practical solutions for sustainable construction achieving ... min mid level final1.pdf · resource...

Practical solutions for sustainable construction

Achieving effective Waste Minimisation Guidance for construction clients, design teams and contractors

WRAP works in partnership toencourage and enable businessesand consumers to be more efficientin their use of materials andrecycle more things more often.This helps to minimise landfill,reduce carbon emissions andimprove our environment.

Executive summary 01

Introduction 04

Good practice Waste Minimisation 05

Setting requirements for Waste Minimisation 06

Why is Waste Minimisation important? 07

Understanding Waste Minimisation 09

Roles and responsibilities 11

Communication and appointments 12

Design solutions 14

Procurement solutions 15

Logistics solutions 16

Model clauses for procurement 17

Conclusion 23

Contents

Achieving effective Waste Minimisation 01

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

The purpose of this guidance is to assistconstruction clients, design teams andmain contractors reduce waste on theirconstruction projects. It sets out what ismeant by waste minimisation, why it isimportant, who should implement it andhow it can be made an explicit requirementof the procurement process.

This guidance is part of a suite of threedocuments that focus specifically on wasteminimisation. The other guidance documentsare a high-level business case for clientdecision makers and an in-depth technicaldocument for implementing good practicewaste minimisation by the client, design team,contractor and their supply chain.

The guidance documents on wasteminimisation are supported by a parallelsuite of documents which address wastemanagement and the use of Site WasteManagement Plans. Please see WRAP,Achieving good practice Waste Minimisation and Management: guidance for constructionclients, design teams and contractors for moreinformation available from www.wrap.org.uk

Key benefitsIncreasing numbers of construction clients,developers, design teams and contractors are looking to reduce waste on their projects.The benefits in doing this include the ability to:

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

increase competitive advantage throughdifferentiation;

improve performance against CSRobjectives;

lower CO2 emissions;

meet planning requirements;

complement other aspects of sustainabledesign; and

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

Good practice Waste MinimisationWaste minimisation sits at the top of the wastehierarchy – making it the primary objective inany waste strategy.

Waste minimisation involves a range ofstraightforward methods to ‘design-out’ wastefrom a project and limit waste arising duringthe construction phase. Waste managementthen involves identifying potential wastestreams, setting target recovery rates andmanaging the process to ensure that thesetargets are met.

Opportunities to reduce waste existthroughout a project, specifically in design,procurement and logistics. Underpinning all of these is a need for effective communication.

Fully benefiting from waste minimisation ona project will mean adopting waste reductionmeasures at the earliest opportunities. To maximise these opportunities a teamapproach is required, drawing upon the client,design team, contractor, and subcontractorsthrough all project phases – from outlinedesign to project completion.

Executive summary

Delivery

Design

ProcurementPlanning

LogisticsPlanning Delivery

Communication

Project timeline

The opportunities to minimise waste arising throughout a project fallinto four key categories

02 Achieving effective Waste Minimisation

9. Monitor for waste

management

7. Identifywaste arising,

reuse and recycling routes

8. Site designand training

6. Defineresponsibilitiesand contracts

5. Set targetsand Key

PerformanceIndicators

3. Plan waste managementby developing a SWMP

4. Tender and contractualrequirements for good

practice SWMPimplementation and

targeting of Quick Wins

Client

1. Set projectrequirement

for goodpractice WMM

10. ReviewPerformance of the SWMP and lessons learnt

Reportoutcomes

andQuick Wins

Reportoutcomes

andQuick Wins

2. Identify key opportunitiesfor waste minimisation

Design team Contractor and subcontractors

Pre-design

Design & procurement

Pre-construction

Post-construction

Construction

The full waste minimisation and managementprocess is outlined above with the wasteminimisation element highlighted.

Unlike waste management, wasteminimisation does not follow a set process(such as developing a SWMP). Instead,effective waste minimisation requires achange in attitude towards waste. If allmembers of the project team are committedto identifying and reducing waste thenreductions can be made. The benefit of thesewaste reductions is that it is a direct costsaving to the project – for every skip of wastethat is eliminated through waste reductionstrategies, so is the associated cost of theprocurement and purchase.

This document addresses the roles andresponsibilities of the core members of theproject team, highlighting the responsibility of the client to demonstrate leadership.The client can do this by establishing a clearmandate for waste minimisation within theproject brief, and subsequently withinappointments of consultants and contractors.

Achieving good practice Waste Minimisation and Management


For example, below is a form of words whichthe client may choose to use to establish theneed for a waste strategy:

…we require a Site Waste ManagementPlan (SWMP) to be developed from the pre-design stage to inform the adoption of goodpractice waste minimisation in design, andfor the SWMP to be implemented in allconstruction site activities in line with goodpractice published by WRAP. The SWMP isrequired to set targets for waste reductionand recovery based on an assessment ofthe likely composition and quantity of wastearisings and identification of the mostsignificant cost-effective options forimprovement (Quick Wins). This should besupplemented by information on how thetargets will be achieved during constructionactivities and how the actual levels of wastereduction and recovery will be monitored forcomparison with the targets set.

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

Making it simpleTo help clients, designers, contractorsand subcontractors, WRAP have produceda suite of guidance material to assist inachieving good practice waste minimisation:this mid-level guidance and a technicalsummary for implementation by thecontractor and their supply chain.

In addition, WRAP’s construction portalwww.wrap.org.uk/construction containsinformation covering all aspects of materialsused in construction, including case studies,reference guides and information onmanaging specific waste streams.


Figure 1.1: Sequence of actions to achieve resource efficiency

Figure 1.2: Waste minimisation in the context of overall materialresource efficiency and wider sustainability goals

The construction industry is the UK’s largestconsumer of natural resources, using over 400 million tonnes of material per annum. It generates more than one-third of the UK’swaste arisings, of which only half is reused orrecycled (primarily aggregates and metals).Over 60 million tonnes of construction sectorwaste is sent to landfill or similar disposalsites every year.

More efficient use of materials would make a major contribution to reducing theenvironmental impacts of constructionincluding reducing demand for landfill and the depletion of finite, natural resources. This would also contribute to the economicefficiency of the sector and of the UK as a whole.

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

� minimising the overall creation of wasteresulting from, for example, over-ordering or inefficient design;

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

� recycling materials already on theconstruction site into the newconstruction project; and

� using more recycled materials andmainstream products with higherrecycled content.

Taking action in each of these areas in the sequential order outlined in figure 1.1opposite, would enable construction projectsto achieve good or best practice WasteMinimisation and Management (WMM) and overall resource efficiency. Wasteminimisation can be seen in the contextof overall materials efficiency and widersustainability goals in figure 1.2 opposite.

This document provides guidance specificallyto support waste reduction. It includes modelforms of words which may be set in contract(or project briefing, etc) such that all partieshave formal commitments to reduce waste.The guidance provides direction towards thebenefits of waste reduction and opportunitieson how to realise these benefits.

1.0 Introduction

Waste Minimisationand Management

Procurement ofRecycled Content

Materials recycling

Utilising materialsrecovered onsite or

locally e.g. constructionand demolition

waste, PFA

Specification of materialswith low environmentalimpact (e.g. those that

are ‘A’ rated in the GreenGuide to Specification)

Materials in(produce &materialsselection)

Materials out (goodpracticeWMM)

Energy

Efficient use offinite natural materials

Minimisingenvironmental damage

Waste avoidanceand minimisation,e.g. through offsitemanufacturing and

stock control

Procurement of productscontaining higher than

standard levels ofrecycled content

Returning packaging and surplus materials (e.g. plasterboard off cuts)

for reuse/recycling

Reducing the total amount of materials

in a design

Collection, segregationand recycling of wastes

Materials Water

Key sustainability goals


Opposite is an illustration of the wastehierarchy (figure 2.1). This follows theprinciple of ‘reduce, reuse, recycle’. At the top of this list, and therefore the top priority, is waste reduction.

Implementing strategies to minimise waste isthe first step towards materials efficiency andis one of the most effective ways to solve thewaste problem in the construction industry.Minimising waste eliminates the need forsubsequent handling.

After opportunities in waste minimisation are exhausted, waste that is produced can besubsequently managed. The primary focus ofthis document is on the range of opportunitiesfor waste minimisation in construction.Further guidance on waste management canbe found in WRAP documents referenced atthe end of the guidance.

Figure 2.2 summarises the key steps andresponsibilities for achieving good practiceWMM from setting a project requirementby the client from the outset through to itsimplementation and feedback of outcomes by the contractor.

Waste minimisation should be addressedthrough questioning and review of the designand construction process at regular intervals;at pre-design, design and procurement, pre-construction and construction stage. Wastefigures and lessons learnt should also becollected at post-construction.

All opportunities for waste minimisationshould be exhausted so that any wastethat is produced is inevitable and cansubsequently be managed. For guidance onwaste management and good practice WMM,please see WRAP, Achieving good practiceWaste Minimisation and Management: guidancefor construction clients, design teams andcontractors on www.wrap.org.uk/construction

2.0 Good practice Waste Minimisation

Figure 2.1: The waste hierarchy

Landfill

Landfill with energy

Energy recovery with heat and power

Recycling and composting

Reuse

Waste reduction

Figure 2.2: Key steps and responsibilities for achieving good practicewaste minimisation within the framework for good practice WMM

The primary aim isto reduce the totalquantity of wasteproduced throughouta project.

9. Monitor for waste

management

7. Identifywaste arising,

reuse and recycling routes

8. Site designand training

6. Defineresponsibilitiesand contracts

5. Set targetsand Key

PerformanceIndicators

3. Plan waste managementby developing a SWMP

4. Tender and contractualrequirements for good

practice SWMPimplementation and

targeting of Quick Wins

Client

1. Set projectrequirement

for goodpractice WMM

10. ReviewPerformance of the SWMP and lessons learnt

Reportoutcomes

andQuick Wins

Reportoutcomes

andQuick Wins

2. Identify key opportunitiesfor waste minimisation

Design team Contractor and subcontractors

Pre-design

Design & procurement

Pre-construction

Post-construction

Construction


Clients can provide a mandate for action on allconstruction projects by setting a requirementfor waste minimisation (and wastemanagement). This simple action will be thecrucial first step in realising the key benefitsof becoming efficient in materials usage.

The client’s core requirement can be set as follows:

…we require a Site Waste ManagementPlan (SWMP) to be developed from the pre-design stage to inform the adoption of goodpractice waste minimisation in design, andfor the SWMP to be implemented in allconstruction site activities in line with goodpractice published by WRAP. The SWMP isrequired to set targets for waste reductionand recovery based on an assessment ofthe likely composition and quantity of wastearisings and identification of the mostsignificant cost-effective options forimprovement (Quick Wins). This should besupplemented by information on how thetargets will be achieved during constructionactivities and how the actual levels of wastereduction and recovery will be monitored forcomparison with the targets set.

A high-level requirement will provide amandate for action so that waste minimisation(and management) is included in all aspectsof project procurement as seen in figure 3.1.For example, emphasising waste in the projectbrief will ensure contractors invited to tenderare qualified and experienced in wasteminimisation. Furthermore, setting targetsand requirements in contract clauses willhold the contractor and their supply chainaccountable. In essence, waste minimisationcan cascade throughout all aspects of projectprocurement. This will ensure roles andresponsibilities for implementing wasteminimisation strategies are clear andactionable. For more information on settingrequirements and exemplar forms of words,please see Procurement solutions on page 15.

3.0 Setting requirements for Waste Minimisation

Policy statements

Project information/briefs

Pre-qualification

Appointmentof designers

Contractclauses

Tenderspecifications/briefs

Employer’srequirements

Pre-project

Briefing

Design/pre-construction Traditionalprocurement

Design & buildprocurement

Appointmentof contractors

Figure 3.1: Procurement steps at which model wording can be applied


4.1 Key benefitsWaste minimisation delivers a compellingrange of benefits. In particular, reducingwaste has two principle benefits:

a reduction in the amount of materialentering the waste stream reduces theenvironmental impact of construction; and

a reduction in waste can resultin significant cost savings – see‘The true cost of waste’ below.

In addition, there are some other considerablebenefits which, when combined provide astrong incentive to reduce waste, including:

minimising environmental damage –reduced waste means less quantityof landfill space used and reducedenvironmental impacts associatedwith extracting, transporting andmanufacturing/processing the rawmaterials of the construction process;

conserving natural resource – a reductionin the amount of materials actuallyrequired for a project and the specificationof re-used and recycled materials andpackaging on-site results in less demandfor virgin materials, thereby stimulatingthe market for recycled materialsamongst product manufacturers andencouraging higher levels of recyclingthroughout the economy;

increased competitive differentiation –benefits both developers and contractors,in terms of project efficiency through areduction in construction costs and programme. This is particularly so wherewaste minimisation opportunities willhelp to meet prospective client’ssustainability objectives;

responding to and pre-empting publicpolicy – those organisations responding to the thrust of public policy for increasedsustainability in construction and the builtenvironment will be in an advantageousposition in comparison with those thatwait until they are compelled to act bylegislation;

increased performance against CSRobjectives – real performance againstcorporate responsibility and sustainabilitypolicies can be quantified, therebymeeting the expectations of externalstakeholders and employees andenhancing corporate image; and

lower CO2 emissions – avoiding the needto transport wasted materials both to and from site results in a drop in CO2emissions.

4.0 Why is Waste Minimisation important?

The true cost of wasteThe cost of waste is not just a waste contractor’s fee; to this one must add the cost of thematerials being wasted and the time and resources going into the process of disposal. The true cost of filling and disposing of one skip with mixed construction waste in one studywas found to be £1,343. Although the skip hire was only £85, the labour cost to fill it was £163 whilst the cost of unused material in the skip was the most significant at £1,095.

Other additional costs not covered in the above include:� the time taken by on-site sorting, handling and managing waste; and� poor packaging or overfilling of skips leading to double handling (this cost is very

difficult to quantify).

Purchase cost ofthe delivered

materials wasted

Cost of wastestorage, transport,

treatment anddisposal

Loss of not sellingwaste for salvageor not recycling

+ +


4.2 Key public policy driversThere is an increasing thrust of European, UK national and local policies and legislationto achieve greater resource efficiency andreduce waste sent to landfill from theconstruction industry. In addition to mandatorytargets, many organisations are voluntarilyapplying targets to their projects todemonstrate their corporate socialresponsibility. While there is currently noregulatory obligation to reduce and managewaste, there are some obvious shifts towardsgreater efficiency across the industry.

Landfill Tax was introduced to encourageorganisations to reduce the amount of wastedisposed to landfill. There are two rates of tax:a standard rate of £24 per tonne for activewaste (substances that either decay orcontaminate land) and a lower rate of £2 pertonne for inert materials (including rocks,soils, ceramics and concrete). The standardrate is due to increase by a rate of £8 pertonne until 2010/11 and the lower rate willincrease from £2 to £2.50 per tonne in 2008.The proposed increases therefore provide astrong financial incentive to reduce waste with immediate effect.

Site Waste Management Plans (SWMPs) – It isexpected that the use of (SWMPs) will becomea mandatory requirement for many projectsthroughout the UK in the near future. AlthoughSWMPs relate primarily to managing wasteproduced on-site, they should be developedduring the design stage to act as an effectivetool to inform the design process and addressthe waste problem at its source. The SWMPwill provide information, such as potentialwaste streams and their likely quantity, toenable strategic decisions to be maderegarding the design and supply chain.

The Code for Sustainable Homes is a voluntaryscheme developed by the Government andIndustry, and is expected to becomemandatory in 2008. The Code focuses on newbuild housing with the expectation that it willbe adapted to apply to all buildings in thelonger term. A specific requirement within the Code is for a SWMP to be developed.Further points are awarded where the SWMPincludes procedures and commitments thatminimise waste in accordance withWRAP/Envirowise guidance.


To reduce waste one must address briefing,design, procurement, logistics and siteactivities, targeting waste generating activitiesin each. Best results are achieved when allmembers of the design and construction teamwork together to reduce waste through theconstruction process.

How is waste generated?The main origins of waste found inconstruction projects determined by previousWRAP studies1 include:

� over-ordering – inaccurate materialsestimates and the surplus orderingassociated with the low prioritisation ofmaterial costs (as compared to labourcosts) leading to chronic over-ordering;

� damage – to materials either duringdelivery or during storage on-site(handling errors, inadequate storage,poor co-ordination with other trades);

� off cuts – of materials resulting frominefficient design and constructionpractices;

� design changes – leading to reworkingand wasted materials;

� temporary works materials (e.g.formworks, hoarding, etc); and

� packaging.

How to minimise wasteOpportunities to reduce waste are presentedin guidance sheets across four broad areas:

communication;design;procurement; andlogistics.

Each of these areas contains severalopportunities that can help reduce waste on your project. Not every opportunity isapplicable in all cases but this guide shouldgive you sufficient information to begin tomake real changes on your project.

Table 5.1 on the following page provides a‘snapshot’ of where the key opportunities are to reduce waste – divided across the above categories.

Waste minimisation opportunitiesThe majority of opportunities to reduce wasteexist up-front during the design stage, wheneither the design process or the design itselfcan be altered to take into account solutions to reduce waste. However, opportunities alsoexist when the design is already formulatedand construction is underway. It is alsoimportant to consider procurement andlogistics early on in the project to achievethe greatest impact.

Some opportunities to reduce waste mayrequire more consideration to achieve thanothers. Specific opportunities do exist thatinvolve simple changes or ‘tweaks’ to thedesign or construction process.

However, some of the larger opportunitiesmay require a little more consideration to be realised as they may involve morefundamental changes, either to the way in which the design is produced, or to thedesign itself.

5.0 Understanding Waste Minimisation

1 WRAP, ‘Reducing material wastage in construction, Guidance for clients, contractors and subcontractors on how to deliver good practice in material call-off, buying and usage’

Delivery

Design

ProcurementPlanning


Communication

Project timeline


Possible solution Waste Areas where you can make a change to reduce waste

Communication Design Procure Logistics

Demolition of � � � � Opportunity for reuseexisting structures of existing structure

Materials from � � � � Opportunities for reusedemolition/site and/or recycling ofclearance demolition/site

clearance materials

Temporary structures � � � � Choice of appropriateconstruction method

Excavated material � � � � Ground enablingoptions: cut and fillbalance, correctfoundation depths etc

Waste Arisings � � Have a flexible from Design Change approach to design

� � � Use design freezes toavoid change

Waste Arisings from � � Use off sitethe Design Itself manufacture to avoid

site waste

� � Standardise designs toincrease repetition

Off cuts � � � Simplify building formto reduce site cutting

� � Dimensionalrequirementscoordinated withspecifiedmaterial/product

� � Appropriate toleranceallowance

� � Materials setting outcorrectly

� � � Accurate workmanship

Surplus materials � � Produce accurateestimates of materialrequirements

� � � Avoidance of over-ordering of materials

� � � Appropriate allowancefor waste

Damaged materials � � � Adequate protection

� � � Appropriate storage

� � � � Appropriatehandling/logistics

� � � Just in time delivery

Packaging � � � Encourage take back or elimination

Contamination of � � Efficient site waste‘clean’ waste management

Table 5.1: Areas of waste minimisation opportunities: communication,design, procurement and logistics, with an example of a solution toreduce a specific waste

For example, a discreet change to a designwhich resulted in reduced off cuts could betermed an immediate opportunity. However, to achieve significant improvements in wastereduction it is likely to require a team effortand some fundamental reviews of the designand construction process, for example,establishing a process of waste reviews by the design team on an ongoing basis. Theserequire earlier consideration and a holisticapproach but with a potentially larger andmore lasting impact.

The key message here is that specific andimmediate opportunities do exist and shouldbe pursued wherever possible. In addition,clients should challenge their project teams to pursue some of the larger opportunitiesas these can have significant impacts uponwaste, and in turn, upon cost.


6.0 Roles and responsibilities

Effective waste minimisation requires a teamapproach. All members of the design andconstruction team can contribute to wasteminimisation either directly, or indirectly bysupporting others in the supply chain. Ofparticular importance in this team is theclient who sets the agenda for the project.

ClientSetting a waste minimisation agenda earlyin the project provides a clear mandateto all parties that good practice is to beimplemented at every stage of the project. Inparticular, using the following form of wordsin the project brief will ensure that waste(including waste management) is addressedthroughout:

DesignersFundamental design decisions about buildingform and shape can have dramatic effects onthe waste likely to be generated. At outlinedesign stage, the designer has a significantopportunity to influence the waste likely to be generated – this includes the reutilisationof existing building stock or materials.

In addition, consideration of the constructionprocess at outline design stage can identifysubstantial opportunities to minimise waste(and associated costs) during construction.

As the design develops, opportunities toeliminate design waste must be identified and pursued. In addition, good design coordination is required to ensure thatunnecessary changes and site modificationsare eliminated. The designer should not workin isolation on this and should be supported by the client and contractor.

ContractorThe contractor’s main role is to develop theSWMP. This focuses upon site and shouldaddress both waste reduction and management.However, it is the contractor who sees wherewaste is generated on-site and who should beable to support the designer in looking for wastewithin the design.

Rather than just focusing upon a wastemanagement strategy, the contractor shouldalso identify a waste reduction strategy bywhich the total quantity of waste will bereduced. In particular, this strategy shouldreflect the considerations and designdecisions taken earlier in response to wastereduction. It is good practice for a contractorto name an individual who is responsible forthe development of the SWMP.

SubcontractorThe subcontractor is the party that actuallyorders, and handles the materials. For thisreason the subcontractor has a large part toplay in delivering the clients objectives andshould be engaged early in the waste planningprocess. In particular, the earlier theirinvolvement, the greater the impact theirinput will have.

Some trades are likely to be able to providevery focused advice. For example, dry-linersand flooring contractors will be able to producevery accurate estimates of materials required,and should be able to identify exactly whatwaste will be generated – in turn they will beable to recommend ways to reduce this waste.

In respect of the efficient use of materials, our aim is to minimisethe consumption of finite natural resources and to minimise thequantity of waste being sent to landfill sites. Therefore, as generaldesign principles, we seek the following where commercially viable(in accordance with the waste hierarchy):

� efficient design and stock control to minimise the use and wasteof materials;

� reuse and refurbishment of existing infrastructure;

� use of reclaimed products and materials;

� use of renewable materials from legal and sustainable sources(such as timber with appropriate certification);

� waste minimisation on-site;

� recycling of construction, demolition and excavation waste; and

� procurement of products and materials with good practicelevels of recycled content (relative to other products meeting the same specification).

These objectives should be pursued while avoiding adverse impact on cost, quality or other requirements in this brief, andminimising transport (especially road transport of heavy materials)where feasible.


Central to waste minimisation iscommunication. Reducing waste is not adifficult challenge on most projects – what ismore challenging is that to achieve reductionsproject teams need to think about wastedifferently. Waste needs to be raised up theagenda so that when design decisions arebeing made, or logistic strategies developed,the impact upon waste is considered andappropriate action is taken. All team membersneed to understand and share a common goal– that of waste minimisation. Only by workingtogether will this be possible.

Project briefingThe catalyst to waste reduction is the client. As part of the pre-project brief and outlineconcept, the client needs to establish thatwaste is an important issue and challenge the project team to deliver a project that usesmaterials efficiently. This can be achievedthrough:

� requiring the design team to identify andreduce waste wherever possible; and

� requiring the main contractor to developand implement a SWMP which includeswaste minimisation measures.

This guidance provides model forms of wordsfor project briefing on page 17.

AppointmentsThe involvement of stakeholders with theknowledge, capabilities and willingness toreduce construction waste is essential. Secondto client buy-in, appointment of appropriatedesigners and contractors is a keyrequirement to fulfil the waste minimisationagenda. The project briefing and setting robust contractual requirements are hardcommunication mechanisms which ensure the appropriate approach to wasteminimisation is taken.

Model clauses for procurement contain modelforms of words which may be used in both theappointment of a designer and of a contractor.Specific wording is included to address thedesign and build procurement route.

Waste minimisation targetsSetting targets for waste reduction can be aneffective incentive to improve. However, thisrequires careful consideration. For example, if the contractor has an incentive to reducewaste, is a realistic benchmark available fromwhich improvement can be measured. Also,does the contractor have absolute control overthe waste quantities – recognising that thedesign is a major contributing factor? Data onwaste minimisation is limited and evidence toshow that incentive clauses work is scarce.For this reason, it is recommended thattargets are only set for defined elements ofwork where good data exists. To obtain thisdata it may be necessary to begin recording a baseline of performance from whichimprovement targets can be agreed, vianegotiation, with contractors and/orsubcontractors.

Soft communication and ways of workingThere are some simple steps that the projectteam can take to ensure that waste is elevatedup the agenda and is addressed robustly. Onesuch solution involves simply adding a wasteitem to team meetings. If waste is discussedas part of the general project development(whether during design, procurement, or insite meetings), then it cannot be ignored. As an agenda point at each meeting it wouldensure that it stays within the core scope ofthe project, and does not become a‘sustainability bolt-on’.

7.0 Communication and appointments

The key to wastereduction is achange in mindset, rather than off theshelf solutions.

Delivery

Design

ProcurementPlanning


Communication

Project timeline


SWMPsA site waste management plan should be developed from the pre-design stage by an appointed memberof the design team and passed on to the contractor. SWMPs often focus exclusively upon site activitiesand how waste streams can be recycled. To get the most out of a SWMP it should also address wasteminimisation issues.If developed by a contractor, it is important that the SWMP looks back to design and is used to capture all actions and decisions made by the design team which affect waste. It is crucial that these are carriedthrough and maximised by the contractor on-site.At the end of a project, the SWMP should be used as a mechanism to feed back lessons learnt to thedesign team.

Things to consider:Ensure the project brief has clear requirementsto minimise (and manage) waste effectively.Ensure consultants and contractors havecontractual obligations to participate in wastereduction.Consider setting waste minimisation targetswhere there is sufficient data to do so.

Encourage project teams to think about anddiscuss waste minimisation options – eitheras part of regular meetings or within definedwaste minimisation workshops.Use contractors and subcontractor knowledgeearly in projects to maximise their input.

Another aspect is partnering across thedesign and construction team. Contractorsand subcontractors have first hand knowledgeof what causes waste and how this could bereduced. Sharing this information withdesigners is essential. In addition, thinkingabout logistical and procurement issues earlyon ensures that decisions are not made whichlater compromise waste reduction initiatives.A key part of this is therefore early contractorinvolvement so that they may contribute toearly waste identification and decision making.

One specific solution that could be used is tohold discreet waste workshops. These wouldbe an effective method of sharing ideas in anopen and neutral forum. Again, giving wastesuch a platform and encouraging participationis likely to generate useful ideas. It alsoreinforces the message that waste is not justan issue for contractors, but for everyone.

Waste minimisation strategyHaving committed to reducing waste andhaving identified ways to do it, it is importantthat these discussions and actions arerecorded. What is needed is a wasteminimisation strategy. It is likely that this willbe linked into the SWMP however often thedevelopment of the SWMP begins with theappointment of a contractor. If decisions onwaste are being made before this point thenthey should be captured and then bolted intothe SWMP on appointment of a contractor.

A waste minimisation strategy should identifythe following:

� where waste arises in design,procurement and logistics;

� waste reduction opportunities andtargets;

� an approach to communicate wasteminimisation solutions to projectstakeholders;

� an approach to monitor theirimplementation throughout the projectlife cycle; and

� mechanisms to feedback lessons learnt to the design team.


Design presents some of the greatestopportunities to influence waste. The design ofa building determines the size, the shape andthe materials required. The principle of wasteminimisation in design involves ‘designing outwaste’ so to reduce the quantity of wastebefore it arrives onsite.

Getting the design right – i.e. ensuring thatwasteful elements have already beenaddressed – means that the contractor’s roleis much simpler on-site. Failure to think aboutwaste at design stage means that, conversely,the contractor will often be unable to reducesome of the wasteful elements which havebeen ‘locked in’ by the designer.

Below are some of the headline opportunitiesopen to designers. Further information isavailable in the waste minimisation technicalguidance document and WRAP, Designing outwaste in construction.

Designers need to be flexible in their approach and begin from a position ofunderstanding what is available from the site.Following this, designs need to develop so that they can effectively deliver a wide range of sustainability requirements. Earlyconsideration of issues such as waste isessential. For example, decisions to useoffsite, modular construction can often impactupon multiple other elements and so wouldneed to be taken early in the design process.

8.0 Design solutions

Opportunity DescriptionFundamentals Fundamental design decisions, such as whether to demolish an existing facility or not, will have the greatest impact on

waste. Thus, it is at concept stage where the greatest opportunities lie. For example, a simple structure should have lesswaste than a complex structure. This is because almost all interfaces require materials to be cut, and every cut results inwaste. The simpler the interface, the less cutting and less waste.

Onsite reuse of materials Maximising the reuse of materials on-site can significantly reduce the amount of waste generated from the enablingworks. For example, careful cut and fill analysis can ensure ground excavated from cuttings can be used as fill materialelsewhere such as within embankments, so that no waste is sent to landfill and there is no need to import fill.Not only can demolition materials be processed for aggregates and fill materials, designers should also seek toincorporate other materials such as reclaimed bricks, steel sections, salvageable timbers etc. Where these can’t beused they can often be sold for reuse elsewhere. Many of these decisions are recurrent in regeneration projects. For more information specific to regeneration please seeWRAPs guidance document Efficient use of materials in regeneration projects.

Standardisation of Repetition of design and element dimensions, either within a building layout or across a range of buildings reduces wastebuilding form and layout by reducing the number of variables and associated offcuts. Standardisation also allows for the reuse of formwork and

falsework and a reduction in mistakes and reworking.

Standardisation of Not only can the building form be standardised, but so can the use of materials. For example, limiting the number of building materials cladding solutions should mean that this limited range of materials can be used more efficiently (i.e. less off cuts).

Simplification of material choice can increase opportunities for use of off cuts and surplus materials. For example,rationalising the number of concrete mixes can ensure surplus for a particular pour can be used in other parts of the concrete works having the same specified mix reducing the need for expensive part-loads or wastage due to over-ordering. As well as incorporating common materials within the design and specification, the construction programme should beplanned so that elements with the same material type are either constructed at the same time or a provision is made forstorage and later use of the surplus material.

Designing to standard Designers have the ability to design building layouts to fit the manufactured dimensions of the materials that will be used.material sizes For example, wall dimensions may be designed to incorporate standard plasterboard sizes. Conversely, it may be possible

for the supplier or manufacturer to cut plasterboard to meet the dimensions and fittings required of the design.

Offsite/Modern methods Designing for the preferential use of prefabricated units can eliminate or reduce the site cutting and handling of materials,of Construction having dramatic effects on waste. Offsite manufacture has been shown to reduce waste by up to 90% (volumetric building

systems versus traditional) as seen in figure 8.1. The decision to use offsite construction is often cost led, determined bya critical number of units. Rarely is the cost of waste considered in this equation, however, if waste costs were reduced by90%, the threshold for using offsite construction could drop dramatically and have an associated impact on waste.

Change management Designs are often changed throughout the site works with the resultant rework generating considerable volumes ofwaste. Freezing designs and eliminating variations can significantly improve the waste profile (along with reducing cost).Where it is known the site will face particular constraints which may impact on waste, then the design shouldaccommodate strategies to manage this.

Maintaining flexibility Conversely, where feedback from site suggests that waste could be reduced if the design were amended then designersshould be willing to explore these opportunities. In this sense the design should not be too prescriptive, allowingadjustments to be made on-site with minimal consequence on time, cost and quality.

Figure 8.1: Wastereduction potential ofoffsite construction (%)

Volumetric 70–90Framing systems 40–70Pods 40–50Panel Systems 20–60Other MMC 30–60


Far too often materials are brought to site only to then be wasted. Waste minimisation in procurement involves producing accurateand reliable estimates of material quantitiesrequired on a project. Contingency ordering to account for waste is often inaccurate andunreliable and results in over ordering andmaterial wastage.

An accurate assessment of the materialsrequired should be made, along with aninformed allowance for wastage. This isprimarily a subcontract issue as it issubcontractors who usually place orders

for materials with suppliers. The earlier onin the project timeline this is considered, thegreater the impact on waste minimisation.

Below are some of the key actions that canhelp reduce waste on-site.

If subcontractors are serious about this issuethey have a real opportunity to improve theircore working practices and drive down theirtender prices. Regularly evaluating actualwastage against forecasts will mean that sub contractors can focus on where theyare inefficient and take action to improve.

9.0 Procurement solutions

Opportunity DescriptionProduce accurate To avoid over-ordering, subcontractors need to produce accurate estimates of the materials they require. To do this they materials estimates need accurate information from which they can produce their own take-off, converting project requirements into a

materials allowance. (i.e. converting a m2 of brick wall into X number bricks).For most trades this can be very accurate, especially where specialist estimating software is available. The main problemusually arises in subcontractors being given inadequate information. Design teams and main contractors should ensurethat subcontractors receive the information they need, and if not, sub contractors should be encouraged to ask for it.Again, a collaborative approach is required. Material estimates can be further improved through using more precisemeasuring tools such as CAD and bespoke digital estimating software.

Informed waste forecasts Subcontractors are going to be unwilling to completely eliminate a wastage allowance. In some instances wastage isunavoidable where designs require materials to be cut. However, to this subcontractors need to add an allowance for sitedamage, faulty materials etc. This allowance should be as low as possible and well informed. Too often subcontractorsuse arbitrary wastage allowance with little consideration of the project. The result is that materials are either over orunder ordered.Instead, the subcontractor should record how much waste they generate (a useful figure to measure businessperformance) as a baseline, and to that then modify the allowance up or down depending upon site conditions. Forexample, if there is an efficient logistics plan that will eliminate damage of materials to the work face then this should be reflected in the wastage allowance (and also in the tender price).Data on wastage rates relative to a baseline including the reconciliation of materials ordered and material used should be shared and communicated so to inform subsequent projects.


Around 15% (by value) of materials deliveredto construction sites are wasted. Efficientlogistics can play a big part in reducing thisfigure. Logistics addresses how materials are moved to, from and on-site and how theyare stored.

The development of a robust logistics planshould begin early on in the project timelineand is fundamental to effectively reducingwaste. This plan should address how waste canbe mitigated, and how cost, time and qualitycan also be improved. Essentially, the logisticsplan must address damage to materials, eitherbeing delivered to site, being stored on-site orbeing transported to the workface.

Most construction projects involve complexmaterials supply arrangements. Below aresome waste reduction opportunities whichcan be considered when developing a logistics plan.

10.0 Logistics solutions

Opportunity Description

Supply of materials to site

Consolidation centres Consolidation centres are offsite distribution facilities that receive and deliver materials, equipment and plant. Materialscan be delivered to site from the consolidation centre as and when they are required and in consolidated loads to ensureefficient use of resources and transport.The benefit of a consolidation centre is that it provides a secure environment for materials storage with efficient handlingprocedures. It also reduces the volume of materials being stored on-site and so can help reduce accidental damage.

Just in time delivery Just-in-time (JIT) delivery involves the delivery of materials to site only when they are required for installation. Whenrigorously applied, JIT logistics is one of the most effective techniques to minimise waste arising from over-ordering,damage, design change, and programming and planning because, by definition, it permits the delivery of only thosematerials that are immediately required for construction. JIT delivery can take place through a consolidation centre ordirect from suppliers.

Take back schemes ‘Take back’ schemes with suppliers can be set up so surplus materials are returned and do not enter the waste stream.

Site demand smoothing Demand smoothing is a technique which involves analysing the project programme and smoothing the peaks and troughsin demand for either materials or labour. By smoothing out these peaks, ‘pinch points’ can be reduced as these high areasof activity often result in errors and waste.

Integrated ICT Using an integrated ICT system is a powerful tool used to manage materials flow. Particularly useful for large, complexprojects, this provides a highly transparent picture of what materials are required when.

Packaging Wherever possible, packaging should be either eliminated, or returned to the manufacturer. In practice this is oftendifficult to achieve with the resultant solution being to bale packaging on-site for recycling.

Materials on-site

Materials handling Simply moving materials around site results in damage. For example, insulation boards get crushed and plasterboard strategy edges become damaged. Using small, moveable trolleys that are designed to carry the appropriate materials ensures that

materials can be moved around site with ease. In addition, if these are kept to a manual handling size then there is lesschance of accidents (both to the materials and the workforce). Furthermore, a total reduction in material handling through,for example, delivering materials direct to point of use or the use of appropriate mechanical plant will also reduce waste.

Logistics specialist By having a specific person or team allocated to receive deliveries and distribute materials, equipment and plant – just intime – will make sure that operatives handle materials only when assembling or installing.

Fourth party logistics When there is more than one supply chain it is important to ensure there is some kind or strategy or centralisedcoordination of the many logistics providers.

Materials storage Too often materials are seen on sites sitting in the mud, or out in the rain. If materials are kept on-site it is important thatthey are stored in an ordered and protected environment. Materials like plasterboard require weatherproof environmentswhilst blocks and aggregates ideally require an area of clean, hard-standing.

Culture and training To ensure that sites operate efficiently a programme of education and awareness raising can help reduce waste. Bybriefing site operatives that waste minimisation is an important objective and that accidental damage should be reduced,hopefully operatives will take greater care when handling and installing materials.

By adopting more efficient logistics, many constructionprojects could reduce their waste by one-third, within a year.Furthermore, in terms of environmental gain, if loads wereconsolidated, CO2 emissions from deliveries to site would fallby up to 70%. WRAP, Efficient Construction Logistics


11.0 Model clauses for procurement

This section provides a ‘family’ of goodpractice waste minimisation requirementswhich build upon good practice WMMrequirements found in WRAP document,Achieving good practice Waste Minimisation andManagement, Guidance for construction clients,design teams and contractors.

This guidance can be used in conjunction tothe waste management guidance and will helpstrengthen the delivery of waste minimisationobjectives.

Organisations wishing to reduce waste are encouraged to make use of the modelwording and insert as appropriate in theirdocumentation and processes. Specific wasteminimisation clauses are included for theappointment of designers and contractors.These are prefaced by wider project briefswhich address both waste management andminimisation.

Figure 11.1 illustrates the project stages forwhich model wording is available.

11.1 Policy statementHere is a model statement that can be used in environmental or procurement policies to signal intention and provide a mandate for action:

Policy statements

Project information/briefs

Pre-qualification

Appointmentof designers

Contractclauses

Tenderspecifications/briefs

Employer’srequirements

Pre-project

Briefing

Design/pre-construction Traditionalprocurement

Design & buildprocurement

Appointmentof contractors

Figure 11.1: Procurement steps at which model wording can be applied

Use of model wordingUsers are referred to the Disclaimerat the back of this guidance document. The model clauses are not intended toreplace standard Terms and Conditions of Contract. They are intended for use as part of the client’s specification of theworks that define the required output andperformance, alongside other clauses on sustainability such as minimumperformance on energy and waterefficiency. Any organisation or other personshould take their own legal, financial andother relevant professional advice whenconsidering the use of the model clauses in any procurement process.

As part of its commitment to sustainableconstruction, [Organisation name] aims toimprove its efficiency in the use of materialresources. One targeted outcome is tocontinuously reduce the quantity of wastearising and increase the recovery of materialsfor reuse and recycling on all constructionprojects. Therefore, in its procurement,[Organisation name] will set requirementsfor its projects to incorporate good practicewaste minimisation techniques and toplan and implement good practice wastemanagement and recovery in accordancewith WRAP guidance.


11.2 Project information/briefsWhere the client establishes a high-level briefto the design team or contractor (in the caseof design and build and PFI processes), thefollowing wording can be included to definethe overall objectives and requirements forenvironmental performance – therebyproviding the mandate for appropriatetechnical solutions to be offered:

Under general project objectives, the followingtext is appropriate:

Alongside information on energy efficiency,water efficiency and other environmentalperformance criteria, the following textcan be used to describe aims for materialsresource efficiency:

Where there is a specific outcome forgood practice waste minimisation andmanagement, it can be phrased as follows:

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

� waste minimisation on-site;

� recycling of construction, demolitionand excavation waste; and

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

These objectives should be pursued whileavoiding adverse impact on cost, qualityor other requirements in this brief, andminimising transport (especially roadtransport of heavy materials) wherefeasible.’

In respect of the efficient use of materials,our aim is to minimise the consumption offinite natural resources and to minimise thequantity of waste being sent to landfill sites.Therefore, as general design principles, weseek the following where commercially viable(in accordance with the waste hierarchy):

� efficient design and stock controlto minimise the use and waste ofmaterials;

� reuse and refurbishment of existinginfrastructure;

� use of reclaimed products and materials;

� use of renewable materials from legaland sustainable sources (such astimber with appropriate certification);

In all of our development work, our aim is to minimise any adverse impacts thatconstruction has on the environment. We seek this through the design process,materials selection, construction techniquesand operational methods. All organisationappointed to work on our behalf are requiredto work in accordance with these principles.Specific information on our environmentalpolicy is set out in [Insert reference to therelevant document on this topic], to whichall consultants and contractors appointedon our projects are expected to conform.


11.3 Pre-qualification Assessment of capacity and competence to respond to a requirement for wasteminimisation (and management) should beincluded in pre-qualification processes forall parties involved in delivering a project(e.g. designers, contractors, subcontractorsand consultants). Generally speaking,information on ability to reduce wastageand increase recovery of materials shouldbe included alongside other informationon environmental performance criteriafor the project, such as recycled contentin construction projects.

It is expected that pre-qualification processeswill include a questionnaire (PQQ) and may befollowed by an interview to explore issues inmore depth. If the issue of waste minimisationis to be raised during a supplier interview, it is good practice to flag up its importance byincluding it within the PQQ, thereby providing anopportunity for suppliers to prepare a response.

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

11.3.1 Designers, contractors, subcontractors and consultantsPre-qualification question:

Although it is clearly of benefit for theprofessional consultants to have a goodunderstanding of WMM, it is of mostimportance if the designers, contractors andsubcontractors are able to implement goodpractice WMM and identify waste recoveryQuick Wins. Therefore, they should be able to demonstrate an appropriate awareness and working knowledge accordingly, such as the WRAP guidance.

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

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

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

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

1. Which good practice WMM processes doyou think are applicable to this project and why?

2. What knowledge and experience do youhave in developing and/or implementingsite waste management plans to goodpractice levels on construction projects?

3. What is your experience in setting wasterecovery targets, measuring wastestreams on-site and implementing review processes?

These questions encourage the respondentto expand upon and be specific about the skillsand knowledge which they possess.

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


11.4 Tender specifications, contracts and appointmentsThe key requirement at this stage is to set out clearly what is expected of the designteam and main contractor and how they willdemonstrate that they have fulfilled their role in meeting the requirement for wasteminimisation. The requirements areformulated in different ways for traditionalprocurement versus design & build, in order to set out responsibilities clearly. Theserequirements are supplemental to the corerequirements for waste management found in the parallel guidance document.

11.4.1 Traditional procurementUnder the traditional procurement process,the client is involved in separate tendering andappointment processes for the design teamand for the contractor. As a result, there aretwo phases of appointment into which therequirement for waste minimisation should beincorporated – first the designer and then thecontractor.

Appointment of designersThe design team has a pivotal role inminimising waste. Including specificrequirements for the designer to identifyopportunities to reduce waste in theirappointment is the best way of ensuringopportunities are maximised (without cost or risk).

After pre-qualification, the following wordingmay be incorporated in the designer’s form ofappointment. This wording is written such thatit may form a ‘shopping list’ from which clientscan add or remove specific requirements.

The above statement applies to frameworkand traditional contracts.

This project is committed to materialsefficiency. A key aspect of this is reducingthe volume of waste generated. TheDesigner has a key role to play in identifyingthe sources of waste and in advising ondesign solutions which will reduce thevolume of waste generated on-site.

The Designer shall:� identify key sources of waste at each

design sign off stage;

� work with other members of the projectteam to identify sources of waste andmitigating solutions (including thecontractor when appointed); and

� propose waste reduction solutionsadvising upon impacts on performance,cost and quality.

In order to achieve the above the designershall:� include waste as a formal agenda item

at design team meetings;

� identify opportunities to reuseexisting materials on-site andprovide justification for the non-reuseof materials (where applicable);

� explore opportunities to simplifyand standardise design solutionsand provide justification where thisis not appropriate;

� explore and advise upon the benefitsof offsite manufacture of componentsor elements, commenting upon waste,cost, time and quality; and

� optimise design solutions such that thesite cutting of materials is eliminated asfar as is practicable.

This should be done in line with WRAPguidance.


Appointment of contractors – tenderspecifications/briefsHere is some model wording that can beincorporated into the tender specification forthe procurement of a construction project:

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

[Organisation name] is seeking to minimisethe amount of waste generated during theWorks. Not only is this an environmentalbenefit, it will also reduce costs. In addition tothe development of a Site Waste ManagementPlan the Contractor is required to:

� be proactive in supporting the designerto identify causes of waste within thedesign and agree methods of wastereduction;

� work with subcontractors before startingon-site to identify areas of waste andagree methods of waste reduction;(Note that this may require revisitingthe design.)

� negotiate and agree reasonable wastageallowances with subcontractors; (Thisincludes requesting and documentingwithin the SWMP accurate forecasts ofwaste from each subcontractor)

� explore and propose constructionsolutions which will enable a reductionin waste (including off site constructionoptions); and

� develop and implement a logistics planwhich addresses both where waste willarise and how it may be reduced. Thisis to be included within the SWMP andmade available to the client on request.


11.4.2 Design and build procurementDesign & build poses a different challenge tothe setting of requirements for good practiceWMM as the client (Employer) is responsiblefor the project brief and contractorappointment, and it is the contractor thatsubsequently owns the processes of designand construction. The contractor should takeon the designer’s responsibilities and anynegotiations regarding the agreement of wasterecovery targets should be carried out duringthe design stage and negotiated with theEmployer’s Agent on the client’s behalf.Similarly the Employer’s Agent should beresponsible for advising the client on thevalidation evidence at contract completion.

The vehicle for setting minimum requirementsis the Employer’s Requirements. The Employer’sRequirements contain a set of performancecriteria which the contractor must meet. Thecontractor is responsible for developing thesecriteria into a suitable design and then forconstructing the building.

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

[Organisation name] is seeking to minimisethe amount of waste generated during theWorks. Not only is this an environmentalbenefit, it will also reduce costs. In addition tothe development of a Site Waste ManagementPlan the Contractor is required to:

� identify key sources of waste at eachdesign sign off stage; and

� propose waste reduction solutionsadvising upon impacts on performance,cost and quality.

In order to achieve the above duringthe design stage the contractor shall:

� include waste as a formal agenda item at design team meetings;

� identify opportunities to reuse existingmaterials on-site and provide justificationfor the non-reuse of materials (whereapplicable);

� explore opportunities to simplify andstandardise design solutions and providejustification where this is not appropriate;

� explore and advise upon the benefitsof offsite manufacture of componentsor elements, commenting upon waste, cost, time and quality; and

� optimise design solutions such that thesite cutting of materials is eliminated asfar as is practicable.

And in addition, the Contractor shall:

� work with subcontractors before startingon-site to identify areas of waste andagree methods of waste reduction (Notethat this may require revisiting the design);

� negotiate and agree reasonable wastageallowances with subcontractors; (Thisincludes requesting and documentingwithin the SWMP accurate forecastsof waste from each subcontractor.)

� explore and propose constructionsolutions which will enable a reductionin waste (including offsite constructionoptions); and

� develop and implement a logistics planwhich addresses both where waste willarise and how it may be reduced. Thisis to be included within the SWMP andmade available to the client on request.

This should be done in line with WRAPguidance.


This guidance provides a summary forconstruction clients, design teams and maincontractors for achieving good practice wasteminimisation on their construction projects.This will help reduce the amount ofconstruction waste sent to landfill, thusdemonstrating a contribution to sustainabledevelopment and reducing project costs.

Good practice Waste minimisation can beachieved on all forms of project without afundamental change in working practice. In summary, key aspects of achieving goodpractice waste minimisation include:

� early project implementation by the client to maximise potential benefits;

� setting requirements for its delivery by the entire supply chain;

� ensuring that waste minimisationbecomes part of the agenda of theproject; and

� adopting a SWMP in accordance with good practice to inform design andmanage waste on-site.

WRAP have produced two further guidancedocuments for achieving good practice waste minimisation: a high-level businesscase for client decision makers and atechnical summary for implementation by the contractor and their supply chain. In addition, WRAP’s construction portalwww.wrap.org.uk/construction containsextensive related information covering allaspects of materials use in construction,including case studies, reference guides and managing specific waste streams.

12.0 Conclusion

Waste & ResourcesAction Programme

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This report has been published in good faith by WRAP with the help of Davis Langdon, and neither WRAP nor Davis Langdon shall incur any liability for any action or omissionarising out of any reliance being placed on the report by any organisation or other person. Any organisation or other person in receipt of this report should take their own legal,financial and other relevant professional advice when considering what action (if any) to take in respect of any initiative, proposal, or other involvement with any procurementprocess, or before placing any reliance on anything contained therein. By receiving the report and acting on it, any party relying on it accepts that no individual is personallyliable in contract, tort or breach of statutory duty (including negligence).

While steps have been taken to ensure its accuracy, WRAP cannot accept responsibility or be held liable to any person for any loss or damage arising out of or in connectionwith the information in this report being inaccurate, incomplete or misleading. The listing or featuring of a particular product or organisation does not constitute anendorsement by WRAP and WRAP cannot guarantee the performance of individual products or materials. For more detail, please refer to our Terms & Conditions onour website www.wrap.org.uk

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