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Case study: Achieving Good Practice waste recovery

Waste management and recovery

at Birmingham New Hospitals

Balfour Beatty appointed Premier Waste to manage all waste produced during the construction of the acute hospital at the Birmingham New Hospitals project. The whole supply chain worked together to deliver contractual requirements for waste reduction, recovery and management.

Project code: WAS800-003 ISBN:

Research date: November 2008 to November 2009 Date: April 2010

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Document reference: WRAP, 2010, Case Study: Waste management and recovery at Birmingham New Hospitals (WRAP

Project WAS800-003). Report prepared by Hill, A R and Pearson, G A, Scott Wilson Ltd

Written by: Dr Annette Hill and Gillian Pearson (Scott Wilson)

Front cover photography: Birmingham New Hospitals, Construction of the acute hospital, courtesy of Balfour Beatty

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Waste management and recovery at Birmingham New Hospitals 1

Executive summary

The Birmingham New Hospitals project involves the design, construction, financing, maintenance and

management of the new acute and adult psychiatric hospitals in Edgbaston, Birmingham. The construction work

on the project is being carried out by Balfour Beatty.

Balfour Beatty addressed waste reduction, recovery and management throughout the planning, design and

construction stages of the project, by working with subcontractors, suppliers and waste management contractors

to develop and apply a range of approaches and mechanisms that included:

� designing out waste;

� establishing benchmarks and targets for material wastage and recycling;

� setting contractual requirements on subcontractors and suppliers for waste production, handling and

management;

� establishing take-back schemes with suppliers for specific material streams and using closed-loop recycling in

the construction of ‘green rooms’;

� using an on site waste management contractor to coordinate the management of waste on site; and

� using off site waste management contractors to recover the segregated and mixed waste arising.

Balfour Beatty used a multi-stage procurement process to appoint Premier Waste to manage all waste produced

during the construction of the new acute hospital. Premier Waste has contractual responsibilities for a wide range

of standard and additional waste management services including the management of waste management

activities on site and for recovering at least 80% of the materials in the mixed waste stream.

The project is delivering average recycling rates of 88% for mixed wastes and take-back schemes have been

implemented for vinyl flooring, plasterboard and ceiling tiles through contractual requirements set on

subcontractors and suppliers and enforced by Premier Waste.


Contents

1.0 Introduction................................................................................................................................ 3 1.1 Key facts ............................................................................................................................3 1.2 The project.........................................................................................................................3 1.3 Construction contractor: Balfour Beatty .................................................................................4 1.4 Waste management contractor: Premier Waste UK Plc ...........................................................5

2.0 Background................................................................................................................................. 6 2.1 Project planning ..................................................................................................................6 2.2 Design ...............................................................................................................................6 2.3 Waste management and recovery.........................................................................................7

2.3.1 Waste Management Procedure.................................................................................7 2.3.2 Material Storage and Distribution Procedure ..............................................................8 2.3.3 Specification for Engaging Waste Management Contractors ........................................8

2.4 Key drivers .........................................................................................................................9 3.0 Procurement process.................................................................................................................. 9

3.1 The Process......................................................................................................................10 3.2 Procurement process – summary........................................................................................11

4.0 Contract arrangements............................................................................................................. 11 4.1 Contract conditions and requirements .................................................................................11 4.2 Contract management .......................................................................................................11

5.0 Service delivery......................................................................................................................... 12 6.0 Data collection, collation and reporting................................................................................... 13 7.0 Use of the Site Waste Management Plan................................................................................. 14 8.0 Auditing..................................................................................................................................... 14

8.1 Auditing procedures ..........................................................................................................14 8.2 Waste data auditing ..........................................................................................................14

9.0 Outcomes .................................................................................................................................. 15 9.1 Key learning points............................................................................................................15

10.0 Next steps ................................................................................................................................. 16 11.0 Further information .................................................................................................................. 16

Acknowledgements

WRAP and Scott Wilson would like to thank Balfour Beatty and Premier Waste UK.


1.0 Introduction

Balfour Beatty appointed Premier Waste to manage all waste produced during the construction of the acute hospital at the Birmingham New Hospitals Project. The whole supply chain worked together to deliver contractual requirements for waste reduction, recovery and management.

1.1 Key facts

� Construction contractor: Balfour Beatty

� Waste management contractor: Premier Waste UK

� The Birmingham New Hospitals project involves the design, construction, financing, maintenance and

management of the new acute and adult psychiatric hospitals in Edgbaston, Birmingham.

� The project is being carried out by Balfour Beatty.

� Balfour Beatty developed a waste management strategy and procedures and embedded the approach

throughout the supply chain by incorporating contractual requirements.

� Balfour Beatty used a multi-stage procurement process and a detailed Scope of Works to appoint Premier

Waste as the waste management contractor during the construction of the acute hospital.

� Premier Waste has contractual responsibilities for a wide range of standard and additional waste management

services including managing all waste on site and recovering off site at least 80% of the materials in the

mixed waste stream.

� The project is delivering average recycling rates of 88% for mixed wastes and take-back schemes have been

implemented for vinyl flooring, plasterboard and ceiling tiles through contractual requirements set on

subcontractors and suppliers and enforced by Premier Waste.

1.2 The project

The Birmingham New Hospitals project is providing new acute and adult psychiatric hospitals in Edgbaston,

Birmingham that will accommodate over 1,300 beds when it is completed in 2012. It is the first new general

hospital in Birmingham for 70 years and the largest community healthcare development outside London. The key

objectives of the project are to deliver:

� a single-site hospital;

� high quality patient care;

� high quality clinical facilities;

� a centre of excellence for specialist services;

� flexible buildings to cater for new technology; and

� the capability for expansion.

Consort Healthcare, Balfour Beatty’s specialist healthcare concession, reached financial close on the multi-million

University Hospital Birmingham Public Private Partnership (PPP) project in June 2006. The contract involves the

design, construction, financing, maintenance and management of the lifecycle replacement of the new hospitals

for a period of 35 years, following completion of the five-year, two-month construction period.

Balfour Beatty Construction is carrying out the construction work on the project with Balfour Beatty Engineering

Services responsible for the mechanical and electrical components.

Work began on the project in January 2006 (under an advanced order). The three new psychiatric health facilities

were completed in 2008 and work on the acute hospital and associated infrastructure is expected to complete by

2012.


1.3 Construction contractor: Balfour Beatty

Balfour Beatty (www.balfourbeatty.com) is a global infrastructure group operating in professional services,

construction services, support services and infrastructure investments. Balfour Beatty works in partnership with

its customers principally in the UK, the US, South-East Asia and the Middle East, who value the highest levels of

quality, safety and technical expertise.

Balfour Beatty’s key infrastructure markets include:

� transportation (roads, rail and airports);

� social infrastructure (education, specialist healthcare and various types of accommodation);

� utilities (water, gas and power transmission and generation); and

� commercial (offices, leisure and retail).

Balfour Beatty delivers services essential to the development, creation and care of these infrastructure assets

including investment, project design, financing and management, engineering and construction and facilities

management services. Balfour Beatty employs 50,000 people around the world.

Balfour Beatty plc operates a group sustainability policy and publishes an annual sustainability report which

includes environmental performance in the areas of waste and materials. Each Balfour Beatty Operating Company

is responsible for issuing a formal environmental policy which is consistent with the Group’s requirements and for

reporting against a range of Key Performance Indicators (KPIs).

Balfour Beatty Construction, ‘Environment Statement’ states:

“Balfour Beatty Construction operates an Environmental Management System that is fully compliant with

ISO 14001.

Our overall goal is to prevent environmental harm in all our activities. We are committed to operating in

an environmentally responsible manner and we strive continuously to improve our environmental

performance.

We recognise and respect the natural and built environments in which we operate and consider them at

every stage of our work.

Environmental responsibility in Balfour Beatty Construction lies equally with every employee and our

adopted priorities include:

� continuing to quantify and understand our environmental impacts;

� to encourage commitment to environmental engagement from both our designers and our supply chain;

� to lead the industry with our approach to sustainable construction”

In 2009, Balfour Beatty published its ‘vision and roadmap for a sustainable Balfour Beatty’ which establishes the

expectations and vision of the company to 2020 across ten focus areas of:

� Profitable Markets: Customers and Influence;

� Healthy Communities: Our people, Our supply chain and The communities we serve;

� Environmental Limits: Climate change, Waste, Water, Materials and Ecology.

In the focus area of waste, the objective is defined as ‘reducing the waste we generate and managing waste as a

resource’ and includes the vision for:

� reducing waste to landfill;

� minimising waste over the life cycle of assets; and

� minimising waste by using recycled materials.


1.4 Waste management contractor: Premier Waste UK Plc

Premier Waste UK Plc (Premier Waste) was established in 1989. The company is based in Perry Barr in

Birmingham and offers tailor-made waste management packages to public and private sector clients, handling all

waste management on projects from start to finish, to a fixed budget.

Total waste management services offered by Premier Waste include:

� provision and collection of waste skips and containers of all sizes;

� waste handling and removal;

� monitoring site cleanliness;

� ensuring third parties adhere to health and safety regulations; and

� maintaining the smooth running of the site.

Premier Waste operates an indoor materials recovery facility (MRF) that is capable of handling 600 to 800 tonnes

of waste a day, segregating and processing materials (including plastics, wood, metal, soils and aggregates) that

can enable over 90% of the waste to be recycled or recovered. All waste collected by Premier Waste is processed

through the MRF.

Premier Waste is committed to reducing the amount of waste sent to landfill and invests in technology to deliver

cost effective waste recycling for customers. The company has an established environmental policy and

implements this through an environmental management system. The company is aiming to achieve

ISO14001:2004 accreditation for its environmental management system during 2010.

In December 2008, Premier Waste was the first waste management contractor to sign up to WRAP’s Construction

Commitments: Halving Waste to Landfill, thereby making a public commitment to reduce the amount of waste it

will send to landfill.

Premier Waste, ‘Environmental Policy Statement’ states:

“Premier Waste recognises the responsibility it has to reduce the negative effect the company’s business

activities have on the environment. The company is developing an Environmental Management System

(EMS) to meet the requirements of BS EN ISO14001 to reinforce the company’s commitments to the

prevention of pollution and continual improvement in environmental performance. The EMS will be used as

a vehicle for the setting, measuring and monitoring of environmental objectives to drive continual

improvement.

Premier Waste is committed to operate in accordance with all applicable environmental legislation and

regulations and other requirements to which the organisation subscribes. The company is committed to

the prevention of pollution from company activities and actions and will ensure that all activities carrying a

risk of pollution in any form are identified and either eliminated, or controlled effectively through the

adoption of appropriate control methods.

Premier Waste will continue to ensure the ongoing segregation of waste at their transfer stations to

ensure re-usability and recyclability of waste is optimised. Premier Waste will also monitor energy and

material usage across the site to establish a baseline for setting future reduction targets and improving

process efficiencies. Through continual improvement objectives, the company will seek to improve the

environment in which it operates, through protecting the environment from emissions of pollution and

ensuring the site is regularly maintained.

Premier Waste will take account of concerns of interested parties such as regulators, shareholders,

employees and the public, ensuring these are recorded and dealt with promptly.

Premier Waste will ensure that all people that work for and on behalf of the company are aware of this

policy and are trained in their environmental responsibilities.

The company supports the adoption of similar standards and commitment by its customers and suppliers.

Copies of this policy statement are freely available to the public and other interested bodies.


This Policy will be implemented within the framework of an environmental management system to which

the company is seeking certification. The policy will be reviewed annually, and amendments may be made

as stipulated by legislation, changes in company activities or external requirements.”

2.0 Background

The construction of the Birmingham New Hospitals is a large and complex project. The site is in a logistically

demanding city centre location and in close proximity to housing and sensitive ecological areas. Space on site is

limited and demolition work and the construction of the new hospitals was to be undertaken alongside the

continued functioning of the existing hospital.

From the outset of the project, Balfour Beatty established a Sustainable Construction Plan (SCP) to assist in

securing planning permission for the site and to ensure the delivery of a sustainable building. The SCP

emphasised the need for a joined-up approach to all aspects of sustainability.

Balfour Beatty addressed waste reduction, recovery and management throughout the planning, design and

construction stages of the project, by working with sub-contactors, suppliers and waste management contractors

to develop and apply a range of approaches and mechanisms that included:

� designing out waste;

� establishing benchmarks and targets for material wastage and recycling, including a target to recycle 80% of

waste arising during the construction process;

� setting contractual requirements on subcontractors and suppliers for waste production, handling and

management;

� establishing take-back schemes with suppliers for specific material streams and using closed-loop recycling in

the construction of ‘green rooms’;

� using an on site waste management contractor to coordinate the management of waste on site; and

� using off site waste management contractors to recover the segregated and mixed waste arising.

2.1 Project planning

At the project planning stage, the client and the Local Planning Authority required a Waste Minimisation and

Material Management Plan (WMMM) to be prepared which was embedded within the Project Management Plan

(PMP) for the whole Birmingham New Hospitals project. The WMMM Plan was a condition of the planning

permission for the development and established an objective to minimise construction waste arising on the

project and applied the waste hierarchy approach, of ‘prevent, reduce, reuse, recycle’. To deliver its objectives,

the Plan considered the following questions:

� What are the significant waste streams likely to be?

� When will they arise?

� What subcontractors will generate them? and

� What changes and site management arrangements need to be implemented to achieve reduction, re-use and

recycling?

Through considering these questions, the WMMM Plan identified the key waste streams likely to be generated by

the project, the activities that would generate them and established targets for material wastage and recycling. It

also allocated responsibilities across the whole design and build team and identified a range of control measures

to reduce waste arising and waste disposal, which included approaches to building design, material handling,

logistics and waste management. The WMMM Plan formed the basis for waste management across the project.

2.2 Design

The project design team created a scheme which incorporated the use of modularisation and standardisation that

enabled the off site fabrication of a wide range of components including:

� over 600 shower and toilet pods – prefabricated and delivered to site fully fitted with sanitary ware and

accessories. Installation only involved positioning and connecting services;


� over 300 hospital ward wall modules – delivered to site with all services already installed in the panel,

including sockets, medical gases, nurse call, lighting and all wiring and piping; and

� modular boiler rooms, plant rooms and wiring.

Modularisation, standardisation and off site fabrication significantly reduced the amount of waste generated on

site through off cuts, packaging and reworking, as well as reducing project construction time and improving site

safety performance.

2.3 Waste management and recovery

The construction programme began with the building of the three new psychiatric health facilities. During this

early stage of the project the construction waste management activities were undertaken using local skip

companies with no specific waste management contract in place. As the project progressed and works on the

new acute hospital (the largest part of the project) were due to start, Balfour Beatty reviewed the waste

management arrangements and, as a result, introduced additional measures to assist with controlling waste

movements, arisings and recovery. Waste arising from demolition activity on the project was considered under a

separate contract.

To define the waste management arrangements and responsibilities for the building of the acute hospital,

Balfour Beatty prepared three key documents that set out the procedures to be followed by the various parties

involved in the construction works, as follows:

� Waste Management Procedure;

� Material Storage and Distribution Procedure; and

� Specification for Engaging Waste Management Contractors.

Further detail on each of these documents is given below. All documents were ‘live’ throughout the life of the

project and were regularly reviewed and updated.

2.3.1 Waste Management Procedure The objectives of the Waste Management Procedure were to:

� put in place guidelines for the minimisation, reuse and recycling of waste; and

� describe how the process would be managed.

The document sets out the strategy and methodology for the control of waste on site and defines the

responsibilities that are placed on subcontractors as well as outlining the role of Balfour Beatty and its appointed

waste management contractor.

The waste management strategy:

� establishes a target to recycle 80% of materials generated during the construction process;

� is based on reducing waste before it comes to site; and

� requires all subcontractors to demonstrate at tender stage what measures they propose to take to minimise

waste that could be generated on site.

The waste management methodology describes the system and responsibilities for waste management on site

including:

Balfour Beatty is responsible for (via the waste management contractor):

� providing sufficient number of 1100 litre, 660 litre and 240 litre plastic ’wheelie’ bins for the use by

subcontractors;

� operating a Waste Management Area for the storage of empty bins and return of full bins;

� arranging for the emptying of the full waste bins; and

� implementing a system for individually marking and tracking waste bins issued to subcontractors on site to

ensure that the system is not abused and the problem of ‘orphan waste’ does not occur.


Subcontractors are responsible for:

� reducing their production of waste and reusing materials wherever possible;

� collecting empty waste bins from the Waste Management Area, transporting them to their place of work,

loading their waste into the waste bins and transporting them back to the Waste Management Area; and

� ensuring the economic use of the system, in that only the required numbers of empty waste bins are taken

from the waste yard and that full bins are returned for emptying within a reasonable time.

The Procedure also defines a system of ‘clean up notices’ that is managed by Balfour Beatty (via the waste

management contractor) that imposes financial penalties on subcontractors if they do not undertake the above

actions, do not maintain a clean and safe working environment, or leave materials where they cause an

obstruction.

2.3.2 Material Storage and Distribution Procedure The objective of the Material Storage and Distribution Procedure is to provide guidelines for controlling the

storage and distribution of plant, equipment, manufactured items and materials within the construction site and

identifies the responsibilities of Balfour Beatty and the subcontractors. As well as ensuring efficient and timely

logistics and a safe site, the Procedure also promotes an approach to material handling and storage that reduces

waste generation. Examples include responsibilities for storing materials in accordance with the manufacturer’s

recommendations and ensuring that goods that may deteriorate in adverse weather or with age are stored such

that they are adequately protected.

2.3.3 Specification for Engaging Waste Management Contractors The Specification for Engaging Waste Management Contractors defines the requirements and expectations of

waste management contractors employed by Balfour Beatty or its subcontractors. The specification includes:

� general requirements of the waste management contractor - which includes valid licenses / permits,

management systems, location, capacity, regulator visits and notices and qualifications of staff;

� individual project order requirements;

� reporting requirements - including scope and frequency; and

� specific requirements - including the provision of a range of information on a monthly and six monthly

frequency and further service requirements.

The specification also provides further detail on the waste strategy for the project which prescribes the waste

management route for a range of material types and the responsibilities of the waste management contractor as

follows:

� plasterboard, pallets, vinyl and ceiling tiles are managed by suppliers and subcontractors via a take-back

policy that is incorporated into subcontract agreements. The waste management contractor assists in policing

these arrangements;

� insulation materials, contaminated materials and hazardous waste are deemed acceptable for disposal;

� a recycling target of at least 80% for timber, metal, plastics, packaging, bricks/blocks, concrete and glass

from the construction works and for drink cans, plastic cups and printer cartridges from the project offices. A

recycling target of 70% for other general wastes. The waste management contractor will be expected to

demonstrate, through data collection, that these targets have been achieved;

� Balfour Beatty will carry out regular and ad hoc audits of the waste management processes and the waste

management contractor is expected to fully co-operate; and

� Balfour Beatty has a set of Environmental Standards and the waste management contractor is expected to

comply with these in all respects as appropriate to the works being carried out.

By establishing a range of documented procedures Balfour Beatty was able to clearly define its strategy and

approach to waste management on the project, ensure the requirements were built into subcontractor, supplier

and waste management contractor contracts and effectively manage and monitor performance.


2.4 Key drivers

The key drivers for the project included:

Construction contractor – Balfour Beatty

� Delivering client objectives.

� Delivering corporate (including group, operating company and project) targets and KPIs.

� Developing an exemplar approach that can be applied on future projects.

� Driving suppliers, subcontractors and waste management contractors to be innovative in delivering

requirements.

� Ensuring consistent standards of delivery.

� Changing legislative drivers.

Waste management contractor - Premier Waste UK

� Achieving the contract recycling rates.

� Delivering company objectives and targets and achieving continuous improvement.

� Delivering customer requirements.

� Delivering an exemplar project that develops best practice which can be offered as a competitive advantage

to the market.

� Securing long-term contracts that assist with business stability and future growth.

3.0 Procurement process

Balfour Beatty used a multi-stage process for the procurement of a waste management contractor to manage and deliver the waste management services for the project. The process included prequalification, invitation to tender and tender interview.

Before commencing the procurement of the waste management service contract for the acute hospital, Balfour

Beatty developed a clear set of objectives for the contract and a strategy for delivery that drew on previous

experience and was supported at director level within Balfour Beatty.

Balfour Beatty developed a tailored Waste Package Scope of Works for the procurement of the contract. The

document detailed the service requirements and standards expected from the appointed waste management

contractor and made reference to delivering the procedures set out in the:



� Specification for Engaging Waste Management Contractors (see section 2).

The Waste Package Scope of Works was to manage all construction waste produced during the build period of

the acute building at the Birmingham New Hospitals project. The exceptions were plasterboard, vinyl flooring and

ceiling tiles, which were subject to a take-back scheme with the supplier and/or subcontractor, and demolition

and landscape materials, which were managed under separate contracts. The Scope of Works included:

Standard services:

� Waste containers – provision of a sufficient number of suitable wheeled waste bins for use by subcontractors.

� Skips – provision of a sufficient number of skips and containers of various sizes.

� Hazardous waste – responsibility for the management of all hazardous waste.

� Non-construction wastes – management of wastes generated from the project offices and canteens including

confidential waste.


Additional services:

� Training - provision of training / briefings to contractors on waste minimisation, reuse and management on

the site.

� Material reuse - pallet management including ensuring subcontractor’s responsibility.

� Staff - including the provision of a full time suitably qualified waste manager; sufficient waste marshals to

maintain a clean and safe working environment across the site; the training and competence of the staff; and

the ability to supply additional staff if required.

� Waste containers - operate a system to trace each bin from the point of issue to a subcontractor through to

its return to the waste management area.

� Data reporting - for each bin record the subcontractor, weight and composition of the waste and produce

monthly reports for Balfour Beatty.

� Audits - allow Balfour Beatty to inspect the waste facility for audit purposes.

� Recycling targets - demonstrate that the recycling plant can achieve the Balfour Beatty recycling rate of at

least 80%.

� Dust and water management - provision of battery powered sweepers and operators for dust and surface

water management.

� Waste yard - operate a waste management area / yard ensuring a safe working environment, sufficient bins,

staff to issue bins, a compactor skip for bulking waste and its removal to a waste management facility.

� Implementation of Balfour Beatty waste strategy - use toolbox talks to train site personnel, manage

subcontractors to ensure compliance, issue clean up notices to subcontractors that do not comply.

� Clean up notices - implement the system of clean up notices as described in the Waste Management

Procedure.

Contract and financial management services:

� Financial - provide an all inclusive lump sum price for the works.

� Contract period - for the duration of the works (162 week programme).

3.1 The Process

Balfour Beatty used a multi-stage process for the procurement of the Waste Package contract. The process

involved:

� prequalification;

� invitation to tender;

� review of tender responses;

� tender clarification interview; and

� contract award and director level sign off.

Balfour Beatty operates a prequalification process which requires all subcontractors and suppliers to meet

minimum standards for safety, quality and environmental management in order for them to be considered for the

supply chain. Subcontractors are graded based on their experience and competence and this grading is taken into

consideration when tendering for specific contracts.

Balfour Beatty invited three pre-qualified waste management contractors to competitively tender for the Waste

Package. The tender invitation documentation comprised:

� Waste Package Scope of Works;

� contract programme;



� Specification for Engaging Waste Management Contractors.


Following submission of tenders to Balfour Beatty, the waste management contractors were required to attend a

tender clarification interview. Balfour Beatty uses a standard template for completion during tender interviews

which covers a range of aspects including health and safety, environmental and quality performance. The

template is used to record the interview discussions, is agreed by both parties and forms part of the final contract

for the work.

Following the tender interviews, Balfour Beatty assessed each of the tenders using a standardised approach.

Premier Waste was selected as the preferred supplier for the Waste Package and appointed following Balfour

Beatty director level approval.

3.2 Procurement process – summary

� Balfour Beatty established clear objectives and a strategy for the delivery of waste management on the

project and recorded the procedures in a series of documents.

� Balfour Beatty developed a Waste Package Scope of Works that detailed the services and standards expected

from the appointed waste management contractor.

� All subcontractors and suppliers, including waste management contractors, are required to meet minimum

standards for safety, quality and environmental management.

� Balfour Beatty invited three waste management contractors to competitively tender for the Waste Package.

� The waste management contractors were required to attend a Tender Clarification Interview with Balfour

Beatty, the records of which would form part of the final contract.

� Balfour Beatty used a standardised approach to assess the tenders and appointed Premier Waste.

4.0 Contract arrangements

The contract between Balfour Beatty and Premier Waste is based on the Waste Package Scope of Works and the requirements of the procedures developed by Balfour Beatty. 4.1 Contract conditions and requirements

The Waste Package contract between Balfour Beatty and Premier Waste is to manage all construction waste

produced during the building of the acute hospital, which is for a period of 162 weeks. The contract is based on

the tender documentation and submissions and includes the requirements of the:

� Waste Package Scope of Works and supporting documents (including contract programme, Waste

Management Procedure, Material Storage and Distribution Procedure and Specification for Engaging Waste

Management Contractors);

� Premier Waste’s response to the invitation to tender; and

� the record of the tender clarification interview.

4.2 Contract management

The contract is managed through contract review meetings that are held at least once a month. The meetings are

typically attended by:

� Balfour Beatty – environment team; and

� Premier Waste – Company Director, Contract Manager and Site Waste Champion.

The meetings review the various requirements of the contract including the project KPIs for recycling and waste

management. Any issues or ideas for potential improvements are discussed in order to promote continuous

improvement in service delivery and to build an effective working relationship between all parties. Any clean-up

notices issued by Premier Waste to subcontractors are e-mailed to Balfour Beatty on a weekly basis and reviewed

at the contract management meeting. If required, subcontractors and suppliers are also invited to contribute to

the meetings.


The contract documents and procedures are ‘live’ throughout the duration of the contract and are regularly

reviewed and updated to reflect any changes and improvements identified and implemented on the project.

5.0 Service delivery

Premier Waste provides a range of waste management services to Balfour Beatty including on site waste management coordination and the off site recovery of waste through its materials recovery facility in Perry Barr, Birmingham.

The services delivered by Premier Waste under the contract include a wide range of requirements as defined by

the contract and the various procedures and processes defined by Balfour Beatty. The services include standard

waste management requirements such as:

� the provision of a range of bins, skips and containers for mixed and source segregated wastes;

� transport of waste from site to the waste management facility;

� recycling and disposal (where required) of the wastes; and

� ensuring legal requirements are met, including Duty of Care.

Additional contract specific service requirements include:

� achieving a recycling rate of at least 80%;

� coordinating waste management activities on site and ensuring subcontractors and suppliers implement the

defined procedures;

� managing a waste management area on site;

� managing the supply of bins to subcontractors;

� implementing the system of clean up notices;

� provision of specified waste data reporting (see section 6);

� providing training and toolbox talks to site operatives; and

� identifying forthcoming legislative changes and providing briefings on the impact.

The waste returned to the waste management area by subcontractors and suppliers is bulked by Premier Waste

before it is transported off site. Utilising compactor containers increases the amount of waste that can be

removed from site in a single consignment thus reducing the number of collections that are required, delivering

more efficient waste collection and reduced vehicle movements.

Premier Waste takes all of the mixed waste to the company’s local materials recovery facility (MRF) in Perry Barr,

Birmingham. At the MRF the wastes are processed through the £4 million Waste Segregation Unit which

segregates plastics, metals, wood, soil and aggregates and achieves a recycling rate of around 88%.


Figure 1 The segregation and processing of waste at Premier Waste’s MRF

6.0 Data collection, collation and reporting

Premier Waste collects specific waste data on waste arising and waste recycled and collates and reports it to Balfour Beatty.

The Specification for Engaging Waste Management Contractors and the Waste Package Scope of Works establish

the data collection, collation and reporting expected from waste management contractors, and includes:

� tonnage and volume of waste handled;

� number of bin / container / skip movements;

� average tonnage and volume per skip movement;

� tonnage of waste recycled and sent to landfill;

� composition of the waste (i.e. timber, paper, cardboard, plastic, metal, rubble etc);

� average cost per tonne for waste disposal and / or management; and

� waste produced by each subcontractor / supplier.

Premier Waste has been collecting data on waste produced by subcontractors during the acute hospital build. The

waste bins are numbered and a log is maintained of which bins are issued to each subcontractor. When the

subcontractor returns the bins to the waste management area, Premier Waste records the number of bins, the

volume of the bins and the approximate composition of the waste (via a brief visual inspection) for each

subcontractor. This data is reported to Balfour Beatty on a monthly basis.

Waste is then bulked before being sent off site to Premier Waste’s MRF. On arrival at the MRF the bulked waste is

weighed over the calibrated weighbridge and the tonnage of waste is recorded. This data is compared to the data

recorded on site to ensure consistency and to determine the approximate tonnage of waste generated by each

subcontractor. Premier Waste is also introducing a system to enable the on site weighing of waste bins to enable

more accurate data to be obtained on the tonnage of wastes produced by each subcontractor.

Premier Waste currently reports the waste management facility average recycling rate to Balfour Beatty on a

monthly basis. Premier Waste is considering the feasibility of undertaking a sample run of Balfour Beatty waste

material through the MRF to identify project specific recycling rates and waste composition.


Subcontractors and suppliers are also required to report to Balfour Beatty on a monthly basis for materials that

are subject to take-back schemes. The reports identify waste generated, reused on site and sent for recycling.

Balfour Beatty uses the waste data to:

� report against and demonstrate delivery of Key Performance Indicators that include targets for waste

minimisation (volume of waste produced per £100,000 of project value) and reduction in waste to landfill (%

recovery rate for mixed, inert, wood, metal, plasterboard and paper waste streams);

� identify examples of good practice waste recovery by subcontractors, suppliers and Premier Waste; and

� compare waste management performance across projects to enable benchmarking and the targeting of future

improvements.

7.0 Use of the Site Waste Management Plan

The Birmingham New Hospitals project commenced before April 2008 when Site Waste Management Plans

(SWMP) became a mandatory requirement in England for all projects with a construction value greater than

£300,000.

At the project planning stage Balfour Beatty developed the WMMM plan (see section 2) which established the

basis for considering waste management on the project and acted as an initial SWMP. Balfour Beatty developed

the approach to waste minimisation and management through a range of procedures and processes that included

designing out waste and the implementation of effective site waste management, and also set targets for waste

generation and recovery.

Premier Waste has played a key role in the implementation and delivery of the waste management arrangements

for the acute hospital phase of the project, from managing the process on site to reporting waste data. Premier

Waste and Balfour Beatty continue to work together to review and refine the approach to waste management

and identify ways of improving performance.

Balfour Beatty uses major projects such as Birmingham New Hospitals to trial best practice approaches that the

company can then use to establish benchmarks for future projects.

8.0 Auditing

Balfour Beatty undertakes regular planned and ad hoc audits of all subcontractors and suppliers including Premier Waste.

8.1 Auditing procedures

To ensure the standards of waste management are maintained, Balfour Beatty undertakes regular planned and

ad hoc audits of Premier Waste’s activities, including waste management activities on site and at the company’s

MRF. As a condition of the contract, Premier Waste is expected to fully cooperate with the audit requirements.

Premier Waste is working towards recognised third party accreditation of its environmental, quality and health

and safety management systems (to ISO 14001, ISO 9001 and OHSAS 18001 standards). The company has

developed and embedded systematic processes into its operations and undertakes regular internal audits to

ensure the requirements are being effectively implemented. The decision to work towards achieving a recognised

accreditation for the management systems has been driven by commercial needs as clients are increasingly

asking waste management contractors to demonstrate this capability. Premier Waste understands that offering

accredited management systems gives confidence to customers of the quality and standard of service that they

will receive.

8.2 Waste data auditing

Premier Waste monitors the recycling rate achieved at its MRF by weighing incoming waste, outgoing recyclate

and outgoing waste to landfill. Premier Waste is required to report this data on a quarterly basis to the

Environment Agency on its Waste Returns form. This reporting is required as a condition of the site licence /


permit but also enables process efficiencies to be monitored. The weighbridge is used to weigh all waste entering

and leaving the site and is regularly calibrated in accordance with requirements.

To give confidence in the waste data that is reported, Premier Waste undertakes a range of sense-checks which

include:

� comparing the MRF weighbridge data records against data collected on the construction site; and

� comparing invoices for the landfilling of waste against the MRF weighbridge records of waste sent to landfill.

Balfour Beatty also reviews the reported data and queries anything that does not appear as expected.

To improve waste data reporting and management of the MRF process, Premier Waste is reviewing opportunities

to incorporate weighing systems into the feed systems to the MRF. Introducing such technology would enable

Premier Waste to measure the quantity of waste that has been processed by the MRF rather than simply the

quantity of material that goes in and out of the facility.

9.0 Outcomes

Balfour Beatty and Premier Waste are working together to deliver effective on site waste management and diversion of waste from landfill.

� Average recycling rates of 88% achieved for mixed wastes.

� Average of 2.84m3 of waste removed from site per £100,000 of project value.

� Take-back schemes implemented for vinyl flooring, plasterboard and ceiling tiles through contractual

requirements set on subcontractors and suppliers and enforced by Premier Waste.

� Balfour Beatty and Premier Waste are delivering against project and corporate targets for waste reduction and

recovery.

� Improved safety record through delivering a tidy and well managed site.

� The contract is driving continuous improvement and enabling benchmarking of waste recovery and

management approaches.

� By establishing and embedding clear objectives for waste reduction, recovery and management through the

whole supply chain, Balfour Beatty has achieved waste reduction, the use of recycled content and the reuse,

recycling and recovery of waste.

� The Birmingham New Hospitals project has received a number of awards for waste management and sustainability including the Chartered Institution of Wastes Management Award for

Environmental Excellence in 2008 and the West Midlands Centre for Constructing Excellence

Sustainability Award in 2009.

9.1 Key learning points

Balfour Beatty identified key learning points as:

� cost effective waste reduction and diversion from landfill can be achieved by establishing clear objectives at

the early stages of a project, embedding the requirements into contracts and working collaboratively

throughout the supply chain to deliver the outcomes;

� implementing effective waste management approaches can deliver a wide range of additional benefits such as

reducing the duration of the construction programme, improving site safety and reducing vehicle movements;

� fixed price, lump sum waste management contracts ensure consistently priced waste management and drive

the waste management contractor to reduce costs. However, in future Balfour Beatty would look to

incorporate target based incentives that further encourage the waste management contractor to identify

waste recovery options; and

� the approaches developed on the project can be used to improve future work and demonstrate capabilities to

clients.


Premier Waste identified key learning points as:

� understanding the requirements of construction contractors and their clients enables the offering and delivery

of appropriate waste management services;

� securing long-term contracts assists in supporting investment in new plant and equipment to enable further

reductions in waste to landfill; and

� the project has enabled benchmarking of requirements and performance to assist in delivering future projects.

10.0 Next steps

Balfour Beatty and Premier Waste continue to develop and implement improvements in waste management service delivery.

� Premier Waste is introducing on site weighing of the waste bins to improve data obtained on the waste

produced by each subcontractor and supplier.

� Balfour Beatty has introduced ‘closed loop recycling’ for ceiling tiles on the project and is examining the

carbon reductions from implementing such measures.

� Premier Waste has introduced new plant and equipment to the MRF to increase recycling rates to over 90%.

The company is now targeting zero waste to landfill by 2010.

� Balfour Beatty is targeting increasingly higher rates of waste diversion from landfill.

� Premier Waste is consulting with potential customers to understand what they are looking to achieve and

offering a wider range of services to deliver customer expectations.

11.0 Further information

WRAP has prepared a range of resources to assist construction contractors and waste management contractors in

achieving Good Practice waste recovery in construction. They can be found at www.wrap.org.uk/construction and

include:

� action plans for construction contractors and waste management contractors;

� further case studies;

� guidance on services, reporting and auditing; and

� guidance on using model contract clauses.

www.wrap.org.uk/construction

case study: achieving good practice waste recovery waste management … study - balfour... ·...

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