedeffectively to limit the quantity sent to landfill.This will involve recovering the material in anumber of waste streams for either re-use or recycling.

3.0 What is good practice WasteMinimisation and Management?

Figure 3.1 Waste hierarchy

WasteReduction

Re-use

Recycling &composting

Energy recoverywith heat and power

Landfill with energy

Landfill

Pre-construction

Section 6.1

Design &Procurement

Section 5

Construction

Section 6.2

Post-construction

Section 6.3

Pre-design

Section 4

Key projectphases

The Figure shows that there are twoimportant aspects of materials efficiency;product selection and waste management.Each of these can then be broken down intoconstituent parts which themselves have animpact on both:

1. Minimising environmental damage:Reduced waste means less quantity oflandfill space used and reducedenvironmental impacts (e.g. embodiedCO2, SO2, NO2, particulates and waste)associated with extracting, transporting,and manufacturing / processing the rawmaterials of construction products2.

2. Conserving natural resources: Recycledpackaging and waste results in a reduceddemand for virgin materials therebystimulating demand for recycled materialsamongst product manufacturers andthereby encouraging higher levels ofrecycling throughout the economy.

By minimising the amount of wastegenerated during construction, maximisingthe proportion of unavoidable waste arisingsthat are recycled whilst simultaneously usingrecycled materials from other sectors (e.g.glass and plastic), the construction sectorcan make a major contribution to achievingthis goal.

2 The Green Guide toSpecification. Anderson, Shiers, and Sinclair, 2002. BRE Bookshops.

The potential for minimising and managingwaste should be considered throughout theproject. To achieve this, a requirement forgood practice WMM needs to be introduced atthe outset of a project when there is mostscope to influence the project outcomes. Theobjective should be addressed in subsequentproject phases (design and construction) byall parties, with the lessons learnt from theproject implemented on future projects. Theremaining sections of this guidance willfollow the key stages of the project shown inFigure 3.2.

A critical component for delivering goodpractice WMM is the formulation andimplementation of a Site Waste ManagementPlan (SWMP) at an early stage of a project.Section 3.2 gives a brief introduction toSWMPs and is detailed further in remainingsections of this guidance.

Figure 3.2 Key project phases for implementing good practice WasteMinimisation and Management and the relevent sections in this document


n Off-Site Manufacturing – utiliseprefabrication, factory assembly, pre-assembly, off-site assembly/manufacture,panelised or modular volumetricconstruction where possible, for example,staircases, lift assemblies, architecturalsteelwork and toilet blocks for hotels,prisons and student accommodation.Waste Minimisation is realised due tothe controlled environment and the“production line” type process wherethere is repeatability in construction.

n Materials procurement

n Materials ordering – reduce theamount of surplus materials byordering the correct amount ofmaterials at the right time.

n Material storage – material storageareas should be safe, secure andweatherproof to prevent damage andtheft.

n Supply chain manager – will developrelationships and partnerships withsuppliers during construction who canimplement waste minimisation at source.

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

n Packaging

n Reduce and reuse – engage with thesupply chain to supply products andmaterials that use minimal packaging,and segregate packaging for reuse.

3.4 Good practice WMMThe extent to which the construction industryis implementing methods of WMM can bedescribed using the concepts of standard,good and best practice. These three conceptsare illustrated in Figure 3.3.

It should be the aim of all clients, designersand contractors to achieve good practiceWMM. With only a small change in currentworking practices, the key benefits can berealised: cost savings, more efficientoperations and lower environmental impact.Ultimately, the long-term aim is to meet bestpractice to maximise the benefits offered bygood practice WMM, and to eliminate any costpremium of best practice through economiesof scale and learning.

Standard Practice Good Practice (Quick Wins)

Best Practice

Baseline performance of the construction industry based on achieving minimumstandards and legal requirements.

Going beyond standard practice to realise ‘Quick Win’ – benefits that are easy to achieve on amajority of projects without a fundamental change in working practice and are at least cost neutral.

Reflects the leading approach currently undertaken in the industry, but may bear a cost premium or require a significant change in working practice on some projects.

Figure 3.3 Standard, good and best practice Waste Minimisation and Management

immediate noticeable improvement inwaste segregation and record keeping forwaste.

n A register is produced of the likely typesand quantities of waste generated duringconstruction.

n Training is formalised for personnel ateach level of the waste supply chain sowaste awareness improves. To improveoverall awareness of the SWMP, allcontractors must sign and formally agreeto the document.

n Identifying target recovery rates for eachwaste type along with formalmeasurement of these targets todemonstrate compliance andimplementation of the SWMP.

Formulating and implementing a SWMP on aproject should be viewed as a process fordelivering good practice WMM, with inputfrom the design team, contractor and sub-contractors, rather than an end in itself.

3.3 Waste minimisation – an overviewWaste minimisation is one of the mosteffective approaches to responding to thewaste problem in the construction industry.Waste minimisation should be considered notonly for the construction phase of a buildingbut through to eventual deconstruction. Thisrequires a ‘cradle to cradle’ approach.

The key aspects of waste minimisation arebriefly outlined below.

n Design solutions

n Building form – design building size andspace to eliminate unnecessary elements,and to reduce off-cuts resulting fromthe construction process, and ensurecompatibility between market supplyand specification.

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

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

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

n Demolitionn Avoid the disposal of reusable

materials and building elements;maximise the use of reclaimedmaterials on site.

n Logistics

n Logistic Plan – development of alogistic plan at the early stages of theproject will ensure that dueconsideration is given to materialrequirements through the constructionphase of the project, enabling efficientmanagement of the delivery andstorage of materials and that the mosteffective logistic methods are adopted.

n ‘Just-in-time’ delivery – improving themovement of materials to the site andwithin the site to alleviate spaceconstraints for storage and sitecongestion.

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

n Modern Methods of Construction (MMC)

n Improvements in the products orprocesses employed in theconstruction industry, ranging frominnovative components to be used onsite through to whole building systemsmanufactured off-site.

3.2 Site Waste Management Plans – an overview

The DTI originally published a voluntary Codeof Practice for Site Waste Management Plans(SWMPs) in 20043. As described in Section2.3, it is expected that SWMPs will become amandatory requirement across the UK.

The benefits of implementing a SWMP inaccordance with DTI Guidance have beenfound to be4:

n 15% less waste on-site;

n 43% less waste to landfill;

n 50% savings in waste handling charges;and

n 40% saving on waste management costscompared to landfill disposal.

However, to realise the benefits of goodpractice WMM, a SWMP should be developedand implemented to good practice standardsas identified by WRAP – beyond theregulatory minimum.

The SWMP, having been initially developed bythe design team, should be fully developedand implemented by the principal contractor.As a minimum, the SWMP will containdetailed measures to comply with relevantwaste legislation but should also includegood practice guidance and objectives inorder to maximise the reduction, re-use andrecovery of construction waste, with disposalto landfill as the least preferred option. TheSWMP can also be used by the design teamas a tool to inform waste minimisation duringthe design stage of the project to ensure thatthe desired benefits of implementing theSWMP during later project stages will berealised.

The DTI guidance identifies nine steps toeffectively implementing a project SWMP. The majority of steps involve planning sitewaste management during pre-construction,illustrating the importance of this projectphase to effective waste management. Keyfeatures of good practice in the nine stepsinclude:

n The person responsible for producing andimplementing SWMP is identified. Thisperson may also be given responsibility forensuring compliance with Duty of Careregulations. This can result in an

3 DTI - Site Waste ManagementPlan (1021 kb)

4 Report C536 from CIRIA.


Clients can encourage good practice WMMfrom the project outset on all projects. By setting requirements for good practiceupfront in the procurement process, theyprovide a mandate for action. This willmaximise the potential for realising the keybenefits of adopting good practice WMM.

The client’s core requirement can be framedas follows:

Specific client responsibilities include:

n include a corporate objective for goodpractice WMM in the organisation’senvironmental or procurement policies toprovide a mandate for action on all projects;

n prior to appointment, determine the designteam’s/contractor’s awareness of applyingwaste minimisation methods and reusing,recycling and reclaiming materials;

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

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

n establish the appropriate constructionapproach, whether refurbishment ordemolition;

n set a clear and detailed design briefaimed at avoiding waste production duringconstruction where possible;

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

n introduce WRAP’s Efficient Use ofMaterials in Regeneration guideincorporating the ICE Demolition Protocolto the design team and encourage a linkwith the SWMP to maximise wastereduction.

4.0 Pre-design and clientrequirement stage

Figure 3.4 Achieving good practice Waste Minimisation and Management

Client Design team Contractor and sub-contractorsPre-design

Design & procurement

1. Set project requirement

for good practice WMM

Construction

Post-construction

9. Monitor waste

management

Reportoutcomes and

Quick Wins


learnt

Reportoutcomes and

Quick Wins







and KeyPerformance

Indicators



routes


It is recognised that it will not be practical toimplement all the measures for good andbest practice at once, and on some projectsrestrictions on space, time and resourcesmay make it hard to implement some ofthem. However, considerable improvementscan be made on most sites throughimplementing several Quick Wins - thereforethe potential benefits are available for allparties, regardless of the project type.

All three concepts are developed further insubsequent sections of this guidance to showhow to meet good and best practice at eachdifferent project phase by clients, the designteam and contractors.

3.5 Achieving good practice WMMThe effective delivery of good practice WMMon a project will require its adoption byclients, designers and contractors from theproject outset. The following sections addressthe roles and responsibilities of variousparties to achieve good practice throughoutthe project.

Figure 3.4 summarises the key steps andresponsibilities for achieving good practiceWMM from setting a project requirement by the client from the outset through to itsimplementation and feedback of outcomes by the contractor.

Client Design team Contractor and sub-contractorsPre-design1. Set project

requirement for good

practice WMM


Step 1 Set project requirement forgood practice Waste Minimisation & Management

‘….we require a Site Waste ManagementPlan (SWMP) to be developed from thepre-design stage to inform the adoptionof good practice waste minimisation indesign, and for the SWMP to beimplemented in all construction siteactivities in line with good practicepublished by WRAP. The SWMP isrequired to set targets for wastereduction and recovery based on anassessment of the likely composition and quantity of waste arisings andidentification of the most significant cost-effective options for improvement (QuickWins). This should be supplemented byinformation on how the targets will beachieved during construction activitiesand how the actual levels of wastereduction and recovery will be monitoredfor comparison with the targets set.’


The design and works procurement stageresponsibilities depend on the procurementroute adopted. Table 5.1 identifies who shouldbe responsible for good practice WMMdepending on the procurement route.

The key actions in the design and worksprocurement stage for consideration by eitherthe contractor or design consultants aredetailed below.

The design and works procurement stagerepresents the key opportunity in a project toconsider and implement waste minimisationpractices, as identified in Section 3.3. It istherefore imperative that due consideration isgiven to designing out waste from the start ofthis phase. Waste minimisation should alsobe an integral item for discussion within thebuilding project team.

5.0 Design & works procurement stage

Client Design team Contractor and sub-contractors

Design & procurement2. Identify key opportunities

for waste minimisation





5. Set targets and Key

Performance Indicators

Procurement route

Design & buildManagement contractingConstruction managementPrivate Public Partnerships

Traditional procurementmethods

Role and key responsibility

Contractor to develop the SWMP, identifylikely quantity of waste streams and developtarget recovery rates.

Contractor to identify most appropriateconstruction methods and techniques tominimise waste during construction foradoption by the design consultants.

Design consultants (architect, engineers)responsible for adopting waste minimisationtechniques and considering key elements ofthe SWMP – likely waste streams andrecovery potential.

Procurement type

Early contractorinvolvement

No contractordesign input

Table 5.1 Responsibilities depending on procurement route

Rather than the client setting specific targetsfor material recovery rates, the onus shouldbe on the contractor to develop these targets,in conjunction with the design team, afteridentifying how to reduce waste andappropriate recovery methods. This isbecause the contractor is best placed toidentify opportunities to reduce waste giventheir position as the interface between thedesign and construction phases of the project taking into account the supply chain to be employed.

The successful attainment of good practiceWMM during on-site activities will leaddirectly from the specific project objectivesset by the client. The client’s requirementswill filter through the supply chain tospecifically target the contractor, sub-contractors and waste managementcontractors. Suggested wording for eachcontractual point in the procurement processis provided in Section 8.

Step 2 Identify key opportunities forwaste minimisation

The contractor is best placed to identifyopportunities toreduce waste


Pre-qualification requirementsBefore issuing full tender documentation, it iscost-efficient to identify those potentialcontractors that will support the client’sobjectives for good practice WMM and help todevelop them further. This is achieved as partof the overall prequalification exercise for theproject, in which prospective bidders areasked to demonstrate credentials againstcertain headline criteria.

As part of this process, the tenderer’s abilityin the following areas should be evaluated:

n experience of designing and implementinggood practice in site waste management;and

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

Section 8 includes a suggested question forinclusion in a Pre-Qualification Questionnairewhere applicable.

Tender documentation and contractualagreementsIt is important to set clear minimumrequirements for good practice WMM in thetender documentation, to which all tendershave to comply. The tender requirements thatare appropriate for a project, regardless ofthe procurement route, where good practiceWMM is an objective are:

n that the contractor sets quantitative KPIsand targets for waste recovery from themost significant waste streams (refer toSection 7 for further information);

n that the contractor commits to continualimprovement targets for waste reduction;

n use of the ICE Demolition Protocol wheredemolition is taking place as part of theproject;

n good practice site waste managementplans implemented in line with DTI andWRAP guidelines that also includes themeasurement of waste generated and thepercentage of waste disposed of atlandfill;

n provide waste quantities, costs anddestination in specified summary format;

n appointment of a supply chain managerduring construction and operation;

n waste management contracts tendered onthe basis of optional prices forsegregation of waste streams andincreased reuse and recycling;

n waste management contractors to reportthe quantities of different waste streamsthey manage, and the split of each wastestream between disposal routes (landfill,reuse, recycling, energy recovery); and

n sub-contractors employed with the sameliability as the main contractor to ensurewaste management requirements are feddown the supply chain.

It is recommended that the prospectivecontractors in their tenders indicate the likelywaste recovery targets and KPIs that can beachieved on the project given the stage of thedesign. The reason for this is two-fold. Firstly,if the design incorporates good practicelevels of waste minimisation, there will beless potential for waste generation on-siteand therefore a lower target rate should beadopted accordingly. Secondly, the contractoris better suited than the client to proposerecovery rates based on their workingpractices.

Waste recovery targets and KPIs will need tobe developed further and agreed with theclient in conjunction with the design teamprior to appointment of the contractor.Section 6.1 provides further information onsetting targets and KPIs by the contractor.

The SWMP should be developed during thedesign stage as it can act as a tool to informthe design process and address the wasteproblem at its source. The SWMP will provideinformation, such as potential waste streamsand their likely quantity, to enable strategicdecisions to be made regarding the designand supply chain. This will allow wasteproduction during different stages ofconstruction to be controlled.

The key elements of waste management forconsideration at the design stage will be to:

n identify the waste streams (e.g. wood,brick/concrete, soils, plastics etc.) likely tobe produced during construction and/ordemolition to establish the potential forre-use (on or off-site) and recycling;

n identify the most significant opportunitiesto increase reuse and recycling rates(termed Waste Recovery Quick Wins,WRQWs) and the realistic recovery rates –see Section 7 for information on WRQWs;

n identify where waste materials can be re-used on-site (for preference) or, wherethis is not possible, see if they can be re-used off-site;

n consider appropriate site practices suchas how waste materials will besegregated, and the measures that will beused for raising site operatives’ awarenessof waste reduction, reuse and recycling;and

n set out the method for measuring andauditing construction and demolitionwaste.

There are a number of environmental and sustainability toolsavailable which promote resource efficiency in constructionduring design processes. These include:

WRAP’s Efficient Use of Materials in Regeneration –Guidance for delivering cost effective and sustainable designand construction practices through materials resourceefficiency. www.wrap.org.uk/construction

Code for Sustainable Homes – A voluntary scheme forassessing new housing but likely to become mandatory in thefuture. Baseline requirement plus additional credits availablefor adopting site waste management plans in accordancewith WRAP/Envirowise guidance.www.planningportal.gov.uk/uploads/code_for_sust_homes.pdf

BRE Environmental Assessment Method (BREEAM) – Amethod for assessing the environmental impacts of newbuildings and refurbishment projects either at design stageor at maintenance and operation stage. Covers offices, retail,schools, industrial, prisons, courts and bespoke buildings.www.breeam.org

The Civil Engineering Environmental Quality andAssessment Scheme (CEEQUAL) – Assesses all the potentialenvironmental impacts of a project. Appropriate for largeprojects or a portfolio of small projects, and used particularlyfor infrastructure projects. www.ceequal.com

NHS Environmental Assessment Tool (NEAT) – NEAT aims toidentify the environmental impacts created during operationalactivities of NHS healthcare facilities. www.dh.gov.uk

The ICE Demolition Protocol – Describes how demolition andnew build design processes are managed to ensure thatresource efficiency is achieved. Assists the designer andclient in maximising the use of existing building elements.www.aggregain.org.uk/demolition/index

SMARTWaste – A series of tools to help companies monitorand assess their waste. The information can be useful fordesigners and architects to review design strategies andminimise waste arisings. www.smartwaste.co.uk

Green Guide to Specification – Provides guidance on therelative environmental lifecycle impacts of different elementalspecifications for roofs, walls, floors etc. www.bre.co.uk

Design for Deconstruction: Principles of Design to FacilitateReuse and Recycling (CIRIA, 2004) – Aims to maximise reuseof components and recycling of materials when buildings arewholly or partially deconstructed or demolished. Providesinformation on the principles and strategies of design for newconstruction works, to facilitate their eventual efficient, safeand economic deconstruction so as to optimise reuse andrecycling. www.ciria.org.uk

Step 3 Plan waste management bydeveloping a SWMP

Step 4 Requirements for goodpractice SWMP implementation andtargeting of Quick Wins

Box 1: Design & procurement stage information resources

It is important to set clearminimumrequirements for good practice WasteMinimisation and Management


Depending on the procurement route adopted(see Table 5.1), these constraints should beconsidered during the design stage by thedesign team or contractor. The contractorshould then plan in more detail forovercoming these constraints during the pre-construction phase of the project.

Figure 3.4 shows that most steps fordelivering good practice WMM areundertaken before the project hascommenced construction. This is essential to its delivery.

For each of the six remaining process steps,this Section describes the activities to becarried out to achieve good practice WMMand best practice WMM. The following key is used:

Green indicates that the activity must be fullycarried out to the same standard by thecontractor on all their sites. Amberrepresents where an activity is carried out onsome of the sites run by the contractor orwhere the activity is only partially carried out.This will be expanded where relevant for eachprocess step. Red means that the activity isnot carried out on any site by the contractor.

Standard, good and best practice is shown foreach activity. The ‘traffic light’ key can beused by contractors in two ways: firstly toassess their current company practice andsecondly, to identify the actions required forachieving good practice WMM and then bestpractice WMM as a long-term goal.

Standard practice represents the currentactivities amongst most constructioncompanies. Therefore, it will be clear toidentify which steps will be necessary to getto good practice WMM. It is worthwhile notingagain that moving towards good practiceWMM does not require a fundamental changein working practice and will in most casesresult in a cost saving.

Activity carried out thoroughly on all sites

Activity carried out occasionally or at low levels

Activity not carried out

During the construction phase of a project,good practice WMM implemented through aSWMP will have the most impact in terms ofminimising the waste produced and theproportion sent to landfill. This section setsout the measures to achieve good practiceon-site.

The development of a good practice SWMPand the implementation of it can be adopted

on all sites. However, there is no ‘one size fitsall’ approach because there are certainconstraints that will affect what can beachieved realistically. Table 6.1 identifiesthese key constraints and the measures toadopt in order to overcome them and achievegood practice.

6.0 Construction stage

Implication

The lack of a contractualobligation may not inducethe contractor to implementgood practice WMM.

Difficult to find localrecycling markets in rurallocations.

Fit out projects offer lessopportunities for wasterecovery than new build orrefurbishment projects

Small sites and high densitysites can limit spaceavailable for segregation of waste.

Projects with short lead-inperiods, tight programmesand quick construction ratesmay overlook good practice.

Procurement methods thatdo not significantly penaliseclients for making designchanges can increase levelsof unplanned wastage.

Achieving Good Practice

Client and design team to make contractoraware that undertaking more than standardpractice is likely to realise financial savingsand more efficient site operations.

Ensure the waste management contractorcan provide a cost effective recycling service.

Identify and focus on those material streamsthat offer Quick Wins – see Section 7.

Target the key waste streams in each projectphase.Place a requirement on the wastemanagement contractor to segregate off-site.Adopt other segregation approaches such assmaller containers at each floor level forhigh-rise city centre projects (for example).

Identify and plan the key material streamsoffering Quick Wins - see Section 7.Implement the areas of good practice thathave been shown to be most effective onprevious projects.Establish partnerships with wastemanagement contractors to undertakegreater role to remove effort from contractorand sub-contractors.

Set up a dialogue with the client anddesigners at an early stage so that wastearisings from design changes can beadequately planned. Identify areas in the design that are notsufficiently developed and suggest possiblewaste implications.

Key constraint

Lack of a clientrequirement forgood practice

Site location

Project type

Space on-site

Project timescales

Contract variations

Table 6.1 Key constraints to achieving good practice

WasteMinimisation and Managementdoes not requirea fundamentalchange inworking practice


It should be standard practice for anindividual to be designated with responsibilityfor the SWMP. For good practice WMM, theindividual responsible for the SWMP will alsobe assigned some further responsibilitiesassociated with waste, but this will stop shortof having a waste champion. Under bestpractice WMM, there will be a clearlydesignated waste champion or environmentalco-ordinator which will hold overallresponsibility for waste management. Therole includes co-ordinating all waste orenvironmental issues on-site from waste datato identifying training needs. Sites with awaste champion tend to perform better inmanaging waste.

n reuse of materials on site - particularlyrelevant where large-scale demolition isincluded; and

n reduction in tonnage of waste per unit ofconstruction activity (evaluated as acontinuous improvement target) - if thedesigner and contractor identify specificareas to be targeted for improvement,such as recycling of plasterboard andreduction in packaging waste, thenspecific targets can be agreed in theseareas. It is also possible to compare totalwaste quantities against the wastebenchmark maintained by ConstructingExcellence (i.e. the amount of wasteincluding extracted material, demolitionwaste etc) in m2 removed from site duringthe construction process per £100,000 ofproject value.

The measurement of “percentage recovery”KPIs enables the broad performance ofprojects to be compared between projects byclients and contractors. Performanceindicators and benchmarks being developedby BRE under the SMARTWaste scheme willallow projects to be compared with industrybenchmarks in the future.

As sub-contractors usually generate thewaste during construction, good practiceWMM requires them to engage with theSWMP process and to be contractuallyobliged to manage waste accordingly wherepossible. Incentives for waste segregationand penalties for waste contamination alsomotivate behaviour.

When appointing a waste managementcontractor, consideration should be given totheir waste recovery performance, servicedelivery, provision of suitable equipment andadvice given.

Duty of Care Standard Good Best

Documentation showing compliance with legal requirements

Responsibility for waste management

One person designated as overall waste champion

Responsibility for individual areas designated to individuals

Waste management contractors

Dialogue to establish opportunities for recycling

Contractual agreements with high recycling levels; partnerships

Sub-contractors

Agreements with sub-contractors on how to manage waste

Contractual agreements with set targets and regular reviews

Good practice WMM requires the contractorto establish and agree targets using KPIs forthe recovery of materials from the wastestream based on, for example, the Quick Winrecovery rates identified by WRAP in Section7. Meeting these targets and KPIs willbecome a contractual obligation for the maincontractor and sub-contractor and will enablethe performance of the project to bemonitored during the construction phase.

To meet best practice WMM, targets can bebased on specific KPIs developed by thecontractor once the lessons learnt fromprevious project reviews have been embeddedwithin the company. This allows thecontractor to demonstrate continuedperformance in the area of wastemanagement which has wider businessbenefits.

The following types of target and KPIs,expressed in percentage terms, can beestablished:

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

Setting targets Standard Good Best

Targets based on standard industry KPIs

Targets based on internally developed KPIs

6.1 Pre-Construction

Contractor and sub-contractors

Construction9. Monitor

wastemanagement


and KeyPerformance

Indicators



routes


Step 5 Set targets and Key Performance Indicators

Step 6 Responsibilities and contracts

Under good practice WMM, it should be theaim to obtain data for the amount and type ofwaste generated to compare against theestimated quantities identified during thedevelopment of the SWMP. Waste measurementcan include cost, type of waste, amount byvolume and tonnage, reason for generationand management route. The actual wastequantities obtained should be compared withthe initial targets to identify if the site isunder-performing and whether correctiveaction is required to get back on track. TheSMARTWaste auditing tool may be used as ameans of logging and generating data.

For good practice WMM, monitoring willoccur throughout the project although not ona regular basis. Under best practice WMM,monitoring and measurement of waste willbe ongoing with regular interpretation toidentify trends and rectify wasteful practices.The results from monitoring waste arisingsshould be included in weekly or monthly site meetings.


The identification of waste arisings and theirsubsequent management is the core of theSWMP. It is important to establish which work package will generate the waste, anestimation of quantities, the waste owner, the waste management method and anycontrol measures.

Space permitting, key waste streams shouldbe segregated. Good practice WMM involvessegregating timber, plasterboard andpackaging in addition to general waste, inertwaste, mixed metals and hazardous waste.The segregation scheme should includeappropriate training, monitoring andenforcement with clear signage and using theNational Colour Coding Scheme.

Materials should be stored in designatedstorage areas to protect from damage. Bestpractice WMM would be to adopt ‘just-in-time’ delivery to remove all risk of accidentalor malicious damage.

It is good practice WMM to presentinformation on the SWMP during theinduction process and toolbox talks. Toolboxtalks are ideal to regularly communicatechanges to waste management proceduresthroughout the project.

Moving towards best practice WMM requiresspecific training for key internal staff toenable them to train others and gatheringfeedback from site personnel to better informthe SWMP.

Section 7 provides further information onthose materials that can potentially offerwaste recovery Quick Wins for reuse andrecycling on a range of projects. Planning forQuick Wins involves planning ahead in termsof how behaviour (segregation, bin size,collection frequency etc) should change fordifferent project phases.

Identification of waste arisings and disposal routes Standard Good Best

Listed in the SWMP before site work commences

Opportunities for recycling/reuse identified prior to construction

Waste minimisation included in the design; prefabrication etc

Reuse of materials

Inert materials

Concrete, soils and inert materials on and off-site

Reuse area on site for all materials

Recycling of materials

Metals and high value materials

Timber, plasterboard, packaging and inert

Take-back schemes with suppliers for materials, packaging etc

Site design, storage and logistics Standard Good Best

Layout and skip location considered at design / planning stage

Separate containers for hazardous waste

Containers optimised for segregation with clear labels and signs

Segregated containers at workface; use of compacters, balers

Clearly located and defined storage areas for materials

Just in time delivery, secure storage areas, no double handling

Training of workforce

General information on waste in site induction and toolbox talks

Specific training for on-site environmental issues for key staff

Feedback welcomed with relevant incentives

5 www.wasteawareconstruction.org.uk

6.2 Construction


Reportoutcomes and

Quick Wins

Reportoutcomes and

Quick Wins

Construction

Post-construction

9. Monitor waste

management


learnt

Monitoring Standard Good Best

Skip costs monitored, action taken if too high

Skip costs and volume data from waste management contractor

Use of auditing tool such as SMARTWaste

Regular monitoring of volume/tonnage with reviews for action

Step 7 Waste arisings, reuse and recycling

Step 8 Site design and training

Step 9 Monitoring waste management


During the implementation of the SWMP on aproject, its overall performance in managingwaste should be reviewed at least periodicallythroughout the project to ensure that it isworking effectively and so that any anomaliescan be addressed.

A final review of implementing the SWMPonce the project is completed is essential toensure that any lessons learnt are identifiedand addressed in future projects. It is betterpractice however for the lessons learnt to beembedded within the company. Embeddingproject experience at the company levelincludes:

n producing generic company-wide SWMPtemplates;

n integration of SWMPs with existing plansand procedures;

n comparing performance and setting on-going benchmarks and targets forwaste; and

n the gradual development of a bespokeSWMP format and procedures over themedium to long term.

By embedding the lessons learnt, theimplementation of SWMPs will become moreeffective and efficient requiring lowerresource requirements. This will translateinto increased cost savings due to a reductionin labour costs associated with developingand implementing the SWMP. IncorporatingSWMPs into the culture of a company can beused to illustrate a company-widecommitment to best practice WMM for animproved reputation with clients.

6.3 Post Construction

Performance review Standard Good Best

Periodic review of performance, final review at project level

Regular review during project, lessons embedded in company


Reportoutcomes and

Quick Wins

Reportoutcomes and

Quick Wins

Construction

Post-construction

9. Monitor waste

management


learnt

Box 2 Construction stage information resources

There are many resources available to assist withimplementing SWMPs on-site and resource efficiency inconstruction.

Legislation

NetRegs – Free advice on environmental legislation relatingto the construction sector with regular updates.www.netregs.gov.uk

Waste Management

WRAP How to Guides – For Site and Environment managers,with advice and guidance on how to segregate, reuse andrecycle different materials.www.wrap.org.uk/construction/on_site/site_how_to.html

SALVO – Information on the reclamation sector, includingmaterials and products arising from refurbishment/demolition and a materials information exchange.www.salvoweb.com

BREMAP – Provides lists and maps of waste managementfacilities based on location. www.bremap.co.uk

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

National Colour Coding Scheme – Templates and furtherinformation for the colour coding scheme for skips onconstruction sites. www.wasteawareconstruction.org.uk

Trade Contractors

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

Measurement

SMARTWaste – Details of waste measurement tools and pre-demolition audits. www.smartwaste.co.uk

National Construction Waste Benchmarking – Free websiteto submit data and produce benchmarks for construction,refurbishment and demolition waste.www.smartwaste.co.uk/wastebenchmarking

Material Specific

AggRegain – Use to find suppliers of recycled aggregates,case studies on the use of recycled and secondaryaggregates and specifications. www.aggregain.org.uk

Recycle Wood – Lists wood recyclers and suppliers ofrecycled wood products. www.recyclewood.org

Community Wood Recycling – Lists organisations that willaccept wood waste using social enterprises.www.communitywoodrecycling.org.uk/index.htm

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

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

Recovinyl – Provides financial support for the collection ofPVC waste. www.recovinyl.gov.uk

Packaging – Envirowise guidance ‘Managing packaging wasteon your construction site’ (GG606). www.envirowise.gov.uk

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

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

General

WRAP – Helps deliver Government targets for constructionwaste by developing standards and requirements, gettingthese adopted by construction clients, and supportinginvestment in waste recovery infrastructure. Free advice,guidance, tools and case studies for addressing resourceefficiency at all stages of the construction cycle.www.wrap.org.uk/construction

Envirowise – Free advice, support, guidance and case studiesfor implementing SWMPs. www.envirowise.gov.uk

CoRE – Provides free access to waste measurement tools forconstruction projects in the East, South East and Londonregions. www.smartwaste.co.uk/core.jsp

BRE – Manage SMARTWaste and provide advice, tools,guidance on construction resource efficiency.www.smartwaste.co.uk

C4S – Provides research and consultancy on constructionresource efficiency and sustainable construction.www.c4s.info

Construction Excellence – Information, case studies andtools for sustainable construction.www.constructingexcellence.org.uk/zones/sustainabilityzone/default.jsp

CIRIA – Information, guidance, research and case studiesrelating to waste management in construction. www.ciria.org

Step 10 Review performance of the SWMP and lessons learnt


Project type and phaseWRQWs are achievable across a range ofproject types whether new build,refurbishment or fit-out. This covers allsectors including residential, offices, retail,industrial and infrastructure.

Similarly, WRQWs will be available across allphases of the construction process. Thespecific material WRQWs may changebetween the following main project phases:

n Site clearance, preparations andunderground services (e.g. demolition,remediation, bulk earthworks, utilities andfoundations).

n Structural phase (e.g. frame, walls, roofs,floors, cladding).

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

n Fit out (e.g. doors, suspended ceilings,bathroom suites & tiling, carpets &flooring, electrics).

n External works (e.g. roads, pavements,hard & soft landscaping).

7.2 Standard, good & best practiceperformance benchmarks

Standard, Quick Win and Best Practicerecovery rates have been established for arange of materials, as summarised in Table 7.1. The recovery rates shown in thetable are for total waste recovery, both on-site and off-site.


7.1 What are Quick Wins?The previous sections have described how akey component of the SWMP is to identifywhich waste streams can be targeted toreduce waste. On any project, there arecertain key waste streams that can offersignificant savings if good practice levels ofrecovery are met.

By implementing good practice ‘Quick Wins’on three to four of the key waste streams onany project (typically those which occur in thelargest quantities), there is potential toincrease overall recycling rates ofconstruction waste from standard industryperformance by more than 20%.

Definition of a Quick WinA Waste Recovery Quick Win (WRQW) is animprovement in recovery (re-use orrecycling) for a specific construction wastematerial, applicable on a range ofconstruction projects, which will deliver ahigher rate of recovery than standardpractice without increasing costs andpreferably with a cost saving.

Delivering Quick WinsParticular materials will lend themselves to arange of alternative recovery practices(relative to current practice), dependant onwhether they are:

n produced in sufficient quantities to makethe operating costs of the recoverypractice economically attractive;

n easily segregated on-site;

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

n produced in a locality where reprocessingoptions for those materials are readilyavailable.

In practical terms, the WRQWs will beidentified through discussion between clients

and their construction supply chain (includinglocal waste management contractors) todetermine the economics and performancelevels of alternative recovery practices. Thiswill depend on site-specific parameters suchas availability of reprocessing facilities,transport distances, quantities of materialsand capacity for on/off site wastesegregation.

Cost-effective material recoveryThe extent to which material can berecovered in a cost-effective way isdetermined by the amount of effort andnature of the technology utilised. In practice,the factors which influence these WRQWs willinclude:

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

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

n project baseline – the baselineperformance on waste recovery from whichthe project is starting from;

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

n time – the programme and resourceconstraints of the project.

7.0 Waste Recovery Quick Wins

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

Material Standard Good Practice Best Practice Recovery % Quick Win % Recovery %

Timber 57 90 95

Metals 95 100 100

Plasterboard 30 90 95

Packaging 60 85 95

Ceramics 75 85 100

Concrete 75 95 100

Inert 75 95 100

Plastics 60 80 95

Miscellaneous 12 50 75

Electrical equipment Limited information 70* 95

Furniture 0-15 25 50

Insulation 12 50 75

Cement Limited information 75 95

Liquids and oils 100 100 100

Hazardous 50 Limited information** Limited information**

Table 7.1 Standard, Good and Best Practice recovery rates by material

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

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

There is potentialto increaseoverall recyclingrates by morethan 20%

31Achieving good practice Waste Minimisation and Management30 Achieving good practice Waste Minimisation and Management

The typical WRQWs for a range of projects,given their quantities of waste and theincrease in recovery rate from standard togood practice, are timber, plasterboard andpackaging. These will mainly apply to thestructural, internal and fit-out phases of aproject.

Timber recovery – Identified as a keyopportunity at the structural phase becauseof the quantity of form-work and shutteringproduced. The nature of this material, interms of its bulk, potential to recycle and thequantity of arising, makes it a WRQW andstrategic opportunity to target and managethrough adopting segregated wastemanagement approaches.

Packaging and plasterboard – Throughcareful targeting and management, thesematerials represent major opportunities forimproved levels of waste recovery – in theregion of 90% recovery of plasterboard can bedelivered (excluding demolition).Plasterboard is a key waste arising from theinternal phase, and packaging likewise forboth internal and fit-out phases.

It is worth noting however, that these WRQWsmay not be the best opportunities on allprojects. It is therefore important that on anyproject under consideration, all wastestreams are considered for their WRQWpotential.

7.3 Financial benefit of Quick WinsWRQWs can potentially achieve significantcost savings in addition to environmentalbenefits. Identifying, targeting and deliveringWRQWs, framed by an effective site wastemanagement plan, can deliver real financialbenefits.

To demonstrate this, Table 7.2 shows thatsavings could be achieved for a £150 millioncity centre development incorporating retail,commercial, leisure and residential byimplementing WRQWs for a range ofmaterials above current practice. The goodand best practice recovery rates shown in thetable are specific to the project used in thisexample. The reference recovery ratesincluded in Table 7.1 should be used whensetting targets and not those below.

Material Practice Project Savings

Recycling Rate Tonnes Potential(with source Diverted from Cost Savingssegregation) Landfill

Concrete Current 0% 0 £0Good 70% 575 £27,200Best 100% 822 £38,800

Metal Current 0% 0 £0Good 93% 176 £14,300Best 100% 189 £15,400

Timber Current 0% 0 £0Good 70% 120 £15,100Best 90% 155 £19,400

Packaging Current 0% 0 £0Good 60% 122 £33,800Best 95% 194 £53,600

Excavated soil Current Current Practice Good 95% 84,075 saving Best £168,200

Canteen waste Current 0% 0 £0Good 30% 44 £3,000Best 80% 118 £7,900

Plasterboard Current 0%Good 80% n/a n/aBest 100%

Current Practice 84,075 £168,200SUMMARY Good Practice SavingTOTAL (above current practice) 1,037 £93,400

Best Practice Savings(above good practice)

441 £41,700

Table 7.2 Summary of WRQWs and their potential cost savings for a case study projectWaste RecoveryQuick Wins canpotentiallyachievesignificant cost savings


8.1 Policy statementHere is a sample of the kind of statement thatcan be used in environmental or procurementpolicies to signal intention and provide amandate for action:

If there is also a project requirement forrecycled content, the statement can bephrased as follows:

8.2 Project information / briefsWhere the client sets a high-level brief to thedesign team or contractor (in the case of design& build and PFI processes), the followingwording can be included to define the overallobjectives and requirements for environmentalperformance – thereby providing the mandatefor appropriate technical solutions to be offered:

Under general design objectives, the followingtext is appropriate:

Alongside information on energy efficiency,water efficiency and other environmentalperformance criteria, the following text can beused to describe aims for materials resourceefficiency:


This section provides a ‘family’ of goodpractice WMM requirements that can be usedin generic corporate policy statements,project briefs and prequalification processes,and subsequently in tender, appointment andcontractual processes for traditional anddesign & build procurement processes.Figure 8.1 shows how this wording relates todifferent stages of both traditional and designand build procurement processes.

Organisations wishing to set a requirementfor good practice WMM are encouraged tomake use of this model wording and insert asappropriate in their documentation andprocesses. There is significant overlapbetween the wording proposed for thedifferent forms of procurement, andcomprehensive information is provided foreach process resulting in some unavoidablerepetition of information.

8.0 Model clauses for procurement

Project stage Available wording

Pre-project

Briefing / pre-qualification

Design

Pre-construction

Partnering frameworks

Policy statements

Project briefs

Contractor pre-qualification

Design team pre-qualification

Framework agreement

Design and build

Traditional procurement

Appointment of team

Employer’srequirements

Contract clauses

Tender specifications/

briefs

Figure 8.1 Procurement steps at which model wording can be applied

Use of the model wording

Users are referred to the Disclaimer at theback of this guidance document. The modelclauses are not intended to replace standardTerms and Conditions of Contract. They areintended for use as part of the client’sspecification of the works that define therequired output and performance, alongsideother clauses on sustainability such asminimum performance on energy and waterefficiency. Any organisation or other personshould take their own legal, financial andother relevant professional advice whenconsidering the use of the model clauses inany procurement process.

‘In all of ourdevelopmentwork, our aim isto minimise anyadverse impactsthat constructionhas on theenvironment’

‘As part of its commitment to sustainableconstruction, [Organisation name] aims toimprove its efficiency in the use of materialresources. One targeted outcome is tocontinuously reduce the quantity of wastearising and increase the recovery ofmaterials for reuse and recycling on allconstruction projects. Therefore, in itsprocurement, [Organisation name] will setrequirements for its projects to incorporategood practice waste minimisationtechniques and to plan and implement goodpractice waste management and recovery in accordance with WRAP guidance.’

‘In all of our development work, our aimis to minimise any adverse impacts thatconstruction has on the environment. Weseek this through the design process,materials selection, constructiontechniques and operational methods. Allorganisations appointed to work on ourbehalf are required to work in accordancewith these principles. Specific informationon our environmental policy is set out in[Insert reference to the relevant documenton this topic], to which all consultants andcontractors appointed on our projects areexpected to conform.’

‘In respect of the efficient use ofmaterials, our aim is to minimise theconsumption of finite natural resourcesand to minimise the quantity of wastebeing sent to landfill sites. Therefore, asgeneral design principles, we seek thefollowing where commercially viable (inaccordance with the waste hierarchy):

n efficient design and stock control tominimise the use and waste ofmaterials;

n re-use and refurbishment of existinginfrastructure;

n use of reclaimed products and materials;

n Use of renewable materials from legaland sustainable sources (such astimber with appropriate certification);

n waste minimisation on site;

n recycling of construction, demolitionand excavation waste; and

‘As part of its commitment to sustainableconstruction, [Organisation name] aims toimprove its efficiency in the use of materialresources. Two targeted outcomes are to:

n exceed a threshold proportion of re-used and recycled inputs in the productsand materials used on constructionprojects. Minimum requirements willtherefore be set by [Organisation name]for re-used and recycled content as apercentage of the value of materialsused on a project, and seek the adoptionof cost-neutral improvements; and

n continuously reduce the quantity ofwaste arising and increase the recoveryof materials for reuse and recycling onall construction projects. Minimumrequirements will therefore be set by[Organisation name] for its projects toincorporate good practice wasteminimisation techniques and to planand implement good practice wastemanagement and recovery inaccordance with WRAP guidance.’Further guidance on recycled contentcan be found atwww.wrap.org.uk/constructionin particular, guidance entitled Setting aRequirement for Recycled Content in theProcurement of Construction Projects.


Where there is a specific outcome for good practice waste minimisation andmanagement, it can be phrased as follows7:

Should any party fail to respond appropriatelyto the question, it may be appropriate to referthat party to WRAP’s resources, making itclear that ability to address this issue wouldbe a necessary component of successfullymeeting the contract requirements.

If a specific design team member orcontractor is identified to take overallresponsibility for delivering good practiceWMM, it is particularly important that thisindividual has a good grounding in theprocesses described in this guidance.

If an interview stage is included, questionscould check the specific skills and knowledgelevels required by each type of consultant.Whilst it is important that all consultants andcontractors understand the issue of goodpractice WMM, specific skills are required by certain roles. For example, the designershould have a good working knowledge ofwaste minimisation methods in design and beable to begin the development of the SWMP.Similarly, the contractor should demonstrateexperience of operating a SWMP in line withpublished good practice, and know how tomanage subcontractors and waste serviceproviders to deliver the required data and site practices.

Identified below are some model questions tobe included in the interview guidance:

These questions encourage the respondent toexpand upon and be specific about the skillsand knowledge which they possess.

8.3.2 Waste management contractorsThe contractor or sub-contractors shouldobtain performance information from theirwaste management contractors beingconsidered for a project prior to appointment.Examples of the prequalification questionsthat can be asked are:

If the waste management contractor cannotsufficiently answer the above two questionsfor example, it may then be appropriate toask ‘in what ways could you help achieve theclient’s objective for good practice wasterecovery?’ This will identify whether thewaste management contractor can potentiallywork in partnership with the contractor orsub-contractor on the project.

8.4 Tender specifications, contracts andappointmentsThe key requirement at this stage is to set outclearly what is expected of the design teamand main contractor and how they willdemonstrate that they have fulfilled their rolein meeting the requirement for good practiceWMM8. The requirements are formulated indifferent ways for traditional procurementversus design & build, in order to set outresponsibilities clearly.

8.4.1 Traditional procurementUnder the traditional procurement process,the client is involved in separate tenderingand appointment processes for the designteam and for the contractor. As a result, thereare two phases of appointment into which therequirement for good practice WMM shouldbe incorporated – first the designer and thenthe contractor.

8.3 Pre-qualification Assessment of capacity and competence torespond to a requirement for good practiceWMM should be included in pre-qualificationprocesses for all parties involved in deliveringa project (e.g. designers, contractors, sub-contractors and consultants). Generallyspeaking, information on ability to reducewastage and increase recovery of materialsshould be included alongside otherinformation on environmental performancecriteria for the project, such as recycledcontent in construction projects.

It is expected that pre-qualification processeswill include a questionnaire (PQQ) and may be followed by an interview to explore issues in more depth. If the issue of wastemanagement is to be raised during a supplierinterview, it is good practice to flag up itsimportance by including it within the PQQ,thereby providing an opportunity for suppliersto prepare a response.

Following are some examples of PQQs whichmight be suitable for different members of anorganisation or project-specific supply chain.They are followed by guidance on how tointerpret different responses and pursue the matter further at interview.

8.3.1 Designers, contractors, sub-contractors and consultantsPrequalification question:

Although it is clearly of benefit for theprofessional consultants to have a goodunderstanding of good practice WMM, it is ofmost importance if the designers, contractorsand sub-contractors are able to implementgood practice WMM and identify wasterecovery Quick Wins. Therefore, they shouldbe able to demonstrate an appropriateawareness and working knowledgeaccordingly, such as the WRAP guidance.

7 A specific outcome for the use of materials with recycled contentshould be set here also where applicable – refer to the WRAPguidance on ‘Setting a Requirement for Recycled Content in theProcurement of Construction Projects’.

8 This will sit alongside requirements (where applicable) for the useof materials with recycled content – refer to the WRAP guidanceon ‘Setting a Requirement for Recycled Content in theProcurement of Construction Projects’.

n Procurement of products and materialswith good practice levels of recycledcontent (relative to other productsmeeting the same specification).

These objectives should be pursued whileavoiding adverse impact on cost, quality orother requirements in this brief, andminimising transport (especially roadtransport of heavy materials) where feasible.’

1. Which good practice WMM processesdo you think are applicable to thisproject and why?

2. What knowledge and experience doyou have in developing and/orimplementing site waste managementplans to good practice levels onconstruction projects?

3. What is your experience in settingwaste recovery targets, measuringwaste streams on-site andimplementing review processes?

1. Does you company audit and monitorits performance on reuse and recycling of individual waste streams?

2. How have you worked in partnershipwith contractors and/or sub-contractors to measure quantities ofspecific waste streams for individualprojects to help achieve high levels ofwaste recovery?

‘Does your company have the skills andexperience to implement good practicewaste minimisation and management inaccordance with WRAP guidance duringthe design and/or construction phase?’see www.wrap.org.uk/construction/

‘As a minimum, we require a Site WasteManagement Plan (SWMP) to bedeveloped from the pre-design stage toinform the adoption of good practice wasteminimisation in design, and for the SWMPto be implemented in all construction siteactivities in line with good practicepublished by WRAP. The Plan is requiredto set targets for waste reduction andrecovery based on an assessment of thelikely composition and quantity of wastearisings and identification of the mostsignificant cost-effective options forimprovement (Quick Wins). This should besupplemented by information on how thetargets will be achieved duringconstruction activities and how the actuallevels of waste reduction and recovery willbe monitored for comparison with thetargets set.

The applicable Quick Wins will need to bedetermined following analysis of thespecific project, but they are likely toinclude timber, plasterboard andpackaging. Other recovery opportunitiesmay exist for the following waste streams:

Resources for identifying Quick Wins withminimum effort are available fromwww.wrap.org.uk/construction/

MetalsConcretePlasticsElectricalequipment

InsulationCeramicsInertCementFurniture

37Achieving good practice Waste Minimisation and Management36 Achieving good practice Waste Minimisation and Management

Appointment of designersThe design team has a key role in ensuringthat good practice is adopted (if requested bythe client). They are responsible for thefollowing:

n implementing cost-efficient methods ofwaste minimisation for the project duringthe design stage;

n identifying possible Quick Wins for wastereduction and recovery, reviewing anyadditional Quick Win areas proposed by

the contractor, discussing which optionsthe contractor will adopt, and estimatingthe potential outcome for the project; and

n developing targets for waste reduction andrecovery in the project specification foragreement with the contractor.

After prequalification, the following wordingmay be incorporated in the designer’s form ofappointment:

The above statements apply to frameworkand traditional contracts. Where full design &build (single point responsibility)procurement is used, the contractor shouldtake on the designer’s responsibilities andany negotiations regarding the agreement ofwaste recovery targets should be carried outduring the design stage and negotiated withthe Employer’s Agent on the client’s behalf(see below). Similarly the Employer’s Agentshould be responsible for advising the client

on the validation evidence at contractcompletion.

Tender specifications / briefsHere is some model wording that can beincorporated into the tender specification forthe procurement of a construction project:

Under the preliminaries section or generalconditions, introduce the following wording:

9 Where applicable, a target for the use of products and materialswith recycled and re-used content should also be introducedunder the general design objectives and architectural specification– refer to the WRAP guidance on ‘Setting a Requirement forRecycled Content in the Procurement of Construction Projects’.

‘With respect to the project objective for good practicewaste minimisation and management, the Designershall take responsibility for:

n identifying appropriate methods of wasteminimisation during the outline design stage andreporting to the Client the economic and practicalimplications of implementing these methods duringthe detailed design stage;

n agreeing with the Client which methods of wasteminimisation to pursue and subsequentlyimplementing the agreed methods at theappropriate design stage;

n identifying the most significant potentialopportunities for achieving waste recovery QuickWins as defined by WRAP and estimating likelyrecovery rates;

n ensuring that the Contractor is fully informed attender/negotiation stage (or before) of the Client’srequirements with respect to the implementation ofgood practice waste minimisation and managementwithin the economic, physical and designconstraints imposed by the project. As a minimum,the Design shall provide the Contractor with:

n a brief description of the Client’s policy context;

n the requirement to adopt a good practiceapproach to implementing the site wastemanagement plan and minimising waste duringconstruction in accordance with WRAP guidance;

n a list of the most significant waste recoveryQuick Win opportunities and likely recovery ratesthat could be achieved; and

n a statement outlining the Contractor’sresponsibilities for (a) selecting and agreeing themost significant Quick Win opportunities andtarget recovery rates with the Designer/Client,and (b) measuring and reporting actualperformance against the agreed targets.

n agreeing with the Contractor which of the identifiedpotential opportunities will be adopted and the wasterecovery target to be achieved (to be known as‘selected Quick Wins’). Where one or more of theidentified opportunities have not been adopted,justification of the commercial or technical reasonsbehind this decision should be provided;

n developing the SWMP in accordance with goodpractice during the design stage for handing over tothe Contractor once appointed for completion priorto work commencing. The Designer is to liaise withthe Contractor as necessary as the SWMP develops;

n reporting the Contractor’s performance against thewaste recovery targets to the Client;

n monitoring and reporting the Contractor’s obligationto Duty of Care; and

n use of the ICE Demolition Protocol where relevant.’(www.aggregain.org.uk/demolition/index.html).

‘As one of its objectives on sustainable development,[Organisation name] is seeking to maximise the cost-effective use of materials recovered from the wastestream – thereby diverting waste from landfill andreducing demand for finite natural resources.Therefore, [Organisation name] requires the project toachieve good practice waste minimisation andmanagement in accordance with WRAP guidelines9.

This project is required to adopt the most significantcost-neutral opportunities to increase waste recovery.The list of anticipated waste streams that could deliverthe most significant increases in waste recovery for theproject and their respective good practice levels areincluded in this tender document.

The Contractor is therefore required to include in theirtender the opportunities for waste recovery they willimplement, identifying the minimum recovery rate thatwill be achieved in each. The Contractor will need toprovide justification where there is any discrepancywith the recovery rates proposed in the tenderdocumentation. Specifically, the Contractor shall (inassociation with his trade sub-contractors and wastemanagement contractors where appropriate):

n assess the proposed waste streams and recoveryrates given in the tender documents, identifyingthose that the Contractor considers to be realisticand the likely cost implication to the project;

n where possible, identify other waste streams thatoffer higher recovery rates and/or will be morecost-effective to achieve which the Contractorproposes to use as an alternative to those listed inthe tender documents; and

n be prepared to negotiate a final List of Quick Winwaste recovery rates to be included in the Contractdocuments (if awarded) for implementation in theproject and appointing trade sub-contractors andwaste management contractors with the sameliability as under the main contract whereapplicable.

The Contractor will also be required to develop andimplement a Site Waste Management Plan to achievegood practice waste management on the project.Therefore, the Contractor is required to include in theirtender details of how the Site Waste Management Planwill be developed and implemented with specificreference to the constraints of the project, themanagement of these constraints, their supply chain,programme of key steps and reviewing performance.This should include a list of measures to minimisewaste generated from on-site operations (for example,damage, theft etc).

Where relevant, the Contractor should employ asystematic approach to good practice in the recyclingand re-use of locally available construction, demolitionand excavation waste materials (on-site and fromnearby sites) – for example, applying the methodologyoutlined in the Demolition Protocol (published by ICE,London Remade and Envirocentre).’


ContractsWith respect to the implementation of goodpractice WMM agreed with the contractor, thecontract documentation may contain wordingalong the following lines:

Sub contracts and waste managementcontractsTrade sub-contractors should be appointedwith the same liability as under the maincontract to ensure that the client’srequirements and contractor’s obligations arepassed down through the supply chain.Therefore, any recovery targets on specificwaste streams should be imposed on tradesub-contractors as well pursing theminimisation of waste generated through on-site activities and compliance with therequirements of the SWMP.

The role of the waste management contractoris essential to good practice WMM becausethey are in an optimal position to measureactual waste arisings for comparison with theSWMP. The key responsibilities of the wastemanagement contractor should thereforeinclude:

n compliance with environmental legislationin relation to waste management,including compliance with the Duty ofCare and the requirements of theEnvironmental Protection Act 1990 andrelated legislation;

n monitoring Trade Contractors compliancewith the SWMP;

n management of all waste on site, in termsof segregation, storage, movement ofwaste around the site, collection anddelivery of skips etc;

n arrangements for the transfer of waste fortreatment, recycling or disposal;

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

n monitoring and regular reporting to theMain Contractor accurate information onthe quantity and cost of the wasterecycled, reused and landfilled for eachmaterial type to assess performanceagainst agreed waste recovery targets;

n compiling data relative to KeyPerformance Indicators;

n proposing improvements to increaserecycling/reuse of waste or improvemanagement of waste on site;

n attending regular meetings with the MainContractor, agree agenda and make anddistribute a record of each meetings andaction points arising to an agreed template;

n providing suitable waste containers, plant,equipment and personnel as necessary;and

n providing appropriate waste managementadvice and training to key on-sitepersonnel as necessary.

A key requirement of a waste managementtender in order to facilitate segregation,should be for the waste managementcontractor to provide optional prices forsegregation, or high levels of recovery at atransfer station (e.g. >90). The wastemanagement contractors should also beasked to provide a price on the basis of the“traditional” approach – with weightings formethod and cost – then allowing a decision tobe made on the preferred contractor, if thesegregated option proves to be uncompetitive.

Model contract clauses for trade sub-contractors and waste management

contractors have been developed and arecontained in the technical document alsoproduced by WRAP.

8.4.2 Design & build procurementDesign & build poses a different challenge tothe setting of requirements for good practiceWMM as the client (Employer) is responsiblefor the project brief and contractorappointment, and it is the contractor thatsubsequently owns the processes of designand construction.

The vehicle for setting minimum requirementsis the Employer’s Requirements. TheEmployer’s Requirements contain a set ofperformance criteria which the contractormust meet. The contractor is responsible fordeveloping these criteria into a suitabledesign and then for constructing the building.

Employer’s RequirementsThe tender documentation may include thefollowing wording within the Employer’sRequirements:

10 Where applicable, it can also be stated that ‘using materials that have above-average recycled content, employing both off-the-shelfmainstream products such as …, and materials that have been recycled on-site such as …’ can achieve the efficient use of finite resources– refer to the WRAP guidance on ‘Setting a Requirement for Recycled Content in the Procurement of Construction Projects’.

‘With regards to the Client’s projectobjective for good practice wasteminimisation and management, theContractor’s responsibilities under thisContract are to:

n meet the agreed minimum recoveryrates for the specific waste streamsincluded on the ‘List of agreed QuickWin waste streams’ unless otherwiseagreed in writing by the Client;

n develop and implement the SWMP inaccordance with the methodologyincluded in the contract documentsand undertake the measures tominimise waste contained therein;

n measure waste arising during theworks and compare with the minimumrecovery rates set under this Contractand then report these findings to theContract Administrator [or other leadconsultant] (in a form to be agreed)every [X] weeks at project meetings,including measures to be implementedto meet the minimum recovery rates ifactual recovery is below target;

n appoint trade sub-contractors andwaste management contractors withthe same liability as under thisContract to meet minimum recoveryrates (where applicable) and tosupport the Contractor to measure,monitor and report actual wastearising during the works; and

n ensure compliance of all appointedtrade sub-contractors and wastemanagement contractors with thelegal requirements under the Duty ofCare regulations and taking allreasonable actions as appropriate fornon-compliance.’

‘[Organisation name] is committed toimproving the environmental performanceof their construction projects. Designs andspecifications should consider theenvironmental impact of all elements ofthe design including choice of materials.One important contribution tosustainability goals is the efficient use offinite natural resources, diverting wastefrom landfill. This can be achieved bymeeting good practice levels of wasteminimisation and management throughoutthe project in accordance with WRAPguidelines and by adopting the mostsignificant cost-neutral opportunities toincrease waste recovery10.

The Contractor is required to implementwhere possible cost-effective methods ofgood practice waste minimisation duringthe design of the project and thereafterduring construction. As a minimum, theContractor should:

n Identify appropriate methods of wasteminimisation in design before detaileddesign commences and report to theEmployer’s Agent on the economic andpractical implications of adopting thesemethods during the development of thedesign.

n Agree with the Employer’s Agent whichmethods of waste minimisation toimplement at the appropriate designstage and demonstrate how themethods have been incorporated intothe design.

n Include a list of measures within theSite Waste Management Plan (seerequirements below) to minimise wastegenerated from on-site operations (forexample, damage, theft etc) anddemonstrate how these measures havebeen implemented.


8.4.3 Partnering frameworksUnder a partnering process, the basicwording described previously can be applied(for either a traditional or design & buildprocess depending on the nature of theframework). However, under a partneringframework a further document, thepartnering agreement, will be producedclearly setting out the high-level objectivesand performance measures of the frameworkand defining the roles and responsibilities ofthe different partners. There should also be

an expectation that the partners demonstratecontinuous improvement in performance.

A typical partnering agreement will includeinformation on the framework objectives,KPIs against which the team’s performancecan be monitored and roles andresponsibilities. The following wording couldbe used as a basis (although on an actualproject it is important that the detailedwording should be agreed by all partners):

The Contractor is also required to meetspecified minimum waste recovery ratesfor the waste streams with the largestcost-effective recovery potential (to beknown as ‘selected Quick Wins’). TheContractor is required to identify and agree with the Employer’s Agent the keyopportunities for Quick wins on the projectand set minimum recovery rates to beachieved. Specifically, the Contractor’sresponsibilities (in association with histrade sub-contractors and wastemanagement contractors whereappropriate) shall be to:

n identify, and continually review as thepre-construction design develops, thewaste streams with the largest cost-effective recovery potential and estimatelikely recovery rates for each wastestream;

n agree with the Employer’s Agent beforethe commencement of constructionthose waste streams that will providethe most significant opportunities forcost-effective recovery (to be known as‘selected Quick Wins’) and the minimumrecovery rates to be adopted for theproject;

n meet the agreed minimum recoveryrates for the selected Quick Winsunless otherwise agreed in writing bythe Client;

n measure waste arising during theworks and compare with the minimumrecovery rates set for the project andthen report these findings to theEmployer’s Agent (in a form to beagreed) every [X] weeks at projectmeetings including the measures to beimplemented to meet the minimumrecovery rates if actual recovery isbelow target; and

n appoint trade sub-contractors andwaste management contractors withthe same liability as under theEmployer’s Requirements to meetminimum recovery rates (whereapplicable) and to support the Contractorto measure, monitor and report actualwaste arising during the works.

To assist the effective delivery of the above requirements, the Contractor should develop and implement a SiteWaste Management Plan (SWMP) toachieve good practice waste managementon the project. Specific Contractorresponsibilities will be to:

n provide and agree a methodology withthe Employer’s Agent before detaileddesign commences regarding how the SWMP will be developed andimplemented with specific reference to the constraints of the project, themanagement of these constraints, theirsupply chain, programme of key stepsand reviewing performance. This should take into account good practiceguidance published by WRAP and otherorganisations;

n develop the SWMP as the designprogresses in accordance with theagreed methodology for completionprior to construction commencing. A copy of the completed SWMP shouldbe provided to the Employer’s Agentprior to construction commencing;

n implement the SWMP duringconstruction in accordance with theagreed methodology; and

n ensure compliance of all appointedtrade sub-contractors and wastemanagement contractors with the legalrequirements under the Duty of Careregulations and take all reasonableactions as appropriate for non-compliance.

Where relevant, the Contractor shouldemploy a systematic approach to goodpractice in the recycling and re-use oflocally available construction, demolitionand excavation waste materials (on-siteand from nearby sites) – for example,applying the methodology outlined in theDemolition Protocol (published by ICE,London Remade and Envirocentre).’

‘Objectives[Insert under an objective relating tosustainable construction]Good practice waste minimisation andmanagement is an important element ofsustainable construction, therefore theprojects delivered under this agreementwill seek to:

n adopt the principles of good practicewaste minimisation and management inline with WRAP guidance from an earlystage, preferably pre-design;

n demonstrate an increase in overallwaste recovery for reuse and recyclingachieved on all projects to at least goodpractice levels (as defined by WRAP)and continual improvement towardsbest practice; and

n implement a Site Waste ManagementPlan in line with good practice aspublished by WRAP to evaluate whatlevel of waste recovery for reuse andrecycling is possible, set targets formaterials diverted from landfill anddemonstrate that these targets havebeen met.

Performance indicators[Insert under the section on KPIs tomeasure continuous improvement]Waste recovery – Increase in percentagerecovery rates for specific waste streamsabove those which would have beenachieved if only ‘standard’ practices forWMM (as defined by WRAP) wereemployed.

Roles and responsibilities[Insert with respect to resource efficiency]Under this agreement, the project architect(or other appropriate consultant) shallidentify potential Quick Win opportunitiesto increase the waste recovery rates on aproject, implement methods of wasteminimisation in the design and begin thedevelopment of the project Site WasteManagement Plan. The contractor andtheir subcontractors are responsible forselecting the most significant Quick Winsto implement on a project, setting targetrecovery rates and taking responsibility todevelop the Site Waste Management Planand implement it during construction.’


8.4.4 DemolitionWhen the project includes significantdemolition works on site, the followingadditional clauses may be used:

This guidance provides a summary forconstruction clients, design teams and maincontractors for achieving good practice WMMon their construction projects. This will helpreduce the amount of construction waste sentto landfill, thus demonstrating a contributionto sustainable development and reducingproject costs.

Good practice WMM can be achieved on allforms of project without a fundamentalchange in working practice. In summary, key aspects of achieving good practiceWMM include:

n early project implementation by the clientto maximise potential benefits;

n setting requirements for its delivery by theentire supply chain;

n adopting a SWMP in accordance with goodpractice to inform design and managewaste on site; and

n identifying Waste Recovery Quick Wins onseveral waste streams.

WRAP have produced two further guidancedocuments for achieving good practice WMM:a high-level business case for client decisionmakers and a technical summary forimplementation by the contractor and theirsupply chain. In addition, WRAP’sconstruction portalwww.wrap.org.uk/construction containsextensive related information covering allaspects of materials use in construction,including case studies, reference guides andmanaging specific waste streams.

9.0 Conclusion

‘The contractor shall adopt themethodologies established by the ICEDemolition Protocol to facilitate therecovery of materials (recycling/reuse)from the demolition work and to identifythe potential for the incorporation ofrecovered material in the new-build/permanent works. This incorporatedrecovered material will contribute to theoverall target of X% minimum reused andrecycled content (plus evidence of goodpractice) set for the project [if applicable].The contractor shall:

n undertake a pre-demolition audit andproduce information on the quantities of material and the recovery targets in the format required by the ICEDemolition Protocol. This is referred to as the D-BOQ (Demolition Bill Of Quantities);

n consult with local material recoveryorganisations. The outcome of theseconsultations and the opportunities tomaximise the reuse and recovery ofmaterial during the demolition processshall be reported to the client 4 weeksprior to the commencement ofdemolition works;

n produce a statement on the approach to site planning for the recovery ofmaterials. This will include a drawing of the sites indicating the locations ofmaterial storage;

n set out in their tender response amechanism by which the recovery ofmaterials can be monitored against thetargets. Examples for this are providedby the ICE Demolition Protocol; and

n determine the potential to specifyrecovered materials in the permanentworks, using the materials recoveredfrom this and other local projects.Quantify the contribution to the overallrecycled content by value of the projectresulting from these materials.

The ICE Demolition Protocol is anestablished mechanism which facilitatesthe cost-effective recovery of demolitionmaterials and to identity the potential forthe incorporation of recovered material in the new-build/ permanent works. The client [replace with the name] iscommitted to sustainable development andtherefore supports the incorporation of theICE Demolition Protocol methodologiesinto demolition and construction projects.

WRAP (Waste & Resources ActionProgramme) has a freely accessible tool atwww.wrap.org.uk/rctoolkit for assessingthe overall reused and recycled content in a project. This tool would enable the contractor to demonstrate theircompliance with the X% recycled contenttarget and the contribution from materialsrecovered from the demolition works.’

Published by: The Old Academy Tel: 01295 819 900 Helpline freephoneWaste & Resources 21 Horse Fair Fax: 01295 819 911 0808 100 2040Action Programme Banbury, Oxon E-mail: [email protected]

OX16 0AH

www.wrap.org.uk/construction

Printed on 75% recycledcontent paper

Front cover photograph: Separate containers being used to segregate waste as it is produced at specificlocations around the site.

DisclaimerThis report has been published in good faith by WRAP with the help of Cyril Sweett, and neither WRAP nor CyrilSweett shall incur any liability for any action or omission arising out of any reliance being placed on the report by anyorganisation or other person. Any organisation or other person in receipt of this report should take their own legal,financial and other relevant professional advice when considering what action (if any) to take in respect of anyinitiative, proposal, or other involvement with any procurement process, or before placing any reliance on anythingcontained therein. By receiving the report and acting on it, any party relying on it accepts that no individual ispersonally liable in contract, tort or breach of statutory duty (including negligence).

While steps have been taken to ensure its accuracy, WRAP cannot accept responsibility or be held liable to any personfor any loss or damage arising out of or in connection with the information in this report being inaccurate, incompleteor misleading. The listing or featuring of a particular product or organisation does not constitute an endorsement byWRAP and WRAP cannot guarantee the performance of individual products or materials. For more detail, please referto our Terms & Conditions on our website www.wrap.org.uk.

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