MS 6 Facilities and Contract Management - Hertfordshire · MS 6 Facilities and Contract Management...

Hertfordshire County CouncilResidual Waste ContractClose of ContractMS6 – Facilities and Contract ManagementConfidential 1

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6.1 CONTENTS

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Contents

MS 6 Facilities and Contract Management ............................................... 1

6.1 Contents 1

6.2 Maintenance 6

6.2.1 Introduction 6

6.2.2 Programmed Maintenance 10

6.2.3 Unplanned Maintenance 22

6.3 Operation Management Systems 23


6.3.2 Operations Plan 24

6.3.3 Quality Management System 29

6.3.4 Environmental Management System 32

6.3.5 Previous Experience 35

6.4 Health, Safety and Welfare 37


6.4.2 Details of all Health and Safety Arrangements 38

6.4.3 Welfare Facilities 59

6.5 Resourcing 60

6.5.1 Personnel 60

6.5.2 Additional Resources 88

6.6 Visitors Centre 90


6.6.2 Operation of the Centre 91

6.6.3 Maintenance of the Centre 113

6.7 Transfer and Haulage 114


6.7.2 Transfer and Haulage 114

6.7.3 Site Signage 143

6.8 Additional Information 143


Attachments:

Attachment MS6 2.2.1(a) - Safety Rules (Summary)

Attachment MS6 2.2.1(b) - Example of a Typical Shutdown Schedule

Attachment MS6 2.2.4(a) - AMS System

Attachment MS6 2.2.4(b) - List of Spares

Attachment MS6 2.2.5(a) - Equipment Service Life Schedule

Attachment MS6 2.2.5(b) - MPT Component Service Life

Attachment MS6 2.2.7 - MPT Maintenance Journal

Attachment MS6 3.4.3 - E-Report

Attachment MS6 4.1 - Health & Safety Policy Statement

Attachment MS6 4.2.2 - CDM Regulations 2007 Safety During ERF Planned

Shutdown Maintenance

Attachment MS6 4.2.4(a) - Permit to Work

Attachment MS6 4.2.4(b) - Assessment and Control of Contractors

Attachment MS6 4.2.4(c) - Training Procedure SYS06

Attachment MS6 4.2.6 - ERF Induction Training Checklist

Attachment MS6 4.2.11 - ERF Risk Assessments

Attachment MS6 4.2.14(a) - Example of Fire Assessment (SELCHP)

Attachment MS6 4.2.14(b) - Example of Emergency Procedure (SELCHP)

Attachment MS6 5.2 - Agreement

Attachment MS6 8 - Resources Dedicated to this Project


6.2 MAINTENANCE

Words with capital letters used throughout this Method Statement are defined in

either Schedule 1 (Definitions) to the Contract or in Schedule 4 (Payment

Mechanism) to the Contract.

6.2.1 Introduction

The primary purpose of the maintenance plan is to ensure the Facility performs to

expectations in terms of its availability and reliability, through life costs and

performance characteristics and ensures that the Facility is maintained to an

acceptable level of cleanliness (Maintenance Plan). This is measured by a range

of key performance indicators (KPIs) which are compared with all operating

plants in the UK and abroad.

The Maintenance Plan will be prepared in collaboration with the technology

supplier and will be controlled by the Contractor’s group maintenance director to

ensure it contains relevant, specific and up to date information. The final

document will be prepared during construction of the Facility when the

operational Personnel are present. During commissioning the Construction Sub-

Contractor‘s start-up engineers will be accompanied by the Contractor’s start-up

team for the whole duration of the Commissioning Period. This ensures that on

handover the new operational crew are familiar with the particular requirements of

the Facility and that the detail within the Contract Manual is accurate.

Crucially, the effect on Services performance will be driven by the ability to accept

Contract Waste through planned shutdowns. Contract Waste will be delivered to

the Facility and delivered to the MPT Facility for recovery prior storage in the

Waste reception bunker for later processing in the ERF. Waste not suitable for

MPT treatment will be delivered direct to the Waste reception bunker and if the

MPT Facility is unavailable Waste will also be delivered direct to the Waste

reception bunker.

The Waste reception bunker (bunker prior to ERF) offers a capacity equivalent to

5 days of average delivery of Waste. During planned shutdown of the Facility the

Contractor may not receive Third Party Waste at the Facility in order to ensure

sufficient Contract Waste capacity within the bunker.

The Contractor will carry out refurbishment and maintenance activities as

necessary to maintain the Site and Facility in a condition such that the specified

Maintenance Requirements can be delivered safely and in accordance with


Consents during operating hours without interruption except for Programmed

Maintenance.

On an annual basis and by no later than 3 months prior to the anniversary each

year, the Contractor will prepare and submit to the Authority the annual Schedule

of Programmed Maintenance with details of the duration, commencement date

and frequency of any Programmed Maintenance for the 12 months starting the

following 31st March based on the manufacturer’s recommendations and taking

into account the following:

The Contractor's experience from other energy from Waste projects

and other relevant projects;

Legal Requirements;

Facility complexity;

Technology involved;

The required availability and reliability of the Facility; and

The planned maintenance of contingency facilities that may be used

by the Contractor to divert mainly Third Party Waste and, if

necessary, Contract Waste during planned shutdowns.

The Contractor will inform the Authority of any changes to planned shutdowns,

giving the maximum notice period possible and in any case not less than 14 days

prior to a planned shutdown.

The annual Schedule of Programmed Maintenance will then be approved or

commented on by the Authority under the Review Procedure. Where practicable

the Contractor will give a minimum of 12 weeks notice of any closures or changes

to the operation of the Facility that will result from Programmed Maintenance.

In addition to this, the Contractor shall submit to the Authority a monthly Schedule

of Programmed Maintenance 20 Business Days before the end of the Contract

Month. The monthly Schedule of Programmed Maintenance shall include

information relating to the upcoming maintenance for the following Contract

Month and any implications arising from the previous Contract Month’s

Programmed Maintenance.

In accordance with PR3 Section 3.50 of Schedule 2 (Authority’s Requirements),

the Contractor will prepare a Monthly Services Report and submit it electronically

to the Authority within 5 Business Days after the Contract Month’s end. The


Monthly Services Report will include the following (in addition to the Authority’s

requirements):

The status of any actions from the previous Monthly Services

Report;

A list of actions to be undertaking in the coming Month;

Details of any maintenance carried out; and

Any implications arising from the previous Contract Month’s

Programmed Maintenance.

Except in exceptional circumstances, the Contractor will comply with the monthly

Schedule of Programmed Maintenance and will ensure that all maintenance

identified within the schedule is completed by the end of each Contract Month.

In accordance with PR3 Section 3.64 of Schedule 2 (Authority’s Requirements),

the Contractor will make provisions within the annual and monthly Schedules of

Programmed Maintenance to minimise any nuisance and environmental impact

during the maintenance activities (please refer to MS1-1.4.6 and MS4-3.2.2)

The Contractor will also ensure that its maintenance and operating procedures

are sufficient to ensure compliance with Clause 26 (Maintenance) of the Contract

i.e. to ensure that the Contractor’s maintenance and operating procedures are

compliant with the Maintenance Requirements and are sufficient to ensure that:

The Services are available as required by the Contract and the

Service Requirements;

The maintenance of each component of the Assets is in accordance

with the manufacturer’s instructions or guidance; and

Assets as required by the Authority are handed back to the

Authority on the Expiry Date or Termination Date in a condition

complying with the requirements of Clause 26 of the Contract and

the Handback Requirements.

The Contractor will undertake Programmed Maintenance which includes

maintenance of all Assets to comply with the manufacturer’s requirements,

Operating Manuals, Method Statements, necessary lifecycle replacement and to

achieve the Works quality standards set out in Appendix A of Schedule 2

(Authority’s Requirements) (Works Quality Standards).

As far as is reasonably practicable, the Contractor will comply with the Works

Quality Standards requirements as follows:


Structures and buildings:

– Structurally sound, secure and weatherproof;

– Free from damage and deterioration; and

– Free from dirt, discolouration, extraneous growth, pests and

vermin.

Plant and Equipment:

– Function as intended and will operate in accordance with the

manufacturers requirements;

– Structurally sound, secure and weatherproof;

– Free from damage and deterioration; and

– Free from dirt, discolouration, extraneous growth, pests and

vermin.

Road/Hard Landscape:

– Road and car parking marks will be clearly visible;

– Reasonably even and intact surfaces;

– Free from any damage;

– Free of deterioration which represents tripping hazards;

– Maintained so as not to cause damage to any vehicles using the

Facility;

– Kept reasonably free of snow, mud, waste and ice such that the

Facility is safe to use;

– Be approved as necessary by the Relevant Authorities; and

– Kept to acceptable levels of cleanliness and ensure litter is kept

to a minimum.

Fencing:

– Structurally sound, intact, secure and weatherproof; and

– Free from damage and deterioration.

Auxiliary Facility items, such as air compressors, cranes and emissions

monitoring equipment, will be subject to service agreements with the

manufacturer or supplier. Where appropriate, these agreements will include a 24

hour ‘call out’ facility.


All major rotating plant will be covered by routine condition monitoring in order to

ensure that impending problems are recognised and potential breakdowns

avoided.

Programmed Maintenance shutdowns will be scheduled for each boiler and

turbine as appropriate to ensure that essential cleaning and maintenance is

carried out. This work will be undertaken by specialist sub-contractors, in

accordance with health and safety and CDM Regulations.

Maintenance Resources

The maintenance of the Facility will be controlled by the Contractor’s

maintenance manager (Maintenance Manager). The Maintenance Manager will

lead a skilled ‘in-house’ Facility maintenance team of mechanical and electrical,

control and instrumentation (‘ECI’) technicians, whose main tasks will be

Programmed Maintenance and first line Facility defect repair. The team will

comprise the following:

Maintenance Manager (one);

ECI leader (one);

C & I technician (one);

Electromechanical technicians (five); and

Apprentice (1).

6.2.2 Programmed Maintenance

Maintenance Plan for the Building, Plant and Major Equipment

Each process line of the Facility will be subject to a single planned shutdown

period of approximately 14 consecutive days each Contract Year.

Specific Tools

Specialist tools and equipment required for specific maintenance purposes will be

defined during the design stage and supplied by the equipment manufacturer /

installer. These tools will be kept in the Facility stores and their use controlled

through the Contractor’s maintenance management system.


Compliance with Good Industry Practice and Legislation

The Programmed Maintenance will be carried out in a safe manner to comply

with Good Industry Practice, the requirements of Legislation and the relevant

Method Statements.

To maintain the highest safety standards each shutdown will be carried out in

accordance with the designers/fabricator’s risk assessment and subsequent

method statement in accordance with The Construction Design and Management

(CDM) Regulations.

Statutory inspections will be in accordance with the Pressure Systems

Regulations and Electricity at Work Act.

The Contractor has developed a standard approach to safe working systems for

maintenance work at the Facility. A Facility isolation system, or safety rules, will

be implemented at the Facility to support this requirement. A summary of the

safety rules is included in at Attachment MS6 2.2.1(a).

All Personnel will undergo a thorough Site safety induction to ensure they are

familiar with the Site, systems and safety requirements (see Method Statement 6,

Part 4 for further details on general health and safety).

Risk assessments and Method Statements will be developed for all routine and

‘one off’ tasks as appropriate.

Frequency and Duration of Downtime due to Maintenance

The annual Programmed Maintenance regime at the Facility will be based on

alternate single line shutdowns for a total of approximately 14 days per Contract

Year. Normally the planned shutdowns for the two lines will not overlap and the

Facility will remain open; however, where parts common to both lines has to be

maintained, it is anticipated that both lines will be shut down for a total of

approximately 5 days in average per Contract Year. Therefore, although Contract

Waste and where possible Third Party Waste will still be accepted and stored for

later processing, it is anticipated that the Facility will not be operational for

approximately 5 days per Contract Year.

Taking into consideration the Equipment Service Life Schedule (Attachment MS6

2.2.5), this schedule will accommodate an alternate year major shutdown

schedule. During a major shutdown both lines will be shut but this can be

staggered to minimise the period when both are shut at once. The overlap would

typically range from 0 to 8 days and on average 5 days. An example of shutdown

schedule is provided in Attachment MS6 2.2.1(b) 'Example of Shutdown


Schedule.' There will be shut downs of specific lines during the interim years but

common plant will be available allowing one line to be in operation at all times.

Backup and Temporary Operational Procedures during Maintenance

In the run up to a Programmed Maintenance major shutdown, Third Party Waste

inputs will be managed so as to reduce the bunker level and therefore maximise

bunker capacity available to receive Waste during the shutdown. Third Party

Waste will be diverted first, then transfer station bulk deliveries and lastly local

collection vehicles.

In detailed shutdown planning the Contractor will seek to regulate the bunker to

allow as much Contract Waste to continue to be delivered as possible. In

particular, we will seek to accept continued delivery of local Refuse Collection

Vehicles (RCVs) without interruption.

Such Waste will be processed through the MPT Facility and stored in the bunker

until normal processing is resumed. However, in the event that the bunker

capacity is reached or storage would breach any Environmental Permit condition,

the Waste will be removed from the bunker and loaded into bulk haulage vehicles

for transport to alternative contingency facilities as detailed in the table below.

Table 6.1 Contingency Arrangements

Facility Service Site Address Distance

Anticipated Facility Availability and Reliability

As defined in the Schedule of Guarantees, in Attachment MS 2 2.4.1 of MS 2, the

anticipated availability and reliability of the Facility throughout its lifespan is

presented in Table 6.2 below.

Table 6.2 Planned Availability and Reliability

Hours

Year Availability Planned

Downtime

Unplanned

Downtime

% Reliability

1

2

3 onwards

In developing the above availability and reliability performance, the Contractor

has made the following assumptions:


From year 3 onwards, the Facility will be affected by planned

downtime (defining availability) plus an unplanned allowance for

breakdown (defining reliability) ;

During years 1 and 2, the additional unplanned downtime is a result

of snagging and familiarisation of the Facility; and

“Year 3“ is used as the “reference year” throughout the MS.

Proposals for Groundworks Maintenance

The Contractor’s specifications for groundworks maintenance including road

surfaces, security fencing, signage and other associated Site features, are on the

basis of projected service lives typically between 10 and 25 years (depending on

the item).

In addition to maintenance of the Facility process plant, the annual Maintenance

Plan will include a programme of building and civil works. This programme will be

updated annually following building inspections and the issue of Site defect

reports.

Works are anticipated to include ongoing maintenance (e.g. building cladding

replacement or upgrades) and remedial work (e.g. road repairs, fencing repairs).

Such works will be undertaken in a proactive manner to help mitigate any

detrimental impact and help preserve the appearance of the Facility.

Full Details of the Annual Schedule of Planned Maintenance

Timetable of Scheduled Closures of the Facility

It is anticipated that this shutdown will take place in August. This will be confirmed

in the annual Schedule of Programmed Maintenance which is submitted to the

Authority 6 months in advance of the anniversary of the Planned Services

Commencement Date.

The precise timing of the shutdown will be fixed by taking into account a number

of local considerations the following:

Details of any TRIAD periods (November to February inclusive)

where electricity generation may be required to be at a premium;

Seasonal requirements of heat off-take (where applicable);

Peak season annual holiday periods for both Personnel and

maintenance Sub-Contractor Personnel (July to September

inclusive);


Availability of the Contractor’s operations specialists who will

supervise or support shut down activities;

Availability of Sub-Contractor supply base; and

Any Authority considerations/requirements for the treatment of

Contract Waste.

Minimising Disruption to Delivery of Contract Waste

As detailed above, during Programmed Maintenance periods where either one or

both of the Facility’s process lines are unavailable, the Contractor will size the

Facility’s bunker and manage its available capacity in order to seek to offer the

Authority continuous availability of the bunker for the delivery of Contract Waste.

There should therefore be no disruption to the WCAs delivery pattern.

The Contractor will schedule all Programmed Maintenance works in the annual

Maintenance Plan that will be submitted to the Authority at least six months

before the start of each Contract Year. Where non-emergency work not

scheduled in the Maintenance Plan is necessary the Authority will be notified of

such work at least 12 weeks in advance in order that contingency arrangements

can be planned.

The Contractor will make use of other resources, such as bulk transporters, or

contingency facilities, as appropriate, to be able to react immediately in all Facility

shutdown circumstances and seek to ensure continuity of Services. Such

circumstances may arise where exceptional Waste arisings meaning the bunker

is full, or storage periods exceed the permitted time allowed.

Further information on the programme of preventative maintenance and the

process for monitoring maintenance requirements is described below and will be

developed into the Operating Manual when the Facility progresses to

construction.

Management of Shutdowns

Once the shutdown has been initiated at the Facility, maintenance of the line or

line(s) will be undertaken. Maintenance will be undertaken by Personnel as

identified under ‘Maintenance Resources’ section above.

Following completion of the maintenance at the Facility, the line(s) will undergo

relevant Tests to ensure the maintenance has been successful and the relevant

health and safety checks have been undertaken.

Following completion of the tests, the line(s) will be returned into service.


Facility Maintenance Overall Policy and Examples

Introduction

The Contractor’s maintenance strategy will be based on the following control

systems:

Plant and Equipment condition monitoring including machinery

performance and health checks – to ensure safe efficient systems;

Preventative Programmed Maintenance and cleaning – using the

computer based maintenance management system: SAP Asset

Management System (AMS);

Defect reporting and rectification – enabling rapid response to

system faults;

Minimum downtime breakdown maintenance – skilled engineering

maintenance Personnel and Emergency call-off contracts;

Analysis of historical data - identifies failure mechanisms and allows

for system modification to improve reliability;

Planned shutdowns – routine inspection and planned refurbishment;

and

Optimum spares holdings - improved system reliability by

identification of critical equipment spares.

Site specific maintenance programmes will be developed from the manufacturer’s

recommendations whilst taking into account experience from other Contractor’s

sites such as regulatory and statutory requirements, Facility complexity,

technology involved and the value of Facility reliability.

Maintenance Resources

The skilled Facility maintenance teams will include mechanical and C&I

technicians, reporting to the Maintenance Manager. Their main tasks will be

Programmed Maintenance and first line Facility defect repairs.

Auxiliary Facility items such as air compressors, cranes and emissions monitoring

equipment will normally be subject to service agreements with the manufacturer

and/or supplier. Where appropriate, these agreements will include a 24 hour ‘call

out’ facility.


All major rotating plant will be covered by routine condition monitoring in order to

ensure that impending problems are recognised and potential breakdowns

avoided.

Programmed Maintenance shutdowns will be scheduled for the boiler and turbine

as appropriate to ensure that essential cleaning and maintenance is carried out.

This work will be carried out by specialist Sub-Contractors, planned and

monitored using project management software such as Microsoft Project. Typical

work will include routine inspections, cleaning and repair of grates, boilers, fabric

filters, the turbine and generator and, where appropriate, statutory inspections in

accordance with the Pressure Systems Regulations and Electricity at Work Act.

The level of planned downtime will be regulated to accommodate known work

and also to allow for any refurbishment that may be required as result of

extensive inspection and non-destructive testing.

To maintain the highest safety standards each shutdown will be carried out in

accordance with Health and Safety and The Construction Design and

Management (CDM) Regulations.

Computer Based Asset Management System

The Facility will utilise asset management system (AMS) software, such as SAP

AMS, to deliver a total Site maintenance capability, providing an integrated

approach to the scheduling of repairs and routine maintenance. The AMS will be

fully automated to maintain Facility history and analyse plant failure modes to

support longer term maintenance decisions. The system will also include an

interlinked purchasing and stock control system.

Key features of the system are as follows:

Management of equipment records against unique numbering

system and works undertaken;

Access to all machine and assembly drawings;

Tracking of parts consumption against maintenance activities;

Allows the access, import and export of documents and data from

external sources;

Allows detail of necessary spares, tools, safety information, codes

of practice and Control Of Substances Hazardous to Health

(COSHH) information to be available for all works;


Automatically allocates resources, labour and materials required for

all works;

Fully integrated spares stock with all maintenance activities;

Tracks defects and problems from ‘as found’ all the way to

‘completed’ state;

Produces purchase orders;

Provides a link between ‘work orders’ and ‘purchase orders’;

Dynamic scheduling of maintenance works over any date range;

Links jobs to safety information and other documents which can be

issued with a ‘job card’;

Provides separate lists of jobs for shutdown periods, linked to

dynamic scheduling and notifying of conflict;

Issues planned preventative maintenance jobs on resource and

materials planner;

Provides total control of assets and stock;

Provides real time information associated to maintenance spend as

orders are authorised;

Provides a comprehensive list of reports that can be used for

analysis of the maintenance function, including complete asset

history, audit trails and trending;

Provides comprehensive Personnel history;

Provides comprehensive supplier information, automatically linked

to database with component information and web based

catalogues; and

Provides a budgeting facility.

The AMS is based on a detailed asset coding structure common across the

Contractor’s sites, supporting the transfer of information and, where appropriate,

sourcing of spare parts from other plants.

A more detailed summary of the Contractor’s proposed AMS system is enclosed

as Attachment MS6 2.2.4(a).


Plant Spares

Efficient stock control will be managed through the Contractor’s AMS.

Efficient stock control is a significant contributory factor in a successful

maintenance strategy and requires timely purchasing and suitable budgetary

planning and tracking.

As discussed in more detail above, integration of stock control into the AMS

enables the automatic viewing of stock levels for all assets, identifies historical

stock consumption for individual assets, identifies items necessary for conducting

planned or unplanned works and automatically re-orders necessary stock items

and produces order forms. Any stock items that have reached a critical use by

date are flagged-up and replacements re-ordered.

Spares holdings will initially be based on manufacturer’s recommendations but

lead-time, shelf life and turnover will also be taken into consideration.

Typically some 3,000 different items will be held on stock at a Contractor facility.

A substantial number of high value strategic items will also held on stock, even

though their use may be infrequent, where the impact of their availability is high.

Examples of strategic spares could include an induced draft fan motor, turbine

bearings and a crane grab.

A list of spares proposed for the Facility is enclosed as Attachment MS6 2.2.4(b).

Facility Cleaning Programmes

In addition to Programmed Maintenance, the Contractor will undertake cleaning

through a programme of both planned and ad-hoc cleaning activities. During the

Facility construction period, a risk-based programme of planned cleaning

activities will be established to identify the required cleaning cycles of cleaning in

order to allow the Contractor to conform to its required standards of cleanliness.

The Facility will be arranged into cleaning zones and a programme of the

appropriate cycles and levels of cleaning will be produced. The programme will

be based on the nature of work undertaken in the zone, health and safety

requirements, operational suitability, and impact of visual appearance. The

cleaning programme will include the following:

The tipping hall will be kept free from Waste that will (a) impede the

safe operation of vehicles; (b) pose a risk to littering outside the

tipping hall; and (c) pose an unreasonable risk to personnel in the

tipping hall. Any Waste on the tipping hall floor (with the exception


of that stored for quarantining or Waste transfer) will be regularly

swept into the bunker. The tipping hall floor will be washed down

towards the end of each Waste delivery day, and any remaining

uncontained Waste will appropriately stored;

The visitor/community centre and all public access points will be

cleaned at the end of each working weekday; and

The Site perimeter will be inspected daily to ensure that a 50 metre

distance around the Facility, subject to access constraints, is clear

from fly tipped Waste and litter emanating from the Facility or its

use.

Where litter and fly tipped Waste is brought to the attention of the Contractor by

the Authority, or the Contractor becomes aware of the litter and fly tipped waste

then in accordance with Schedule 2 (Authority’s Requirements):

a) Within 30 minutes of being notified the Contractor will contain and control such

Waste with consideration to its health and safety obligations; and

b) Within 8 hours the Contractor will remove to a suitable secure location the litter

or fly-tipped Waste and clean up any affected surrounding area; and

c) The Contractor will without delay, dispose of the litter or fly-tipped Waste via a

suitably licensed facility in accordance with the regulatory requirements.

Major Plant Life Cycles

Overall Life Expectancy

The Contractor will provide a Facility with a service life to include 25 Contract

Years plus an additional five years post handback.

In the Contractor’s experience, a number of substantial maintenance activities are

required to ensure the life of the Facility. The Contractor’s base submission

provides for a facility with a service life of 25 Contract years plus an additional

five years post-hand-back. However, in the Contractor’s experience, a sustained

programme of substantial maintenance/lifecycle renewals will provide for at least

an additional five years of performance, such that a 30 year Contract life could

actually be accommodated with five years of post-contract operations

(Attachment MS6 2.2.5(a)).

This lifespan is consistent with the Contractor’s current well-maintained older

facilities which still operate within the group. The Contractor has taken over and

operated similar ageing plants in Sheffield (previous plant) and Tyseley as well as

the more modern plants in Hampshire and Sheffield. Therefore, the Contractor is


familiar with the maintenance requirements of plants in all phases of their

operational lives and the final maintenance schedule and budget will reflect the

need for heavier maintenance spend and major parts replacement as the Facility

ages.

Replacement Frequency Rate of the Main Equipment

In accordance with section 3.58 of Schedule 2 (Authority’s Requirements), the

Contractor’s Programmed Maintenance will be consistent with the design

philosophy and component life expectancy and will be commensurate to

maintaining the Facility in a robust operational status with normal wear and tear

and having a residual life at least as long as that set out in section PR4

(Handback Requirements) of Schedule 2 (Authority’s Requirements).

The description of the Contractor’s overall maintenance strategy is detailed in

section 2.2.1. Underpinning this approach to preventative Programmed

Maintenance is a detailed understanding of plant component and sub-system

performance, backed up with empirical knowledge and design system

performance data. With the provision of the specific technology employed, the

technology supplier will provide a likely maintenance spares frequency

estimation, based on assumed Waste composition and design performance that

the Contractor will use to underpin maintenance operations.

A detailed list of the main equipment replacement frequency for the Facility is

given in the technology supplier’s document attached: Attachment MS6 2.2.5(a)

‘Equipment Service Life Schedule’. Information on the service life of the MPT

components is included in Attachment MS6 2.2.5(b) 'MPT Component Service

Life.'

Maintenance of Site Infrastructure

Measures to ensure internal access roads and hard landscaping are maintained

in a suitable condition

The Contractor will monitor the condition of all hard landscaping as follows:

A scoping exercise will be undertaken for annual maintenance;

Daily Site inspections (including aspects such as monitoring of Site

litter, vandalism, trespassing and damage to perimeter fence);

In response to comments received at the weighbridge and/or tipping

hall about the state of the internal roadways; and

In response to general Personnel comments about the state of the

Facility.


In all cases, where action is warranted, the Contractor will undertake remedial

works, as appropriate, to bring the state of any roadway back to a suitable level of

repair.

Measures will ensure that soft landscaping is maintained in a suitable condition.

As with the hard landscaping and roadways, the Contractor will also monitor the

state of soft landscaping at the Facility to ensure that it is maintained as follows:

To meet the expectations of members of the public and/or visitors to

the Site and reflect the professional manner in which the Site will be

operated;

So as not to cause any operational issues with the Facility; and,

So as not to cause any detrimental effect to wildlife at the Facility.

The Contractor will sub-contract all aspects of green landscape maintenance to a

suitably qualified and experienced landscape contractor. Landscape maintenance

likely to be undertaken will include: mowing; mulching; weeding; pruning;

appropriate herbicide application; watering; thinning and replacement of failures.

General

Maintenance Services Arrangements

The Contractor will employ a dedicated team to carry out all aspects of routine

daily maintenance, according to schedules to be defined and developed through

the Facility information management system. These tasks will include all aspects

of routine mechanical, electrical and control system maintenance.

Attachment MS6 2.2.7 - MPT Maintenance Journal, provides a maintenance

schedule for the MPT components.

In the event that heavy maintenance or specialist services are required (for

example, during planned shutdown), the Contractor will call on maintenance

specialists from outside the Facility staffing structure.

In the case of a routine, planned shutdown, boiler repairs will be conducted and

this will require the use of specialist crane services, scaffolding, and boiler

cleaning/repair services. Where specialist industrial cleaning is required, the

Contractor may internally sub-contract these activities to the Contractor’s

industrial site services division.

The policy for sub-contracting specialist services will be subject to review, on the

grounds of value, quality and any changes in the basis of supply.


Spares Lists

The Contractor will ensure that an adequate and sufficient spares list is identified;

the items stored on Site and managed in such a manner as to provide a

comprehensive service level to Facility maintenance (Attachment MS6 2.2.4(b)).

In this respect, the AMS discussed in Section 2.2.4, ‘Computer Based Asset

Management System’ Attachment MS6 2.2.4(a) will be used to ensure availability

of spare parts so that work is not disrupted or delayed affecting Facility reliability.

The system is designed to accurately forecast probable demand for spares and

determines the parts to stock, their location and the number of items to store. It

will also show an immediate reduction of recorded inventory levels when stock is

withdrawn and will initiate the automatic re-ordering of parts from suppliers and

the generation of purchase order forms. Part requisitions derived from work

orders will drive the flow of materials to the required location with minimal

disruption.

A detailed list of stock to be held on Site to meet the two year spare parts list is

given in Attachment MS6 2.2.4(b).

Contingency Arrangements

The Contractor’s AMS will maintain Facility history, analyse plant failure modes

and re-order stock to support longer term maintenance decisions and to provide

contingency spares as required.

For details relating to Services contingency Delivery Point arrangements during

planned and unplanned shutdowns see Table 6.1 above.

6.2.3 Unplanned Maintenance

Whilst the Site, the Facility, and operations will be designed to minimise the

chance of an unplanned maintenance outage and, wherever practicable, build in

contingency measures, the Contractor will prepare and maintain a Contingency

Plan for the Services. The aim of the Contingency Plan will be to ensure that at all

times the Contractor has provided, and communicated to the Authority,

contingency measures for the Services to manage planned and unplanned

unavailability of the Site or Facility.

When developing the Contingency Plan the Contractor will seek to ensure that

contingency arrangements do not have a detrimental impact on the provision of

other aspects of the Services.

The objectives of the Contingency Plan will be:


To plan Facility shutdowns and Site closures to minimise/negate

operational changes for the Waste Collection Authorities (WCA) and

help ensure Services continuity;

To ensure the Services have sufficient contingency capacity and

arrangements to ensure no or minimal effect on the WCAs and

other stakeholders in the event of unplanned Site unavailability;

To detail planned and unplanned shutdown arrangements including

the use of third party sites with documented commitments where

relevant;

To ensure that the use of sites identified in the Contingency Plan

are at least at the same standard as those employed in the

provision of this Contract and that audits are performed by the

Contractor prior to use;

To provide contingency measures for weighbridge unavailability;

To secure alternative market outlets for materials where the

materials do not satisfy the requirements of the primary markets;

To ensure that diagnostic training and maintenance training is

established for key individuals in the Contractor’s organisation to

enable the rapid diagnosis and repair during unplanned

unavailability; and

To define all communication lines and associated procedures with

the Authority/Waste Disposal Authority in the event that the

Contractor needs to activate contingency arrangements.

6.3 OPERATION MANAGEMENT SYSTEMS

6.3.1 Introduction

The Contractor will manage the Services in accordance with the Contractor’s

business management system (BMS). The BMS will include the following

management systems:

Quality;

Environmental; and

Health and safety

(Management Systems).


The process of implementation and certification of the Management Systems will

be conducted in four stages:

Introduction and awareness training of the BMS for all Personnel

who have direct influence over compliance with the system

(Contract managers, Site managers, supervisors);

A series of Site inspections to assess initial compliance and raise

awareness of the process of certification throughout the workforce;

Internal audits at the Facility where formal non conformances and

observations will be raised; and

External audit conducted by a UKAS accredited certification

company at selected facilities to demonstrate compliance with the

BMS.

The BMS will be held on the Contractor’s intranet site to ensure that the most up

to date procedures are always available for reference.

The Contractor’s Representative will be responsible for implementing at a

workforce level a quality management system compliant with BS.EN.ISO

9001:2008; an environmental management system compliant with BS.EN.ISO

14001:2004; and a health and safety management system compliant with

OHSAS 18001:2007 at all times following the Services Commencement Date.

6.3.2 Operations Plan

The BMS is established and distributed on the Contractor’s parent company’s

intranet. Control is maintained via a single point of contact for system

administration. A dedicated email facility has been established for the receipt of

new procedures, change requests and feedback. All hard copies will be

uncontrolled. These documents are regularly reviewed for effectiveness in

operation by means of the BMS reviews and internal audits.

The Contractor will adopt the Contractor’s certified BMS manual, which will be an

integral part of the health and safety, quality and environmental management

system arrangements.

The BMS structure contains 3 tiers of documents. At the top level, Tier 1 is the

manual and all system policies. Tier 2 contains the Contractor’s group processes

and procedures. Tier 3 contains documents that are relevant for individual

business units (i.e. this Contract). Information that is required for individual sites

will be contained in local documents and/or operating manuals. Process and


procedure owner responsibilities will be defined and will include requirements to

regularly review relevance and adequacy of documents in consultation with users

and related process owners.

The control of the activities undertaken by the Contractor will be carried out using

defined procedures and work instructions. This will be essential to ensure that all

activities are completed to the Authority’s, regulatory and other requirements. The

implementation of the Contractor’s policies will be achieved through operational

standards and corresponding company procedures and work instructions. The

documentation structure is simple and can be understood by reference to the

Figure 6.1 below:

Figure 6.1 Documentation Structure of the Contractors BMS

The records required to operate and maintain the Contractor’s BMS include the

following:

Audits;

Legal documents;

Aspects register;

Improvement plan;

Training records;

Management review;

Incidents and complaints register;

Risk assessments;

Health and safety records; and


Contractual Authority’s Requirements.

These records will be maintained for reference purposes to demonstrate effective

operation of the system and as a basis for continuous improvement. Records will

also be maintained for relevant information not included in the management

system, such as relevant Sub-Contractor records. Each type of record will be

maintained in a suitable and secure manner that ensures that it can be retrieved

when required. Each type of record will be located according to local

arrangements and using an index system determined by the Contractor’s

Representative. Records will be disposed at the end of the retention period in a

secure manner.

BMS Administrator

Control of Tiers 1 and 2 of the BMS will be maintained via the Contractor’s parent

company QHSE (Quality, Health and Safety, and Environment) department.

The Contractor’s Representative will be responsible for the administration of the

BMS at Tier 3 level and will utilise the Contractor’s parent company QHSE

managers as appropriate. The Contractor's Representative will appoint a QHSE

manager who will act as the quality manager and environmental manager in

respect of Schedule 2 (Authority’s Requirements) PR3 3.66 and 3.70 (QHSE

Manager).

Staff, senior managers and frontline managers and supervisors will be

responsible for maintaining the BMS at a workforce level. Each manager will have

yearly quality objectives and targets which will be an integral part of their overall

performance for the year.

Contractor’s Representative

In relation to the management systems, the Contractor’s Representative,

supported by the QHSE Manager will be responsible for ensuring that the

following is undertaken:

Allocating sufficient funds and other resources to meet the

requirements of the Contractor QHSE policies and relevant

Legislation;

Ensuring that arrangements exist to enable Personnel to

understand the QHSE policies and their responsibilities for QHSE

matters and that these are fulfilled;


Ensuring there are arrangements for the assessment of risks to the

health and safety of Personnel and any other person affected by the

Contractor’s work activities are in place;

Providing safe plant and equipment, working conditions and safe

systems of work;

Ensuring that Personnel at all levels are properly trained in the

relevant regulations, rules, codes of practice, procedures, standard

operating practices (SOPs) and systems of work and that these are

complied with;

Ensuring that competent supervision is available;

Ensuring that plant and equipment is regularly inspected and

examined and, where necessary, tested in accordance with both

legislative and company requirements;

Ensuring the provision and maintenance of appropriate Personal

protective equipment (PPE) and training in its correct use;

Ensuring the adequacy of fire precautionary measures and

contingency arrangements in the event of an emergency e.g. fire

fighting, provision of first aid;

Maintaining monitoring systems to provide information on safety

performance;

Periodically reviewing QHSE performance in conjunction with

business unit directors in order to ensure that policies are properly

implemented;

Ensuring that remedial action is taken promptly following

inspections and audits; and

Ensuring that proper accident/incident records are maintained at

each location.

QHSE Department

The Contractor’s Representative will be supported by the QHSE Manager as well

as the Contractor’s parent company in-house QHSE department which will

include a QHSE director, QHSE systems manager, QHSE manager, QHSE

continuous improvement manager and internal systems auditors.

The Contractor’s Representative, supported by the QHSE Manager, will be

responsible for the following:


Ensuring that the management system is properly established,

implemented and maintained;

Reporting on the system’s performance and highlighting any

improvements needed; and

Liaising with external parties on matters pertaining to the

management system.

The QHSE Manager will be responsible for the following:

Management of the QHSE audit function;

Delivering and maintaining an effective audit programme that:

– Confirms and sustains compliance;

– Identifies areas for improvement;

– Is relevant to business requirements;

Providing advice and guidance on QHSE issues; and

Working with QHSE system managers to implement improvements.

The QHSE Manager will report to the Contractor’s Representative the following

information on a monthly basis:

Completed internal/external audits;

Audit findings;

Outstanding and overdue non-conformances; and

Audits scheduled.

The Contractor’s QHSE Manager will be responsible for the following:

Providing line management with professional advice to help them

meet their responsibilities;

Identifying unsafe plant and working practices, systems and

procedures and making recommendations for remedying any

defects found;

Investigating the circumstances of accidents, dangerous

occurrences or incidents, making recommendations on the

prevention of further accidents and reporting to line management

and the QHSE director;


Assisting management in the preparation and implementation of

written procedures;

Advising management on the health and safety aspects of any new

plant, equipment or substance;

Assisting in the identification of training needs and making

recommendations to management and the QHSE director; and

Liaising with line management and customers where necessary on

the safety aspects of the disposal of Waste.

Training

At Services Commencement Date or during the induction process, Personnel will

be issued with the Contractor’s training manual. The manual will include details

on the BMS and its use, including the Performance Standards that both the

Services and Personnel must meet. This manual will also include health and

safety and environmental literature and general company information.

All training will be recorded on the Contractor’s approved training records and

held on file at the Facility. This data will be cross checked with training

requirements and other metrics such as personal accident information to highlight

when Personnel need to undertake training, be retrained or attend a refresher

course. All training will be undertaken by a competent trainer.

Training relating to health and safety is detailed in Method Statement 6, Part

4.2.6.

Key Subcontractors

The Contractual relationship with key Sub-Contractors is covered in Section 5.2

of this MS, with details on how these Sub-Contracts will be controlled by the

Contractor. The standard of the element of the service provided by the key Sub-

Contractor will be at the same level as that of the Contractor. The control of

standards from those Sub-Contractors is covered in the BMS.

6.3.3 Quality Management System

The Contractor will operate an integrated management system which includes the

quality management system (QMS). The QMS will be integrated into the

accredited BMS that is operated by the Contractor’s parent company.

The main objectives of the QMS will be as follows:


Deliver the Services to the standard agreed between the Authority

and the Contractor;

Ensure the delivery of the Services is adequately documented;

Monitor and assess the performance of the Services; and

Ensure continuous improvement in line with the principles of best

value and the Authority’s requirements.

The Services will be accredited to ISO 9001:2000 from the Services

Commencement Date. The Contractor’s Representative, assisted by the

Contractor’s QHSE team, will be responsible for obtaining certification.

Implementing the Quality Management System

The Contractor will develop quality performance standards for the Services. Local

quality assurance procedures will be drafted shortly before the Services

Commencement Date in line with Schedule 2 (Authority’s Requirements), and will

be incorporated into the Contract Manual. These quality assurance systems will

be used to check and review compliance with Legislation, the Authority’s

Requirements, government guidance, and best practice.

The Contractor’s Representative will hold overall responsibility for the QMS and

will be kept informed of developments through meetings with operational

managers, including safety committee meetings.

The Contractor will establish quarterly QHSE meetings to communicate, analyse,

and discuss relevant issues pertaining to QHSE such as corporate objectives and

targets, business line and Site specific issues.

The establishment of safety committees, frequency of management and

representative inspections, the establishment of objectives and targets to ensure

review and thus continual improvement will be laid down through the Contractor’s

BMS which will provide a framework and specific procedures in relation to QHSE

management.

The Contract Manual

The Contractor will develop a Contract manual as required by both ISO

9001:2000 and the Authority. The Contract Manual will be reviewed at the annual

review.

The Contract Manual will include the following:

Contract details such as contact names;


Details of the Contractor and the Services;

Policy statements: health and safety, quality and environment;

COSHH assessments;

Risk assessments;

Health and safety ‘work safely booklets’;

Pictorial training aids on quality and health and safety;

Health and safety cards (e.g. leptospirosis and needlestick injuries);

Work instructions; and

All relevant forms.

This Contract Manual will be controlled by the QHSE Manager and will be a live

document amended from time-to-time to support the operational and legal

demands of the Contract.

Copies of the Contract Manual will be held by the Contractor’s Representative,

business unit managers, and the QHSE Manager. These copies will be controlled

by the Contractor’s Representative and annual audits will be carried out by the

QHSE Manager to ensure that all forms are updated and then used.

The Contract Manual will:

Ensure that all managers use the same forms and same process for

any safety, human resources and pay related matters;

Allow all managers to have an accessible and updated point of

reference;

Complement the Contractor’s management system to comply with

the local requirements; and

Allow a very clear and easy audit process by the Contractor, the

Authority or any external body.

As a controlled document, the Contract Manual will promote initiatives throughout

the Contract, and enable a proactive approach to new demands which will arise

during the life of the Contract.

QMS Audit

The performance of the QMS will be monitored and improved by the following:

Internal audits and inspections;


Regulator inspections;

Certification body audits;

Complaints and non-conformances;

Planning and setting of objectives and targets for continual

improvement; and

Statistical analysis.

The QHSE Manager will be responsible for the management of the QHSE audits,

in addition to delivering and maintaining an effective audit programme that:

Confirms and sustains compliance;

Identifies areas for improvement; and

Is relevant to business requirements.

In accordance with the Authority’s requirements for continuous improvement,

managers will ensure the following:

Regular audits of the QMS (at least every 6 Contract Months),the

findings of which will be reported to the Authority;

Regular audits of key Sub-Contractors’ QMSs (at least every 6

Contract Months), the findings of which will be reported to the

Authority and the Sub-Contractors;

A review of the QMS at intervals agreed with the Authority; and

The Contractor will liaise with the Authority on matters relating to

quality assurance.

During the Contract Period, the Contractor’s Representative will undertake

regular inspections of services at the Facility to ensure they comply with the

Contractor’s BMS.

In addition to the inspections, the regional management systems team will

undertake at least one formal ISO 9001:2000 required audit each year. The QMS

will be independently certified by a UKAS accredited certification body (currently

Det Norske Veritas Quality Assurance Ltd (DNV)).

6.3.4 Environmental Management System

Note: this section covers the operational period only; construction management

systems are set out in MS1 – 6.2.4


Implementation of the Environmental Management System

The Contractor will operate an integrated management system which includes the

environmental management system (EMS). The Contractor’s Representative and

the QHSE Manager will work with the Authority and the Contractor's regional

management systems team to ensure that all potential environmental impacts are

appropriately identified, assessed and managed. The Contract Manual, as

referred to in section 3.3.2 above, will include procedures to ensure that potential

environmental impacts are managed and environmental targets implemented and

monitored.

The Contractor’s Representative will hold overall responsibility for the EMS for

the Contract. The service will be certified to ISO 14001:2004 standard following

the Services Commencement Date. The Site EMS will form part of the group

EMS.

EMS Audit

The QHSE Manager will be responsible for the management of the QHSE audits,

in addition to delivering and maintaining an effective audit programme that:

Confirms and sustains compliance;

Identifies areas for improvement; and

Is relevant to business requirements.

In accordance with the Authority’s requirements for continuous improvement the

QHSE Manager will ensure the following:

Regular audits of the EMS (at least every 6 Contract Months), the

findings of which will be reported to the Authority;

Regular audits of key Sub-Contractors’ EMSs (at least every 6

Contract Months), the findings of which will be reported to the

Authority and the Sub-Contractors;

A review of the EMS at intervals agreed with the Authority; and

The Contractor will liaise with the Authority on matters relating to

environmental management.

During the Contract, the Contractor’s Representative will undertake regular

inspections of services at the Facility to ensure they comply with the Contractor’s

EMS.


In addition to these inspections, the regional management systems team will

undertake at least one formal ISO 14001:2004 required audit each year. The

EMS will be independently certified by a UKAS accredited certification body

(currently Det Norske Veritas Quality Assurance Ltd (DNV)).

Environmental Aspects and Impacts

The assessment of all potential environmental impacts that could result from the

performance of the Services will be covered within the Contractor’s ‘e-report’

(Attachment MS6 3.4.3), where environmental data is reported annually for all

environmental related activities, which will be available for inspection upon

request.

Project Personnel

The Contractor’s Representative will have overall responsibility for the

implementation of the EMS.

As referred to above, the Contractor will employ a QHSE Manager who will have

day-to-day responsibility for working with the regional management systems team

and Contract management team for setting up, developing and implementing the

EMS.

All business unit managers, for example the shift team leader, will have day-to-

day responsibility for ensuring that their teams adhere to the management

systems and procedures, which will address environmental concerns. These

Contract specific procedures will be contained within the Contract Manual.

Training

The Contractor proposes to run the following environmental training courses for

appropriate Personnel:

Environmental auditing;

Hazardous Waste Regulations;

Chemistry of Waste;

Environmental awareness; and

Awareness of specific Contractor issues.

The Contractor will also run an environment focus course, which is a one day

awareness session with the aim of providing the necessary tools to better

understand how the Services impact upon the environment and what can be


done to minimise this impact and to improve general operational environmental

performance.

An environmental Legislation course will also be offered to appropriate

Personnel, which comprises a two day course with the objective of providing

Personnel with the necessary knowledge in current environmental and Waste

Legislation and the application to the Services.

6.3.5 Previous Experience

Internationally the Contractor operates in excess of 100 thermal treatment

facilities (6 MSW energy recovery facilities, and 1 HTI – high temperature

incinerator, in the UK) and in excess of 30 mechanical and biological treatment

facilities on mixed Waste (MBT – mechanical pre-treatment and mechanical

biological treatment), as well as around 40 MRF – materials recycling facilities -

on dry separately collected recyclables, 10 of which are in the UK. Furthermore,

the Contractor is currently constructing an 87,500tpa MBT facility in Southwark in

London due to commence operations in 2011.

The Contractor operates a number of reference facilities (see MS1 Reference

Projects) that are similar in size and operation to the MPT Facility proposal.

Notably the Rostock MBT facility in Germany is similar in size and configuration

to the MPT Facility proposal. The development is also underpinned by site

performance testing and supplier discussions regarding guaranteed performance.

The actual MPT Facility proposed relies on knowledge of mechanical treatment

learnt at a number of facilities over a number of years to provide a proven robust

yet innovative design for the MPT Facility.

The thermal treatment and energy recovery technology proposed is based on the

wide Contractor experience of energy recovery facility technologies.

Methods of Transferring the Know-how

The Contractor has several internal ‘tools’ for transmitting and sharing best

practice, lessons learned on different operations and for exchanging knowledge

between technical specialists.

Mechanical Treatment Group

A bi-monthly meeting of MRF managers and technical experts is held in the UK

consolidating and sharing the information between the 10 UK MRFs – this

mechanical sorting group accesses the wider group knowledge on sorting to


ensure we install the optimum sorting equipment at all times as the various

technologies develop.

ERF Managers Group

A bi-monthly meeting of energy recovery facility managers and technical experts

is held in the UK 7 energy recovery facilities (6 MSW and 1 HTI). This group

shares information on operating, environmental and financial performance across

the operations in order to drive out best practice.

Central (International) Group

A monthly international technical meeting is held to share know-how between

operations in Germany, France, Italy, Scandinavia, UK, Asia, the US and

Australia.

The gathered information is centralised by the Contractor’s international technical

team and shared via an intranet resource known as VESTECH.

Virtual Technical Network - VESTECH

The Contractor’s knowledge management relies on around 450 dedicated

researchers and 450 in the field expert operators on the technical grid, where

information is shared by file transfer and online forums.

Innovation

The Contractor’s philosophy is very much to live by its claims and has invested

significant monies in the research

area which underpins the above

developments. For Contractor

innovation is not just a marketing

statement. The Contractor’s group

has deployed research teams

internationally in North America,

Australia, and Europe with centres

of research specialising in

resources and Waste, energy and

environment.

Research and Development

The CREED centre in Paris alone houses 200 engineers and scientists who work

on Waste and energy treatment development and the technologies. This resource


pulls together knowledge from all the Contractor’s group business lines including

water, energy and transport meaning additional technology transfer can be

delivered.

Summary

All in all the Contractor consolidates its extensive experience of Waste streams,

operational performance of technology and facility flexibility to provide the

confidence to customers that proposed technical solutions will be delivered and

are flexible into the long term.

6.4 HEALTH, SAFETY AND WELFARE

6.4.1 Introduction

As stated in Method Statement 6, Part 3, the Contractor will manage the Services

in accordance with the Contractor’s business management system (BMS), which

includes the Contractor’s safety management system (SMS). Attachment MS6

4.1 is the Contractor’s Health and Safety Policy.

The Contractor will adopt safe working practices as detailed in this Method

Statement to ensure compliance with all applicable current and future Legislation

and the Contractor’s SMS.

The Contractor’s Representative will work with the Authority and the Contractor's

regional management systems team to ensure that all potential health and safety

issues are appropriately identified, assessed and managed. The Contract

Manual, as referred to in Method Statement 6, part 3.3.2 will include procedures

to ensure that potential health and safety impacts are managed and targets

implemented and monitored.

The Contractor will ensure that the Works comply with Good Industry Practice,

relevant Legislation, Authority’s Policies, requirements of relevant authorities,

recognised standards, recommendations, codes of practice and guidance such

as guidance published by the Health and Safety Executive (HSE) on Health and

Safety in Waste Management and Recycling Industries.

The Contractor will adopt the full health and safety system of the Contractor’s

group to minimise risk, maintain good levels of safety practices and minimise

negative effects such as accidents, near misses and dangerous occurrences.

This approach will be rolled out as an integral part of the management of the

Facility covering all phases of the Project, i.e. the Works, Services and handback

phases.


In accordance with Schedule 2 (Authority’s Requirements), the Works will be

suitably housed and protected such that Waste delivery vehicle operators, the

Authority’s staff or visitors cannot gain access to areas or parts of the Site that

could cause harm or a risk to their health and safety.

The Contractor will also design and construct the internal road and pedestrian

area layout within the Site to allow safe movement of vehicles and pedestrians

and with regard to health and safety Legislation and Good Industry Practice.

In accordance with Schedule 2 (Authority’s Requirements) the Contractor will

undertake the following:

Liaise with the Health and Safety Executive on all relevant matters;

Co-ordinate its health and safety plans with the Authority’s health

and safety policies;

Take all necessary steps, and provide the Authority with such

information as the Authority reasonably requires to satisfy itself that

all necessary steps are being taken, to identify and control risks to

the health and safety of persons involved in the Works; and

Fulfil CDM requirements.

The Contractor will supply a copy of its general statement of safety policy to the

Authority, for approval no later than one hundred and twenty (120) Business Days

prior to the Services Commencement Date and will review its policy and safe

working procedures whenever necessary in the light of changing Legislation,

working practices, accidents or similar events and inform the Authority of any

consequent revisions.

The Contractor’s methodology for fire assessment and fire strategy is addressed

in Method Statement 6, part 8.1 (Fire Safety).

6.4.2 Details of all Health and Safety Arrangements

Health and Safety Policy

A statement on the Contractor’s health and safety policy is presented overleaf.


Figure 6.2 Health and Safety Policy


Application of CDM Regulations in Operating Phase

The Project will be notifiable under the Construction (Design and Management)

Regulations 2007 (CDM). Accordingly, it will need to be notified to the Health and

Safety Executive before construction begins. A CDM Co-ordinator (Call-safe

Services) has been appointed by the Contractor to make this notification at a later

date.

At this stage the Contractor’s design seeks to eliminate hazards and risks, and

where they are unavoidable, provide information about remaining risks. The

overall aim is to avoid foreseeable risks to the health and safety of a person

involved in either constructing or working within the building. Therefore, as far as

possible, the amount of construction and maintenance work required to be

undertaken at height has been reduced, the amount of off-site prefabrication has

been maximised and the building has been designed to separate the most

sensitive users from the most hazardous areas (for example, the operational

traffic has been separated from visitors and Personnel).

The Contractor’s guidance on CDM regulations is provided in Attachment MS6

4.2.2.

Safety Management Systems

Once the Facility is operational, the Contractor will achieve BS OHSAS 18001

certification within one year of the Services Commencement Date and will be

certified by a UKAS accredited certification body (currently Det Norske Veritas

Quality Assurance Ltd (DNV)).

BS OHSAS 18001 certification will be maintained throughout the duration of the

Contract.

Arrangements for Inspections and Audits

Facility supervisors will undertake a monthly observation/inspection of working

practices at the Facility to ensure that procedures and policies are complied with,

that high standards of health and safety are maintained and potential

weaknesses in the system are identified.

The Contractor’s operations manager will also undertake a monthly inspection to

include traffic management, fire provisions, Site signage and compliance with

safety rules and regulations.

The above inspections/observations will be carried out using set checklists that

incorporate topical Waste management issues.


The Contractor will provide training in behavioural safety techniques to all

Personnel to enable them to challenge unsafe behaviours observed on Site.

Unsafe behaviours will be reported internally, with systems and procedures being

reviewed accordingly. Near-miss reporting programmes will be put in place to

enable Personnel, along with visitors, to contribute to the overall safety of the

Facility.

In addition to day to day general on-site risk management monitoring the

Contractor will undertake risk management surveys on an annual basis. The

surveys will incorporate consideration of areas including general health and

safety, environmental management, Site security, visitor safety and vehicular

transport movements. The Site will be assessed for legal compliance, local

management controls and implementation of best practice. All documentation and

systems will be audited and a Site inspection undertaken. A full report will be

produced from each visit and will be available to the Authority on request. Health

and safety records will be available for Authority inspection as and when required.

The QHSE Manager will undertake regular inspections of the Facility and

Services to complement the above inspections and to ensure compliance with the

Contractor’s SMS.

All managers may monitor and review audit findings and status of non-

conformances/observations in real-time via the RIVO Safeguard audit database.

In addition to the inspections and internal reports, the regional management

systems team will undertake at least one formal BH OHSAS 18001 audit each

year.

The “Permit to Work“ and the “Assessment and Control of Contractors” are

enclosed in Attachment MS6 4.2.4(a) and Attachment MS6 4.2.4(b).

Specific Tier 2 health and safety procedures which have been developed are

detailed below.

Accident Prevention

This procedure will define the requirements to investigate accidents, incidents

and near-misses, relating to individuals, vehicles and property damage, and the

associated reporting requirements. The procedure will be underpinned by a

number of technical documents addressing accidents/near misses/incidents,

reporting notifiable accidents and vehicle accidents.


Sub-Contractor Management

This procedure will define the requirements to ensure that all issues relating to

Sub-Contractor management are managed safely and with minimal adverse

environmental impact. Fixed-term Sub-Contractors (such as security and

cleaning) will be given the same level of duty of care as the Contractor’s

Personnel and managed accordingly.

Control of Substances Hazardous to Health


the control of hazardous substances are managed safely.

The Contractor will undertake thorough risk and COSHH assessments of the

Waste management operations with all recommendations implemented through

the quality assured management procedures.

All chemical substances used by the Contractor’s Personnel will have had a

COSHH assessment carried out and the details will be retained at the Facility.

Generic COSHH assessments will be made available through the Contractor's

intranet site with the Facility creating its own specific assessment in liaison with

the QHSE Manager.

The Contractor will use an approved supplier list for any chemical substances

required.

Electrical


electricity are managed safely.

Electrical equipment will accord with the Contractor’s standards, the requirements

of the Electricity at Work Regulations 1989, the latest governing edition of the IEE

Wiring Regulations and any specific guidance codes or standards for the

particular item of Equipment. All electrical panels and switch-rooms will be clearly

signed with an electrical hazard warning. They will be kept locked when not being

worked on. Annual calibration and tests on all electrical test equipment will be

traceable to current standards.

Emergency Preparedness


Emergency preparedness are managed safely and environmental risks are

minimised. The Contractor will identify potential Emergency situations, take steps

to prevent their occurrence and, in the event of an Emergency, have plans for


dealing with them which cause minimum losses to people, plant, process or the

environment.

If any incident occurs on Site, Personnel will ensure that the management is

informed in accordance with local procedures.

The Contractor will instigate a thorough process for reporting and recording any

incidents, accidents (no matter how trivial) and near misses, i.e. incidents with a

potential to cause injury or environmental harm.

Any serious incident will be responded to by the Contractor’s Crisis and

Emergency Procedure (refer to section 4.2.8 for further details) which is

controlled by its most senior managers.

Machinery


the provision and use of work equipment and machinery are managed safely.

This standard will cover machinery and work equipment (Provision and Use of

Work Equipment Regulations 1998 (PUWER)) and lifting equipment (Lifting

Operations and Lifting Equipment Regulations 1998 (LOLER)).

Noise


noise are managed in compliance with the 2005 Noise at Work Regulations and

European Directive 2003/10/EC.

Occupational Health


Personnel occupational health are managed safely through maintenance and

promotion of health, and improvement in the working environment conducive to

improving safety and health.

Permits to Work


permits to work are managed safely.

Permits to work will be used to control ‘high hazard’ activities undertaken by

Sub-Contractors or Personnel where a standard work instruction or work method

statement does not address the risk.

Any Personnel or Sub-Contractor carrying out hot work will follow hot work

procedures as follows:


Inform the relevant contact on Site that hot work will be taking

place;

Ensure an extinguisher and fire blanket are available;

Ensure all flammables including oily deposits and liquids have been

removed;

Ensure the area is adequately ventilated;

Remove all loose combustible material such as paper, tissues, rags

etc so that none are within 10 metres of the area in which hot work

is taking place;

Provide, where practical, a screen to prevent ejection of hot parts;

Ensure gas bottles are securely fastened onto a trolley;

Keep alert during the hot work process to ensure sparks or hot

ejected material do not make contact with any combustible material;

Provide a fire watch for a period of half an hour at the end of any

hot work to check that the area is free from debris and smouldering;

and

Inform the Site contact that hot work has ceased.

Personal Safety

This procedure will define the individual’s personal requirements for ensuring

their own safety. This standard will apply to Display Screen Equipment (DSE),

Personal Protective Equipment (PPE), ergonomics, first aid policy, home working,

young people at work, safe driving and Site rules.

Appropriate PPE will be provided to all Personnel and visitors, entering the plant

area, and will be worn as appropriate. Approved gloves, safety shoes, high

visibility clothing, safety glasses and ear defenders will be worn in designated

areas. This will also include specialised respiratory protective equipment (RPE)

and PPE equipment such as breathing apparatus and fall arrest equipment.

Pressure Systems

The aim of this document will be to prevent serious injury from the hazard of

stored energy as a result of the failure of a pressure system or one of its

component parts in compliance with the current Pressure Systems Safety

Regulations 2000 (PSSR).


Transport

This procedure will define the requirements to ensure that transport and

mechanical handling equipment operations are managed safely and in

accordance with the Contractor’s and legislative requirements. This standard will

apply to transport operations and workplace transport management.

Working on Highways

This procedure will outline the working practices that must be followed to meet

the best practice and legislative requirements such as the New Roads and

Streetworks Act 1991 and mobile lane closure technique.

This policy will apply to the following activities: litter picking, sweeping, response

work, grass cutting, tree cutting, and hedge cutting activities on the hard shoulder

and roadside verges.

Workplace

This specification will apply to the construction, design and maintenance of the

physical working environment which can affect the potential for accidents,

including features and issues that are common to every workplace and more

specific hazards related to use e.g. office and the Facility building.

Manual Handling

Manual handling will be included in all induction training. More in-depth manual

handling training may be required for certain job roles. Manual handling risk

assessors and manual handling instructors will be appropriately trained, including

a three-day manual handling ‘Train the Trainer’ course, linking in with in-house

standards. All operational Personnel and managers will receive manual handling

awareness training. Extended training will be available for 'at risk' Personnel in

job specific situations.

Risk Assessments

All activities\tasks undertaken by Personnel or Sub-Contractors will have a risk

assessment performed first to identify any hazards which may be likely to cause

injury, damage or environmental harm. Once the risk assessment has been

completed, any actions required to make the activity safe and avoid

environmental damage will be completed before the job begins.

Safe Systems of Work/Standard Operating Procedures

Safe systems of work (SSOW) and/or standard operating procedures (SOP) will

be produced for all activities being undertaken by Personnel or Sub-Contractors,


where a risk assessment has identified that a hazard remains once all possible

actions to reduce the hazard have been completed.

To ensure that an integrated approach is taken the documentation outlined in the

table below will be implemented.

Table 6.3 Procedure Titles

Procedure TitleReference

Number

Policy Manual Management System Manual

Health & Safety Legislation & Other Requirements SYS 01

Health & Safety, Legal and Other Requirements Register

Environmental, Legal and Other Requirements Register

Management Review SYS 02

Objectives and Targets for Continuous Improvement SYS 03

Continuous Improvement – Quality, Health, Safety and Environment

(QHSE) System Audits

SYS 04

Document Control and Records Management SYS 05

Training SYS 06

Non Conformances Complaints and Preventive Action SYS 07

Identification and Evaluation of Environmental Aspects & Impacts SYS 08

QHSE Alert SYS 10

Calibration and Maintenance of Testing and Measuring Equipment SYS 11

Design, Validation and Verification SYS 12

Accident Incident Management Plan SYS 14

Monitoring and Review of Location Health, Safety and Environment SYS 15

Permitting SYS 17

Duty of Care and Hazardous/Special Waste Documentation SYS 18

E Report SYS 19

Business Unit Manual SYS 20

Collection, Handling, Transportation and Unloading of Clinical Waste

(except for Community Healthcare and Sharps Litter)

SYS 21

Collection, Handling, Transportation and Unloading of Community

Healthcare Waste

SYS 22

Collection, Handling, Transportation and Unloading of Sharps Litter from

Street Cleansing Activities on behalf of the Local Council

SYS 23

QHSE Due Diligence SYS 24

The Training Procedure, SYS 06 is attached under Attachment MS6 4.2.4(c).

The Contractor’s current SOPs will be modified to ensure they are compatible

with any revised work activities generated by the Contract. Each SOP will include

the following information:

The aim and purpose of the work;


The names of the responsible parties;

A description of the work;

The risk assessment conclusions;

Risk controls to be implemented;

Safety regulations and their application to this procedure; and

Training requirements.

Health and Safety Resources

The Contractor’s Representative will hold overall responsibility for health and

safety within the Contract and will be kept informed of health and safety

developments through board meetings and meetings with operational managers,

including safety committee meetings.

The Contractor’s Representative will be responsible for ensuring that the

following is undertaken:

Allocating sufficient funds and other resources to meet the

requirements of the health and safety policies and relevant

Legislation;

Ensuring that arrangements exist to enable Personnel to

understand the health and safety policies and that their

responsibilities are fulfilled;

Ensuring that arrangements for the assessment of risks to the

health and safety of Personnel and any other person affected by the

Contractor’s work activities are in place;

Providing safe plant and equipment, working conditions and safe

systems of work;

Ensuring that Personnel at all levels are properly trained in the

relevant regulations, rules, codes of practice, procedures, standard

operating practices (SOPs) and systems of work and that these are

complied with;

Ensuring that competent supervision is available;

Ensuring that plant and equipment is regularly inspected and

examined and, where necessary, tested in accordance with both

legislative and Contractor requirements;


Ensuring the provision and maintenance of appropriate Personal

Protective Equipment (PPE) and training in its correct use;

Ensuring the adequacy of fire precautionary measures and

contingency arrangements in the event of an emergency e.g. fire

fighting, provision of first aid;

Maintaining monitoring systems to provide information on safety

performance;

Periodically reviewing health and safety performance in conjunction

with business unit directors in order to ensure that the health and

safety policy is properly implemented;

Ensuring that remedial action is taken promptly following

inspections and audits; and

Ensuring that proper accident/incident records are maintained at

each location.

In relation to dissemination of information, reasonable attempts will be made to

recruit a representative of Personnel safety from the workforce. If no recognised

trade union safety representatives are in place are available or recognised,

training will be provided to these individuals in the form of the IOSH passport to

safety training course and health and safety for representatives training that is

delivered through Campus Veolia. This will enable the Contractor to establish

quarterly health and safety meetings to communicate, analyse, discuss relevant

issues pertaining to health and safety such as corporate objectives and targets,

business line and Site specific issues.

The establishment of safety committees, frequency of management and

representative inspections, the establishment of objectives and targets to ensure

review and thus continual improvement are laid down through the existing BMS

(see section 3.2 for more details) that provides the Contractor’s framework and

specific procedures in relation to health and safety management.

Staff Health and Safety Training and First Aid Policy

Training

All Personnel will receive training in health and safety matters to enable them to

carry out their responsibilities.

The Contractor will employ a full time dedicated health and safety trainer (the

‘Health & Safety Trainer’) to control, organise, deliver and develop the training of


all Personnel. The Health & Safety Trainer will also be responsible for the health

and safety matters as required by the Health and Safety at Work Act 1974 and

will complete and file training records kept for all Personnel in the performance of

the Works and/or Services. The Health & Safety Trainer will be responsible for

developing and maintaining an accurate training database.

Induction training will be given by the Health & Safety Trainer to all new

Personnel (both temporary and full time) relating to the duties they are to perform.

All new Personnel will also receive an employee handbook, which will contain the

Contractor’s relevant training manuals and health and safety policy.

The training and the induction will be delivered in the first two days of

employment. The proposed health and safety training includes the following:

Fire training;

Risk assessment;

IOSH ‘Managing Safely’;

Behavioural safety in the workplace;

Dangerous Goods;

Health and safety for facilitators;

Confined spaces training;

Health and safety for representatives;

Manual handling;

DSE assessors;

IOSH Safety for Senior Executives;

VE IOSH Passport Core; and

Train the Trainer in manual handling.

Selected supervisors will also be required to attend the following courses:

Permit to Work Course;

Electrical Isolation Course;

Accident Investigation Course;

COSHH Assessment Course; and

Noise at Work Course.


For all health and safety training, training plans will be developed and used by the

Health & Safety Trainer and/or Contractor approved trainers to standardise the

content and quality of the training. All health and safety training will be carried out

by the Health & Safety Trainer and/or authorised trainers, who will have received

training in instruction techniques. An example of an ERF Induction Training

Checklist is presented in Attachment MS6 4.2.6.

All critical health and safety training will have a test/assessment process in order

to assess the knowledge/skill gained from the training.

The health and safety training and review system to be employed by the

Contractor is presented schematically in Figure 6.3:

Figure 6.3 The Contractors Health and Safety Training and Review System

Notes:

COSHH: Control Of Substances Hazardous to Health

RA: Risk Assessment

SOPs: Standard Operating Procedures

TBT: Tool Box Talks

QHSE: Quality, Health, Safety and Environment

Training on the specific Authority’s Requirements will be given in the form of ‘tool

box talks’ presented by the management team (to a format prepared and


approved by the Health & Safety Trainer) and in practical demonstrations e.g.

safe lifting techniques.

As a minimum, the Facility managers will be trained to the standard or hold the

IOSH ‘Managing Safely’ qualification. Specific training needs analysis will be in

place for all Personnel and will be pertinent to their specific roles. The Contract

will benefit from the support of the Contractor’s regional management systems

team including several NEBOSH qualified health and safety professionals.

The Contractor will make use of the Contractor’s group dedicated in-house

training facility ('Campus Veolia'). The facility is accredited to carry out the IOSH

4-day 'Managing Safely' course for managers and supervisors and the IOSH

Core 1-day course for operatives. Specialist training will be used in key safety

subjects. The Contractor will adopt an approved supplier list for professional

external training, e.g. NEBOSH safety training suppliers for the National General

Certificate, NEBOSH Diploma and Oxford Brooks University Safety Diploma.

The Contractor will use trained trainers provided by Contractor approved

suppliers to train its Personnel on a case-by-case basis following the introduction

of new plant and Equipment.

The Contractor will adopt the Contractor’s group hazard based safety campaign

to ensure all Personnel are regularly reminded of the hazards encountered during

their day-to-day activities. A series of hard hitting posters will be used to illustrate

what potentially could occur on the Site. The posters will be updated every two

months to ensure that the message is regularly refreshed and placed throughout

the Facility to ensure full coverage. The campaign of safety communication will

continue for the duration of the Contract. The health and safety related subjects

will change according to the data produced from RIVO Safeguard to concentrate

on current issues.

A regular newsletter will be produced containing at least one dedicated section on

health and safety, in which topical issues will be addressed; for example, ‘slips,

trips and falls’ in the winter edition.

First Aid Policy

The Contractor will provide adequate first aid facilities and an appropriately

qualified first aider for treatment of Personnel and visitors. This will include, as

appropriate, eye baths and decontamination facilities for all authorised Personnel

and visitors.

The Contractor will undertake a first aid risk assessment in line with the Health

and Safety (First Aid) Regulations 1981 and ensure that the outcomes from the


risk assessment are fully implemented, monitored and enforced as soon as

practicable.

Provision of Appropriate PPE

The Contractor’s Representative will be responsible for ensuring the provision

and maintenance of appropriate Personal Protective Equipment (PPE) and

training in its correct use.

PPE will be provided to all Personnel and visitors, entering the plant area, and will

be worn as appropriate. Approved gloves, safety shoes, high visibility clothing,

safety glasses and ear defenders will be worn in designated areas. This will also

include specialised respiratory protective equipment (RPE) and PPE equipment

such as breathing apparatus and fall arrest equipment.

Emergency Notification Procedures

In the event on an Emergency, the Contractor will adopt its internally developed

‘Crisis and Emergency Procedure’ as illustrated in the flow charts below (Figure

6.4 and 6.5).


In the event of an Emergency arising, the Crisis and Emergency Procedure will

be implemented immediately and the Contractor’s Representative will be

informed of the situation as soon as it is practicable to do so.

During times when the Contractor’s Representative is absent and where actions

are required, a deputy will be nominated and made aware of their responsibilities

as part of the Crisis and Emergency Procedure.

The Contractor will nominate appropriate senior Personnel who may be contacted

outside normal working hours 365 days of the year throughout the Contract

Period. In the event of an Emergency or extraordinary event (e.g. fire, accident,

spillage) the nominated Personnel will be required to be on Site within two hours

of being notified.

The Contractor will operate and maintain a suitable communication system that

will be capable of being used by both the Contractor’s Personnel and the

Authority in the event of an Emergency.

In the event of an Emergency, the Contractor will make arrangements to divert

vehicles delivering Contract Waste away from the Facility to contingency Delivery

Point(s). The diversion procedures and alternative Waste management facilities

will be identified in advance in the Contingency Plan (see Table 6.1 for more

details). The Contractor will notify the Authority within one hour of any need to


divert collection vehicles to contingency Delivery Point(s), together with the

anticipated period of time that such a diversion will be in place.

The procedure relating to Emergency preparedness is detailed in the BMS (see

section 3.2) which defines the requirements to ensure that all issues relating to

Emergency preparedness are managed safely and environmental risks are

minimised.

Records and Reporting Procedures

The Contractor’s established accident reporting procedure will be in place to

enable the Contractor to achieve compliance with the statutory duty to report

accidents, incidents and specified diseases to the enforcement authority under

the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations

1995 (RIDDOR) (Regulations).

If an accident falls in line with the established criteria given, such as a major

injury or a lost time accident (more than three days) then the Health and Safety

Executive (HSE) will be informed within the timescales and by the mechanisms

laid down within the Regulations. All accidents which occur at work or in

connection with a work activity will be recorded in accident forms. Such details

will also be recorded on the RIVO Safeguard system.

In accordance with the Authority’s Requirements, the Contractor will report to the

Authority as soon as practicable, and in any event within two hours from the time

of the incident or accident involving:

A customer; or

The Reporting of Injuries, Diseases and Dangerous Occurrences

Regulations (RIDDOR) to the HSE.

The Contractor will provide the Authority with the following:

Any report forwarded to the HSE and inform the Authority of any

action taken by the HSE; and

Improvements made following the investigation of an accident or

near miss.

Such documents will be sent to the Authority within ten Business Days of receipt

by the Contractor.

The Contractor will maintain an official accident book at the Facility which will be

open to inspection by the Authority and will record details of any incidents or

accidents involving injury to any person.


The Contractor will maintain a Site diary to record significant events during the

operation of the Facility. This will include relevant details of business and official

visitors, unauthorised access incidents, transport movements, deliveries of any

materials, servicing sub-contractors, weather, timing of orders, communications

directly relating to operations, power and/or heat generation, and any matters

which could possibly subsequently substantiate or refute visitors’ or Contractor’s

claims or complaints.

Records will be maintained for all health and safety training, including induction

details, on individual training files. These records will include training dates and

acknowledgement (by signature) of both trainer and trainee. The training records

will be kept at the Facility.

A training matrix will be utilised to identify training requirements and ensure

managers and operatives have the correct skill set.

The RIVO Safeguard computer system will be adopted to provide a company

wide recording system, allowing the swift and complete collection of data. The

system will hold all incident data in one place, and will be accessible to

authorised Personnel.

The RIVO Safeguard computer system will be used to facilitate the rapid

generation of reports and trend analyses, to accord with legislative and

contractual requirements, and readily identify those work areas where risks need

to be further reduced.

When incidents are reported, alerts will be automatically generated, prompting

managers to undertake investigations and complete reports with suggested

corrective measures. Every stage of the process will be conducted online and

progress of investigations and associated tasks will be tracked through to

completion. RIVO can be configured to notify stakeholders through email

notifications ensuring prompt communication of events.

All training records and requirements will be reviewed on at least an annual basis.

Contents of Monthly Health and Safety Report

A monthly health and safety report will be produced. The report will summarise

health and safety data from the preceding month and provide a longer term

overview of data so that effective analysis and trending of performance can be

undertaken. The key performance indicators will be as follows:

Total number of RIDDOR’s (including Personnel, members of the

public and dangerous occurrences);


Analysis of the categories of the above mentioned;

Total number and breakdown of all accidents;

Numbers of near misses and incidents in that month; and

Percentage completion of actions generated as a result of accident,

incident and near miss investigations.

The monthly health and safety reports will be discussed during the

quarterly QHSE meetings to communicate, analyse and discuss

relevant issues pertaining to QHSE including Site specific issues.

Contents of Service Risk Assessments

Examples of ERF Risk Assessments are provided in Attachment MS6 4.2.11.

These examples will provide a framework for the Services risk assessments to be

developed for the Project. Risk assessments will be developed in accordance

with the BMS as detailed in section 3.2.

Contents of Health and Safety Plans for Works and Services

The contents of any health and safety plan for any works is vast and the

Contractor provides here only a selection of the contents to provide an indication

that it is fully conversant with the requirements of the CDM Regulations (as

demonstrated by the successful and award winning construction of facilities

throughout the UK).

The contents of the health and safety plans for the Works and Services will

include the following information:

Description of the Project, including a Project description,

programme details, details of the Authority, designers, CDM Co-

ordinators, consultants, the extent and location of existing records

and plans;

The Authority’s considerations and management requirements,

including the structure and organisation, safety goals, permits,

Emergency procedures, Site rules, activities on or adjacent to the

Site during the Works;

Environmental restrictions and existing on-site risk, including safety

hazards such as boundaries and access, adjacent land uses,

location of existing services, ground conditions, existing structures

and health hazards such as asbestos, existing storage of hazardous

materials, contaminated land; and


Significant design and construction hazards including design

assumptions and control measures, arrangements for co-ordinating

of on-going design work and handling design changes, information

on significant risks identified during design (health and safety risks)

and materials requiring particular precautions.

Providing Information to the Authority

The Contractor’s safety performance will be measured by the agreed key

performance indicators (KPIs) on a monthly basis, e.g. the absolute number of

accidents, lost time injury severity and frequency rates, RIDDOR reportable

incidents. The Project management team will use these data to identify

weaknesses and trends related to safety and implement improvements in specific

areas.

The performance information will form the basis of a monthly health and safety

report which will be submitted to the Authority.

The Contractor will provide evidence of Personnel health and safety training for

inspection within one Business Day of receipt by the Contractor of a written

request from the Authority.

Following Financial Close, the Contractor will develop a bespoke Emergency

procedure for informing the Authority of any Emergency that meets pre-agreed

criteria.

Fire Safety

The Contractor will comply with the Authority’s Requirements and Regulatory

Reform (Fire Safety) Order 2005 which requires the Contractor to carry out a

detailed fire safety risk assessment of the Facility and operations on the Site.

The fire risk assessment will take into account health and safety issues,

protection of the environment and the requirement for business continuity. This

review will include a review of best practice and recommendations from fire

investigations on similar facilities and other related best practice industry

guidance.

The Contractor will identify and incorporate in the Works a robust fire strategy

(which incorporates the output from the detailed fire assessment referred to

above) to minimise both the cause of fire occurring and the subsequent impact of

any fire.

The fire strategy and related fire design will be submitted by the Contractor to the

Authority as a reviewable item under the Review Procedure.


The risk assessment will be available for inspection by the Authority within one

Business Day of receipt by the Contractor of a written request from the Authority.

The fire risk assessment will form part of the fire plan for the Site.

The Contractor will employ a company such as Chubb Fire Limited to undertake

the fire assessment.

This fire risk assessment and fire plan will be reviewed by the Contractor’s

Representative regularly so as to keep it up-to-date and, in any event by the date

indicated on the last report or at such earlier time due to the following reasons:

There is reason to suspect that it is no longer valid; or

There has been a significant change in the matters to which it

relates including when the premises, special, technical and

organisational measures, or organisation of the work undergo

significant changes, extensions, or conversions.

By way of example and without limiting the general statement made above, the

fire risk assessment and fire plan will be reviewed by the Contractor’s

Representative at intervals of no more than twelve months or following:

Significant changes to work practices or procedures;

A significant change in the number of people present or the

characteristics of the occupants including the presence of people

with some form of disability;

Any significant structural or material changes to the premises

(including the internal layout) or to the processes or activities

conducted at the premises, including the introduction of new

equipment;

Significant changes to furniture and fixings and/or to displays or

quantities of stock;

The introduction or increase in the storage of hazardous

substances;

Any change in the fire precautions in the premises;

Any near miss or fire incident; or

The hazards and/or risks identified in each section of the fire

assessment increase the risk to life and/or property safety in and

around the areas assessed.


The Contractor will ensure that the additional fire safety controls,

recommendations and actions set out in the fire assessment are effected to bring

the assessed areas up to a standard that will ensure, so far as is reasonably

practicable, the safety of all Personnel, any other person lawfully on the premises

or any person in the immediate vicinity of the premises at risk from a fire on the

premises.

On the occurrence of any fire, the Contractor will act in accordance with the

adopted fire plan.

Please refer to Attachment MS6 4.2.14(a) for an Example of a Fire Assessment

(SELCHP).

Please refer to Attachment MS6 4.2.14(b) for an Example of Emergency

Procedure (SELCHP).

6.4.3 Welfare Facilities

With regard to Personnel and visitor welfare facilities, the Contractor will comply

with the requirements laid out in the CDM Regulations or the Workplace (Health

Safety and Welfare) Regulations 1992 and the Authority’s Requirements.

The Facility will be provided with a full range of welfare facilities for Personnel

including changing rooms, running potable water, hand washing facilities, toilets

and a canteen/rest room.

All Equipment will be operated by trained operatives who will be supplied and

equipped with all safety wear and Equipment to comply with the relevant clauses

in the Health and Safety at Work, etc Act 1974 (as amended) and the

Contractor’s health and safety policy.

The Contractor will provide all necessary fire-fighting, first aid and health and

safety facilities at the Facility, commensurate with the requirements of the fire and

other statutory authorities.

The Contractor will adopt its internal ‘Occupational Health Surveillance

Procedure’, with the provision of a physiotherapy service. This service will allow

the Contractor to manage absence, accident management and returns to work.

This service will be used as a management tool to control the level of short term

sickness and identify non-justified absenteeism. The decision to implement the

nurse call centre will be based on analysis of indicators such as current and

future levels of absenteeism and accidents.


The Contractor will provide visible Site displays showing the accident statistics

including the number of days without lost time accident.

Provision of Facilities for WCA Drivers

In addition to Schedule 2 (Authority’s Requirements), the Contractor will provide

reasonable access to toilets and washing facilities on the Site . The Contractor

will provide alternative facilities for the WCAs’ drivers, other than those

specifically for the visitor centre and for others accessing the Site. Such toilets

and washing facilities will as a minimum provide the following:

Tiled areas kept in a good condition and reasonably free from

damage or conspicuous deterioration;

Toilet furniture kept in a good condition and reasonably free from

damage or deterioration and which is fully functioning;

Reasonably intact seals and other waterproof joints and where the

same are reasonably free from staining or mould growth; and

Toilet cubicle partitioning to be kept in a good condition and

reasonably free from damage or deterioration and on which all

fittings, including locks and handles are functioning.

6.5 RESOURCING

6.5.1 Personnel

The Contractor will seek to employ the most competent person for each role

through adhering to all its internal policies and procedures which meet or surpass

the requirements of all relevant laws. The Contractor will also ensure that

adequate numbers of appropriately trained and competent Personnel are

provided at each Personnel level in order to meet the requirements of the

Authority’s Requirements.

Management Structure

Mobilisation during Construction Phase

During the development and construction phase of the Project, a dedicated

Project manager will be responsible for the activities up to the point when

Planning Permission is granted. At this point, the main responsibility will pass to

the Contractor’s Representative who will lead the mobilisation team and be the

link to the prime Construction Sub-Contractor.


The Contractor will undertake a range of mobilisation activities, including:

Communication with various stakeholders including Waste

Collection Authorities and Authority sub-contractors to develop and

implement a specific and targeted communications plan;

Mobilisation construction phase;

Commencement of Personnel recruitment during the Facility’s

construction and appointment of the Contractor’s Representative

after Financial Close. The Contractor's Representative will be

selected on the basis of understanding the complex commercial

nature of PFI contracts and will have the ability to lead the

personnel of a major Waste management contract; and

Commencement of implementation of the Project IT system prior to

completion of the Facility. This implementation will include delivery

of a general Contractor’s IT network system, implementation of the

weighbridge system with bespoke reporting to the Authority and

implementation of quality and environmental management systems.

Operation Service

The Contractor’s management structure during the Services delivery phase of the

Contract is presented in the organogram in Figure 6.6 below.


Figure 6.6 The Contractor’s Management Structure during the Service Delivery Phase of the Contract


The key management positions include the Contractor’s Representative, the

operations manager, and the Maintenance Manager. The job descriptions and

operational responsibilities of these key Personnel are presented below.

Staffing Details

This section details the following information:

Personnel numbers;

Working hours;

Shift patterns;

The experience and qualification required by key Personnel;

The use of Sub-Contractors; and

The provisions of details relating to Personnel to the Authority.

The ERF will operate 7 days per week, 24 hours per day, thus many of the core

facility functions will be carried out by the ERF team. The MPT Facility will operate for

2 shifts, 5.5 days per week, although cleaning and maintenance will also take place

outside of those times. Although the teams are shown separately on resource lists

and the organisation chart the teams will overlap and share resources and

management to maximise efficiencies, provide cover and for career development.

During the Services delivery phase, the Facility will be staffed at all times by a

minimum of two Personnel, an ERF shift team leader and an ERF assistant shift team

leader (shown as Shift Plant Operator in the organogram). For the ERF the Contractor

proposes that a total of six ERF shift teams will be operating, with each shift lasting for

a period of 12 hours. Therefore, a total of six shift team leaders and six assistant shift

team leaders will be required.

There will be six operations and maintenance assistants (O&M Assistants) who will

work for eight hours per day, five days per week, and will cover one weekend in three.

The shift times for the O&M Assistants will be staggered throughout the day to ensure

that the Facility can has sufficient Personnel to cover daylight periods and times when

Waste is delivered for the staffing of the weighbridge, the Contractor will employ two

operatives to provide weekday coverage spanning the Facility opening hours, with the

O&M Assistants providing weekend cover (as previously described).

For the MPT Facility the Contractor proposes that there will be two team leaders

supervising two shifts. Each shift will have an electrical mechanical technician and 4,

O&M Assistants. There will also 2 cleaners who will provide an additional MPT Facility

cleaning shift under supervision of the ERF night shift.


To carry out day-to-day maintenance tasks at the Facility, the Contractor will employ

eight full time maintenance Personnel, to include two electronic control and

instrumentation engineers, and five electrical and mechanical technicians. These

operatives will provide maintenance coverage, principally during the day (again with a

staggered shift start time), for seven-days per week.

The Contractor will sub-contract planned maintenance to specialist engineering firms

as the duration of these activities does not warrant full time Personnel being

employed.

A summary of the technical operative Personnel, including skill/educational

requirements for the posts, alongside details of proposed working hours and shift

patterns, is given in the Table 6.4 below:

Table 6.4 Summary of Key Technical Roles, Working Hours and Qualifications

Role Personnel Numbers

Working

Hours and

Shift Details

Qualifications/Training

Level

Process Operation (ERF) 6 x shift team leader

6 x shift plant operator

(6 x shift teams in total)

2 x 12 hour

shifts per

days

(07:00 –

19:00 / 19:00

– 07:00)

Technical background,

ONC qualified as minimum

+ exams in operation (e.g.

City & Guilds)

General Facility

Operations (ERF)

9 x O&M Assistants 8 hours/day

weekdays (8

hours/day,

staggered

start time)

with weekend

duty every 1

in 3 weeks

Sound education with

capability to develop (to

ASTL/STL)

Weighbridge 2 x weighbridge

operatives

Weekday

cover

(weekend

cover

provided by

O&M

Assistants)

N/A

Maintenance (ERF) 1 x lead electronic

control &

instrumentation (ECI)

technician

1 x electronic control &

instrumentation (ECI)

technician

8 hours/day

weekdays

Electrical HNC or

equivalent + time served in

practice



Working

Hours and

Shift Details


Level

5 x electrical &

mechanical technicians

8 hours/day

weekdays (8

hours/day,

staggered

start time)

with weekend

duty every 1

in 3 weeks

1 x apprentice 8 hours/day

weekdays (8

hours/day,

staggered

start time)

with weekend

duty every 1

in 3 weeks

Electrical HNC or

equivalent

Process Operation (MPT) 2 x shift team leader 2 x 8 hour

shifts per

days8

(06:00 –

12:00 / 12:00

– 20:00)

Technical background,

ONC qualified as minimum

+ exams in operation (e.g.

City & Guilds)

Maintenance (MPT) 2 x electrical &

mechanical technicians

8 hours/day

weekdays (8

hours/day,

staggered

start time)

with weekend

duty every 1

in 3 weeks

General Facility

Operations (MPT)

8 x O&M Assistants 8 hours/day

weekdays (8

hours/day,

staggered

start time)

with weekend

duty every 1

in 3 weeks

Sound education with

capability to develop (to

ASTL/STL)

2 cleaners 8 hours/day

weekdays (8

hours/day,

staggered

start time)

with weekend

duty every 1



Working

Hours and

Shift Details


Level

in 3 weeks

In addition to the Facility operatives, the Contractor will employ a number of

management/office Personnel, including:

Contractor’s Representative;

Operations manager;

Maintenance Manager;

MPT manager

Quality, Health, Safety, and Environmental (QHSE) & communications

officer;

Account’s clerk; and

An administrator.

The Contractor will provide the Authority with any information it reasonably requests in

relation to Personnel within two weeks on any request including the following:

Terms and conditions of employment;

Training records;

Records of any unspent convictions;

Skills and competencies of Personnel; and

The number of Personnel employed.

Staffing Capacity

The Contractor will ensure that the Facility is fully staffed by effective resourcing and,

where necessary, the implementation of contingency staffing arrangements.

Information on resourcing and contingency staffing is presented in section 5.1.6.

Job Descriptions

The main responsibilities of the key managers and technical Personnel are presented

in this Section.

Contractor’s Representative

The Contractor’s Representative will take overall accountability for the

Contract including the following:

– Facility operations;


– Ensuring legal compliance;

– Working to controlling procedures and quality;

– Health and safety and environmental systems;

– Operating the Contract as a business unit; and

– Establishing the continuous improvement agenda in conjunction with

the Authority.

The Contractor’s Representative will assume responsibility for ensuring timely and

complete compliance with reporting requirements to the Authority. The Contractor’s

Representative will also be responsible to report on completion of construction of the

Facility against timetable and budget and the achievement of the Tests.

Operations Manager

The operations manager will manage all operational aspects of the

Facility and processes on Site, including the following:

– The methods and organisation of the work (including recruitment,

induction, appraisal and training of operations Personnel in

accordance with the Contractor’s procedures);

– Ensuring the plant operates within the requirements of the

Environmental Permit and other environmental Legislation;

– Liaising with the Maintenance Manager and others regarding

maintenance, planned and unplanned outages and feasibility studies,

evaluation, costing and programming of plant improvements;

– Ensuring compliance with the Contractors’ health and safety, quality

and environmental management systems, and policies and

procedures;

– Ensuring that systems are in place to maintain safe systems of work

for Contractor and Sub-Contractor Personnel; and

– Undertaking full training and development reviews of all Personnel

on an annual basis to ensure there is a programme of continuous

development and opportunities for Personnel.

Maintenance Manager

The Maintenance Manager will be responsible for the organisation and

management of the maintenance function including the in house

maintenance team, plus Contract Personnel, to achieve an efficient


maintenance function, while adhering to all relevant Legislation and Site

procedures.

Other responsibilities will include the following:

– Reviewing plant defects, developing proposals for modifications

where appropriate, to maintain plant reliability and availability;

– Overseeing development of stores systems, management systems,

health and safety procedures and the Contractor’s computerised

maintenance system (CMS) to improve the organisation of all

aspects of the maintenance function;

– Planning and managing maintenance outages, including specification

of work, quality control and co-ordination between all parties

involved;

– Liaising with the Project and operations Personnel to ensure that the

maintenance effort is responsive to the overall needs of the

business; and

– Ensuring compliance with the Contractor’s quality and environmental

management system and health and safety and all relevant

Legislation during maintenance periods.

QHSE and Communications Officer

The General Manager will be supported by the Contractor’s parent company in-house

QHSE department which will include a QHSE director, QHSE systems manager,

QHSE continuous improvement manager and internal systems auditors. The various

QHSE roles and responsibilities are detailed above in section 3.2 of this Method

Statement.

The QHSE and communications officer will provide support to the Contractor’s

Representative in the following respects:

Ensuring that the management system is properly established,

implemented and maintained;

Reporting on the system’s performance and highlighting any

improvements needed; and

Liaising with external parties on matters pertaining to the management

system.

The QSHE and communications officer will manage communications related activities

for the Project. Regular meetings with the Contractor’s Representative and the


Authority will cover communications activities and include aspects such as media

coverage, corporate social responsibility delivery and implementation of Services. In

this role he or she will be responsible for:

Implementing and updating the communications strategy

Building a strong and ongoing relationship with the large variety of

community groups within Hertfordshire area;

Managing the visitor centre (communication, education activities and

budget administration);

Reporting to the Authority;

Promoting corporate and social responsibility (CSR) commitments; and

Providing the media with press releases and information relating to

promotional initiatives, awareness campaigns, events and open days;

and

Maintaining the communications section of the website.

Additional Management Positions

Other managers will be employed and will take full responsibility for the delivery of

specific elements of the Services and associated operational issues, continuous

improvement agenda, QHSE management, training, vehicle plant and equipment

provision, purchasing and general administration.

Shift Team Leader

Responsibilities will include:

Ensure compliance with all aspects of the Environmental Permit;

Represent Contractor management outside normal office hours;

Supervise and deploy manpower to ensure cost effective, safe and

efficient operations within all operational procedures and also in

Emergency situations;

Provide technical supervision and assistance where necessary for

Personnel engaged in work at the Facility;

Provide effective training and monitoring of shift Personnel to ensure

Personnel are competent to undertake their duties;

Provide effective administration and application of the safety rules and

health and safety policies;


Liaise with other Personnel as required to provide efficient work

scheduling and planning to ensure minimum turnaround times during

plant outages; and

Carry out other reasonable tasks and duties as requested by

management.

Shift Plant Operator/Assistant Shift Team Leader


Operate the plant to optimise Waste throughput and electricity

generation and to ensure that all statutory/ licensing requirements are

maintained;

To report to the shift team leader on the status of the above plant;

Carry out local plant operation as required by the situation and/or at the

request of the shift team leader;

To train assistant operators as required;

To receive telephone calls in the central control room from the Authority,

public bodies, the emergency services and members of the general

public and refer them to the correct persons at the Contractor;

To upgrade to the position of team leader after a sufficient period of

training; and

To carry out all the duties of the assistant operator as required.

Operations and Maintenance Assistants

The O&M Assistants will carry out general Facility operational duties, responsibilities

will include:

Operation of wheeled loading shovel, 360˚ excavator, teletruk &

overhead travelling cranes. including routine checks and maintenance);

Supervision of incoming household Waste;

Out loading or transfer of recyclates, Waste and residues (bottom ash &

air pollution control residues);

Off loading consumables (lime, ammonia, carbon, acid, caustic soda,

diesel oil, lubricants etc);


Supporting plant operation (assisting plant operators with check-rounds,

consumable loading, cleaning, lubrication etc);

Supporting maintenance activities (assisting fitters, electricians &

technicians as required);

Receiving deliveries;

Cleaning and basic maintenance of the Facility;

Use of computerised maintenance management system (MP5); and

And other tasks within their competence as directed by the shift team

leader.

Electrical and Mechanical Technicians


Maintain computer based distributed control systems;

Maintain programmable logic controllers;

Maintain pressure, level, temperature, flow measurement and control

equipment, both pneumatic and electronic;

Maintain chemical analysis equipment;

Working knowledge of and experience of low voltage electrical

equipment;

Assist with mechanical defects if required;

Instrument routine calibrations and calibration records;

Fault find on E, C&I equipment;

Assist in planned maintenance planning;

Assist in compiling planned maintenance routines;

Liaise with Sub-Contractors on Site working on E, C&I equipment;

Work under the direction of the E, C&I Engineer; and

Any other broadly analogous duties which may be allocated from time to

time.


Experience and Qualifications of Key Project Personnel

It will be desirable for the Contractor’s Representative to have a HND/Degree, and

desirable to have a Chartered Status in a discipline such as Waste Management,

Engineering, Environmental Sciences or General Commerce.

It will be desirable for the operations manager and Maintenance Manager to have a

HND/Degree.

The key Personnel will undergo ongoing and multi-disciplinary training during the life

of the Contract. This will be organised by a combination of the Contractor’s

operation’s divisions, the human resources department and the Contractor’s training

and development centre.

A range of skills and qualifications will be required by Facility Personnel as set out in

Table 6.5. The qualifications/skills required will be tailored to the particular job roles.

Table 6.5 Skills & Qualifications

Skills & Qualifications

Vocational Qualifications NVQ Waste Management Level 4

NVQ Assessor

Plant Operation L3

QHSE NEBOSH Diploma, & Certificate

IOSH Managing Safely

Safety Rules

Incident Management

Manual Handling

Working at Heights

Risk Assessment

Noise Monitoring

Fire Marshall,

Confined Space Awareness

Electrical Awareness,

QMS/EMS Awareness & Procedures

Environmental Awareness,

QMS/EMS Auditing,

H&S Policy Awareness,

CDM Regulations,

First Aid Accident Investigation

Technical Training Combustion

Power Plant Appreciation

Pressure Systems

Boiler Operation

Thermal Treatment


Skills & Qualifications

Air Pollution Monitoring

Water Treatment

CEMs

Regulatory Knowledge PPC Permit

Waste Acceptance Criteria

Duty Of Care

Other Waste Regulations

Skills Excel , Word, MS Access, MS Project, MS Power Point

Personal Development Management

Leadership skills

Recruitment & Selection

Disciplinary Procedures

Absence Management

Appraisal Procedures

Team Building

Diversity at Work

Customer Care

Finance

Budgeting

Data Protection

Presentation Skills

Resourcing and Contingency Staffing Arrangements

The Contractor will employ sufficient and suitably trained Personnel to ensure that

Services are provided at all times and in all respects in accordance with the Contract.

The Contractor will ensure that a sufficient reserve of suitably trained Personnel is

available to meet all obligations during holidays and other absences.

As outlined in section 5.1.2 (Staffing Details), the Contractor proposes that six shift

teams will operate the ERF, with each shift lasting for a period of 12 hours. The

Facility could be operated by five shift teams, but the addition of an extra shift

guarantees that sufficient staffing is available to cover for unplanned incidents,

including long-term sickness and holidays.

Some flexibility will be provided between the ERF and the MPT Facility staffing to

assist in contingency staffing arrangements.

The Contractor will monitor staffing levels to ensure that normal operations will

continue in the event of absences (arising either as a result of annual leave or

sickness). The Contractor will also use agency staff, where appropriate.


Additional support will be sought from the Contractor’s other relevant regional

functions which are located throughout the country, in particular support will be

provided to the Contractor in the following areas:

Technical and operational expertise;

Finance;

Education and communications;

Fleet and procurement;

Human resources and training and development (including a regional

human resources business partner);

Legal;

Risk and insurance;

Payroll and pensions;

Health and safety, environment and quality; and

Business and information systems.

Emergency Contacts

The Contractor will ensure that a senior member of its Personnel will be available to

provide a direct contact point for the Authority twenty four hours a day throughout the

Services Period. The Contractor will also supply a single telephone number to which

all urgent matters can be referred.

Recruitment

Recruitment will cascade through internal recruitment, local recruitment and then

wider recruitment depending on availability of suitably qualified staff. The Contractor

proposes to recruit suitably qualified and experienced staff from the local area as a

priority and will ensure at least 15 posts are filled by recruits coming from Hatfield and

the surrounding area.

All job vacancies will be advertised internally in the first instance (for a period of one

week), thereafter any job advertisements will be placed in the most appropriate

publication for the particular position, be it a suitable trade publication, or the local

newspaper. Internal notices are placed on the intranet on a daily basis as well as

being posted on notice boards to ensure that all Personnel are given the opportunity

to apply.

The Contractor will seek to provide jobs for the local area consistent with the

”promoting local jobs” approach. Therefore, the Contractor will undertake recruitment


activities to identify potential candidates from the local area that can be trained as

plant operatives. The Contractor will liaise regularly with local colleges, job-centres

and local recruitment agencies. These plant operatives will be taken on with sufficient

time to gain experience of the Facility prior to the Contract “going live”.

The Contractor will notify the Authority in advance of any changes it proposes to make

to senior Personnel. The Contractor will provide the Authority with details of the

proposed replacement senior Personnel for approval prior to their appointment.

The Contractor will not recruit Personnel employed or engaged by the Authority

without obtaining prior written consent from the Authority.

In recruitment as well as performance of the Services (including dealings with Facility

users, the Authority, Personnel and members of the general public), the Contractor

will comply with, and ensure their Personnel comply with the following:

The Human Rights Act 1998 as if the Contractor were a public body (as

defined in the Human Rights Act 1998);

All Legislation relating to equal opportunities, including but without

limitations relating to disability discrimination, sex discrimination and

race relations; and

The Authority’s equal opportunities policies and procedures as may be

adopted and amended from time to time and as notified to the

Contractor.

When recruiting and staffing the Facility, the Contractor will notify all current and

potential Personnel of the requirement that they must disclose any convictions. The

Contractor will notify the Authority of any convictions immediately upon becoming

aware of them and provide copies of any unspent convictions to the Authority on

request.

Local Employment Partnership Engagement Proposals

The Contractor has over 600 staff in Hertfordshire.

In 2009, the Contractor signed up to a local employment partnership with Jobcentre

Plus, which means that the Contractor is already working with them to make job

opportunities available to the talent that may be being overlooked in the local labour

market.

Jobcentre Plus – The Contractor already includes Hertfordshire in its national

partnership and works in conjunction with them to help provide employment for

individuals who have been unemployed for significant periods of time. The Contractor

will work with the Jobcentre Plus in the following ways:-


Job vacancies will be placed through Employer Direct (online, by phone or

email) and will be quickly visible to potential applicants through various

channels, including the internet and job points;

The Contractor will receive a call from a labour market and recruitment adviser

once their vacancy has been advertised for 48 hours to ensure understanding

of the Contractor’s needs;

Support through Access to Work to help retain or recruit disabled employees

who require additional support;

Sifting applications;

Providing interview rooms;

Holding open days and jobs fairs;

In-work skills solutions for their new recruits and their wider workforce;

Work trials; and

Pre-employment training programmes for a range of sectors or industries. The

training course can also be linked to a work trial.

Remploy

The Contractor has a partnership which is already in place, with Remploy to cover the

Contract.

This aims to encourage employment of people with disabilities and complex barriers

to work and in addition would satisfy the Authority’s requirement for the recruitment

and development of a more diverse workforce from the local communities in which the

Contractor operates.

The Contractor will share information with Remploy concerning selection and

recruitment procedures, working culture, success values, skills requirements and

vacancy details within the Contract.

The Contractor with Remploy will explore innovative ways to assist with the

recruitment of a more diverse workforce, including:

Offering Site visits for candidates;

Work trials;

Attending local job fairs

Support for existing staff that develop a disability or health condition through

their working life; and

Using Remploy candidates as an alternative to agency labour, with a view to

offering them permanent roles as and when they arise


It is anticipated that 10 to 15 positions will be fulfilled via this route.

Staff Welfare Policy

Under the Health and Safety at Work Act, 1974, Personnel are required to take

reasonable care to ensure their own welfare and that of others whilst at work. The

Contractor also acknowledges and accepts its own statutory responsibilities and aims

to secure and maintain the health, safety and welfare of its Personnel and others. The

Contractor’s commitment to this is demonstrated by the fact that it will undertake the

following:

Reasonable measures to protect the health and safety of Personnel

whilst at work, and that of all others who may be affected by its activities;

Avoid injury to the public or damage to property which might occur as a

result of its activities;

Maintain the quality of the environment by means of the careful and

responsible implementation of its activities;

Provide and maintain plant, equipment and systems of work that are

safe;

Ensure that risk assessments of all appropriate activities are carried out,

are fully documented, and that the measures to achieve the satisfactory

control of risk, are correctly specified and implemented;

Ensure that all persons embraced by this policy are fully committed to

and trained in its requirements;

Ensure that this policy statement is displayed at the Facility, is brought

to the attention of all Personnel and is fully understood by them; and

Encourage Personnel to participate in the discussion of health and

safety matters and promote teamwork and partnership so that the aims

of this policy will be met.

The Contractor is committed to the provision of the following to its Personnel:

Adequate resources to ensure the full implementation of this policy;

Sufficient supervision, information, instruction and training to ensure the

health and safety of Personnel and others who may be affected by its

activities;

Procedures and codes of practice to ensure that all activities are carried

out in a safe and responsible manner;


Monitoring compliance to this policy, codes of practice and procedures

and to regularly review these documents, to ensure the highest

practicable standards relating to health, safety and the environment; and

Medical examination of Personnel dependent upon the nature of the

work performed.

All Personnel will be expected to be fully committed to health and safety in order that

together, management and Personnel can seek to optimise performance in this area.

To this end, Personnel will take all reasonable measures to protect the health and

safety of themselves, other Personnel, members of the public, and others who may be

affected by their activities. Personnel will immediately refer to line supervision any

aspect of their work or the working environment which may, or may become, a hazard

to health and safety. Personnel will also immediately refer to line supervision in the

event that they do not understand what is expected of them with regard to health and

safety.

The Contractor will develop and annually maintain its Personnel procedures and

policies covering matters including equal opportunities, discipline, health and safety,

and grievances. These procedures will comply with all relevant Legislation and good

industry practice and shall be issued to the Authority once completed.

Uniforms and Work Wear

The Contractor will ensure that each member of Personnel is properly dressed in

appropriate uniforms and work wear. This will include the following Personal

Protection Equipment (PPE) for all Site Personnel, where required:

Safety footwear, that incorporates toe, ankle, and midsole protection;

Helmet;

Ear defender, based on noise survey’s and octave band analysis against

the assumed protection value of the hearing protection;

Hand protection, based on task undertaken;

Eyes protection in the form of goggles, over glasses; and

Overalls.

The Contractor will also provide all Personnel with identification badges that

Personnel will wear at all times while working at the Facility.


Training

The Contractor will use well established induction and training programmes for

Personnel, as well as professional development initiatives. This section details the

Contractor’s training policy, its Personnel induction training, the availability of on-going

training, the use of annual and career training plans, and the performance

assessment procedures that the Contractor will follow.

The Contractor will implement its “Business Management Incentive Scheme”,

introduced in 2001 and renamed as the New Employee Bonus Plan in January 2007.

The bonus scheme runs from January to December and managers will regularly

monitor the progress of each individual and discuss their progress with them.

Induction Training

The Contractor already operates a number of similar facilities and has developed the

programme that is detailed below. The Contractor will maintain an appropriate and up-

to-date induction programme for all Personnel and will ensure that all new Personnel

undertake the induction programme prior to them commencing work on Site.

Details of Induction Training

Note: this section covers the operational period only; construction management

systems are set out in Method statement 1 – 6.3.1 and 6.4

Prior to the Commissioning Period, the Contractor’s administrative and operational

management Personnel will be trained in principles and techniques related to the

following:

Management and energy recovery of municipal Waste (Waste

characteristics, treatment procedures/processes, outlets and marketing

of recyclable, concept of integrated systems);

ISO 14001 Environmental Management System (regulations,

applications and procedures);

Knowledge of the Contractor and the jobs performed;

Health and safety: organisation and safety of operation in the areas of

the activities performed by the Facility;

Performance of each job involved in the organisation chart from

production to operation; and

Improving energy and resource efficiency for the Facility.


Classroom training, followed by a phase of observation and hands-on training in other

similar Waste processing and treatment facilities in the UK, would be aimed at general

and professional training.

Induction of Management Staff (Prior to Commissioning)

The managers are a key component of the system, with the responsibility of managing

the Contract, operations and Personnel to accomplish the stated goals in compliance

with the stated rules, and to optimise and encourage the use of the production

facilities. Training will be provided for them on the basic recommendations specifically

during commissioning and throughout operation of the Facility, concerning the

following:

The management of people;

Administrative and financial management;

The management of human resources; and

Commercial relations and communication.

The training, for a period of around six days, will be aimed at:

Strengthening the managerial autonomy of the managers, to help them

to win the commitment of and develop their Personnel consistently with

the programme strategy;

Following and analysing the financial accounts; and

Determining a specific commercial approach and developing labour

relations.

Induction of Management Staff (Operations Phase)

The managers and supervisors responsible for operation and maintenance will be

trained in the following methods and tools:

Facility commissioning phase (acceptance, co-operation with teams,

Sub-Contractors, follow-up procedures);

The associated processes, equipment and procedures;

Productivity, safety and quality objectives and instructions;

Hands-on supervision (co-ordination of teams, assignment of work); and

Execution and supervision of maintenance on all the plant facilities and

systems.


This training will last around 10 days. It will be very practical and hands-on, using the

data, ratios and choices made for the Facility operational programme. The following

objectives will be emphasised:

Complying with the standards, rules and procedures specified by the

Contract;

Encouraging the profitability of operation;

Optimising rational and scheduled use and operation of the equipment

and Facility flows; and

Mobilising and encouraging the responsiveness of the operational

teams.

Induction Day

All new Personnel and agency workers will go through an induction training course

prior to the first day of employment on the Services. The induction will cover the

following:

Health and safety training;

Familiarisation with the Contractor’s working practices;

Operational procedures;

Site licence and permit requirements;

Vehicles and Equipment; and

A presentation of the Contract, its specifications, the standards expected

and the Personnel structure.

When required, PPEs will also be provided to Personnel during their induction day.

The Contractor’s Representative will be responsible for organising the training

induction for new Personnel. These initial training will only be given by the

Contractor’s group trainer to ensure a consistent approach to the training.

Personnel will be given a Personnel handbook which includes a ‘Code of Conduct’,

covering: equal opportunities, health, safety and welfare, bullying, harassment,

grievance procedure, disciplinary procedure.

During the mobilisation period and prior to Services Commencement Date, the

Contractor will organise the induction for Personnel annual training plans.

Professional training will be designed to aid Personnel in the following tasks:


Mastering the professional techniques and organisations corresponding

to the jobs;

Being able to use the expertise of the Contractor’s company-group; and

Preparing and co-ordinating the dissemination of professional training in

the field (for the operators).

During and after the Commissioning Period, Personnel will regularly receive advanced

training in operational tasks and missions, in particular as regards:

Complying with and guaranteeing safety and risk prevention in operation

of the ERF;

Performing first-level maintenance;

The context of the tasks and missions with respect to the nature and

content of the technical and technological processes used for

comprehensive/integrated Waste recycling and re-use, from the

standpoint of equipment operating procedures, with respect to the

standards applying to end products; and

Maintaining the procedures to ensure the quality of Works and Services.

Therefore, in addition to the induction training, the Contractor will ensure that all

Personnel are at all times properly and adequately notified, trained and instructed in

the following:

The task that the individual has to perform;

All the provisions of this Contract relevant to the duties to be performed

by that individual;

The standing instructions and procedures, where relevant, to the

Services;

All relevant health and safety hazards, rules, policies and procedures

concerning health and safety at work and all mandatory and statutory

requirements;

Fire precautions and fire procedures;

The need for Personnel to show courtesy and consideration at all times;

Improving energy and resource efficiency on the Facility in line with

mandatory standards and performance improvement targets; and


All training information will be recorded within the employee’s personal

training records. The training record will be used as a way of recording

continuing professional development.

A training matrix will be developed to identify the training requirements for all

Personnel.

Career Training Plans

Continued professional training plans are aimed at ensuring the quality and

enhancement of performance and the development of each category of Personnel,

from worker to senior executive. The plans will be prepared in close collaboration with

the professionals and specialists of the Contractor.

The Contractor is committed to annual “Personal Development Plans” (PDP) for all

Personnel. The PDP is undertaken on a one-to-one basis between managers and

their staff and is intended to review performance for the previous year, set specific,

measurable, achievable, relevant and time related objectives for the forthcoming year,

as well as identifying areas for development.

The Contractor will liaise with Campus Veolia to start training technical Personnel for

the Facility one year prior to the Planned Services Commencement Date.

A range of supportive activities will be available to all Personnel as part of The

Contractor’s comprehensive support of career development and overall wellbeing.

Examples of these activities include the topics discussed in the sections below.

Apprenticeships

The Contractor’s group has pledged to recruit 250 apprentices to show the industry

that the Contractor’s group is committed to developing for the future. The Contractor’s

apprenticeship scheme is a key part of the progressive approach to career

development. The scheme incorporates a structured programme of training leading to

a recognised qualification that covers a wide range of occupations and is designed to

give hands-on work experience and allow people to study for qualifications at the

same time. The scheme means people can acquire specialist intermediate-level

technician, supervisory and craft skills at NVQ Levels.

The Contractor, supported by Campus Veolia will undertake the recruitment, selection

and interviewing for the Project as well as providing mentoring throughout the

scheme.

Mentoring

Each group of students who takes our graduate certificate in management at Campus

Veolia is given a mentor. The management course at Campus Veolia generally takes


place every six months with a maximum of four pupils being mentored at one time.

Mentors are drawn from members of senior management.

Internal Promotion

The Contractor strongly believes in internal promotion, and will give Personnel the

opportunity to develop his/her role within the company. Following the initial

recruitment of job vacancies for the Project, all subsequent job vacancies will be first

advertised internally at the Facility. To ensure Personnel are given the opportunity to

apply, internal notices will be emailed to Personnel on a daily basis, jobs will be

placed on the intranet and displayed on notice boards. Thereafter, jobs will placed in

the most appropriate publication for the particular position (suitable trade publication

or local newspaper). This provides a win-win situation whereby the suitable individuals

concerned can focus on developing themselves and grow in confidence.

The Contractor is committed to providing training and learning opportunities to ensure

that Personnel will be equipped to carry out their duties and develop their skills.

Training Opportunities

The Contractor will operate a structured training plan for Personnel, the objective of

which will be to ensure that appropriate Personnel structures, resources and skills are

provided and maintained for the effective management and operation of the Services.

The Contractor will set up an ambitious social policy with several objectives that

include:

Contributing to employment by work organisation combining productivity,

quality and development of lasting, sustainable employments;

Developing the professionalism of present and future Personnel by

preparing them to master their jobs and by developing their knowledge

and technical, commercial and economic experience; and

Integrating safety in the performance of their work to decrease sharply

the number of accidents and improve working conditions by ensuring

social dialogue and permanent specialised training.

Veolia Development Centre

The Contractor’s group created the Institute de l'Environnement Urbain in 1994, in

partnership with the Chamber of Commerce and Industry of Versailles Val d'Oise

Yvelines, after observing the need for specialist training in their plants. More recently,

the Contractor opened the Veolia Environment Development Centre (VEDC), called

Campus Veolia. It has been established in response to the training requirements of


the group’s UK businesses: Veolia Environmental Services, Dalkia, Veolia Water, and

Veolia Water Systems.

Access to Campus Veolia will be made available to all Personnel from the Services

Commencement Date.

The Contractor’s Representative, with the support of the Contractor’s head office, will

be responsible for identifying, implementing and organising further training required in

conjunction with Campus Veolia.

Campus Veolia offers a series of short courses as well as carrying out courses on the

following subjects:

Management development;

Customer service;

Health and safety;

Driving skills;

Environmental issues;

Human resources and HR procedures; and

Financial management.

VEDC is accredited by the Institute of Leadership and Management, EDEXCEL and

OCR. It operates courses in partnership with Kingston University and is licensed by

the Institution of Occupational Safety and Health (IOSH).

The Contractor will also arrange training on an ad hoc basis on-site when required.

Training will be proposed as required, on at least but not limited to the following

issues:

Customer care;

Health and safety;

Driving skills;

Environmental issues; and

IT.

Details of some of the key training programmes proposed are given below.

Driver Training

All drivers will be assessed by the Contractor’s parent company in-house training

provider. The road transport training unit (RTTU) of Campus Veolia will train and


assess local driving assessors on a need by need basis and will provide HGV driver

training. Drivers will be required to drive with due care and attention, whilst being

courteous, at all times. Vehicles will be clearly numbered to enable any reports about

poor driving or behaviour of the crews to be quickly identified and dealt with.

Customer Service Training

The Contractor’s customer services training will include the following:

Telephone techniques;

Commercial sales programme;

Commercial awareness;

Managing customer services;

Professional sales techniques; and

Customer care and conflict resolution.

Health and Safety Training

Safety training will either be carried out by the Contractor’s ‘Health & Safety Trainer’

(see Method Statement 6 4.2.6 for more details) or an accredited training body. Safety

training requirements will be reviewed annually, at the time of a job change or for

promotional reasons. A record of all safety training will be held on the Contractor’s

Representative’s file together with appropriate certification.

The Contractor’s health and safety training will include the following:

Fire training;

Risk assessment;

IOSH ‘Managing Safely’;

Behavioural safety in the workplace;

Dangerous Goods;

Health and safety for facilitators;

Confined spaces training;

Health and safety for representatives;

Manual handling;

DSE assessors;

IOSH Safety for Senior Executives;


VE IOSH Passport Core; and

Train the Trainer in manual handling.

Selected Supervisors will also be required to attend the following courses:

Permit to Work Course;

Electrical Isolation Course;

Accident Investigation Course;

COSHH Assessment Course; and

Noise at Work Course.

Human Resources Training

The Contractor’s human resources training will include training on areas such as the

following:

Recruitment and Selection Techniques;

Diversity at Work;

Appraisal Skills;

Disciplinary Procedures;

Data Protection;

Equal Opportunity; and

Absence Management.

Environmental Issues Training

The Contractor’s environmental issues training will include the following:

Environmental auditing;

Hazardous Waste Regulations;

Chemistry of Waste;

Environmental awareness;

Awareness of specific Contractor issues; and

The Contractor will also run an environment focus course, which will be

a one day awareness session with the aim of providing the necessary

tools to better understand how Services can impact the environment and


what can be done to minimise that impact and to improve general

operational environmental performance.

An environmental Legislation course will also be available, which will comprise a two

day course with the objective of providing Personnel with the necessary knowledge in

current environmental and Waste Legislation and the application to the Services.

6.5.2 Additional Resources

Sub-Contracts and off take contracts: Contractual Relationship with third parties

(contract map).

The Contractor intends to let the following Sub-Contracts presented in the Contract

map below:

Table 6.6 Sub-Contractors during the operational phase

Service Category Contracting StructureContractual

RelationshipComment

Waste Treatment

Services

Services provided by

Contractor

N/A

Residual treatment

services (Flue Gas

Residues)


Contractor, the intention is

to dispose of fly ashes on

Arms length

contract

Please refer to VES - Attachment

MS6 5.2 Letter and

Agreement.

Residual treatment

services (Bottom

Ash Treatment)

Services provided by Arms length

contract

Please refer to signed heads of

terms with n Attachment MS3

2.3.1(b)

The Contractor underwrites the

recycling of bottom ash

Transport of

process residues


Contractor

A Sub-Contract is not intended by

the Contractor

Treatment of

Waste during

diversion

Existing

Contractor’s

agreement with

The Contractor suggests using its

current agreement with .

The Contractor will seek to

secure capacity in other

treatment plants as part of the

development of its Contingency

Plan

Transfer station

(contingency

arrangements)

NA

Funders / lead

debt and equity

providers

N/A N/A Corporate funding

Table 6. 7 Off-take contracts


Service

CategoryContracting Structure

Contractual

RelationshipComment

Sale of

electricity

(anticipated) 3 – year

contract

(anticipated)

The Contractor does not intend to

enter into an off-take contract

before the start of electricity

generation. A typical off-take

contract is available on request

Sale of

Recyclates

Various outlets (as per

MS)

Depends of

material

The Contractor does not intend to

enter into contractual relationship

before Services Commencement

Date. Some materials will be sold

under existing framework

arrangements already in place with

the Contractor at the time

Treatment

(Third Party

Waste)

Veolia (UK) Ltd Arms length

contract with

the Contractor

Compliance with Clause 51 in the

Contract

Table 6.8 Sub-contractors during the development and construction phase

Service

CategoryContracting Structure

Contractual

RelationshipComment

Construction

MPT/ERF

Construction Company JV

Vinci

Construction

Contract to be

signed at

Contract Close

MOU before

CFT

Collateral warranties to the

benefit of HCC from Vinci, and

Vinci’s first tier suppliers

Draft contract & schedules and

HOT attached to the submission

Construction of

MPT process

Construction

Contract to be

signed during

planning

submission

MOU before

CFT

Collateral warranties to the

benefit of HCC

HOT attached to the submission

Design the Main

Facility

S’Pace Architecture &

Environment

Contract with

Contractor

No collateral warranty

Design and

development of

the Transfer

Station and

RHWS

Waterman Energy,

Environment & Design Ltd

Contract with

Contractor

No collateral warranty

Commissioning Contract with

Contractor

Joint appointment as per draft

appointment of Independent

Certifier

Planning Support

(EIA)

Barton Willmore Ltd Contract with

Contractor

Support to Veolia

for the permitting

ERM Contract with

Contractor


6.6 VISITORS CENTRE

6.6.1 Introduction

The Contractor has extensive experience in establishing and delivering Waste

education activities under various contracts internationally and in the UK. These

activities have included the design, build and operation of visitor centres, the

development and use of educational resources and the development and

implementation of education programmes.

The Contractor’s group has successfully worked with schools in Hertfordshire,

London, the Home Counties and beyond since 1998 to raise awareness of

sustainable development, the need to reduce water wastage, Waste management and

enhance biodiversity. The professional teaching staff at the Contractor’s purpose-built

education centre in Bushey, Hertfordshire, have designed a range of lessons and

activities that focus on water and energy efficiency, Waste and biodiversity. These are

planned to meet National Curriculum and local policy requirements and are delivered

by the teaching staff either at the centre (in-reach) or in school classrooms (out-

reach). By tailoring the lessons to meet the National Curriculum and offering a choice

of venue, the centre is meeting one of its key objectives of making busy teachers’

lives easier.

The Contractor will adapt the lessons and programmes constantly to keep up with the

changing needs of schools, teachers, education business partnerships, National

Curriculum and school priorities. The Contractor aims to make it easy for schools to

achieve their learning goals and to help attain the eco-schools awards by designing

and providing teaching that relates directly to children’s experiences.

The scope of the service includes primary, secondary and tertiary education and

community activities. Over the past 11 years the Contractor has delivered education

and awareness in sustainable development to over 140000 students, teachers and

adults.

As outlined in the scope of Services, the Contractor will design, build and operate a

high profile, multi-functional visitors centre located within the Facility building (Visitors

Centre). The Visitors Centre will become part of the network of educational facilities

operated by the Contractor’s group in Hertfordshire and the Southeast, giving the

Visitors Centre access to existing staff, their experience and a wide range of

educational materials already in use.

The Visitors Centre will be used for activities to engage with schools, groups from

further and higher education, community groups, local residents, social groups and


clubs, industry groups and other stakeholders with the intention of generating and

encouraging public interest and a change in behaviour towards Waste management

issues.

The aim of the Visitors Centre is for it to become an example of best practice in the

Country in engaging with stakeholders on Waste minimisation, recycling, recovery and

resource use in general.

The aim is that the Visitors Centre will:

Provide an innovative and flexible way to facilitate promotion of

sustainable Waste activities and engagement with residents,

businesses, schools, community groups, Authority’s Representatives

and any other stakeholders;

Provide a multi-purpose centre open 5 days a week including Saturday,

Sunday and Bank holidays and hours of 9am – 10pm; and

Fully address the needs of the range of user groups, with additional

information provided to help people understand written instructions,

ensuring the key areas are clearly highlighted, using plain images, short

sentences, simple punctuation and no jargon. Photos, drawings or other

illustrations will be included to make the material as helpful and as clear

as possible to the reader.

The Contractor will work with the Authority to ensure the Authority’s aims for the

Visitors Centre are met. The Contractor will:

Provide sufficient parking, welfare amenities and campaign display

areas, all with disabled access;

Provide displays and exhibitions available to community events and

educational establishments from within the Visitors Centre; and

Provide guided tours of the operational Facility twice per week and once

on Saturdays when required.

6.6.2 Operation of the Centre

The Visitors Centre shall be a free of charge facility for use by the local community

and visitors nominated by the Authority or any Authority Related Party. It will operate a

varied education programme which supports and promotes the Hertfordshire

Municipal Waste Management Strategy in parallel with the Authority’s Waste and

recycling officer as well as host temporary and/or permanent exhibition materials.


Uses for the Visitors Centre

The Visitors Centre will be made available to a wide range of community groups on

the following basis:

“Educational Visits” – where the visit is Waste related, the visit will

include a tour of an appropriate nature, the presentation of suitable

educational material, with the tour being hosted by the education and

communications manager, possibly with the addition of other Facility

staff;

“Room-only visits” – where the Visitors Centre is used as a meeting

room, without the need for educational support.

“Training” – the Visitors Centre can also be made available for any

training that needs to occur (apprentices etc).

Opportunities in Hertfordshire

The Contractor will develop the use of the Visitors Centre in agreement with

Hertfordshire County Council but suggest the following outline for educational

development.

The Facility will be an important part of Hertfordshire’s environmental infrastructure

and as such the Contractor suggests for the Visitors Centre’s educational visits to be

themed on environmental awareness and in particular focus on factors which can be

demonstrated at the Facility e.g. Waste management, Waste minimisation, recycling,

power production and green energy, carbon footprint management, In conjunction

with staff and facilities at the Contractor’s other educational facility in Bushey,

Hertfordshire. In particular the Contractor will work with other organisations in

Hertfordshire to develop the programmes.

Working with WasteAware. WasteAware has produced a wealth of

educational material. With the experience of cross-referencing such

material to the National Curriculum and the sustainable curriculum for

Herts, the Contractor will devise tailored teaching programmes.

The Contractor will work with existing partnerships such as the Wildlife

Trusts and Groundwork Trust to support the delivery of an integrated

and high quality curriculum.

The Contractor’s group educational team in Hertfordshire has a tried,

tested and award-winning approach to promoting water usage

awareness which could be adapted to raise waste generation and

carbon management awareness and bring about behavioural changes.


The Contractor will Identify the specific needs of individual schools, in

particular Southfield School. The approach extends to delivering lessons

in their classrooms so that they become real for students.

Encouraging community involvement and engagement in sustainable

development by making use of the education centre. The Contractor

knows from experience that adults change their attitude to water and

Waste efficiency as a result of their children learning about it (known as

the ‘pester power’ factor, as in “that man says you should not leave the

tap running”). This can be multiplied when the community is invited to

share the same learning as the children.

Developing a bespoke education resource centre dedicated to Waste

and sustainable behaviour. The Contractor has unique experience and

success in the design, development and management of a purpose-built

centre as the locus for the service delivery. This serves as a hub for both

in-reach and out-reach activities.

Visitors Centre Opening Times

The Visitors Centre at the Facility will be available 5 days a week including Saturday,

Sunday and Bank holidays and hours of 9am – 10pm.

The Contractor will maintain a booking diary for the Visitors Centre and tours. The

Authority will receive priority use of the Visitors Centre.

The Visitors Centre will be available for use by organised parties of between 8 and 40

attendees, by agreement with the Authority. Members of the public will be able to

reserve places by contacting the Contractor directly by telephone or e-mail (contact

details will be publicised near the entrance to the Facility).

Through the initial contact, a visit date will be offered, and details on the proposed

number of attendees, and any special requirements will be recorded.

The Contractor will then confirm in writing (either by post or by email) the details of the

visit to the organiser, along with information on how to access the Facility. This will

contain a copy of the Facility “Site Rules for Visitors”, providing written instructions on

how to gain access to the Facility, and a brief overview of Site operations.

When making a booking, the organiser will be asked whether the visit is to be used for

a Waste tour, or for other purposes.

In the event that a Site tour is requested, the Contractor recommends that the tour

size is restricted to a maximum of 15 attendees. In the event of school visits, the

Contractor will accept a group size of up to 40, but this must include sufficient


supervisory staff to yield a maximum ratio of 9:1 young people to supervisors (or

better according to age as detailed in DCSF guidelines). In such a case, a number of

tours would still be carried out with a maximum of 10 per group (including adult

supervisors), and visitors not involved in the tour would carry out Waste education

activities in the Visitors Centre, under supervision, provided by the Contractor or the

Authority and the schools supervisory staff.

In the event that refreshments are required, the Contractor will propose a nominal

charge (that can be waived at the discretion of the Authority or the Contractor). If any

accumulated surplus results over the course of a year (after covering the cost of

provision of all refreshments), the Contractor will donate the entire surplus to a charity

proposed by the community liaison group (defined in section 5.3.4 of MS5).

Personnel will be made available to lead guided tours hosted by the Authority twice

per week at times to be agreed with the Authority. The Contractor’s Personnel will

provide a presentation and tour of the Facility explaining key operational features and

processes.

Staffing and Resourcing Arrangements

The QHSE and communications officer will manage the Visitors Centre. The

communications and education officer will be the main point of liaison with the

Authority and other partners in terms of Waste awareness and education.

The communications and education officer will be responsible for the running of the

Visitors Centre as follows:

QHSE and communications officer (QHSECO) - the QHSECO will be

responsible for the running of the Visitors Centre as follows:

– Managing and providing Personnel for the running and administration

of the Visitors Centre;

– Being the primary interface with the Authority communications and

engagement staff as well as the external spokesperson for the

Facility;

– Facilitating pre-arranged visits to the Visitors Centre;

– Ensuring accessibility to the Visitors Centre (disability, language,

equality, social exclusion);

– Making sure customer satisfaction surveys and necessary

improvements are properly undertaken, and reporting this

information to the Authority in the Annual Services Report;


– Providing Waste awareness outreach work for community and

special interest groups who are unable to visit the Visitors Centre;

– Working with the Contractor’s other group environmental educational

staff in the County to develop educational materials, packages and

programmes.

– When possible, promoting the use of the Visitors Centre as a local

community space by delivering various educational and leisure

initiatives at the Visitors Centre for schools and community groups;

and

– Will represent the communications element of the Services on the

communication liaison group (defined in section 5.3.4 of MS5).

Administrator to the Facility manager – will provide the point of contact

for all Visitors Centre bookings, and will arrange visits. The administrator

will also assist with the “meet and greet” service;

Shift team leaders (STL), operations manager (OM) and Maintenance

Manager (MM) – will, as required, provide a technical tour of the Facility

for parties where a detailed knowledge or experience is required;

Contractor’s Representative – will provide a commercial/business

discussion as required, particularly where Authority Members or their

guests might be present. The Contractor’s Representative will also be

responsible for ensuring that correct staffing and resourcing is

maintained at the Visitors Centre. The Contractor’s Representative will

also lead for the Contractor on the Project Liaison Group including

regarding communications issues;

Site manager - to report on face to face, Site diary and other operational

aspects for the Site;

Reception and telephone contact personnel; and

Corporate resources - to set general guidance and policy.

The Contractor will arrange for Personnel to take the relevant WRAP

community/education courses - most notably:

Working with community sector; and

Schools recycling schemes.


Any Personnel working at the Visitors Centre will be required to go through a Criminal

Record Bureau (CRB) check. This will include the front of house administrator who will

be the first person visitors see on gaining access to the building.

The QHSECO would be responsible for building a strong and ongoing relationship

with the large variety of community groups within the surrounding area with the

ultimate aim of community and not-for-profit groups co-delivering activities addressed

to the local community itself.

The QHSECO will organise regular liaison meetings at the Visitors Centre with the

Authority’s Waste and recycling communications team with the aim of developing a

concerted Waste awareness and education strategy and programme.

All Personnel that conduct or assist on tours or interacting directly with the public will

receive customer services and equality inclusion training, as well as being

appropriately qualified and vetted.

General Outline for the Visits

Following is a general presentation of the visitor experience at the Facility. Depending

on the type of visitor, this experience will differ and the tours will be adapted.

Each group of visitors will then be welcomed and invited to sign in at the reception

desk. From there, the group will be received into the visitor meeting room where a

member of the staff would introduce them to issues such as the Waste management,

sustainable development and climate change. This would be the opportunity to

present an overview of the Authority’s Waste management policies and on the steps

taken by the Authority to avoid Landfill.

According to the nature of the visitor group, the QHSECO will explain to the group the

function of the Facility. The presentation will cover technical aspects in an accessible

manner using state of the art computerised tools (see resources). At this stage, and

subject to the Authority’s agreement, the Contractor will suggest appropriate activities

(see examples of activities and additional resources) in order to engage the visitors. It

is indeed important that participants leave the Facility appreciating that their behaviour

matters, and influences the performance of the Facility. These activities will highlight

the benefits of residual Waste treatment in comparison with Landfill.

During and after the technical explanation, the group will be invited to look through the

window that gives a direct view of the silos and bunkers, and the role of the individual

components will be explained. Then the visitors will be invited to go onto the visitor

gallery which, will allow an exceptional high level point of view on the Facility including

the MPT Facility control room and reception area.


In order to give visitors the best viewing experience of the Facility, a safe and

dedicated visitor route will be running through the Facility. It will be designed for

disabled access and for the passage of groups of up to 10 visitors at the same time.

The guided tours of the operational Facility will provide a direct experience for visitors

to see what happens to the residual Waste after it has been collected. The

observation gallery will thus give:

Views on to the boiler hall (including the furnace area, super heaters,

flue gas treatment systems);

Views on to the MPT hall (tipping hall and process hall)

Views in to the control rooms; and

Views of the some of the features of this Facility design – green roof,

glulam beams and mesh.

At the different stops made by the group, the QHSECO will relate the visual

experience with the explanations given in the meeting room beforehand and there will

be presentations to clarify how the plant works and where it falls within the waste

cycle.

Design, Materials and Equipment

Visitors Centre


Figure 6.7 Marchwood Exhibition Panels and Quotation Bubbles

The Visitors Centre will comprise three main areas as follows:

Extensive wall graphics, exhibition panels, leaflets, merchandise and

other promotional material to take away;

A meeting / visitor room, accessible to disabled people, to accommodate

up to 40 people (with some comfort as the room is c. 140m2), equipped

with projector and drop down screens and able to run computer based

activities. The Facility will include a flat screen interactive panel which

can be linked to the operations management system of the Facility

allowing visitors to view emissions and combustion characteristics from

the Visitors Centre. Displays will also be linked to the Facility’s CCTV

cameras to allow the remote real time monitoring of key sections of the

treatment process from the meeting/visitor room; and

An additional meeting room with seating, able to accommodate up to

twenty people, including disabled visitors.


Figure. 6.8 Images of the Alton MRF Conference Room

A safe and dedicated visitor route running through the Facility, enhanced by

presentations detailing how the Facility works and where it falls within the Waste

cycle, will be used to allow visitors to see all the different elements of the control room

and of the process, in sequence from the refuse arriving to its conversion into energy

for the National Grid.


Figure. 6.9 – Designated Visitor Route (red area)

The construction of the meeting / visitor room will include a number of sustainable

measures:

The use of recycled materials wherever practicable;

Sanitary appliances using grey water;

Energy efficient electrical fittings;

Maximum use of natural lighting wherever possible; and

Space heating using Waste heat from the Facility.

The Visitors Centre will have one primary entranceway arranged such that visitors can

be regulated and monitored and access controlled. The Visitors Centre will be

accessible for all and access will be in accordance with the Disability Discrimination

(Premises) Regulations 2006.

The Contractor will design the Visitors Centre with safe, defined, protected walkways

and, where appropriate, viewing platforms, allowing guided tours of the operational

main Facility and providing a direct experience for the public to see what happens to

their residual Waste after it has been collected.

The Contractor will make sure that the ceilings, walls, floors and windows of the

Visitors Centre will be reasonably free of damage or deterioration.


The visitor route will be designed for disabled access and the passage of groups of up

to 15 visitors at the same time (10 only for supervised groups of children). The

entrance hall will be provided with an electrically operated personnel and disabled

access fire lift with a capacity of 10 persons or 830 kg. The lift will operate from car

park/ground level to the offices and the Visitors Centre and visitor route levels.

Drawings showing the location, layout and elevations of the Visitors Centre are

included in Method Statement 1, Part 5.

Welfare Facility

The Visitors Centre will include a catering facility for the provision of hot and cold

drinks for up to 40 persons.

The Visitors Centre will also contain an appropriate number of toilets, with at least one

toilet facility that is suitable for use by a person with a disability. The Contractor will

provide reasonable access to toilets and washing facility at the Visitors Centre for

WCA drivers and for others accessing the Site. Such toilets and washing facilities

shall, as a minimum, contain the following:

Tiled areas that are kept in a good condition and reasonably free from

damage or conspicuous deterioration;

Toilet furniture that is kept in a good condition and reasonably free from

damage or deterioration and which is fully functioning;

Reasonably intact seals and other waterproof joints that are reasonably

free from staining or mould growth; and

Toilet cubicle partitioning (if applicable) which is kept in a good condition

and reasonably free from damage or deterioration and on which all

fittings, including locks and handles are functioning.

The Contractor will ensure the Visitors Centre has appropriate heating and ventilation

to maintain a temperature between nineteen and twenty three degrees Celsius when

visitors are in attendance.

The Contractor will ensure that water supplies fed from storage tanks (not designed

for potable water provision) will be clearly labelled as “not drinking water” and will not

be located in areas where unsupervised visitors have access.

Car Park

The Contractor has ensured that the Visitors Centre has sufficient parking space to

enable up to twenty visitor cars, including disabled parking, plus one fifty two seat bus

parking bay within the boundaries of the Facility.


Drawings showing the location and layout of the Visitors Centre car park are included

in Method Statement 1, Part 5.

Customer Satisfaction Surveys

The Contractor is committed to ensure visitors have an experience which meets their

needs and expectations. In order to constantly improve the visiting experience the

Contractor will provide a customer satisfaction survey to every visitor.

The survey’s content will be adapted to the group visiting the Facility, as the content of

the tour will vary from one group to another. This will be especially relevant for young

people and school groups.

Questions will ask the visitor to rate his/her satisfaction on the following:

welcoming quality;

quality and relevance of the information provided;

level of interaction;

security and safety provided on-site;

resources used;

staff’s courtesy, availability and pedagogy;

length and content of the visit; and

welfare facilities.

Qualitative questions will also measure the level of visitors’ general satisfaction and

open questions will allow visitors to record extra-comments or concerns and

suggestions for improvements.

The results collected from these surveys will be reported back to the Authority. Mean

ratings as well as relevant remarks and suggestions will be summarized. The actions

already taken by the Contractor to answer visitors concerns will be included in the

report. Where the improvement could not be undertaken right away, a proposition of

improvement will be made to the Authority.

Training

The Contractor could use the Visitors Centre as a training facility.

The Facility will:

Deliver programmes using a wide range of learning methods

Constantly develop a positive culture of learning


Deliver training within a safe environment and promote safe working

practices

Ensure that training is an enjoyable experience

Develop best practice initiatives

An example of some of the core training which could be available would be:

Health and Safety

Management Systems

Recruitment and Selection

Educational Displays, Equipment and Exhibitions

The Contractor will work in parallel with the Authority’s Waste and recycling officer

when considering the educational elements and services provided by the Facility.

The Contractor will also work with the Contractor’s group educational staff already

established in Hertfordshire to develop educational programmes which are relevant to

local schools and especially to the children in the neighbouring Southfield School as

well as special needs children in the County.

How we work

The Contractor’s group educational team in Hertfordshire has develop integrated,

flexible programmes to meet the National Curriculum needs of teachers [i.e. primary

schools: sustainability, science, maths, literacy, personal, social, citizenship and

health education (PSCHE)]; secondary schools: geography, science, PSCHE) and

built around the principles of sustainable development. This can be anything from a

whole school approach – including the head teacher, caretaker and governors - to

individual groups.

The Contractor will deliver fun, exciting programmes for all ages, including adults, to

show how small changes can have big impacts.

The Contractor will raise awareness of the value of water, water efficiency and

biodiversity by providing practical and realistic advice and solutions.

The Contractor will offer whole and half-day learning experiences in schools,

businesses and for other stakeholder groups that can include practical work, full

teaching, facilitated learning, a visit, or just advice.

The Contractor will deliver continuous professional development opportunities for

teachers, trainee teachers, lecturers and other teaching professionals.


The Contractor will offer high standards of service and ensure the Personnel are

competent to deliver the service needed.

The Contractor’s aim is to provide a value-adding, professional service which assists

teachers in achieving the outcomes defined by the National Curriculum and local

policies.

How this will work at the New Barnfield Visitors Centre

The Contractor will adopt a similar approach in order to:

Show how different attitudes affect the environment.

Most people do not know how much Waste they generate or water they use, so

simple auditing tools can be used to measure it. By actively involving children in

understanding the problem they become part of the solution.

Move from awareness of an issue to permanently changing behaviour.

This needs to be real and based on things we all do everyday.

School Waste and water audits engage teachers, caretakers and parents and are

effective in raising awareness of the value of Waste and water and the need to

minimise resource use and conserve it. Unnecessary Waste, recycling opportunities,

dripping taps, leaking pipes, poor hygiene are all used to explore what can be done

differently. School bin and home bin audits help to understand the quantities and

types of Waste that are generated could be a useful start point for raising awareness

of the need to reduce Waste.

Integrate issues – water, Waste and energy are all part of the

sustainability challenge – why separate them?

Make it fun and reward good behaviour. The lunchbox challenge at

Veolia’s Bushey Centre encourages children to reduce their personal

Waste. The Contractor proposes to develop this at the Visitors Centre

and use it during educational visits to the Facility. All visiting

schoolchildren have to weigh their residual Waste (i.e. anything which

cannot be recycled from the Centre). Their performance is benchmarked

against that of other visiting schools, with the best performing school

receiving a reward (such as a free trip to the centre). This approach of

encouraging children to change their behaviour and use water efficiently

can be applied to energy and Waste. The growing use of carbon as a

currency can be used as an additional comparative measure.

Experiment and test – apply sound science to measure and test the

different impacts.


The search for sustainable solutions is not an easy one. It entails the need to balance

sometimes conflicting demands. The way the Contractor delivers its programmes

highlights the need to use objective evaluation of the different impacts in order to lead

to sustainable solutions. The Contractor will build this into CREST programmes for

secondary and tertiary levels.

Given the proximity of Southfield School and its particular position in educating special

needs children the Contractor would pay special attention to the group of children and

develop particular materials and visit experiences to assist the children. The

Contractor believes that visits by the children or by Personnel to the school could be

of value and, in particular, help the children to adjust to the changes at New Barnfield.

The Contractor will develop a suitable educational pack for this group of children to

help them understand not only the wider environmental issues but the Facility itself,

the machines, the equipment and the processes which are going on. The Contractor

feels this would assist the children at Southfield School to become comfortable with

the Facility and to understand why it is there and what it is doing. In the discussions

with Caroline Wells (Hertfordshire Special Educational Needs Support) it became

apparent that a proactive approach to helping the children understand both the

construction and operation of the Facility could be made into a positive educational

opportunity for them. Materials and approaches developed for Southfield School

would then also be available to benefit other children with similar needs.

In terms of the visitor experience for special needs children, such as at Southfield

School, the Contractor understands that a sensory experience is likely to be

particularly valuable. The Contractor would thus develop exhibits and displays which

work with the children's’ various senses to engage them with the wider educational

approach.

The Contractor would work with Southfield School and advisors (Caroline Wells’

department) to create a suitable information pack, displays and a visitor experience.

Generating publicity for the Waste teaching programmes

Having developed new teaching programmes for Waste with activities linked to the

curriculum, the Contractor will pilot them in target schools to gain feedback and

publicise the work.

The Contractor will generate further publicity by liaising with the teachers’ centre, the

educational charity SETPOINT Herts and other relevant bodies around INSET and

continuing professional development for teachers.

The Contractor will explore how could develop specialist activities such as a CREST

day for secondary schools could developed.


The Contractor will incorporate a general marketing plan and promote and link the

offering with the existing water programme, channels and network.

Together with Hertfordshire County Council the Contractor will create a truly

sustainable society which minimises Waste, optimises energy and values water.

There will be displays relating to the Facility as well as general Waste information in

the Visitors Centre as well as along the visitor route.

Educational Displays/Activities

The Contractor will develop the following education packs within 12 months following

the Commencement Date:

Schools Presentation Kit;

Educational Pack; and

Activity Pack for Children.

The packs will be used for Visitors Centre activities and will be made available on

request to schools and other relevant stakeholders in the County.

The Waste education strategy for the Project will be based on the existing work by the

Contractor’s Sheffield Waste education officer, where a school Waste

awareness programme (SWEP) was rolled out to schools in Sheffield which included

an extensive range of sessions and activities for schools.

The opportunity now exists for the Contractor to consolidate and ‘repackage’ the work

and role out a professional, consistent and corporate Waste education programme to

be used across the entire Contractor’s contracts within 12 months following the

Commencement Date as follows:

An interactive, informative education outreach programme that inspires

and educates teachers and children;

A programme that appeals to children aged 5 to 11 (Key Stage 1 and

Key Stage 2); and

A ‘flexible’ programme that can be adapted to suit individual contract

requirements.

Schools Presentation Kit

The Contractor will produce a schools presentation kit within 12 months following the

Commencement Date. The schools presentation kit is a complete toolkit for

communications and education officers to conduct school presentations. The kit, to be

used as part of the Project, will include the following:


Props for delivering school presentations (e.g. 3D characters, bins and

role play outfits for children); and

A4 ring binder training pack (with CD Rom) including lesson plans,

PowerPoint presentations, training video, worksheets and interactive

whiteboard worksheets.

The work involved in developing the kit will be as follows:

Design and illustrate a group of characters to support school

presentations and other elements within the programme;

Characters to be based on materials i.e. plastic, paper, aluminium to

support key messages within the presentations;

Consider developing ‘human-form’ characters to represent typical

‘human-behaviour’ with recycling (e.g. currently has

‘Wasteful William’);

Characters to be used across all elements/literature within the

programme;

Manufacture required props for school presentations;

Produce 3D models of characters for use in school presentations;

Produce or purchase other supporting props i.e. bins, bin men and

women outfits;

Design and produce training pack;

Design folder, page templates, divider inserts and PowerPoint template;

Agree and develop content of training pack i.e. introduction and

guidance notes; structured lesson plans that can be offered to schools;

supporting PowerPoint presentations; worksheets and interactive white

board worksheets;

Produce a 10 minute training video on ‘how to deliver a school

presentation’;

Produce CD Rom with all materials; and

Produce and print A4 ring binder folder with CD Rom pocket and inserts.

Educational Pack

The Contractor will produce an educational pack within 12 months following the

Commencement Date (Educational Pack). The Educational Pack will be issued to


schools that request information on recycling and also as follow up material for

schools that receive a schools presentation. The information will also be available on

the Contractor’s website within the education section.

The pack will be an adaptation of the training pack described above and will include

the following:

A4 ring binder educational pack (inserts and CD Rom) including

introduction and teacher notes; lesson plans; PowerPoint presentations;

worksheets; interactive whiteboard worksheets and activity packs for

children; and

With prior approval by the Authority, the Contractor will also offer

schools the following extras: classroom posters, giant classroom

interactive games and web micro site with interactive multi-media

games.

The work involved with developing the kit will be as follows:

Design and produce the Educational Pack;

Adapt ‘Training Pack’ designs for folder, page templates, divider inserts

and PowerPoint template;

Adapt and develop content of pack i.e. introduction and teacher notes;

lesson plans; supporting PowerPoint presentations; worksheets;

interactive whiteboard worksheets and localised information;

Develop particular version appropriate to children at Southfield School;

Produce CD Rom with all materials;

Produce and print A4 ring binder folder with CD Rom pocket and inserts;

Update education section on website with new contents;

Design and print classroom posters that promote recycling key

messages;

Design and develop ‘giant’ interactive games for teachers’ use;

Rebrand ‘Eco-Star’ (see below for details) with new characters; utilise

existing and develop new interactive, multi-media games (develop

interactive whiteboard worksheets); and

Any optional extras.


Activity Pack for Children

The Contractor will produce an activity pack within 12 months following the

Commencement Date (Activity Pack). The Activity Pack for children can be included

with the Educational Pack that is sent or handed out after school presentations. The

Activity Pack will help to engage children and encourage them to remember to take

action on recycling at home. The Activity Pack will include the following:

12 page, A4 activity book/comic with games, activities, interesting facts

and challenges based on recycling; and

A toy/gift item e.g. stickers, stationery, pencil cases or note books.

The work involved with developing the kit will be as follows:

Design and print the 12 page A4 activity book/comic; and

Source a suitable toy/gift.

Additional Education Materials

The use of the interactive website will be promoted by the Contractor at the Visitors

Centre and will allow participative learning and creates the ideal environment to

introduce children to the Waste management principles of ‘reduce, reuse, recycle’.

The Contractor has developed the Eco-Star website as a fun and effective method for

young children to learn about Waste.

The website is aimed at Key Stage 2 (7 to 11 year

olds) and assists with Education for Sustainable

Development (ESD). The activities include ‘did you

know’ fact-finding, games and ‘true or false’

scenarios aimed at imparting information about

reducing waste and increasing recycling. Activities

are supported by teachers’ notes and lesson plans

with many linking with National Curriculum for school and home.

The screenshot illustrates the interactive environment. The website can be seen at

www.eco-star.com.

Not-for-Profit Organisations

Not-for-profit organisations will not only be one of the primary audiences, but could

also become a key partner in delivering activities, for instance by designing and

delivering activities for hard to reach communities in Hertfordshire such as people with

disabilities. The Contractor will seek to develop such partnerships for the Project.


The communications and education officer will be responsible for building a strong

and ongoing relationship with a large variety of community groups, with the ultimate

aim of community and not-for-profit groups co-delivering activities addressed to the

local community itself.

The Visitors Centre will be used as an area to provide details of existing community

groups in Hertfordshire, as well as a venue to promote and host events run by local

not-for-profit organisations to create a stronger relationship with community groups.

Events

The Contractor will seek to promote and organise educational events in partnership

with the Authority.

Special events will be organised at the Visitors Centre such as ‘Real Nappy’ or ‘Home

Composting’ events within 12 months from the Commencement Date where such

products will be sold and advertised. The Visitors Centre will also organise

conferences, workshops and visits.

Equipment

The Contractor will be using electronic media to provide an experience that should be

expected from a 21st Century Waste management facility.

The displays will be easily and quickly changed to reflect advances in technology,

operations and environmental focus and future requirements.

The Contractor will provide a large flat screen display, and a minimum of two

additional dedicated computer terminals in the exhibition hall.

Two separate offices will be made available, with computer terminals, to allow

additional flexibility in the operation of the Visitors Centre (e.g. for lone working, self-

study, small break-out groups).

The Contractor will provide computer-based information on the construction and

operation of the Facility, providing detailed insight in to the workings of the Facility and

its operations. The positioning of the windows in the exhibition hall, will form a viewing

gallery which will allow groups to view directly the wider aspects of the process, and

be able to put this in to context with the operations described on the computer screen.

The Contractor will also provide computer-based information on the “upstream” Waste

management operations (including collection systems), other types of Waste

management facility, and the process outputs from the Facility.

The large flat-screen display will provide real-time Facility processing information,

including the processing rate of Waste, temperatures in the furnace, superheater


steam temperatures and pressures, and electricity generation. It will also be capable

of connection to a series of webcams about the Facility and the surrounding Site.

These will provide more detailed views of inaccessible parts, or where it would not be

safe to take visitors because of operations or the environment in which they take

place.

The Contractor will provide educational materials to link in with various expected

visitor groups, and will update these materials as the visitor demographics evolves

through the Contract Period.

Visitors Centre During Construction

The Contractor will provide accommodation and PPE to suit 40 visitors during the

construction phase. The Contractor will also provide 20 car park spaces which can be

reserved for visitors, in the area of the visitor accommodation. The car parking space

will alternatively be able to accommodate a coach. The visitor centre will relocate to

the permanent Facility Visitors Centre once it has been commissioned and is safe to

use.

Provisions will be made to cater for visitors to attend the Site during the construction

works. Car parking will be provided for ten additional vehicles, and will be sited away

from the main compound areas, and adjacent to the reception area in the Site offices.

On entering the construction Site offices, all visitors must register at the reception by

following the signing in procedure. All visitors will be inducted by a member of the

Contractor’s Site team. Any groups of visitors will have to book at a pre-arranged

appointment time to ensure a member of the Contractor’s Site team is available to

conduct the induction.

Within the Site offices, a meeting room will be available to cater for visitors. This will

also act as an information room where details of the Project will be displayed, and

photographs of the Works progress to date.

Visitors to enter the Site Works area will be accompanied at all times by a responsible

member of the Contractor’s Site team. All pedestrians must keep to the well

maintained and signposted pedestrian routes, which will be physically segregated

from vehicular routes and haul roads.

Suitable welfare facilities will be provided for visitors, as for office staff and Site

personnel.

The orientation of the offices will be such that it will be possible to view out of the

windows from the second level of Site offices, and overlook a part of the Site Works.


The following is a summary list of the provisions made for visitors and Site personnel,

during the construction phase:

Clearly visible and well signed access route to the Site offices from the

main roads in the area

A clearly displayed Site notice board at the Site entrance

Adequate portacabin facilities for use as offices and meeting rooms, for

the Contractor and visitors

1 meeting room complete with all furnishings suitable for 20 persons

minimum for use by the Contractor or the Authority or Hertfordshire

County Council.

Connections to electricity network, water main, phone, fax, foul and

surface water drainage network

Secure portacabins for use as a visitor/conference room, kitchen and

offices suitability partitioned and complete with all furnishings and

connections to power, water, foul, phone

First aid room, changing rooms, toilets and mess rooms

Signposts to access the construction site

Site lighting as necessary

The Contractor will make staff available on a pre-arranged basis to host pre-arranged

visits.

The Contractor will prepare and keep regularly update a presentation that will be

available to show visitors to explain the construction and operation of the Facility. It

will provide a basic explanation of the technology and contain photographs of

significant aspects of the Facility at various stages of construction.

The meeting room will be provided with a minimum 40 inch, colour LCD or similar

screen which can be used to present photographs, drawings and presentations or

DVD material to visiting groups.

The meeting room will be provided with a connection to the Site IT network to allow

access to drawings and records for presentation purposes.

The meeting room will be available for the Contractor’s use when it is not booked for

group visits.

The Contractor will keep 40 sets of PPE for visitors as required by Site health and

safety protocols but including at least, adjustable hard hats, high visibility waist coats,


protective gloves, eye protection, protective wellington boots or similar in a reasonable

variety of sizes to suite male and female visitors and disposable ear plugs. The PPE

equipment will be maintained in a clean, useable state and replaced as necessary

through the construction period. The use of PPE will depend on the access

arrangements agreed for each visit, e.g. ear plugs will not be required if the visit does

not enter a space where hearing protection is required.

6.6.3 Maintenance of the Centre

As an integral part of the Facility, The Contractor will ensure there is a high level of

maintenance and cleanliness applied to all levels of the plant and Visitors Centre to

meet the Authority’s requirements.

Floors, surfaces, furniture, fixtures and fittings in areas which visitors can gain access

(or office areas which can be directly viewed) within the Facility, including the

entrance foyer, Visitors Centre, and the Facility control room, will be cleaned to a level

meeting the standards of cleanliness as set out by the British Institute of Cleaning

Sciences in their Cleaning Standards Specifications (or revisions to these during the

life of the Contract).

In addition, external areas and boundary of the Facility will be kept clean and free

from litter in accordance with the guidance currently laid down in “Litter and Refuse” or

other relevant best practice guidance developed during the life of the contract. -

Guidance on Part 4 of the Environmental Protection Act 1990 as amended by the

Clean Neighbourhoods and Environment Act 2005”, published by Defra (PB number

PB11577d).

At the end of each working day (or in the event of an evening visit, immediately prior

to the visit), the Visitors Centre will be subject to a typical “office-type” clean (toilet &

kitchen cleaning, light carpet cleaning, dusting and removal of litter and used

refreshments). During these cleaning activities, an inspection will be made of the

facility to identify where heavy cleaning or facility maintenance is required.

In the event that heavy cleaning or maintenance is required, a record will be made in

a dedicated Visitors Centre maintenance & cleaning book, and remediation will be

carried out, where feasible, within 1 Business Day.

In the event that maintenance is required to IT equipment in the Visitors Centre,

remedial action will be taken to rectify the issue within 5 Business Days.

Furniture, fittings and equipment within the Visitors Centre will be inspected weekly to

ensure that it is in good repair. Unsafe items will be removed from the Visitors Centre

or, if that is not possible, a notice applied to prevent use.


Remedial action will be taken within 5 Business Days of a fault being reported.

The Visitors Centre will be redecorated once every 5 years. Furniture, fittings or

equipment will be replaced at least once during the Contract Period to ensure that the

Visitors Centre is maintained as a functional and safe environment suitable for

educational purposes.

Promotion of the Visitors Centre

The Contractor will prepare, agree with the Authority and implement a

communications strategy throughout the period up to the Services Commencement

Date, which will include the promotion of the Visitors Centre.

Details regarding the promotion of the Visitors Centre will be presented as part of the

Contractor’s wider communications strategy (see Method Statement 5 Part3).

6.7 TRANSFER AND HAULAGE

6.7.1 Introduction

This section of the Method Statement comprises several elements that will reduce the

environmental and social impacts potentially arising from transport activities

associated with the Facility.

Sustainable travel plan;

Traffic management plan;

Waste transport plan;

Impacts arising from traffic, including proposed mitigation measures.

The sustainable travel plan addresses, and seeks to minimise Personnel and visitor

related traffic, identifies both incoming and outgoing traffic movements and routes,

and proposes measures to minimise the impacts of these on the local and wider

environment.

The Contractor will promote a culture of continuous improvement across the

operations which engage all Personnel to strive to minimise travel and reduce the

environmental impact of transport operations, where practically possible.

6.7.2 Transfer and Haulage

Sustainable Travel Plan

A Framework Travel Plan (FTP) is provided in Attachment MS5 2.14.2 to demonstrate

the Contractor’s commitment to reducing the impact of staff travel to work on the


environment. It forms part of the Contractor’s broader approach to carbon

management for the proposed Facility on Travellers Lane in Hatfield. The following

summarises the FTP.

A full Travel Plan (TP) will be produced within six months of occupation of the Site.

The TP will provide a context in which the transport needs of the site can be

accommodated, to achieve the operational requirements of the business, whilst

aiming to encourage sustainable travel choices for Personnel and visitors. Set out

within the plan will be proposals to minimise unnecessary travel and encourage

Personnel to consider other options to the car for travel to the workplace. The TP will

set out measures aimed at reducing the numbers of single occupancy car journeys

people make to the Site, encourage car sharing, journeys by public transport, walking

and cycling.

The FTP supplied provides a statement as to the content and management of the full

TP that will be prepared within 6 months of occupation of the site. The TP will be

produced in conjunction with the travel plan officer at the Authority.

The key objective of the TP is to achieve the following outcomes:

To raise staff awareness of travel issues and the benefits of sustainable

travel including improved health, fitness and reduced cost and offer

more travel choice to staff and visitors;

To facilitate a change towards a sustainable use of transport through the

provision of alternative options to the private car;

To encourage the use of public transport, cycling and walking;

To provide a framework for monitoring and reviewing staff travel to work;

To set out targets and indicators for sustainable staff travel; and

To reduce the overall carbon footprint of the integrated Waste treatment

Facility (IWTF).

The FTP identifies the key individuals who will be responsible for the governance and

implementation of the plan, and describes the survey data that will be obtained and

used as baseline information to determine targets and measures to reduce non

essential car travel. This baseline information will also be used as the basis for the

calculation of annual carbon emissions footprint, which will be used monitor year on

year improvements against CO2 reduction targets.

The benefits of the successful implementation of the FTP will be to reduce carbon

emissions associated with transportation as well as potentially benefiting employees’


health and wellbeing through walking and cycling, and encouraging good working

relationships amongst work colleagues.

As part of the TP the Contractor will encourage visitors to minimise their travel impact.

This will be done by encouraging car shares, group visits using coaches, and the use

of Hatfield railway station and bus routes to nearby bus stops (a short walk from the

Facility), if appropriate.

The TP will be primarily developed to reduce vehicle movements associated with

Contractor’s Personnel and visitor travel to and from the Facility, however, there will

be periods where Sub-Contractors will be travelling to the site (such as during any

Programmed Maintenance periods for the turbine and boilers where specialist Sub-

Contractors will be used). The Contractor will seek to influence Sub-Contractors to

implement sustainability initiatives such as those included within the FTP.

It should be noted that, with regard to sustainability, the Facility design aims to

achieve a BREEAM “Excellent” rating, and aspects of the TP, such as the provision of

bicycle sheds and showering facilities, will contribute to this BREEAM rating.

Traffic Management Plan

In co-ordination with the Authority, the Contractor will develop a cost effective traffic

management plan to co-ordinate and optimise vehicle movements and vehicle

queuing at the Facility and help to ensure that possible disruption caused to other

road users is considered and mitigated where appropriate. The Contractor’s Site

manager and the Authority’s Representative will meet on a regular basis and update

the traffic management plan as required. The Contractor has experience of employing

similar arrangements, with demonstrable success at other energy recovery facilities in

the UK, and draws upon this experience of working in close partnership with local

authorities when developing a traffic management plan.

The development of the traffic management plan will include discussing and agreeing

the following programmes with the Authority:

Details of haulage arrangements and transportation routes for process

materials arising from the Facility;

Details of the required vehicle resources;

Detail of the types and numbers of vehicles;

Number of hourly, daily and annual traffic movements at the Site;

Availability of the Facility;

Programmed Maintenance;


Definition of materials to be delivered;

Turnaround times;

Opening times (as set by the Consents);

Queuing arrangements;

Emergency procedures;

Security arrangements;

Environmental impact; and

Contingency Plans.

Objectives related to haulage of Waste that the Contractor will deliver are to:

Minimise vehicle miles travelled and double handling, increase fuel

efficiency, and reduce carbon footprint across the County: by

implementation of the proximity principle, routing optimisation,

minimising the number of trips generated through maximising payloads

and utilising the back haulage of payloads where possible;

Minimise road traffic accidents and fuel consumption: by ensuring the

Contractor’s drivers have undertaken appropriate driver training and use

the latest fuel efficient mobile plant and road going vehicles (e.g. EURO

5 engines, or EURO 6 when introduced);

Minimise non-biogenic carbon emissions (where practicable and

sustainable): through the use of bio-fuel for the vehicle fleet;

Facilitate safe and efficient movement of traffic over the weighbridges

and through the Facility: by optimising the design and operation of the

Facility;

Avoiding queuing on the Site and on the highway (where possible): by

phasing the delivery of consumables and dispatch of process materials

out of peak hours;

Optimise vehicle utilisation and weights per load: by establishing and

operating vehicle tracking systems and on-board weighing capabilities;

Maximise availability, reliability and continuous operational performance

in terms of environmental impacts, sustainability goals and positive

Services perception: by operating high standard system-based vehicle

maintenance programmes, including trailers and containers;


Minimise nuisance to Southfield School where possible;

Minimise nuisance from dust and litter: by transporting Waste and

process products in enclosed containers or sheeted vehicles;

Allow the WCAs the flexibility to optimise collection and delivery

efficiencies by: designing the Facility’s tipping hall to accommodate the

largest road legal rigid and articulated Waste collection vehicles; and

Minimise confusion of traffic routes within the Site: by providing

appropriate clear signage.

The Contractor will take account of the following traffic issues in relation to the Facility:

Health and safety implications;

Volume of traffic;

Point of access;

Effect on the local environment and the highway capacity; and

Nuisance (noise, dust, litter and fumes).

When the Facility becomes unavailable due to the annual Facility shut down for

maintenance or if an unplanned event occurs, the Contractor will liaise with the

Authority to minimise disruption to collections. The Contractor will notify the Authority

of any need to divert vehicles to contingency Delivery Points within one hour of the

Contractor’s awareness of the unplanned event, with notice of the anticipated duration

of such diversion.

The following provides further details for the Contractor’s traffic management plan

Proposed Routes to and from the Facility

The Contractor has provided a Facility design that will effectively segregate

operational and non-operational traffic within the Ste in order to minimise vehicle

movement risks between Waste vehicles and passenger cars (Figure 6.10 below).


Figure 6.10 Segregated Traffic

Further, it is noted that the entrance to the Site is shared with the Southfield School.

The Contractor has therefore included an access junction upgrade to mitigate the

increased traffic and has involved the local highway authority in the Project.


Overall, the Site provides good connections to the wider road network. Access is via

Travellers Lane, which in turn connects to the A1001 via a five arm roundabout. The

A1001 in turn provides connections to the A1(M) at Junction 2 to the west, and the

A1000 to the east of the site. It is noted that initial discussions have taken place with

Hertfordshire County Council Highways Department, who have not raised any

significant concerns over the use of the Site for Waste treatment; however a full traffic

assessment will need to be prepared during the planning process so that this can be

properly assessed. Improvements to the Site access arrangements with Travellers

Lane are required and have been included by the Contractor in its proposals (refer to

Attachment MS5 2.14.3), to ensure the Facility does not adversely impact the

adjacent Southfield School. The initial work carried out by Stomor and SBA, along

with consultee comments, suggest there are no highway and transportation reasons

why the proposed Facility cannot be implemented.

Proposed Routes to the Facility

The Contractor proposes to restrict vehicle access to the Facility, for Waste delivery

and process residue/consumables vehicles, to certain routes in agreement with the

Authority, WCAs and Sub-Contractors. In general it will be recommended that HGV

and RCV use trunk roads and other primary roads wherever possible. All routes will

be discussed in detail with the Authority before finalisation. In the selection of vehicle

routes, consideration will be given to identifying routes which reduce the number of

predictable stop/starts (i.e. junctions) to keep acceleration and breaking to a minimum

and keep emissions, including carbon, to a minimum. Routes will be identified that do

not pass significantly through minor road and residential areas reducing the likelihood

of nuisance such noise and vibration.

The Contractor will have no direct control over the Authority vehicles entering the Site.

However, The Contractor is keen to work with the Waste Disposal Authority (WDA)

and Waste Collection Authorities (WCAs) or their Sub-Contractors to ensure that road

impacts are effectively mitigated.

Specifically, it will be critical to ensure that Waste deliveries are effectively managed

to ensure that the phasing of vehicle movements are well spaced, reducing the

potential for queuing. This will also have the benefit of reducing peak traffic flows on

the surrounding road network.

The Contractor proposes to ensure that wherever possible, vehicles should arrive at

the Site from the A1(M) Northbound, turning on to South Way (A1000) eastbound to

Traveller’s Lane. As the motorway junction does not provide an exit for southbound

traffic, vehicles coming Eastbound from the A414, or southbound through Hatfield

would be required to use Roehyde Way (A1001) between junctions 3 and 2 of the


A1(M). This route passes by the University, and residential housing, where the

University traffic has previously been an issue.

The Facility will receive Contract Waste from the ten WCAs within Hertfordshire, either

by direct delivery or via Waterdale and the new transfer stations. The exact locations

from which the Facility will receive Contract Waste via direct delivery is not yet known

and so a central point within each WCA has been used to determine likely routes to

the Facility. As stated previously these movements are not under the control of the

Contractor, however this traffic needs to be considered within the overall traffic

management plan and will be an important consideration during the planning process

when a full traffic assessment and accompanying traffic chapter within an

environmental statement will be required.

The Contractor will seek to ensure that other Third Party Waste reception times are

controlled, to minimise the potential for queuing at the Site and along the routes

approaching the Site. The majority of the Third Party Waste will be sourced from the

Contractor’s transfer station in St Albans in Hertfordshire complemented by local

Commercial Waste & Industrial Waste transfer station operators and by the

Contractor’s transfer station in Wembley if required. While the Contractor’s transfer

station in St Albans is located relatively close to the Facility, the Contractor is likely to

continue to receive Waste through the transfer station as this will allow for additional

operating fluidity in the reception of Commercial Waste both for the timing and

presentation of suitable Waste composition.

At this stage it is not possible to determine specific routes for Personnel and visitor

movements to the Facility, however it is hoped that the development and instigation of

the TP would minimise Personnel and visitor vehicle movements.

Proposed Routes from the Facility

Table 6.9 provides details on the outputs from the Facility that will be taken for

reprocessing elsewhere, and the destinations for these outputs

Table 6.9 Reprocessing Destinations for Facility Outputs

Output Assumption Comments

Incinerator Bottom Ash To be taken for processing

into an aggregate

If possible, bottom ash will be processed

at a new facility based on a site expected

to be within a 15 – 20 km of the New

Barnfield site. This will be explored prior

to Services Commencement. Current

position is that IBA will be treated at the

Contractor’s

a 134 km roundtrip route


Output Assumption Comments

FGTR Long term storage FGTR will be disposed at a Contractor

salt mine at – a

round trip of 160 km

Metals recovered Mainly ferrous metal is re-

used in manufacturing

Metals will be processed at

Mixed plastics recovered Mainly plastic bottles is re-

used in manufacturing

Plastics will be processed at

Mixed paper and fibre Mainly used as a low

grade fibre in paper

industry

The paper mills will be

a 227 km roundtrip.

Diversion to third party

energy recovery facilities

Contractor’s contingency

facility,

, other

Contractor plants/facility

Average round trip of 134 km

The Contractor will operate the haulage of Waste; the other elements of haulage will

be sub-contracted.

The key indicative transport routes from the Site are provided in more detail below.

Incinerator Bottom Ash (Articulated Tipper)

The Contractor proposes to process the IBA from the Facility at the Contractor’s group

reprocessing facility, located in and operated by . The facility

has current capacity for Hertfordshire IBA and is on a Contractor Landfill. This facility

is currently processing the IBA from a number of treatment facilities (including

SELCHP) and is used for the purpose of this section. The Contractor may seek to

develop an alternative facility on a new site within a 10 to 15 miles radius during the

construction phase of the Project, to reduce costs and travel requirements. The

present Method Statement will be amended at the time.

The following provides the anticipated 42 miles route to


Waste Transfer during Facility Shutdowns (Articulated Bulker)

5% of Contract Waste will be sent to alternative treatment facilities during the Facility

shutdown The Contractor has identified and secured capacity within it’s own facility at

.

The following provides the anticipated 42 mile route to :


FGTR to Contractor’s Disposal Facility (Articulated Tanker)

FGTR will be the resulting by-product of the Facility’s air pollution control systems and

will principally consist of lime. As lime is strongly alkaline, the material will be deemed

as hazardous and will be treated/disposed of at a hazardous treatment facility. The

Contractor will dispose of FGTR at the Contractor-owned underground deep

salt mine storage facility

The following provides the anticipated 166 mile route to


Recycled metals extracted from MPT

The Contractor will use , for the ferrous metals in

The Contractor will use for the non ferrous metals in


Recycled plastics from MPT

The Contractor will use for the mixed plastics in for the recycling

plastics



Mixed Paper and Fibre from MPT

The Contractor will use the paper mills located in

.



Transport Arrangements for Incoming Vehicles

The design and layout of internal traffic flows at the Facility benefits from the

Contractor’s extensive experience in designing, managing and optimising traffic flow

at other facilities throughout the UK.

All vehicles will enter the Site through the proposed improved access in Travellers

Lane. The Contractor has priced for the new access into the Site. Private vehicles will

be segregated from commercial vehicles for safety reasons (Figure 6.10). Refer to

2.2.2 Waste Reception for further information.

Incoming Waste Deliveries

All Authorised Vehicles will be issued with a fob or barcode that, via the Contractor’s

weighing and information management system (WIMS) at the entrance to the Facility,

will allow the Contractor to automatically identify the vehicle against the database of

Authorised Vehicles to distinguish between authorised WCAs’ vehicles, Authority

Waste transfer vehicles, other Sub-Contractors and Third Party Waste collection

vehicles. For further details on vehicle identification see section 2.3.3 of this Method

Statement, for details of non -authorised vehicles see section 2.5 of this Method

Statement, and for details of the weighbridge operations see section 2.6 of this

Method Statement.

Collection of Process Materials

All vehicles collecting process materials from the Facility will be directed to the

weighbridge office and will be registered as for the delivery vehicles described in

section 2.5 of this Method Statement.

On completion of the weighing in process, the vehicle will be directed to the relevant

area within the Facility. After this process has been completed, the vehicle will be

directed back to the weighbridge office where the automatic control system will

complete the transaction by recording the gross weight of the vehicle and raising an

electronic weighbridge ticket.

Opening and Closing Time for the Facility

In accordance with the Authority’s Requirements, the Contractor will accept Contract

Waste delivered by an Authorised Vehicle during the opening hours of the Facility as

shown in table 6.10 below (Opening Hours).


Table 6.10 Opening Hours of the Facility

Day of Week Opening Hours

Monday to Friday 05:00 – 21:00

Saturday 05:00 – 21:00

Sunday 05:00 – 21:00

The Contractor will apply for all necessary planning consents to allow 365-days per

year and 24-hours per day operation of the Facility.

The Contractor will accept Contract Waste outside the Opening Hours where

requested by the Authority provided always that such requests are reasonable and

consistent with all Consents. For the delivery of Contract Waste outside the Opening

Hours on a day which is not a Business Day, and in accordance with clause 3.27 of

Schedule 2 (Authority’s Requirements), the Contractor will accept Contract Waste for

short periods to deal with unforeseen delays in the delivery pattern of Waste collection

vehicles provided always that such requests are reasonable and consistent with all

Consents.

Prevention of Queuing Outside the Site

It has been demonstrated that electronic weighbridges can work at a theoretical rate

of 180 vehicles per hour and, during extensive trials, have been observed at a

maximum of 120 vehicles per hour. In the Contractor’s experience, 90 vehicles per

hour represent the maximum achievable rate provided no documentation or money

changes hands or there is no query. Furthermore, experience has shown that if any

delays take place, then the throughput drops to approximately 45 vehicles per hour. If

delays take place the potential for queuing increases and this may cause vehicles to

queue back on to the public highway.

To help prevent disruption to other road users, the weighbridges have been located at

sufficient distance inside the Site to allow RCVs to queue on site and clear of the

public highway. The operation of the in-weighbridges will ensure fast reception and

weighing to reduce the turnaround times. The weighbridges will be capable of

weighing vehicles up to 18 m length and at least 50 tonnes to the nearest kilogramme.

Two by-pass lanes (Fig. 6.11) will enable vehicles not requiring an ‘in’ or ‘out’ weight

(e.g. bulk haulage vehicles from the Waste transfer stations) to circumvent the

weighbridge area if required and, therefore, improve throughput. This will also enable

deliveries and cars to bypass the tipping hall. The bypass lanes will either be barrier

controlled from the weighbridge office or controlled by transponders on the bulk

haulage vehicles.


A return filter lane between the out and in road has been provided to enable “road

trains” to do two tipping cycles or other vehicles to complete a second circuit of the

Site, if required, without leaving the Site.

Figure 6.11 Bypass Lanes

During operational hours, the Contractor will ensure that the main gates of the Site are

unlocked and pinned back so as to provide unfettered access to incoming and

outgoing vehicles. Any fly-tipped Waste deposited by the gates, or obstructions to this

traffic, will be cleared by the Contractor in accordance with the Authority’s

Requirements (1 hour) or as soon as is reasonably practicable outside operational

hours.

Further detail on the likelihood of queuing during the peak delivery hours and the on-

site queuing capacity provided can be found in section 2.4 of this Method Statement.


Ensuring Cleanliness of Vehicles

Following the delivery of Waste to the tipping area vehicles will be visually inspected

for extraneous Waste by the Contractor’s banksman before leaving the tipping area.

When necessary, drivers will be informed of any extraneous Waste and directed to the

vehicle wash down area.

A wash-down area will be provided within the tipping area for the cleaning of Waste

delivery/collection vehicles by the crew/driver. There will be a high pressure wash

down area within the Facility for discharge of dirty water to foul sewer via interceptors.

The wash-down area will be located before the ‘out’ weighbridge. As there is no

allowance for the use of the wash-down facility in the vehicle turnaround times, it will

be necessary to monitor the time taken to clean a vehicle; this time can then be

subtracted from the vehicle’s turnaround time.

Traffic Control

As discussed above, all delivery and collection vehicles arriving at the Site will be

directed onto the ‘in’ weighbridges. At this point a red traffic light will be visible and the

barrier will be closed. The system will automatically read a vehicle mounted barcode

or a screen will direct the driver to use their fob, as provided to Authorised Vehicles. If

the vehicle is recognised as an Authorised Vehicle, a green light will show and the

barrier will be lifted allowing access to the Site. If the vehicle is not authorised, the

barrier will not be raised and the driver will be re-directed to the nearest alternative

disposal facility.

If however, the automatic system is unable to read the fob/barcode (i.e. an error or

missing) the weighbridge operator will record the driver’s name, vehicle weight and

registration before raising the barrier and will direct the driver to the holding area. The

weighbridge operator will then carry out enquiries to determine whether the vehicle

should be authorised by obtaining more details.

On entering the Site, the vehicles will be directed onto a one-way system. Cars will be

separated from the RCVs and bulkers at the Site roundabout. Signage and road

markings as described in Traffic Sign Regulations and General Directions 2002 will be

implemented throughout the Site to help establish clear priority for vehicles at

junctions and ensure safe navigation of the Site.

A traffic light system on the tipping hall doors will also be used to control the traffic

entering the tipping hall.

For vehicles delivering consumables, the drivers will be sent into the relevant area for

off-loading by the weighbridge clerk.


On leaving the Site, a similar procedure will be followed: after pulling onto the ‘out’

weighbridge a red light will show and the barrier will be closed. The driver will then

use the fob/barcode once more and a weighbridge ticket will be issued to the driver.

When the driver takes the ticket, a green light will show, the barrier will be raised and

the vehicle will be allowed to leave the Site.

Procedure for using the welfare facilities

The Facility will be provided with welfare facilities for the use by drivers and crews

delivering Contract Waste

Prior to weigh in, drivers who want to drop in members of crew or wish to use the

welfare facilities will be required to park in the designated area, before the

weighbridge office. Once the use of the welfare facilities has been completed the

driver will proceed to the Facility. Crew changes will only be allowed outside the

weighbridges so that it does not affect the tare weight of the vehicles. The pedestrian

route taken by the crew is illustrated in figure 12 below:


Figure 6.12 Vehicle and pedestrian access for using welfare facilities (gate house)

Haulage Arrangement for Waste during Diversion from the Facility

In the event that Contract Waste cannot be received at the Facility when closed for

maintenance or other shutdowns the Contractor will request that Waste hauled by the

Authority from the transfer stations be diverted to the contingent facility. Where the

WCAs direct deliver Contract Waste the Contractor will continue to receive Waste at

the Facility and if necessary transfer the waste to the contingency facility by

articulated haulage vehicles. The Contractor will load the articulated haulage vehicles

in the tipping hall using a loading shovel.

During this time, the vehicles required would be drawn from the Contractor’s existing

fleet or Sub-Contractors as the workload does not justify the provision of a dedicated

fleet.


Type of Vehicles to be Engaged in the Operation

The Contractor anticipates the vehicle types in Table 6.11 will be engaged in the

provision of the Services. It should be noted that the Contractor will not own or

operate these vehicles, with the exception of the shovel loader. As a result, the listing

in table 6.14 is not exhaustive; other vehicles may be engaged in the provision of the

service (e.g. Sweepers).

Table 6.11 Vehicle Type Engaged in the Provision of the Service

Note: Contract Waste will be delivered by the Authority and the WCAs, Third Party

Waste will be delivered by others, the reprocessor will collect the metals and the

suppliers will deliver the FGT reagents.

The Contractor will be proactive in its fleet management to ensure that when new

vehicles are leased or bought, they include the latest EURO 5 specification engines

(and EURO 6 when introduced), to ensure optimum fuel efficiencies. Additionally, low

noise emissions and white noise reversing alarms will be selection requirements

during the vehicle procurement process. A similar approach with regard to fuel and

noise emissions will be used for all company cars and vans purchased under the

Contract. The Contractor will also influence Sub-Contractors involved in transporting

process materials from the Facility to implement sustainability initiatives. Such

initiatives, relevant to both the Contractor’s and Sub-Contractor’s fleet management,

will include the following:

Requiring vehicles to be maintained to a high operational standard and

efficiency;

Vehicle Type Max Payload Payload Type

RCV 10 tonnes Contract Waste and Third Party

Waste deliveries

Rigid bulk haulage (tipper,

hook lift containers)

16 tonnes Bottom ash and metal transfers

Articulate bulk haulage

Tipper

Walking floor

Ejector

24 tonnes Bottom ash transfer

Contract Waste and Third Party

Waste delivery/transfer

Metal collection, Contract Waste

and Third Party Waste

delivery/transfer

Articulated tanker 24 tonnes FGT reagents (Urea, Lime Activated

Carbon)

Shovel loader Waste/ash/metal loading


Considering a continuous programme of driver training, including driving

techniques, to help reduce fuel consumption and associated vehicle

emissions;

Investigating the use of bio-fuel for the vehicle fleet; and

Maximising payload efficiency.

The Contractor will maintain all its vehicles to a high operational standard and

efficiency. This will be achieved through a regular maintenance programme. An

efficient working fleet may also help to reduce noise from the vehicles and minimise

vibration.

Training for Personnel will be available, such as the one day safe and fuel efficient

driving (SAFED) training or similar. This training will help to reduce fuel consumption

and associated vehicle emissions.

The Contractor will seek to maximise payload efficiencies for all vehicles leaving the

Facility, to minimise the number of trips required and, therefore, the total distances

travelled. Maximising payload efficiency will help reduce the number of vehicle trips,

thus contributing to reducing congestion, noise and carbon emissions. The Contractor

will also ensure that journey routes are well defined and that distances travelled are

minimised whilst selecting the most efficient road route. Every effort will be made to

ensure that the number of miles travelled per tonne of Contract Waste treated is kept

to a minimum. More details of the indicative routes and distances are provided in

sections 2.14.3, 4 and 5 above.

Site Signage and Notices

The Contractor’s philosophy is that signage should be clear and concise; signs should

be used in moderation to communicate key instructions.

Site entry signage will be laid out in the Contractor’s corporate format. The Contractor

will be open to discussions with the Authority regarding any further signage

requirements and in particular the use of the Contractor and the Authority’s logos

together.

Proposed Plant/Site Entry Signs

The Contractor will provide a main Site entry sign providing basic Site information.

Site details will include the following:

Office address;

Waste management licence number;

PPC/Environmental Permit number;


The Contractor head office address;

Local Environment Agency contact details;

Facility opening hours for Waste reception; and

Basic Site safety signs.

Example Facility signs are provided in Figure 6.13 and Figure 6.14 below.

Figure 6.13 Example Sign: Portsmouth ERF

Figure 6.14 Example Sign: Derby Waste Transfer Station

Additional signage will be provided to ensure that visiting pedestrians and vehicles

enter the Site safely. Example signs for pedestrians’ access from Sheffield ERF and

Derby Waste Transfer Station are provided in Figure 6.15.


Figure 6.15 Example Pedestrian Access Signs

Traffic Signs

The Contractor will provide on-site signage to address two principal aims as follows:

The safe and efficient movement of vehicles around the Site; and

The instruction of health and safety requirements.

The signage for the safe movement of vehicles around the Site will be provided

through a mixture of fixed metal signs and road markings in accordance with the

Traffic Sign Regulations and General Directions 2002 in order to improve recognition.

Example signs for ensuring safe movement of vehicles around the Site are provided in

Figure 6.16.

Figure 6.16 Example Sign Directing Traffic

The Contractor will define the exact nature of the signage as the design of the Facility

develops towards the submission of the planning application. The Contractor will

consider a range of issues on the Site, including the size of vehicles (and hence their

manoeuvring space), and driver visibility.


In addition, the Contractor will consider the demographics of drivers.

At the Contractor’s Landfill sites in Essex, a high number of drivers with English as a

second language use the Site. As a result, site safety information is now provided in a

number of common languages, including French, German and Polish, as shown in

Figure 6.17.

Figure 6.17 The Contractor Foreign Languages Signs at Pitsea Landfill

Off-Site Signage

Where required, the Contractor will provide suitable advance signage for the Facility

on the public highway. The Contractor will agree this signage in consultation with the

Local Highway Authority. An example of a current off-site sign is shown in Figure 6.18.

Figure 6.18 The Contractor off-Site signage example


Waste Transport Plan

Tables 13 and 14 provide the anticipated annual and daily vehicle movements arising

from the delivery of Contract and non Contract Waste to the Facility as well as the

collection of residues, Personnel and visitor movements and other (e.g. office),

deliveries for the Contract Year 2015/16. The Contractor’s solution balances the

Facility capacity using Commercial Waste. As the Authority’s Waste flow grows, the

level of Contract Waste will increase, thereby resulting in a reduction in the

Commercial Waste inputs (and hence vehicle numbers), and as such this represents

the period of maximum anticipated vehicle movements

This information is based on the Authority’s Waste flow forecast (issued in the ISFT

tender documents), coupled with The Contractor’s proposed technical solution (of an

MPT sized to approximately 300,000 tonnes per annum, and an ERF sized at 350,000

tonnes per annum).

Underpinning this analysis are assumed vehicle types/bulking efficiencies, assumed

operational week cycles, and estimated products/residues volumes, based on known

operational performance.

This analysis assumes the following:

Authority RCV’s for direct delivery – 8 tonne payload, with full utilisation

on Mondays-Fridays, and ¾ utilisation on Saturdays;

Authority bulkers for delivery via transfer stations - 20 tonne payload,

with full utilisation on Mondays-Fridays, and ¾ utilisation on Saturdays;

Authority RoRos for delivery of Waste from HWRCs – 5.5 tonne

payload, delivering 1/8th of the weekly Waste per day Mondays-

Saturdays, and 2/8th on Sundays;

Commercial RCVs for direct delivery – 8 tonne payload, with full

utilisation on Mondays-Fridays, and ¾ utilisation on Saturdays;

Recyclate bulkers removing product from the Facility - 20 tonne payload,

Mondays-Fridays only, volume based on 5% of MPT processed Waste;

Bottom ash bulkers removing processed product from the Facility - 27

tonne payload, Mondays-Fridays only, volume based on 23% ERF

processed Waste;

FGTR bulkers removing FGTR from the Facility - 20 tonne payload,

Mondays-Fridays only, based on 3.5% ERF processed Waste;


Other consumables inputs - 20 tonne payload, Mondays-Fridays only,

based on 1% ERF processed Waste;

Staff transport – worst case scenario, assuming all Personnel use

private transport, one vehicle per staff member;

Visitors – assumed average of 2 visitors/day, Monday-Friday only; and

Other Deliveries – e.g. Post Office deliveries, assumed as 1/day,

Monday-Saturday.

Table 6.12 Estimated Annual Vehicle Deliveries (2016)

Vehicle Type Payload Tonnage

Number of

Deliveries per year

(2015/16)

Authority RCVs 8.0 tonnes/load 109,108 13,639

Authority bulkers from transfer

stations20.0 tonnes/load 140,524 7,027

Authority RoRos 5.5 tonnes/load 31,637 5,753

Commercial RCVs 8.0 tonnes/load 98,595 12,325

Recyclate bulkers 20.0 tonnes/load 28,978 1451

Bottom ash bulkers 27.0 tonnes/load 73,223 2,712

FGTR bulkers 22.0 tonnes/load 11,143 507

Other consumables haulage 20.0 tonnes/load 3,184 160

Other (Personnel, Visitors Etc) 10,036

Total including Contract Waste 51,028

Total excluding Contract Waste 24,609

Table 6.13 Estimated Daily Vehicle Deliveries (2016)

Vehicle typeDays Per

Week

Monday to

FridaySaturday Sunday

Authority RCVs 5.75 46 35 0

Authority bulkers 5.75 24 18 0

Authority RoRos 7 14 14 28

Inputs

Commercial

RCVs5.75 41 32 0

Recyclate

bulkers5 6 0 0

Bottom ash

bulkers5 10 0 0

FGTR bulkers 5 2 0 0

Outputs

Other

Consumables5 1 0 0

Other Personnel 32 16 16


Vehicle typeDays Per

Week

Monday to

FridaySaturday Sunday

Visitors 2 0 0

Other (e.g. office

deliveries)1 1 0

Total 167 111 44

Personnel peaks are likely to involve equally spaced vehicle numbers from ½ hour

before to ½ hour after shift change times. It has been noted that Authority RCVs will

peak around 10-11am and Authority bulkers to peak around 3-4pm. The proposed

shift pattern for employees at the Facility (two 12 hour shifts changing at 07:00 and

19:00), will not coincide with opening and closing times (and therefore anticipated

peak hours), for the adjacent school.

Type of Vehicles to be engaged in the Operation

As explained in the sustainable travel plan and traffic management (Method

Statement 5), the Contractor anticipates the vehicle types in Table 6.14 will be

engaged in the provision of the Services. It should be noted that the Contractor will

not own or operate these vehicles, with the exception of the shovel loader. As a result,

the listing in table 6.14 is not exhaustive; other vehicles may be engaged in the

provision of the service (e.g. sweepers).

Table 6.14 Main Vehicle Types Engaged in the Provision of the Service

Prevent Undue Impact from Vehicles upon Highways

The development of the Facility in association with the road based transport

optimisation and route optimisation discussed above is not anticipated to result in a

Vehicle Type Max Payload Payload Type

RCV 10 tonnes Contract Waste and Third Party

Waste deliveries

Rigid bulk haulage (tipper, hook lift

containers)

16 tonnes Bottom ash and metal transfers

Articulate bulk haulage

Tipper

Walking floor

Ejector

24 tonnes (27 for

Bottom ash)

Bottom ash, paper and plastic

transfer

Contract Waste and Third Party

Waste delivery/transfer

Metal collection, Contract

Waste and Third Party Waste

delivery/transfer

Articulated curtain sider 24 tonnes Bailed recyclates

Articulated tanker 24 tonnes APC reagents (Urea, Lime

Activated Carbon), FGTR

Shovel loader Waste/ash/metal loading


significant impact on the local road network or traffic. A full and detailed transport

assessment will be carried out under the environmental impact assessment works

undertaken as part of the planning application for the Facility.

The Contractor will implement the following measures to prevent undue impact from

vehicles upon highways surrounding the Facility:

Ensure that the vehicle used as part of the Contract will be inspected,

serviced and maintained in accordance with the manufacturer’s

recommendations;

The generation of mud, dust and detritus within the Site, and

subsequent transfer of such onto the public highway, will be minimised

by the implementation of the following:

– Internal Site roads will be hard surfaced and routinely maintained;

– During dry conditions, appropriate dust suppression techniques will

be used on Site (e.g. mobile bowser) on internal roads, yard areas

etc; and

– The main access road will be swept routinely with a mechanical road

sweeper (more frequently during dry conditions).

All vehicles transporting Waste or other materials to/from the Facility will

be adequately sheeted or the Waste/materials otherwise contained (e.g.

by netting or within secure containers); vehicles will not be permitted to

exit the Site onto the public highway before loads are adequately

contained;

The transport assessment (to be undertaken at a later stage in the

process) will identify the preferred routing for HGVs travelling to and

from the Facility; routing will focus traffic on the primary highway network

and will avoid the use of unsuitable roads (e.g. either in terms of width,

construction or alignment);

All drivers will be required to comply with specified delivery routes and

rules; and

Vehicles carrying products/residues from the Facility will be weighed on

the weighbridge, to ensure they are not overloaded before leaving the

Site. Responsibility for this will rest with the weighbridge operator.


6.7.3 Site Signage

The Contractor’s philosophy is that signage should be clear and concise; signs should

be used in moderation to communicate key instructions.

6.8 ADDITIONAL INFORMATION

Please refer to Attachment MS6 8 for details about the resources that have been

dedicated to this Project.

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