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Using procurement to drive best practice in waste management

Using procurement to drive best practice in waste management. Date [Name of client company]. Guidelines. Please observe the following guidelines for today’s training: ask questions if unclear; and switch off mobile telephones (or silent). Keynote introduction. Agenda (1 h). Introduction

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Using procurement to drive best practice in waste management

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  1. Using procurement to drive best practice in waste management Date [Name of client company]

  2. Guidelines • Please observe the following guidelines for today’s training: • ask questions if unclear; and • switch off mobile telephones (or silent).

  3. Keynote introduction

  4. Agenda (1 h) • Introduction • Why take action? • General principles • Setting good practice waste management requirements • Action at each stage of procurement, design and construction • Practical support and tools • Conclusion • Close

  5. Introductions • In turn, please briefly state your: • Name • Job title / role • Background – project applications • Experience and knowledge of waste minimisation and management • What you want to get out of the session • You have 30 seconds each to feedback the above information to the main group

  6. Introductions (longer courses, optional) • In pairs, spend 3 minutes finding out the following information: • Name • Job title • Background – roles and relevant responsibilities • One interesting fact that you wouldn't know just by looking at the person • Reason why you're here • What you want to get out of the session

  7. Exercise 1 – How many times do we pay for waste? • In two groups, spend 3 minutes discussing the true cost of construction waste • Step 1: For a single 8 cubic metre skip of mixed construction waste: - Identify the sources of the total cost of construction waste - Rank these sources in terms of size (most expensive first) • Step 2: Nominate one person from your group to feedback your findings, you will have 1 minute to feedback

  8. Exercise 1 – True cost of construction waste • e.g. For 8 cu yd skip: • Skip hire £85 • Labour to fill skip £163 • Cost of materials put in skip £1095 • TOTAL TRUE COST £1343 • (Source: AMEC)

  9. Aims of the training session • Communicate reasons for adopting good practice and its practicality. • Explain how to encourage good practice by setting requirements in procurement. • Introduce freely-available tools and resources. • Enable you to take action.

  10. WRAP’s construction focus Helping deliver Government targets for construction waste by: • developing standards and requirements; • getting these adopted by construction clients; • enabling good practice; and • supporting investment in waste recovery infrastructure.

  11. Sustainability goals Energy Materials Water Materials In (Product & material selection) Materials Out (Waste management) Using local C&D waste and reclaimed materials Waste avoidance and minimisation Returning surplus materials Efficient use of materials Using products with higher recycled content Segregation and recycling Using less material Specification of materials with low enviro. impact Materials efficiency as part of sustainable construction Minimising environmental damage

  12. Overall material consumption by construction industry (~400 Mt per year) Quantity of construction and demolition waste generated (~120 Mt per year UK) M tonnes Waste construction materials that are recycled / reused (~60 Mt per year) UK material flows in construction

  13. Contribution of C&D wastes

  14. Landfill space availability • Equivalent of approximately six years disposal capacity in most regions. • Only three years capacity remains in the East of England. • London relies on the surrounding counties for landfill space.

  15. What is waste? • “Any substance or object the holder discards, intends to discard or is required to discard.” • “It will remain a waste until it has been fully recovered and no longer poses a potential threat to the environment or to human health.”

  16. Key principles of client requirements • Requirement delivered through procurement process. • Set requirements early in the process: • greatest ability to mandate actions. • Requirements should be set at the project level: • offers flexibility to the supply chain; • responsibility of contractor to determine best way to meet requirements; • fits with outcome focus of Design & Build and PFI. • Specify requirement for good practice – not just the legal minimum.

  17. Overview of Waste Management process: • include within contract / tender requirements; • identify wastes; • identify opportunities, consider quick wins; • set targets; • consider site practices; and • establish measurement and monitoring of waste.

  18. Why take action?

  19. The business benefits • Reduce costs of material & disposal • Increase competitive edge • Improve CSR performance • Lower CO2 emissions • Meet planning requirements • Complement other aspects of sustainable design • Respond to and pre-empt legal requirements and taxation

  20. £90 Packaging £90 Inert £0 Metals £258 Mixed £90 Wood

  21. A. Reduce costs of materials & disposal (#1) • Housing development (30 skips /week): • Mixed waste system = £4,970 • Segregated waste = £1,935 • ~60% saving to Simons Construction Wood Mixed Plasterboard

  22. A. Reduce costs of materials & disposal (#2) • Taylor Woodrow projects can show: • savings of 3% of build costs; or • savings of 20% of raw materials costs without significant investment costs. • Simons Construction on site waste segregation showed: • estimated savings of £28/tonne for waste removal; • rising to £57/tonne in the near future.

  23. A. Reduce costs of materials & disposal (#3) Incentivise Effective Waste Management Bovis Lend Lease:Project NoWaste • Operatives given vocational waste management training. • Induction training & feedback on waste management encouraged . Achieved: • Recycling rates over 80%. • 25% reduction in waste generated. • Winner of the Waste Initiative of the Year - Building Sustainability Awards 2006.

  24. A. Reduce costs of materials & disposal (#4) Incentivise effective waste management practices to realise cost savings: • overall savings of £200,000 per year; • 30% reduction in waste costs; and • 37% reduction in waste to landfill. Client: Eastland Homes Partnership Ltd, Contractor: Wates

  25. B. Increase competitive edge • Examples of contractors who are making sustainability part of their market position: • Wates Group Ltd: "Target Zero" and commitment to a zero waste to landfill policy by 2010. • General Demolition Ltd: Emphasise sustainable waste management in its marketing materials. • Mace Construction and its partnership with a waste recycling company, ensuring recycling of 88% of construction waste.

  26. C. Improve CSR performance (#1) Adopting sustainable practices enables: • achievement against corporate policies to be quantified; • demonstration of continual improvement within the client’s environmental management system; and • sustainability to be adopted as a unique selling point. “Reducing waste and ensuring we re-use materials during construction are at the forefront of the Olympic Delivery Authority’s sustainable development strategy.”  David Higgins, Chief Executive, Olympic Delivery Authority.

  27. C. Improve CSR performance (#2) Persimmon Homes SW Ltd, Cornwall • Response to corporate policy. • Investigated current waste management methods. • Set targets, focused where greatest gains to be made. • Impacts on 90% of waste generated. • Environmental and financial savings.

  28. D. Lower CO2 emissions (#1) Effective waste minimisation and recovery practices can reduce the carbon footprint of construction projects, due to: • reduced raw materials requirement and processing emissions; • reduced vehicle movements associated with raw materials delivery and waste removal; and • removing waste streams from landfill.

  29. D. Lower CO2 emissions (#2) Identify opportunities to recover waste • Plasterboard recovery. • Takeback agreement with British Gypsum. • Good practice saves 4.2 tonnes CO2 per tonne recovered plasterboard. • Project: Battersea Reach, London; Developer: St George South London Limited.

  30. E. Meet planning requirements (#1) The Planning regime presents an effective driver for sustainable construction practices: • ODPM's Planning Policy Statement 1 • requires Development Plan Policies to seek to use waste as a resource wherever possible. • Planning Officers Society & Local Government Association document 'Planning Policies for Sustainable Building 2006’ • encourages the reduction of wastes and the efficient use of wastes in construction.

  31. E. Meet planning requirements (#2) Planning Authorities are now setting requirements for good practice in waste management: • Greater London Authority requires sustainability to be a material consideration in the planning process, and sets out: • Sustainability Statements for strategic developments; and • indicative standards for sustainable construction including waste / recycling in the SPG for Sustainable Design and Construction. • Leeds Holbeck Urban Village Planning Framework The design guide covers sustainability, use of materials and requirement for a Waste Management Plan which includes: • raw materials minimisation and reuse; • waste reuse and recycling.

  32. F. Part of sustainable construction (#1) • Policies and frameworks for sustainable construction are raising the bar for waste management. These include: • national policy targets; • standards for the Government Estate; • model requirements for PFI schools and hospitals; and • Code for Sustainable Homes.

  33. F. Part of sustainable construction (#2) • Government departments and agencies to: • Implement Quick Wins to a greater extent; • Adopt features of sustainable buildings where: • cost neutral; and • deliver short term cost savings. • This includes: • Recycling construction waste on-site; and • Specifying recycled content in materials.

  34. G. Pre-empt legal requirements & taxation (#1) • Smart organisations will pre-empt changes in taxation and regulation of waste. Changes include: • Landfill Tax; • requirements for Site Waste Management Plans; and • Government funding, procurement and planning requirements.

  35. G. Pre-empt legal requirements & taxation (#2) • Landfill Tax: • non-inert rate to increase by £8 per tonne per year to 2010/11; • inert rate increases to £2.50 per tonne in April 2008. • Aggregate Levy will increase. • Landfill Directive requirement for pre-treatment of waste.

  36. 1/4 G. SWMP legislation – England • Clean Neighbourhoods and Environment Act 2005. • From April 2008, Defra propose: • basic SWMP mandatory for projects more than £250,000; and • detailed SWMP mandatory for projects more than £500,000.

  37. 2/4 G. SWMP legislation – Wales • Clean Neighbourhoods and Environment Act 2005. • The Welsh Assembly Government is currently considering it’s position on SWMP regulation.

  38. 3/4 G. SWMP Legislation – Scotland • Proposed Scottish Planning Policy 10: Planning for Waste Management: • SWMPs as planning conditions for new developments of more than £200,000.

  39. 4/4 G. SWMP Legislation – Northern Ireland • The Waste Management Strategy 2006 – 2020. • Provisional requirement to prepare SWMPs following public consultation. • Public procurement guidance.

  40. G. Code for Sustainable Homes • Voluntary scheme with focus on new build housing – but mandatory for public-funded housing. • Longer term – assessment may become mandatory for all new housing. • SWMP is a specific minimum requirement: • additional points for schemes that adopt WRAP / Envirowise guidance for waste reduction and recovery.

  41. Recap: The business benefits • Reduce costs of material & disposal • Increase competitive edge • Improve CSR performance • Lower CO2 emissions • Meet planning requirements • Complement other aspects of sustainable design • Respond to and pre-empt legal requirements and taxation

  42. Exercise 2 – Drivers • In your groups, spend 3 minutes discussing the following: • Step 1: Rank the top three drivers that would encourage you to adopt Good Practice waste management • Step 2: Nominate one person from your group to feedback your findings, you will have 30 seconds to feedback

  43. General principles

  44. Waste hierarchy Key project phases

  45. Construction wastes Factors influencing the waste profile: • composite designs of buildings; • changes in design; • lack of communication between tradesmen; • over estimation and consumption of resources; • material damaging from mishandling and careless deliveries and storage; • Vandalism; • inadequate recording of materials used on site; • Rework; and • Packaging.

  46. Waste management levels

  47. What does this mean to a client? • Need to clearly state project waste management expectations and requirements. • Good and best practice can realise cost savings without significant expenditure. • Best results from adoption of requirements at earliest stage. • Need to require designers, contractors and QSs to forecast, set targets and measure wastage. • Performance optimised by the review of waste management practices and achievement against benchmarks, throughout the project.

  48. Case study: Greenwich Millennium Village • Countryside Properties, Taylor Woodrow & English Partnerships • Key actions • Contract clauses for waste minimisation. • Results • Waste reduction target of 50% from baseline of 50m3 per dwelling. • Saving of over £150,000 by: • incorporating binding terms into contractual agreements; • workshops for new contractors and monitoring of segregation; and • engaging the supply chain in waste minimisation.

  49. Good practice waste management : Setting a client requirement

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