imperial college london-support services

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Imperial College London-Support Services

Site Waste Management Plans Regulations 2008

Executive Summary

October 2008

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Imperial College London-Site Waste Management Plans Regulations 2008 Contents

Contents

1 Introduction 4

2 Drivers of Site Waste Management 4

3 Principles of Site Waste Management 4

4 Site Waste Management Plan Regulations, 2008 5

5 Site Waste Management Plan: Model 5

5.1 Pre-Design and Preparation 7

5.2 Design and Procurement 7

5.3 Pre-Construction 8

5.4 Construction 9

5.5 Post-Construction 10

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Imperial College London – Site Waste Management Plans Regulations 2008

1 Introduction

It is a legal requirement in England, that all construction projects,

whose construction value, excluding vat, is £300,000 or above and

commencing on site after 1st July 2008, will require a Site Waste

Management Plan (SWMP).

This Executive Summary aims to explain the drivers and underlying

principles of good practice site waste management and review the

step-by-step guide, by which Imperial College London (ICL) and their

respective project teams can produce, update and maintain, a Site

Waste Management Plan (SWMP) Model in a manner that not only

meets legal compliance, but drives good practice.

2 Drivers of Site Waste Management

There are numerous economic, environmental and social benefits to be

made from improving materials efficiency and reducing the production

and disposal of waste. By driving good practice site waste

management, ICL should receive considerable financial returns from

lower material procurement and waste disposal costs, improve the

perception of the university from students and staff and improve their

control over legislative risks (SWMP Regulations, 2008) and regulatory

requirements (BERR draft Strategy on Sustainable Construction,

2007).

3 Principles of Site Waste Management

Addressing waste production from the construction process has

evolved from a narrow focus on the quantities of waste produced on a

site, to a broader focus on materials efficiency, with waste now being

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thought of as an excess of materials to be reused or recycled, rather

than a product to be discarded without value.

Good practice waste management aims to develop strategies around

the ‘Waste Hierarchy’ of the traditional waste management practices:

Reduce; Re-Use; Recycle; Energy Recovery; and Disposal to Landfill,

to maximise the use of processes which avoid the production of waste.

4 Site Waste Management Plan Regulations, 2008

To drive the change in perception needed in the construction industry

with regard to resource efficiency and the value of waste, the

government passed the Site Waste Management Plan Regulations,

2008. This requires all construction projects in England, which

commence on-site after 1st July and have an estimated value of over

£300,000, to produce and maintain a Site Waste Management Plan.

It is the duty of the client, to produce the initial SWMP before

construction work begins; appoint the Principal Contractor; and pass

over the SWMP. Typically this will occur at the end of the pre-

construction phase. At this point the ongoing responsibilities for the

SWMP will transfer to the Principal Contractor, who will be required to

obtain the information on waste production and management from all

sub-contractors, and update the SWMP as the project progresses.

Non-compliance can be enforced by the Environment Agency, Local

Authorities, or District County Councils and a conviction for a failure to

comply can lead to a fine of up to £50,000.

5 Site Waste Management Plan: Model

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It is intended that SWMPs will encourage sustainable construction by

identifying potential waste streams as early as the pre-design and

design stages. Opportunities for good practice waste management, in

line with the ‘Waste Hierarchy’ can then be instigated throughout the

construction process in order to drive a reduction in the quantities of

waste sent to landfill.

The SWMP model was developed based upon the RIBA Outline Plan of

Work. To help illustrate the key steps for maintaining the SWMP and

produce recommendations on the responsibilities of the Project Teams,

the model was divided into the five sections of: Pre-Design and

Preparation; Design and Procurement; Pre-Construction; Construction;

and Post-Construction. This was then tailored to consider the

requirements of the SWMP Regulation, in a step-by-step guide. A

Figure 1: Recommended, step-by-step process to completing the SWMP in line with best practice.

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schematic diagram of this breakdown is shown on the previous page.

The template consists of a series of colour-coded worksheets that must

be completed by the Client or the Principal Contractor. While various

stakeholders will provide the relevant inputs for this document, it is

advisable that both parties appoint a Waste Management Co-ordinator

(WMC) to monitor construction waste. In both cases, the WMCs should

be clear on the requirements of the SWMP Regulation, possess a broad

experience of construction practices and hold enough authority to drive

this process forward.

5.1 Pre-Design and Preparation

The initial requirements are for ICL and their Project Team to produce

a SWMP. They will also need to consider the challenges that may

inform the data, such as site constraints, or the type of development,

as these factors would then be used to influence the strategic

requirements of the ICL project brief.

ICL will also need to produce tender requirements and contractual

clauses to encourage their Design Teams to prioritise good practice

waste management and commit to the upkeep of the SWMP.

5.2 Design and Procurement

During the early design stages, the Project Team will be expected to

estimate the types and quantities of waste that will be produced over

the course of the demolition and construction works. This is intended

to create an awareness of potential waste streams and so encourage

waste reduction through design, such as by addressing building form;

materials specification; on-site demolition and Modern Methods of

Construction. To encourage their consideration, it is advisable that

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waste be a formal agenda item for discussion during design team

meetings.

ICL and the Project Team will need to set good-practice targets to

drive waste management throughout the construction process.

Benchmarks for the % of Non-Hazardous Waste to be diverted from

landfill and the related requirements of BREEAM 2008 assessments

have been provided in the Toolkit. ICL and the Project Team will then

have to review these and determine whether they are realistic, on a

project by project basis.

Initially the targets will be in line with government targets and industry

good practice, using the Waste and Resources Action Plan (WRAP)

targets, noted in Table 7.1 page 29 of the WRAP document entitled

“Achieving good practice Waste Minimisation and Management”.

As experience and waste minimisation and management skills develop,

ICL will look to align its targets to achieve Best Practice Recovery rates

as noted in the same table, progressing eventually to achieving

excellence in waste minimisation and seeking to achieve BREEAM

credits as Imperial strives to become an Exemplar in sustainable

construction.

After waste reduction has been considered in the detailed design, the

initial estimates of waste production should be revised. Towards the

end of this stage, ICL should produce tender requirements and

contractual clauses that compel the Principal Contractor to undertake

good practice site waste management and encourage them to commit

to the upkeep of the SWMP.

5.3 Pre-Construction

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Upon their appointment, the Principal Contractor will need to work with

the entire project team to identify sources of waste throughout the

construction process. They must then consider solutions to reduce

‘waste to landfill’, such as by developing and implementing a logistics

plan to address both where waste will arise and how it may be

reduced; selecting appropriate waste management services and

considering materials procurement and take-back schemes.

Based upon this information and their past experiences, the Principal

Contractor will then be expected to produce detailed waste forecasts;

instigate on-site procedures for waste minimisation and train their

support staff to use appropriate waste management practices.

5.4 Construction

To achieve optimum results during the construction phase, staff and

contractors should be kept aware of the SWMP and its drivers, as this

will encourage a shared ownership of the document. It is

recommended this be provided through presentations and workshops,

which will also act to outline practical waste minimisation measures to

the appropriate stakeholders, such as the secure handling of materials

and the importance of on-site segregation of waste.

During construction, the sub-contractors must keep accurate records of

waste ‘usage’ on- and off-site, as well as its disposal. The SWMP is a

live document and as the project evolves, the information on site

waste production and usage must be revised. On construction projects

valued at less than £500,000, the SWMP need only be updated on ‘a

regular basis’, while on those with an estimated cost of over £500,000,

the SWMP will need to be reviewed at least every six months to ensure

it accurately reflects the progress of the project. Records of all

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revisions should be retained as these will demonstrate compliance with

the SWMP regulations.

However, all ICL projects that require a SWMP will produce reports at

least once a month. The actual timescales for reports should be agreed

by the Projects Team and this specific requirement included in the pre-

construction information schedule. For Design and Build type projects,

or projects with short programmes, it may be prudent to agree these

timescales with the tendering contractor(s) and then confirm this

agreement in the documents.

In addition to recording types and quantities of waste for the SWMP,

the Principal Contractor has an additional legal obligation, under the

Environmental Protection Act, 1990, for the safe-keeping, transport

and disposal of waste arising from their activities. In practical terms,

this includes establishing that waste contractors hold suitable, up-to-

date documentation for each waste stream produced during their

operations and retaining copies of these records within a waste ‘Duty

of Care’ for 2 years for non-hazardous waste and 3 years for hazardous

waste.

5.5 Post-Construction

After contruction has finished, the Principal Contractor will need to

review the performance of the SWMP. For projects with an estimated

cost of over £500,000, it is a legal requirement for this review to

compare the estimated and the actual quantities of each waste stream

produced on site; and estimate the cost savings that have been

achieved by implementing the SWMP.

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It is advised that this analysis be undertaken, regardless of the project

value, and that it is written up in an overview report, to be transmitted

to stakeholders and contractors to reiterate the sustainable policies of

ICL. Recommendations for improving site waste management practices

should also be proffered as these will help streamline the construction

process in the future, and lead to further improvements in waste

management and associated cost savings.

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Imperial College London:

Site Waste Management Plans Regulations 2008

Policy Document Implementation Strategy

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Contents

6 Introduction 14

7 The Context of Sustainability 16

Sustainable Construction 17

7.1 UK Government: Policy 17

7.2 Drivers of Site Waste Management 19

7.2.1 Economic 19 7.2.2 Environmental 19 7.2.3 Social 20

8 Principles of Waste Management 21

8.1 Waste Hierarchy 21

9 Site Waste Management Plans: Regulations 2008 23

9.1 Key Requirements 23

9.2 Responsibilities 26

9.3 Legislative Non-Compliance 27

10 Site Waste Management Plans: Model 28

10.1 Pre-Design and Preparation 30

10.1.1 Administrative Tasks 30 10.1.2 Initial Project Requirements 33 10.1.3 Design Team Responsibilities 33 10.2 Design and Procurement 34

10.2.1 Initial Design Decisions 34 10.2.2 Setting Targets/ Key Performance Indicators 40 10.2.3 Opportunities for Waste Minimisation 46 10.2.4 Revision of Waste Forecasts 49 10.2.5 Principal Contractor Responsibilities 50 10.3 Pre-Construction 52

10.3.1 Identifying Waste Management Routes 52 10.3.2 Mobilisation 58 10.4 Construction 60

10.4.1 Waste ‘Duty Of Care’ 60 10.4.2 Monitor/ Record Use of Waste 64 10.5 Post-Construction 67

10.5.1 Performance Review 67 10.5.2 Cost Estimates 70 10.5.3 Summary Report 73

a Contractual Clauses 75 Design Team................................................................................ 75 Principal Contractor....................................................................... 77

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6 Introduction

Imperial College London (ICL) oversees one of the largest estates in

the UK Higher Education sector. The estate comprises the main

campus in South Kensington; five medical campuses in central London;

and outside of London, Silwood Park in Berkshire and Wye Campus in

Kent.

Throughout the estate, the Building Projects team are tasked with the

development and delivery of a wide range of new build and

maintenance projects. Currently, they undertake around 200 projects

per annum, with a total value of around £100million, in order to

improve the research and support facilities of the university. As this

team oversees all the construction works on the university estate they

have a large influence over their use of natural resources and

intrinsically linked to this, their operational waste management.

Management of site waste holds a particular focus throughout the

industry, due to the increasing costs of waste disposal and the influx of

new legislation. With respect to ICL, the most relevant of these is the

introduction of the recent Site Waste Management Plan (SWMP)

Regulations, 2008. In this toolkit, the aim is to address this issue by;

outlining the importance of site waste management to ICL; reviewing

the requirements of the SWMP legislation; and providing a step-by-

step guide to achieving compliance. It also reproduces waste-specific

Key Performance Indicators (KPIs) that can be used to guide good

practice through the setting and maintaining of site waste

management standards; produces contractual clauses to be considered

when appointing a Design Team and Principal Contractor; and offers

recommendations as to how these parties can improve their site waste

management practices.

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ICL recognise that there are other facets to attaining sustainable

operations across their estate, and accordingly have addressed their

consumption of energy and water by adapting their Technical Policy

statements and Building Standards to consider good practice

procedures, based on the principles of sustainability. These are

outlined in a separate document, and act alongside this SWMP

implementation strategy.

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7 The Context of Sustainability

Sustainability has risen to prominence as public awareness of the

consequences of climate change has increased. While some debate

remains as to the extent and rate of climate change, there is an ever-

growing consensus that believes it is vital for us to address the

management of the natural environment, as this will benefit both our

health and prosperity, and that of future generations.

In line with this, the UK government is increasingly requiring

companies to consider the impact of their operations upon the

environment. Through the use of legislation, the aim is to both directly

reduce environmental damage and help businesses recognise that by

implementing good practice, they will be able to cut costs and

streamline their operations. As a result, it is envisaged that companies

will become keener to build sustainable practices into their day-to-day

operations and core corporate strategies.

When considering sustainability in any context, a balance must be

found between the three principles of: economic issues, environmental

issues, and social issues. In the case of sustainable construction, we

would investigate the three key inputs into the process, namely:

energy, water and materials, and consider how these impact upon the

principles of sustainability. A schematic diagram showing how these

factors link together is shown below.

Figure 2.1: Schematic diagram showing the interlinking inputs/ considerations of Sustainable Construction.

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Sustainable Construction

The construction sector is the largest procurer of raw materials in the

UK economy, using over 420 million tonnes of resources every year.

The construction process then generates 72 million tonnes of

construction and demolition waste, which represents a fifth of all UK

waste arisings. Of this, an estimated 10 million tonnes of the waste is

material that has never been used and 35 million tonnes is sent to

landfill.

With the cost of landfill increasing as availability decreases, it is

becoming less economical to dispose of material than ever before,

especially as a large percentage can be reused or recycled. To improve

their current site waste management procedures, ICL must increase

the awareness of the importance of waste and implement good

practice, such as through Site Waste Management Plans, to attain the

greatest environmental, social and economic benefits.

7.1 UK Government: Policy

In 2007, the UK Government produced a Waste Strategy for England

which recognised the construction industry as a major contributor of

waste to landfill, and committed to discussion with industry on how to

tackle this. In September, 2007, the Department for Business,

Enterprise and Regulatory Reform (BERR) produced a draft Strategy on

Sustainable Construction, which set the following progressive national

targets for reducing construction waste:

2012: 50% reduction of construction, demolition and

excavation waste to landfill, compared to 2005

levels.

2015: Zero net waste at construction level.

2020: Zero waste to landfill.

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The focus was placed on improved site practices, materials efficiency,

and minimising waste to landfill, with Site Waste Management Plans

being core to achieving these goals.

The strategy promoted sustainable construction practice as an industry

standard which should be demanded throughout the supply chain. This

focus upon environmental performance within procurement

increasingly requires ISO 14001 compliant environmental management

systems to be upkept by all sub-contractors. To this end it may be

worth ICL developing an EMS, if they wish to become a flagship for

sustainability in the Higher Education sector.

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7.2 Drivers of Site Waste Management

Improved materials efficiency will have economic, environmental and

social benefits for ICL. The benefits of this integrated approach to

sustainability are outlined below.

7.2.1 Economic

Providing a clear, structured approach to the management and

recycling of waste;

Production of a tool that details the use of materials and the

production of construction waste, which can be used to inform

future strategy;

Lowering procurement costs, in the modern climate of unstable

commodity prices;

Reducing the cost of waste management;

Reducing the cost of the sorting, storage, transportation and

treatment of materials and waste;

Realising the value of salvageable/ recyclable materials;

Improving control over legislative and regulatory risks, with

regard to the materials used, and the waste produced, on site.

This will minimise the risk of prosecution from non-compliance;

Improved environmental performance during development will

make it easier to meet the planning requirements of local

authorities, leading to both time and fiscal savings.

7.2.2 Environmental

Lower reliance on the finite amount of raw materials being

sourced;

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Lower quantities of energy expended in the production,

manufacturing, packaging and transportation of the raw

materials and the transportation of the waste, thus improving the

university’s Carbon Footprint;

Less transportation will also reduce the quantities of air

pollutants (NOX, CO, CO2 and particulate matter) released by

these vehicles; and reduce the potential for spillages;

Reduced reliance on the dwindling availability of landfill;

Lower risk of the waste being disposed of in an improper fashion,

leading to the release of methane (CH4), a potent greenhouse

gas; or hazardous leachate that could contaminate sources of

groundwater.

7.2.3 Social

Improved perception of the university, from potential applicants

and donors, due to the responsible operations of the ICL estate;

Improved performance against ICL’s Corporate Social

Responsibility (CSR) targets;

Reduced reliance on raw materials will have the secondary effect

of lessening the impact of the resource extraction, upon local

communities and native biodiversity.

Whilst these drivers have been divided up, in line with the principals

of sustainability, there is a good deal of overlap and all of these

drivers can be associated with negative economic impacts, as they

will accrue direct and indirect costs to businesses. As such,

addressing waste management is key to mitigating the ranging

effects of ICL’s construction operation.

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8 Principles of Waste Management

Addressing waste production from the construction process has

evolved from a narrow focus on the quantities of waste produced on a

site, to a broader focus on materials efficiency. As such, waste is now

thought of as an excess of materials to be reused or recycled, rather

than a product to be discarded without value.

8.1 Waste Hierarchy

The Waste Hierarchy demonstrates a strategic approach towards best

practice waste management. Traditional waste management practices

are shown below, sorted by those that have the least impact on the

environment which are deemed to be best practice, to those that have

a greater impact yet are still legally compliant being considered to be

normal practice.

Best Practice

Normal Practice

Reduce

Re-Use

Recycle

Recovery (such as Waste-to-Energy)

Disposal (landfill)

Reduce: Waste reduction encourages the design to utilise Modern

Methods of Construction (MMC); use materials more

efficiently on-site; consider procurement practices, such

as developing Take-Back schemes with suppliers; plus any

other method that would reduce the quantities of waste

being produced.

Waste Avoidance

Waste Disposal

Figure 3.1: Waste Hierarchy.

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Re-Use: Re-use of materials also avoids the production of waste,

and is a feasible method of achieving the intended

lifecycle of the product either in their manufactured state

or through use as aggregate.

Recycle: Recycling materials further reduces the use of landfill and

demand for raw materials. In the construction process,

most non-hazardous materials will be recyclable. In line

with this would also be a commitment to use materials

with a high recycled content, within the developments.

Recovery: Waste can be used as fuel for energy generation, whilst

also acting to reduce waste to landfill. This option will

require specialist waste-to-energy facilities, which should

be relatively close to the site to avoid excessive use of

transportation, but also includes composting and

anaerobic digestion for organic waste produce.

Disposal: Disposal of materials to landfill should be as a last resort,

when all options for waste materials are deemed to be

unachievable. This must be carried out in a legal, ethical

and responsible manner.

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9 Site Waste Management Plans: Regulations 2008

On 6th April, 2008, legislation was passed that required all construction

projects in England that commence after 1st July, 2008 and are worth

over £300,000 (excluding VAT), to have a Site Waste Management

Plan (SWMP). The cost should be taken from the price on the accepted

tender, or if there is no tender, the cost of labour, materials,

overheads and profit.

This legislation is not yet applicable to construction projects carried out

in Wales, Scotland or Northern Ireland, however as an example of

best-practice, it is recommended that a SWMP be produced at all sites,

regardless of their location. As the ICL estate is situated in South-East

England, this fact should not be relevant to projects they are

undertaking.

It is intended that SWMPs will encourage sustainable construction, by

identifying potential waste streams as early as the pre-design and

design stages. Opportunities for good practice waste management, as

detailed in the waste hierarchy, can then be instigated throughout the

construction process and so lead to a reduction in the amount of waste

sent to landfill.

9.1 Key Requirements

The SWMP is a live document for recording the quantities and types of

waste that will be produced during a construction project, and for

addressing the potential for reduction, re-use, recycling and disposal.

To attain value from the process, it should be initiated during the pre-

design stage however it is only required to be in place before the

commencement of enabling works. The SWMP must then be regularly

updated throughout the course of the project.

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The format of the site waste management plan is flexible however it

must contain the following key information:

Administration

A section in which the following parties are identified:

Client;

Principal Contractor;

Author of the SWMP.

A description of the construction work that will be undertaken,

including:

Location of the site;

Estimated cost of the project.

Details of any decision taken prior to the SWMP being drafted,

concerning the function of the development, its design, construction

method or the materials to be employed, which it is envisaged will

reduce the quantity of waste produced on site.

A declaration that both the client and the Principal Contractor “will

take all reasonable steps to ensure that all waste from the site is

dealt with in accordance with the waste duty of care in Section 34 of

the Environmental Protection Act 1990 and the Environmental

Protection (Duty of Care) Regulations 1991” and that in addition

“materials will be handled efficiently and waste will be managed

appropriately”.

Waste Identification

With regard to the waste that is expected to be produced over the

course of the project, the SWMP must provide:

A description of each different waste types;

An estimation of the quantities of each different waste type;

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A proposed ‘action’ for managing each different waste type, such as

re-using, recycling, recovery and disposal (if the other actions are

not feasible).

Waste Transfers

When waste is removed from the site, the Principal Contractor must

record:

Details of the person removing the waste;

A breakdown of the types of waste that are being moved;

Details of the site that the waste is being taken to.

If the project has an estimated cost of over £500,000, the Principal

Contractor must also record:

The waste carrier’s registration number;

Details confirming that the operator of this site either holds a permit

under the Environmental Permitting (England and Wales)

Regulations 2007 or is registered under the Regulations as being a

waste operation exempt from the need for such a permit.

Updating the SWMP

If the project has an estimated cost of less than £500,000, the SWMP

only needs to be monitored on a ‘regular basis’ to ensure site waste

management is carried out in accordance with the original aspirations

of the plan.

If the project has an estimated cost of over £500,000, the Principal

Contractor will need to update the SWMP at least every six months and

more frequently if required, to ensure that the plan accurately reflects

the progress of the project. These updates must include:

Reviewing the plan;

Recording the types and quantities of waste produced;

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Recording the types and quantities of waste that have been:

Re-used;

Recycled;

Sent for another form of recovery;

Sent to landfill; or,

Otherwise disposed;

Providing details on whether the above processes were carried out

on- or off-site;

Updating the plan to reflect the overall progress of the project.

Project Completion

Within three months of the work being completed the Principal

Contractor must update the SWMP with a statement confirming that

the SWMP was monitored on a regular basis, to ensure work

progressed according to the plan and that the plan was updated in

accordance with this regulation. If there has been any deviation

from the SWMP, then an explanation is required.

If the project has an estimated cost of over £500,000, the SWMP must

also contain the following information:

A comparison between the estimated quantities of each waste type,

against the actual quantities of each waste type that were

produced;

An estimate of the cost savings that were achieved by completing

and implementing this plan.

9.2 Responsibilities

It is the duty of Imperial College London, as the client, to:

Produce the initial SWMP, before construction work begins;

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Appoint the Principal Contractor;

Pass the SWMP on to the Principal Contractor;

The ongoing responsibilities for the SWMP will transfer from the client

to the Principal Contractor, after their appointment. Typically this will

occur at the end of the pre-construction phase. If the ICL Building

Projects team take on the role of the Principal Contractor, they must

take on these additional responsibilities, namely to:

Obtain the relevant information from all sub-contractors;

Update the SWMP as the project progresses;

Keep the SWMP on site during the project;

Ensure that all sub-contractors know where the SWMP is kept;

Allow all sub-contractors to access the SWMP during the project;

Retain a copy of the SWMP for two years after completion of the

project.

9.3 Legislative Non-Compliance

Non-compliance can be enforced by the Environment Agency, Local

Authorities, or District County Councils. A conviction for a failure to

comply with these regulations can lead to a fine of up to £50,000.

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10 Site Waste Management Plans: Model

The SWMP model was designed to be a tool that would allow ICL to

comply with existing legislation and furthermore, to actively drive best

practice through all of their building projects. In developing the

template, the construction process was divided into 5 stages, based

upon the RIBA Outline Plan of Work. These were: Pre-Design and

Preparation; Design and Procurement; Pre-Construction; Construction;

and Post-Construction. This breakdown was then used to illustrate the

key steps for completing a SWMP and produce recommendations on

the responsible parties. A schematic of this process is shown overleaf.

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Figure 5.1: Recommended, step-by-step process to completing the SWMP in line with best practice.

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The SWMP template consists of a series of colour-coded worksheets

that must be completed by the client or the Principal Contractor. While

various stakeholders will provide the relevant inputs for this document,

it is advisable that both parties appoint a Waste Management Co-

ordinator (WMC) to monitor construction waste on each project. In

both cases, the WMCs should be clear on the requirements of the

SWMP Regulations, possess a broad experience of construction

practices and hold enough authority to drive the process forward. The

specific legislative responsibilities of the WMCs were overviewed in

Section 5.2.

10.1 Pre-Design and Preparation

Each construction project is unique and can present different

challenges to successful waste management, however there are

guiding principles, such as the Waste Hierarchy, upon which waste

management strategies should be based. To attain sustainable

construction operations across their estate, ICL will need to address

these principles from the earliest RIBA stages, and produce tender

requirements and contractual clauses that compel their Design Teams

to strive for good practice site waste management and commit to the

upkeep of the ICL SWMP.

10.1.1 Administrative Tasks

The top section of each worksheet holds the metadata. This requires

details on the person responsible for obtaining accurate data; and

the year. All the header sections are linked so this information only

needs to be completed once.

This lower section must be completed for all construction projects,

and should identify the following parties:

Client;

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Principal Contractor;

Author of the Site Waste Management Plan.

It should also describe:

Construction work that will be undertaken;

Location of the site;

Estimated value of the project (£).

In line with best practice, it is recommended the SWMP also

identifies:

Respective WMCs for the Client and Principal Contractor;

Project Manager;

Architect;

M&E Engineer;

It is advised that the SWMP also contains the following details:

Start/ End dates for the entire construction process;

Footprints of the Site/ Building (m2);

Gross Floor Area (m2).

Where the start/ finish dates, areas and value are not yet

confirmed, then estimations are acceptable, however these must be

revised once the data is available. It is important to have accurate

estimates of the building area in particular, as this will be used to

calculate KPIs later in the process. With regard to the design team

personnel, these sections should only be completed when known. A

print of the Administration worksheet is shown below.

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At its base, the form contains a declaration, stating that both the

Client and the Principal Contractor “will take all reasonable steps to

ensure that all waste from the site is dealt with in accordance with

the waste duty of care in Section 34 of the Environmental Protection

Act 1990 and the Environmental Protection (Duty of Care)

Regulations 1991”. In addition “materials will be handled efficiently

and waste will be managed appropriately”. This must be signed off

by representatives of both the Client and the Principal Contractor.

An Action(s) Log has been created alongside the Administration

worksheet to keep track of updates made to the document

throughout the life of the project.

Figure 5.2: Print of the Administration worksheet.

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10.1.2 Initial Project Requirements

The initial strategic requirements of ICL should be outlined in the

project brief. These will be concise and outline ICL’s aims of

performing in line with, and in some cases beyond the requirements

of existing legislation and other governmental drivers, such as the

progressive targets taken from the BERR draft Strategy on

Sustainable Construction, as reproduced in Chapter 3.1. This will

then act alongside the ICL: SWMP Policy Statement.

10.1.3 Design Team Responsibilities

To compel the appointed Design Team to undertake good practice

site waste management and commit to the upkeep of the SWMP,

ICL will also need to produce tender requirements and contractual

clauses. Versions of these have been adapted from WRAP ‘model

wording’ to suit the needs of ICL, and are provided in Appendix A.

Figure 5.3: Print of the Action(s) Log worksheet.

34


The key responsibilities of the Design Team will include working

with the entire project team, including the Principal Contractor when

appointed, to identify sources of waste at each design sign-off

stage; and consider solutions to pre-empt its generation. To achieve

this, the Design Team should include waste as a formal agenda item

at design team meetings, where the various issues can be

discussed. It is recommended that these are held no less than once

per month, but should be more frequent if required.

ICL should be aware that the clauses may need to be updated,

depending upon the Scope of Services of the design team. The

statements should not replace their standard terms and conditions,

but be used to supplement them and ICL should take legal, financial

and other relevant professional advice when considering their use in

the tendering process.

10.2 Design and Procurement

A strategic approach should be taken during the early design stages,

for consideration of the types and estimated quantities of waste, as

this will create an awareness of potential waste streams and encourage

waste reduction through design. Good-practice targets should also be

set, to drive the waste management practices throughout the

construction process. After waste reduction has been considered in the

detailed design, the initial estimates of waste production should be

reviewed. Towards the end of this phase, ICL will then need to produce

tender requirements and contractual clauses, to compel the Principal

Contractor to undertake good practice site waste management and

commit to the upkeep of the SWMP.

10.2.1 Initial Design Decisions

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Waste Identification

A holistic, waste reporting worksheet has been established, based

on the principles of the Waste Hierarchy. This identifies the waste

streams deemed to be most relevant to ICL’s site activities. It

should be noted that not all of these streams will be produced in

sufficient quantities to warrant monitoring of their separation,

segregation and recovery at every location, but they have been

included to future-proof the recording sheet against the variation in

construction sites. As a rule, ‘sufficient quantities’ are deemed to be

upwards of 4.5 m3 of uncompacted material, over the entire project.

Where relevant, separation is recommended for the following

streams:

Packaging Cardboard; Paper; Polythene sheets;

Pallets.

Plastics Pipes; Cladding; Frames; Floor

coverings (soft).

Inert Mixed rubble/ hardcore; Aggregates;

Stones; Glass.

Soils Soils; Clays; Sand; Gravel; Natural

stone; Dredgings.

Timber

Bricks

Ceramics/ Tiles Ceramic tiles; Clay roof tiles; Ceramic

sanitaryware.

Plaster/ Gypsum Plasterboard; Plaster; Mortar; Fibre

cement sheets.

Concrete Pipes; Kerb stones; Paving slabs;

Concrete rubble.

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Asphalt/ Tar Products Asphalt; Bitumen.

Metals Copper wires; Cables; Radiators;

Lead; Unidentified.

Insulation Glass fibre; Mineral wool; Foamed

plastic.

Furniture Tables; Chairs; Desks; Sofas.

Liquids Non-hazardous paints; Thinners;

Timber treatments.

Mixed/ Other (however it is actively encouraged that this

option is not selected)

All hazardous waste must be adequately identified and disposed of,

before being recorded on the monitoring sheet. On site, the key

hazardous waste streams will be:

Asbestos

Contaminated Soils

Hazardous Liquids Hydraulic/ Engine/ Lubricating oils;

Interceptor waste.

Electrical Equipment WEEE, such as TVs, fridges, air-

conditioners units and fluorescent light

tubes.

Mixed/ Other Hazardous Waste

Good practice waste management is a strong step on the path to

sustainable construction, however additional steps can be taken to

achieve sustainable operations across the ICL estate. In the context

of constructing a new building or refurbishment, the most

recognised method of assessing sustainability is using the Building

Research Establishment Environmental Assessment Method

(BREEAM). To help link the SWMP with this method, we have

37


confirmed these waste streams are compliant with the ‘Wst. 1 –

Construction Site Waste Management’ credit in a BREEAM 2008

assessment.

Waste Estimation

The worksheet, a print of which is shown overleaf, contains

separate columns depending upon the waste management practices

that have been utilised. These allow the user to demonstrate if the

waste produced has been ‘Returned to Supplier’; ‘Re-Used’;

‘Recycled’; ‘Recovered’, such as through incineration-to-energy,

composting, or anaerobic digestion; ‘Disposed to Landfill’; or, to

encompass incineration without recovery, or arrangements for

hazardous waste, ‘Other’. Where relevant, the columns have also

been broken down into ‘On-Site’ and ‘Off-Site’ waste management.

The SWMP contains separate worksheets to allow ICL to document

the waste produced during both the Demolition and Construction

stages. Within the demolition worksheets, quantities of all the

removed building elements from a site, including the internal

fixtures and fittings removed prior to refurbishments, should be

estimated. If no demolition activities are being carried out, the

sheet should be left blank. Waste quantities from the construction

phase should be estimated in the construction worksheets.

In the pre-design and design stages, the ‘DEM. DES.’ and ‘CON.

DES.’ worksheets should be completed and all the data can be

estimated by the Client, the Design Team, and the Quantity

Surveyors, based on their experience of similar projects. They will

consider every stage of the project, evaluate in advance which

materials will be used and predict potential levels of waste.

Reasonable estimates will suffice as this step aims to highlight the

key areas that could produce waste, so mitigation procedures can

be considered. If it is anticipated that a certain type of waste will

38


not be produced, these rows should be left blank. At this stage, the

assumption is that there are no measures in place to re-use, recycle

or recover the waste, so it all should be recorded in the ‘Disposal to

Landfill’ or ‘Other’ columns. These have been highlighted red in the

relevant worksheets.

All amounts should be recorded either by volume (m3) or by weight

(tonnes), but NOT both. This is in line with guidance from the

Buildings Research Establishment (BRE) and Constructing

Excellence. A drop-down menu has been included in the ‘CON. DES.’

metadata to choose between these options. These units then default

throughout the SWMP.

39


Figure 5.4: Print of the Pre-Design/ Design Estimates worksheet.

40


10.2.2 Setting Targets/ Key Performance Indicators

Having identified the potential waste streams in the early design,

good practice targets for waste management must be produced to

drive improved practices throughout the construction phase. While

this is not a legal requirement, this process is becoming a more

common planning condition, and as such it has been included in the

tool kit and model.

The actual performance of each site will later be quantified using

Key Performance Indicators (KPIs). These act to normalise the data

by considering factors including the size, the number of employees

on-site, or in some cases, the value of the project, and so allows a

direct comparison to be made, between the past and present

practices of individual sites.

Setting Targets: WRAP Guidance

In order to ascertain which waste types are being properly utilised,

and where there are shortfalls in performance, targets should be set

for each individual waste stream. To this end, the following data

provides individual percentage targets for the re-use and recycling

of construction waste. The initial information was produced by

WRAP from surveys of a wide-array of building projects. We then

modified the targets using best practice guidance.

41


Waste Stream Standard Practice (%) Good Practice (%) Best Practice (%)

Packaging 60 85 95

Plastics 60 80 95

Inert 75 95 100

Soils 75 95 100

Timber 57 90 95

Bricks 75 95 100

Ceramics/ Tiles 75 85 100

Plaster/ Gypsum/ Cement 30 90 95

Concrete 75 95 100

Asphalt/ Tar Products 75 95 100

Metals 95 100 100

Insulation 12 50 75

Furniture 0-15 25 50

Liquids/ Oils (Hazardous) 100 100 100

Electrical Equipment No data 70 95

Other Hazardous Waste No data No data No data

Average (Non-Hazardous) 56 77 86

Hazardous waste, with the exception of WEEE is combined in the

‘Other Hazardous Waste’ section as much of this can not be re-used

or recycled due to its nature. An example of this is asbestos, which

must be removed by a specialist contractor and sent to landfill. As it

is difficult to set good practice targets here, each construction

project should be reviewed on an individual basis to determine the

potential for minimisation of hazardous waste.

The data in Table 6.1 was then used to produce indicative

percentage targets for the re-use and recycling of demolition waste.

There was no published data available, so these targets were

produced using a conversion factor, based upon a comparison of the

BRE construction and demolition targets that have been reproduced

Table 5.1: Percentage targets for the re-use and recycling of construction waste.

42


in the following section. As the guidance related to just non-

hazardous waste, the hazardous targets remain as before.

Waste Stream Standard Practice (%) Good Practice (%) Best Practice (%)

Packaging Not Applicable Not Applicable Not Applicable

Plastics 72 85 95

Inert 90 100 100

Soils 90 100 100

Timber 68 96 100

Bricks 90 100 100

Ceramics/ Tiles 90 90 100

Plaster/ Gypsum/ Cement 36 96 100

Concrete 90 100 100

Asphalt/ Tar Products 90 100 100

Metals 100 100 100

Insulation 14 53 75

Furniture 18 27 50

Liquids/ Oils (Hazardous) 100 100 100

Electrical Equipment No data 70 95

Other Hazardous Waste No data No data No data

Average (Non-Hazardous) 66 81 87

The WMC should adapt the data in Tables 6.1 and 6.2, having

considered site constraints and client requirements, and insert

these values into the ‘TARGET Benchmarks (%)’ columns in the

‘DEM. DES.’ and ‘CON. DES.’ worksheets. The ‘ATTAINED

Benchmarks (%)’ column will have calculated the level of waste

that has been returned to the supplier, re-used, or recycled,

depending upon the current waste estimates, and this will

demonstrate whether ICL have attained the designated levels of

Standard, Good or Best Practice.

Setting Targets: BREEAM 2008 Guidance

WRAP believe Good Practice is attained when most concrete and

inert materials, timber, metals and asphalt is re-used, recycled, or

Table 5.2: Inferred percentage targets for the re-use and recycling of demolition waste.

43


recovered, so that around 77% of site waste is diverted from

landfill. For Best Practice, upwards of 86% of site waste should be

dealt with in a sustainable manner. As mentioned in Section 6.2.1,

the requirements of a BREEAM 2008 assessment were considered

when developing the SWMP, in order to future-proof the template

against future aspirations of ICL. In a BREEAM assessment, credits

can be attained if a ‘significant majority of non-hazardous

construction waste’ is diverted from landfill, i.e. returned to

supplier, re-used, salvaged, or recovered and recycled. In this

context, the following table illustrates how up to two of five

available credits are awarded.

DEMOLITION CONSTRUCTION

Volume (m3) Weight (kg) Volume (m3) Weight (kg)

Improvement over Standard Practice (1 credit) 80% 90% 65% 75%

Good Practice (2 credits) 85% 95% 80% 90%

Note: The second credit can only be awarded if the full three credits have been

awarded for an exemplar level KPI of “Waste Generated per 100m2. This

requirement is detailed in the following section.

The table provides general targets for both demolition and

construction waste. If both processes are being carried out in a

construction project, then both targets must be met to attain the

credit(s). The table reiterates that it is perceived to be easier to re-

use or recycle Demolition waste, as the types and quantities of the

existing materials are known. When developing targets using the

percentages reproduced in Tables 6.1and 6.2, the Principal

Contractor should also consider the requirements for gaining the

BREEAM credits.

While there is a small difference between WRAP and BRE’s

interpretations of good practice, both tables offer an illustration of

the level of performance that should be sought by the ICL Building

44


Projects team. Over time, the targets for disposal should evolve to

drive ICL’s continual improvement, with the ultimate aim of

attaining the targets of the BERR draft Strategy on Sustainable

Construction, as outlined in Section 3.1. To help businesses meet

these targets, DEFRA aim to publish annually updated benchmarks

on their SMARTwaste website, from 2008 onwards. It is thus

advised that ICL review and revise the targets in Tables 6.1 and

6.2, every six months.

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Key Performance Indicator(s)

Individual waste stream targets are used to drive good practice

throughout the waste management process, however the overall

performance of projects should be determined using KPIs, as these

act to normalise the results and so allow direct comparisons

between sites. In line with their BREEAM 2008 assessments, BRE

have issued KPIs for the generation of non-hazardous, construction

waste, and it would be advisable for ICL to seek compliance with

these benchmarks. The data has been reproduced below, where it is

demonstrated how to attain the three remaining credits.

In the metadata section of the Design and Pre-Construction

recording worksheets a cell has been inserted for ICL to input their

‘TARGET Non-Hazardous, KPI Benchmark’, while the corresponding

cell in the Construction recording sheets calculates a comparison

‘Attained KPI Benchmark’, from the inputted estimates and the

actual quantities of waste produced.

m3 per 100m2 of

Gross Floor Area

Tonnes per 100m2 of

Gross Floor Area

Good Practice (1 credit) 13.0 – 16.6 6.6 – 8.5

Best Practice (2 credits) 9.2 – 12.9 4.7 – 6.5

Exemplar Practice (3 credits) Less than 9.2 Less than 4.7

Current good practice targets for annual waste disposal, as issued

by SmartWaste, have been reproduced overleaf to demonstrate that

in reality, waste generation varies depending upon the types of

construction project. While ICL should seek to attain the BRE KPIs,

the following data can be used to inform the WMC as to whether the

performance of their site is acceptable, having considered its use.

An example of this would be that it is easier to attain BRE defined

Table 5.3: Non-hazardous construction waste KPIs, as reproduced from BREEAM 2008 requirements.

46


good-practice on a leisure development, than on an industrial

building. Therefore, if an ICL leisure development was some way

from meeting these KPIs, then it is likely this is due to inefficient

site practices, as opposed to constraints of the design or specified

materials.

Project Type m3 per 100m2 of

Gross Floor Area

Tonnes per 100m2 of

Gross Floor Area

Civil Engineering 22.2 11.3

Commercial Offices 19.6 10.0

Commercial Retail 13.0 6.6

Education 13.4 6.8

Healthcare 16.5 8.4

Industrial Buildings 23.8 12.1

Leisure 10.6 5.4

Public Buildings 18.0 9.2

Residential 17.7 9.0

10.2.3 Opportunities for Waste Minimisation

This strategic waste audit will allow the design teams to determine

the areas that offer the greatest potential for waste reduction over

the entire demolition and construction works. This will then

encourage the design teams to implement appropriate waste

minimisation measures, where possible. A brief overview on the key

opportunities for reducing waste have been provided below, while

more detailed guidance is available on websites such as; WRAP,

SmartWaste and EnviroWise.

Design Revisions

This would include addressing:

Building Form: Size and space of the development; Removing

unnecessary elements;

Table 5.4: Good practice, non-hazardous construction waste KPIs, as reproduced from SmartWaste.co.uk

47


Design Flexibility: Future expansion/ adaptation/ dismantling of

the development;

Design Complexity: Simplifying the design to standardise the

construction process and reduce the quantities of required

material; Minimising variation in components/ joints;

Materials Specification: Specifying the use of particular materials,

due to their potential for re-use or recycling, or their production

during the demolition or construction phase; Specifying the use

of products with a high recycled content.

Together, these aspects allow the design team to address the

concept of waste neutrality. This considers both waste generated

and waste utilised on a project, with the view that waste sent to

landfill can be offset by either re-using products, or utilising

products with a high recycled content. Waste neutrality is a

recognised objective in the Government’s draft Strategy for

Sustainable Construction.

In addition to the above, procuring materials with a high recycled

content will allow ICL to go part of the way to meeting the

requirements of ‘Mat. 5: Responsible Sourcing of Materials’, and

‘Wst. 2: Recycled Aggregates’ in a BREEAM 2008 assessment.

Evidence of having considered procuring recycled goods is also

requested in ‘Section 2: Environmental Awareness’ of the

Considerate Constructor’s Scheme (CCS) assessment.

Demolition

On the occasions where the site has previously been developed, the

design team should consider whether demolition is necessary, or if

existing structures can be integrated into the new development. If

this is not possible, then as mentioned previously, it is important to

48


maximise the reclamation of these materials by incorporating them

into the design.

Modern Methods of Construction

Modern Methods of Construction (MMC) consider improvements in

the products and processes employed in the construction industry.

Waste minimisation can be realised more efficiently off-site in

controlled environments, so where possible pre-fabricated and/ or

repetitive building elements such as staircases; architectural

steelwork; and toilet blocks should be included in the design.

Waste Segregation

Sorting and segregation of waste streams will begin on site, and

requires space for the storage of materials and waste. As this stage

of the waste management process is pivotal to its overall success,

so the design team should consider how this can be best provided.

If it is known the site will have severe area constraints and optimal

recycling rates can only be achievable by sorting waste off-site, ICL

should champion partnering with organisations that deliver services

which allow them to meet their strategic requirements.

The ‘DESIGN’ worksheet has been provided to record the pre-design

and design decisions that it was envisaged would help reduce the

quantities of waste produced on site. This sheet requires details on

any decision taken in this regard, prior to the SWMP being drafted.

The worksheet should also record details of the more recent design

decisions, such as on the function of the development, its design, its

method of construction, or the materials to be employed.

49


10.2.4 Revision of Waste Forecasts

After the design decisions for waste reduction have been considered

and implemented, the Pre-Design/ Design predictions in the ‘DEM.

DES’ and ‘CON. DES.’ worksheets should be updated. It is important

to keep records of these revisions to demonstrate compliance with

the SWMP Regulations, so it is recommended that each version be

saved under a different filename, as well as being printed out and

stored in a hard copy folder.

The SWMP is a live document, so as the project evolves, the waste

estimates must be revised. On construction projects of less than

£500,000, the SWMP need only to be updated on ‘a regular basis’,

while on those with an estimated cost of over £500,000, the SWMP

will need to be reviewed at least every six months to ensure the

plan accurately reflects the progress of the project. Updates will

help drive good-practice site waste management throughout this

Figure 5.5: Print of the Pre-Design/ Design Decisions worksheet.

50


process, so it is advised that revisions are carried out more

regularly and in addition, after the sign-off of each RIBA Stage.

Good practice expects the SWMP to be revised every three months,

while best practice is to update the documents every month.

10.2.5 Principal Contractor Responsibilities

To compel the appointed Principal Contractor to undertake good

practice site waste management and commit to the upkeep of the

SWMP, ICL will also need to produce tender requirements and

contractual clauses. Versions of these have been adapted from

WRAP ‘model wording’ to suit the needs of ICL, and are provided in

Appendix A.

The key responsibilities of the Principal Contractor will include

working with the entire project team to identify sources of waste

throughout the construction process; considering solutions to

reduce ‘waste to landfill’; and meeting the legislative requirements

of the SWMP Regulations. To achieve these goals, the Principal

Contractor should work with sub-contractors before starting on-site

to identify areas of waste and agree methods of waste reduction;

and develop and implement a logistics plan which addresses both

where waste will arise and how it may be reduced.

They should also produce a summary document containing a

comparison between the estimated and actual quantities of each

waste type that were produced; an estimate of the cost savings that

were achieved by completing and implementing the SWMP; and

recommendations to further improve the process and feedback to

the design team and other stakeholders.

ICL should be aware that these clauses may need to be updated,

depending upon the Scope of Services of the contractors. The


51



or other relevant professional advice when considering their use in


52


10.3 Pre-Construction

The SWMP allows ICL to benchmark and monitor their waste on a

project-by-project basis, with the goal of helping them prevent any

non-hazardous waste from being disposed of to landfill ahead of

industry timescales. During the pre-construction phase, the Principal

Contractor and sub-contractors will work towards this goal, by

identifying feasible waste management routes. Based upon this

information and their past experiences, they will then be able to

produce detailed waste forecasts; instigate on-site procedures for

waste minimisation; and train their support staff to use appropriate

waste management practices.

10.3.1 Identifying Waste Management Routes

The design team considered waste minimisation measures during

the design stages that aimed to reduce the production of waste. The

construction will still produce reasonable quantities of waste

however, so it is the duty of the Principal Contractor to identify

feasible methods for further reducing quantities of waste, and

diverting that produced from landfill.

It should be noted that the Landfill Directive states that from 30th

October, 2007, all non-hazardous waste, with the exception of inert

material, must be treated before it can be disposed of to landfill.

Treatment is defined as a physical/ chemical/ biological/ or thermal

process that will change the characteristics of the waste, by either:

Reducing the volume of waste;

Reducing the hazardous nature of the waste; or,

Making handling or recovery easier;

In essence, this directive means that waste management is no

longer a demonstration of good practice but instead the Principal

Contractor now has a legal obligation to undertake waste

53


minimisation measures, such as waste separation and segregation,

in order to both reduce the volume of waste produced, and to make

its recovery easier.

A brief overview on the key opportunities for reducing waste have

been provided below, however more detailed guidance can be

obtained from websites such as; SmartWaste, EnviroWise or WRAP.

Waste Management Services

The WMC will be responsible for selecting the appropriate waste

management options and ensuring a site and project specific focus,

having taken into consideration the site characteristics, and

evaluated the full range of options for managing site waste

including:

Project logistics;

Project material requirements;

Opportunities to re-use the materials on-site, such as aggregates

as hardcore/ fill, or soils in land balancing;

Potential to order materials which are pre-cut to the

specification;

Industry good practice;

Potential carbon emissions from transport;

Accessibility of local recycling/ waste-to-energy/ waste

processing facilities.

A useful tool to determine potential recycling routes is using an

online database such as the free, SmartWaste BREmap. This

Geographical Information System (GIS) can be found at:

www.bremap.co.uk/bremap/. Directories of waste carriers are also

available, such as www.WasteRecycling.org.uk/, while the

54


construction waste could be offered or sold to other contractors via

a Materials Information Exchange, such as www.salvoMIE.co.uk/.

From a practical viewpoint, the potential to ‘share’ waste

management contracts with other Contractors in the local region

should also be considered, as these would allow further cost savings

to be made, through ‘economies of scale.

Materials Procurement

Accurate quantity surveying will reduce the risk of over-ordering

resources and improve the performance of the SWMP by limiting the

excess of materials that will need to be dealt with post-construction.

The WMC and Quantity Surveyors should oversee accurate material

estimation and ordering, in order to manage these materials before

they reach the site.

Even with the best of intentions and planning, a degree of over-

ordering will occur. To address this we recommend the Principal

Contractor partners with suppliers who agree to ‘take back

schemes’, and that all materials brought onsite are actively

managed by the supply chain manager to recognise when to take

advantage of this agreement. This scheme could be expanded, so

the suppliers also accept the return of materials, such as bricks and

blocks, that have been damaged in transit; and/ or off-cuts of

materials.

Reducing Packaging

The WMC should enter into discussions with suppliers about

reducing unnecessary packaging and removing the remaining

packaging during their deliveries as this will also reduce the

quantities of waste produced on-site. Types of packaging materials

will include: plasterboard, cardboard, plastic wrapping and pallets.

55


On-Site Waste Management

During periods of over-stocking, storage of these goods will be

required, and these areas should be safe, secure and weatherproof,

to prevent any damage to the materials that would hinder their

potential to be properly utilised, re-used, or returned to the

suppliers. Additional on-site waste management practices should

also be implemented, such as providing a waste compound with

appropriate systems, in which to segregate materials.

Logistics Plan

The Principal Contractor should create a logistics plan during the

pre-construction phase that encourages the efficient management

of the delivery and storage of materials. This would include ‘just in

time’ deliveries, where movements of materials would be planned

so they arrived when required, with the aims of negating the need

to provide large storage facilities, reducing site congestion, and

minimising the potential for weather damage. The plan would also

consider using Construction Consolidation Centres, which aid the

efficient flow of materials to ‘points-of-use’ on sites and combine

multiple part-load shipments into single deliveries.

After the opportunities for waste minimisation have been identified,

the following should be referenced in the ‘Procedures’ worksheet, a

print of which is shown overleaf:

A brief overview of the potential applications for re-use and

recycling of demolition wastes, if relevant;

Procedures for minimising non-hazardous waste;

Procedures for minimising hazardous waste;

Procedures for monitoring and reporting the waste production;

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Procedures for sorting and re-using construction waste.

Once construction has commenced, documentary evidence should

be retained to demonstrate these practices have been carried out to

agreed levels.

Figure 5.6: Print of the Waste Minimisation Procedures worksheet.

57


Revision of Waste Forecasts Once practical waste minimisation measures have been considered,

waste estimates can be entered into the ‘DEM. EST.’ and ‘CON.

EST.’ worksheets by reconsidering each stage of the project and

based on their experience of similar projects, evaluating where the

waste materials could be incorporated. The Principal Contractor

should then be able to estimate the types and quantities of waste

produced with reasonable accuracy, and break this down further,

into the quantities of each waste stream that can been ‘Re-Used’;

‘Recycled’; or ‘Recovered’ either on- or off-site; ‘Disposed to

Landfill’; or disposed of by ‘Other’ means. At this stage of the

process, no waste should be predicted as being ‘Returned to

Supplier’ as the assumption is to achieve accurate quantity

surveying. The applicable columns have been highlighted red in the

relevant worksheets.

Again, reasonable estimates will suffice and to help with these,

guidance on pre-demolition audits, when relevant, can be obtained

from literature such as the ICE ‘Report on Demolition Protocol’ and

the WRAP ‘Efficient Use of Materials in Regeneration Projects’. For

construction waste predictions, guidance can be found on the

SmartWaste; EnviroWise; DEFRA; and/ or WRAP websites.

As mentioned in Section 6.2.4, the SWMP is a live document and as

the project evolves, the estimates of construction site waste must

be revised. On construction projects of less than £500,000, the

SWMP need only to be updated on ‘a regular basis’, while on those

with an estimated cost of over £500,000, the SWMP will need to be

reviewed at least every six months to ensure the plan accurately

reflects the progress of the project. Updates will help drive good-

practice site waste management throughout the construction

process, so it is advised that these are carried out more regularly

and in addition, after the sign-off of each RIBA Stage. Good practice

58


requires the SWMP to be revised every three months while best

practice will be to update the documents every month.

10.3.2 Mobilisation

Turner & Townsend have been commissioned to provide workshops

to the ICL Building Projects team, to improve their understanding of

waste management. It is envisaged that the ICL team will then be

able to advise their design teams and contractors on the importance

of site waste management practices; the need to operate in line

with the requirements of the SWMP; and the sustainability policies

of Imperial College London. It is recommended this be provided

through induction training; Tool Box talks; or workshops, and the

SWMP be communicated on-site through meetings; posters; and

staff feedback.

59


Figure 5.7: Print of the Pre-Construction Estimates worksheet.

Plan: Tool Kit

60


10.4 Construction

To achieve optimum results during the construction phase, staff and

contractors should be kept aware of the SWMP and its drivers, as this

will encourage a shared ownership of the document. It is

recommended this will be carried out through on-going presentations,

which will also outline practical waste minimisation measures to the

appropriate parties; training on handling materials; and the waste

‘Duty of Care’. Methods for monitoring the production of waste should

also be outlined, and these will also be used to keep accurate records

of waste ‘usage’ on- and off-site, as well as its disposal.

10.4.1 Waste ‘Duty of Care’

The Principal Contractor has a legal obligation, under the

Environmental Protection Act, 1990, for the safe-keeping, transport,

and subsequent recovery or disposal of waste arising from their

activities. In practical terms, this includes establishing their waste

contractors hold suitable, up-to-date documentation for every waste

stream that is deemed to be relevant to their operations, and that

the contractors are able to carry out their duties in a competent

fashion.

To fulfil their Duty of Care, a centralised record storage has been

produced, in line with the SWMP and Environmental Permitting

Regulations. When waste is moved off-site, the Principal Contractor

must record the following information in the Duty of Care matrix, as

shown overleaf:

A breakdown of the types of waste that are being moved;

Details of the Waste Carrier: Contact Name; Licence Number;

Expiry Date;

Plan: Tool Kit

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Details of the destination Waste Management Facility: Contact

Name; Address; Registration Number; Confirmation of their

being exempt from needing such a permit;

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Figure 5.8: Print of the Duty of Care worksheet.

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Beyond the legislative compliance, a column has also been provided

to note the European Waste Catalogue (EWC) number for each

waste stream as this will help classify the waste streams produced.

The codes deemed most relevant to the site activities have been

reproduced below, using the Environment Agency guidelines. When

waste is transferred, the respective waste contractors must provide

a written description of the waste which includes its EWC code. The

WMC will need to ensure this reference is accurate then update the

worksheet accordingly.

Waste Stream EWC Code Description of Materials

Packaging 15-01-... Cardboard; Paper; Polythene sheets; Pallets.

Plastics 17-02-03 Pipes; Cladding; Frames; Floor coverings (soft).

Inert 17-05-... 17-02-02 (Glass)

Mixed rubble/ hardcore; Aggregates; Stones; Glass.

Soils 17-05-... Soils; Clays; Sand; Gravel; Natural stone; Dredgings.

Timber 17-02-01

Bricks 17-01-02

Ceramics/ Tiles 17-01-03 Ceramic tiles; Clay roof tiles; Ceramic sanitaryware.

Plaster/ Gypsum/ Cement 17-08-... Plasterboard; Plaster; Mortar; Fibre cement sheets.

Concrete 17-01-01 Pipes; Kerb stones; Paving slabs; Concrete rubble.

Asphalt/ Tar Products 17-03-... Asphalt; Bitumen.

Metals 17-04-... Copper wires; Cables; Radiators; Lead; Unidentified.

Insulation 17-06-... Glass fibre; Mineral wool; Foamed plastic.

Furniture 17-02-01 (Timber) 17-02-03 (Plastics) 20-03-07 (Bulk)

Tables; Chairs; Desks; Sofas.

Liquids (Non-Hazardous) 13-...-... Non-hazardous paints; Thinners; Timber treatments.

Mixed Construction Waste 17-09-...

Asbestos 17-06-01 (Insulant) 17-06-05 (Other)

Contaminated Soils 17-05-...

Liquids/ Oils (Hazardous) 13-...-... Hydraulic/ Engine/ Lubricating oils; Interceptor waste.

Electrical Equipment 16-02-... WEEE, such as TVs, fridges, air-conditioners units, fluorescent

light tubes.

Other Hazardous Waste See EA Guidance

Table 5.5: Waste streams deemed relevant to construction site activities and their respective EWC Codes.

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In the interests of quality assurance, regular checks should be

undertaken on a weekly basis to confirm on-site waste management

procedures are being carried out in a suitable fashion.

Copies of the appropriate Environmental Permits, Waste Transfer

Notes and Waste Carriers and Waste Management Facilities’

documentation should be retained for two years after the date of

the transfer. On the occasions where hazardous waste is being

transferred, the Principal Contractor will also need to obtain copies

of the Waste Consignment Notes, and retain these for three years

after the date of the transfer.

10.4.2 Monitor/ Record Use of Waste

After the commencement of demolition and/ or construction works,

waste production on site should be monitored, and entered into the

‘DEM. REV.’ and ‘CON. REV.’ worksheets at regular intervals.

Here, the Principal Contractor should be able to provide accurate

data of the types and quantities of waste produced using Waste

Carriers’ invoices, Waste Transfer Notes, as-built drawings, and/ or

feedback from waste contractors. They should also be able to break

this data down further, into the quantities of each waste stream

that have been ‘Returned to Supplier’; ‘Re-Used’; ‘Recycled’; or

‘Recovered’ either on- or off-site; ‘Disposed to Landfill’; or disposed

of by ‘Other’ means. The applicable columns have been highlighted

red in the relevant worksheets. If exact data is not available, an

estimate is preferable to a blank cell. Where volume is provided, yet

weight is required (or vice versa), various websites, such as

www.SImetric.co.uk/ can be used to convert this into useable

values.

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A series of bar graphs in the ‘GR. DEM.’ and ‘GR. CON.’ worksheets

have been linked to the respective ‘… . EST.’ and ‘… . REV.’ tables to

continuously monitor the performance of the SWMP against initial

estimates. These graphs compare the estimated and actual

quantities of waste being disposed of, using each method, for each

individual waste stream, and so can also be used to highlight any

major discrepancies that may occur. To allow them to be used as

visual aids, the charts have also been formatted to print out on

individual pages.

As mentioned in Section 6.2.4, the SWMP is a live document and as

the project evolves, the estimates of construction site waste must

be revised. On construction projects of less than £500,000, the

SWMP need only to be updated on ‘a regular basis’, while on those

with an estimated cost of over £500,000, the SWMP will need to be

reviewed at least every six months to ensure the plan accurately

reflects the progress of the project. Updates will help drive good-

practice site waste management throughout the construction

process, so it is advised that these are carried out more regularly

and in addition, after the sign-off of each RIBA Stage. Good practice

requires the SWMP to be revised every three months, while best

practice is to update the documents every month. The level of detail

required by each revision was detailed in Section 5.1.

It is important to keep records of the waste estimates, in order to

demonstrate compliance with the SWMP Regulations, so it is

recommended that each revision be saved under a different

filename, before being printed out and stored on site in a hard copy

folder. At the end of the project, the final revisions of the ‘DEM.

REV.’ and ‘CON. REV.’ worksheets will contain the actual quantities

of waste produced.

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Figure 5.9: Print of the Revisions worksheet.

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10.5 Post-Construction

After contruction has finished, the Principal Contractor will need to

review the performance of the SWMP. For projects with an estimated

cost of over £500,000, it is a legal requirement for this review to

compare the estimated and the actual quantities of each waste stream

produced on site; and estimate the cost savings that have been

achieved by implementing an SWMP.

It is advised that this analysis be undertaken, regardless of the project

value, and written up in an overview report which will be transmitted

to stakeholders and contractors, to reiterate the sustainable policies of

ICL. Recommendations for improving site waste management practices

should also be proffered as these will help streamline the construction

process and so lead to further improvements in site waste

management and offer additional cost savings.

10.5.1 Performance Review

Estimated vs. Actual Performance

The ‘DEM. COMP.’ and ‘CON. COMP.’ worksheets require no inputs,

and have been set up to evaluate the differences between the pre-

construction estimates of the demolition and construction waste,

and the current quantities of waste generated. The bar graphs in

the ‘GR. DEM.’ worksheets have been linked to the ‘DEM. EST.’ and

‘DEM. REV.’ tables, while ‘GR. CON.’ is linked to the ‘CON. EST.’ and

‘CON. REV.’ tables, so these can also be used in the rolling

comparisons as to the performance of the SWMP.

The SWMP Regulations state that the SWMP must be continually

updated to reflect the progress of the project. As such, if the

performance of this plan significantly diverges from the pre-

construction estimates, the document should be deemed to be

redundant, and the Principal Contractor should develop a new

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SWMP. In this instance, the existing document should be retained to

allow the contractors and design team to learn lessons for the

future.

At the end of the project, the final revisions of the ‘DEM. REV.’ and

‘CON. REV.’ worksheets will record the actual quantities of waste

produced, and these will be carried over to the ‘Waste Comparison’

sheets. It is intended that these worksheets will help the Principal

Contractor to produce a comparison of the overall performance of

the site, as required by the SWMP Regulations.

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Figure 5.10: Print of the On-Site Waste Comparison worksheet.

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10.5.2 Cost Estimates

The current costs of waste disposal will vary depending on

numerous factors, including site location, contractor, quantities of

waste, and inflation. As such, we are unable to provide indicative

targets for this, so to calculate the overall savings resulting from

the SWMP, the Principal Contractor will have to complete the

‘Commercial Rate of Waste Disposal’ column within the ‘COSTS’

worksheet, based upon invoices and/ or waste transfer notes. A

print of the relevant section of this sheet is shown overleaf.

The worksheet will then use these rates to estimate the total cost

savings that were achieved by the design revisions, and by

completing and implementing the SWMP, based upon the estimated

and actual quantities of waste that have been produced. It has been

developed to also run four additional scenarios, which it is

envisaged will provide a better insight into the overall performance

of the site. The scenarios compare the ICL construction site to

notional sites which dispose of their waste by implementing:

‘No waste management practices’, with all the waste produced

being sent to landfill;

Standard Practice waste management (based upon the WRAP

guidance, as detailed in Section 6.2.2);

Good Practice waste management;

Best Practice waste management.

The calculations have been reproduced in the ‘COSTS’ worksheet to

allow the Principal Contractor to develop their own estimates of cost

savings if required, while the results of these scenarios are printed

in the subsequent ‘Summary’ worksheet.

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It should be reiterated that these cost savings are estimates based

upon just the costs of disposing waste to landfill, as this has been

deemed to be the most pressing economic factor, due to the

exponential rate by which Landfill Tax is increasing. As such, the

calculations do not consider the costs associated with the

procurement of new materials, handling and/ or transportation.

They also do not account for the costs of recycling waste, however

this will be much cheaper than sending waste to landfill as the sub-

contractor gains the value of the waste; or where the waste was

used on site, as this was thought to have negligible costs stemming

from handling and storage.

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Figure 5.11: Print of the first section of the Cost Estimates (Calculation) worksheet.

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10.5.3 Summary Report

Site Performance

At the end of the SWMP, a ‘Summary’ worksheet, as shown

overleaf, has been included to reproduce the Target Benchmarks,

Achieved Benchmarks and the improvements/ differences

between them. These values can then be used to establish

whether large-scale changes have occurred between the

inception and completion of the SWMP, and if deviations have

been made then an explanation is required. The worksheet then

uses this data to consider the performance of the SWMP against

the requirements of a BREEAM 2008 assessment and awards up

to five credits accordingly.

Cost Savings

The worksheet also reproduces the results of the Cost(s)

Savings/ Deficits estimations that have been achieved by

completing and implementing the plan. For the process to be

used as a learning tool for the entire Project Team, it is

recommended that the Principal Contractor produces a feedback

report for the Client, Design Team, and their stakeholders and

sub-contractors which contains all the relevant data and provides

recommendations for improving this process in the future.

Declaration

Within three months of the work being completed the Principal

Contractor must update the SWMP with a statement confirming

that the SWMP was monitored on a regular basis, to ensure work

progressed according to the plan and that the plan was updated

in accordance with this regulation.

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For two years from the date upon which the project was

completed, the SWMP must be retained by the Principal

Contractor, either on-site or at their principal place of business.

Figure 5.12: Print of the Summary/ Deviations worksheet.

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CONTRACTUAL CLAUSES

Design Team

To compel the appointed Design Team to undertake good practice

site waste management and commit to the upkeep of the SWMP,

ICL will need to produce tender requirements and contractual

clauses. To aid this process, we have adapted versions of these

have been from WRAP ‘model wording’ to suit the needs of ICL.







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Clause Requirements

1 Pre-Design and Design Stages

1.1 ICL is committed to materials efficiency, and a key aspect of this is reducing the volume of waste generated during construction projects. The designer has a key role to play in identifying the sources of waste and in advising on design solutions which will reduce the volume of waste generated on-site.

As part of their Scope of Works, the Design Team shall:

Identify key sources of waste at each design sign off stage;

Work with other members of the project team to identify sources of waste and mitigating solutions, including the Principal Contractor when appointed; and

Propose waste reduction solutions, and advise upon impacts on performance, cost and quality.

In order to achieve the above, the Design Team shall:

Include waste as a formal agenda item at design team meetings;

Identify opportunities to reuse existing materials on-site and provide justification for not re-using materials, where applicable;

Explore opportunities to simplify and standardise design solutions and provide justification where this is not appropriate;

Explore and advise upon the benefits of offsite manufacture of components or elements, commenting upon waste, cost, time and quality; and,

Optimise design solutions such that the site cutting of materials is eliminated as far as is practicable.

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Principal Contractor

To compel the appointed Principal Contractor to undertake good

practice site waste management and commit to the upkeep of the

SWMP, ICL will need to produce tender requirements and

contractual clauses. To aid this process, we have adapted versions

of these have been from WRAP ‘model wording’ to suit the needs of

ICL.







Clause Requirements

1 Producing/ Upkeeping the SWMP

1.1 The Principal Contractor shall at all times demonstrate full compliance with current legislation regarding the management and recycling of site waste, throughout the duration of the construction programme.

1.2 ICL is seeking to minimise the amount of waste generated during the construction works. Not only is this an environmental benefit, it will also reduce costs. In conjunction with maintaining the Site Waste Management Plan (SWMP), the Principal Contractor is required to:

Be proactive in supporting the designer to identify causes of waste within the design and agree methods of waste reduction;

Work with sub-contractors before starting on-site to identify areas of waste and agree methods of waste reduction, even if this means revisiting the design;

Negotiate and agree reasonable wastage allowances with sub-contractors, including requesting and documenting accurate waste forecasts from each

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sub-contractor, within the SWMP;

Explore and propose construction solutions which will enable a reduction in waste, including off site construction options; and

Develop and implement a logistics plan which addresses both where waste will arise and how it may be reduced. This is to be included within the SWMP and made available to the client on request.

1.3 The Principal Contractor will update the SWMP at least every month and more frequently if required, to ensure that the plan accurately reflects the progress of the project. These updates will include:

Reviewing the plan;

Recording the types and quantities of waste produced;

Recording the types and quantities of waste that have been re-used/ recycled/ sent for another form of recovery/ sent to landfill/ or otherwise disposed;

Providing details on whether the above processes were carried out on- or off-site; and updating the plan to reflect the overall progress of the project.

1.4 The Principal Contractor will need to provide evidence to demonstrate the sorting and segregation of materials is carried out to agreed levels and the materials are re-used or recycled.

1.5 Throughout the entire process, the Principal Contractor will commit to keeping the SWMP on site during the project; ensuring that all sub-contractors know where the SWMP is kept; and allowing all contractors to access the SWMP during the project.

2 Waste Minimisation Targets

2.1 Imperial College London will set resource efficiency benchmarks for non-hazardous construction waste generated by the building’s construction phase, excluding demolition and excavation waste, and provide targets for non-hazardous construction waste to be diverted from landfill. It is intended that these will drive site waste management practices and allow ICL to comply with Industry Good Practice Targets

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requirements. The SWMP will reproduce these targets, and it is the responsibility of the Principal Contractor to meet them.

3 Waste Transfers

3.1 When waste is removed from the site, the Principal Contractor will record a breakdown of the types of waste that are being moved; details of the person removing the waste; the waste carrier’s registration number; details of the site that the waste is being taken to; and details confirming that the operator of this site either holds a permit under the Environmental Permitting (England and Wales) Regulations 2007 or is registered under the Regulations as being a waste operation exempt from the need for such a permit.

4 Project Completion

4.1 Within three months of the work being completed the Principal Contractor will update the SWMP with a statement confirming that the SWMP was monitored on a regular basis, to ensure work progressed according to the plan and that the plan was updated in accordance with this regulation. If there has been any deviation from the SWMP, then an explanation will be provided.

4.2 The Principal Contractor will be required to retain a copy of the SWMP for two years after completion of the project

4.3 The Principal Contractor will produce a summary document containing a comparison between the estimated and actual quantities of each waste type that were produced; and estimate the cost savings that were achieved by completing and implementing the SWMP.

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