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This document lists specific initiatives and activities, witnessed by the Scheme’s Monitors, that are considered examples of good practice.
The contents will be amended from time to time as part of a continuous improvement process and as new examples are identified.
Considerate
Sites should proactively inform those affected by the work in advance of activity on site.
- A 'Community Engagement Plan' was drawn up before work started on site and a community liaison officer was appointed. The plan was scrutinised to establish that any community engagement provided real value rather than being just a PR exercise.
- Out-of-hours meetings and open days were arranged for residents, schools, businesses, client's staff and all interested or affected parties.
- A reply slip invited neighbours to identify any special requirements they might have during the course of the project.
- Provision was made for mobility, hearing and sight-impaired visitors, including induction loops, notices in Braille and tactile surfaces.
- In an area with a mixed race community, a 'community profile' was produced to identify all those that might be affected by the works. A company tenant liaison officer then recruited interpreters and intermediaries to relay information about the project.
Further reading
Site parking should cause minimal impact on an area.
To overcome a lack of on-site parking, alternative arrangements were
made. For example:
- A local rugby club car park was used in exchange for carrying out repairs.
- A car park was rented for the duration of the project, from where operatives were brought to site by minibus.
- An operatives' car share scheme was promoted and monitored.
- Additional 'Residents' Parking' signs were provided for local homeowners.
- A designated disabled parking space was provided.
- The gateman held details of all site related vehicles. In the event of any of these vehicles causing obstruction or inconvenience he was able to contact the driver immediately.
- To assist operatives and visitors with travel and parking arrangements, all outgoing emails gave details and links to the site's location, public transport routes and timetables, cycle routes and parking locations.
Further reading
Diversions should be avoided. However, where necessary, they should be clear and simple to follow.
- Local residents affected by a road diversion were provided with a lift to the local bus stop.
- Cyclists were taken by van through road works in sections where cycle paths had been closed.
- Site plant and vehicle crossing operatives received special training designed to minimise waiting times for the travelling public.
- Pedestrian diversions were identified with coloured-coded routes painted on the footpaths.
- Adjacent road network activities by others were checked and monitored regularly so that diversions could be programmed and coordinated to minimise inconvenience.
Further reading
Deliveries should be planned and timed to cause the least amount of impact.
- The most appropriate routes to the site were agreed with the Highways Agency. They were published and issued to all subcontractors, suppliers and visitors.
- An online delivery booking service enabled suppliers to check when delivery slots were available and to book an appropriate date and time. Printed confirmation was then sent out confirming route directions and site contact numbers.
- Delivery drivers were asked to contact the site when they were close, so that appropriate measures could be taken to allow wagon access to the site, thereby minimising traffic delays.
- A remote holding depot was set up to allow large loads to park and to be broken down for smaller vehicles that were called up to suit site and traffic requirements.
Further reading
Site perimeters should maintain a positive image of the industry and proactively assist all passers-by.
- A partially blind neighbour of the site was escorted around the site boundary to allow her guide dog to become accustomed to the changes. This led to the site becoming involved with the Guide Dogs for the Blind charity.
- The site designed all accesses and boundaries in conjunction with a local disability access group.
- In conjunction with school staff, the site management helped to introduce a 'walking bus' initiative while works were being carried out adjacent to the site perimeter.
- The negative image of smoking outside the boundary of the site was overcome by the provision of a discretely located, designated smoking area within the site.
- On a retail project, twice daily 'customer journey checks' were undertaken by site management to ensure that roads and footpaths around the site perimeter were suitably protected, well maintained, unobstructed and properly signed.
Further reading
Environment
Environmental standards and targets should be documented and monitored.
- As part of an ongoing policy to engage operatives with environmental matters, an 'Environmental Guidance Folder'was issued to all inductees with pull-out tips for each trade.
- The contractor appointed a bio-diversity champion and also a BREEAM coordinator to instigate environmental initiatives and to monitor site compliance with BREEAM requirements.
- A 'Save Energy in our Office' document was produced for all site operatives and staff.
- The company held environmental awareness days every quarter with exhibitions, demonstrations, quizzes, etc.
- An environmental training exercise was undertaken every month, each time by a different employee, accompanied by an environmental manager.
Further reading
All waste should be properly managed and every effort made to reduce, reuse and recycle.
- In conjunction with the designers, the contractor used a waste management software tool to minimise waste and maximise recycling.
- Every effort was made to reuse materials on site, e.g. salvaged timber for shuttering; subsoil and topsoil for earth bunds, landscaping, and planter areas; chipped wood-bark for footpaths; crushed demolition waste for hard-standing, etc.
- The site pioneered the use of sheeting made from 100% durable, recyclable plastic, which could be used for site hoardings over and over again.
- A study was made of the five most common materials placed in the mixed waste skip, as a result of which it was possible to introduce additional segregation.
- The site purchased a bailer to facilitate the recycling of plastic wrappings and cardboard packaging.
- The labelled skips showed pictures of relevant waste items, e.g. pipe and fittings, with a price against them. This encouraged operatives to consider whether such items could be reused and to think twice before throwing anything away.
- At the request of the company environmental officer, and where possible, fixtures and fittings were delivered in reusable packaging or unpackaged. In one instance, the manufacturer used old blankets sourced from charity shops to protect bathroom fixtures. The blankets were then washed and returned to the charity shops.
- Information about the site's environmental performance was displayed on the hoarding, e.g. 80% of waste was recycled.
- An 'Environmental Information Point' was set up on site to introduce site staff to a CO2 personal calculator and to promote recycling at home as well as at work.
- Key features of the project involved off-site fabrication and the use of modular components to limit waste and speed up the build process.
Further reading
Everything possible should be done to protect and enhance the local ecology.
- Where there was concern over the access to the site disturbing tree roots, a new site entry point was made, requiring extensive changes to the compound layout.
- A3 laminated information sheets were produced and displayed around the site giving information about what to look out for regarding local wildlife, together with a wildlife calendar listing details of pertinent wildlife activity throughout the year.
- A 'tree sponsorship' scheme was introduced, open to all parties involved in the project, to encourage ownership. Trees were labelled with tree species and the sponsor's name.
- Large swards of wild flowers were carefully excavated and transplanted in a nearby park.
- Site clearance over extensive areas of rural land was undertaken before the bird nesting/breeding season. To extend the clearance window, a falconer was engaged to fly hawks close to the trees to be felled to dissuade birds from nesting there.
- A colony of slow worms was 'harvested' and moved to a new location before excavation works commenced.
- Soft landscaping work was carried out early in the project so that it was well established by completion to the benefit of neighbours and wildlife.
- The roof design was changed to incorporate a sedum roof to provide feeding for birds in the surrounding woodland and the landscape design was amended to introduce new species of plants to the area and thus broaden the ecology.
Further reading
Hazardous materials/substances should be controlled and managed responsibly.
- A bunded area was set up within the site compound for all refuelling. Spillage and cleaning equipment was also contained within this area.
- Two operatives were selected from the team to be specially trained in cleaning up any spillages. These operatives were clearly identifiable.
- Hydrocarbons were removed from the ground using a vacuum method, avoiding the need to transport large quantities to a specialised tip, and enabling reuse on site.
- The site created a paintbrush cleaning station to prevent contamination.
- Gases from aerosol cans were removed by a special machine enabling the cans to be recycled as waste metal rather than hazardous waste.
Further reading
The site should be proactive and innovative in seeking ways to save energy and reduce carbon emissions.
- The site offices and facilities were fitted with movement sensors and timers to operate the lights and thermostats.
- The site introduced a site energy and carbon reduction checklist and provided toolbox talks to the operatives about their own responsibility for being more energy efficient.
- The site management initiated a system to promote car sharing comprising of a large scale regional map showing who was able to share and where they lived. Car sharers benefited from preferential parking.
- Drivers attended courses designed to raise awareness of fuel reduction driving techniques.
- Wind turbines and photovoltaic cells were used to power the site accommodation buildings and boreholes were drilled to extract water for construction purposes.
- The site made available a mobile phone charging station powered by a small solar panel.
- On completion of the work, a document was produced and distributed to site neighbours, entitled 'Residents' Energy Saving & Environmental Information Pack'.
- The site had a policy of actively employing local labour via a local agency and by advertisements on the hoarding.
- In conjunction with the client, the contractor made recommendations and assisted in the trialling of alternative heating solutions in tenants' homes to find the most efficient system.
- The site introduced a package that monitored all aspects of the site's carbon footprint and embodied energy and produced comprehensive reports.
- Video conferencing was introduced for meetings to cut out lengthy and avoidable journeys.
Further reading
Potential sources of pollution should be removed/minimised.
- Lighting was not only directional and non-light polluting, but was also controlled by sensors.
- The site used directional 'white noise' reversing warning systems on all vehicles.
- The site researched and implemented a 'silent' piling technique to reduce noise and, even though stipulated noise levels were not being breached, constructed a substantial acoustic envelope for the well-being of local residents.
- The site used noise and air quality monitoring systems, which alerted the site manager by text message if noise or dust levels exceeded permitted limits.
- A fenced exclusion zone was formed to prevent any pollution entering the adjoining canal.
- The contractor developed a power floating exhaust silencer that allowed power floating of concrete slabs into the evening without disturbing local residents.
Further reading
Appearance
The perimeter of the site should be a positive advertisement for the industry.
- The contractor and client carried out an assessment of the site's impact and appearance at various points within a one mile radius of the site. They then asked 'What else can we do?' to reduce the impact and improve the appearance of the site.
- Perspex panels located at vulnerable points on the hoarding helped minimise graffiti.
- A litter picking day was held to clean up a neglected area adjacent the site.
- Footpaths around the site were weeded and pressure jetted at the start of the job, and every day they were cleaned and chewing gum removed. Street furniture was also kept clean.
- The site manager prepared a checklist and inspected the site boundary first thing every morning. All graffiti, litter, dirt, and silt in channels and gullies were removed immediately.
- To help keep areas outside the site tidy, the site manager placed recycling and litter bins around the perimeter of the site for use by the public.
- The hoarding was re-painted regularly to look clean and new.
- An artist was employed to design the hoarding and a local school assisted by painting the hoarding as part of a school project.
Further reading
Facilities should be kept clean, tidy and well presented at all times.
- A boot cleaner was provided with brushes, water trough and hoses at the entrance to the welfare and site office accommodation.
- A cleaning schedule was displayed to indicate that cleaning had been carried out.
- Toilet brushes were provided to encourage the cleaning of toilets before/after use.
- A periodic deep clean of the facilities was carried out in addition to the daily cleaning schedule.
- Toolbox talks were given about looking after facilities and helping to keep them well maintained, clean and hygienic.
- A regular purge of the drying and changing room was conducted and any unwanted clothing removed.
Further reading
The site should present an appearance that is a credit to the industry.
- The site presentation was enhanced by clear signage, excellent ramped paving throughout the compound, an attractive fence and colourful plant tubs.
- A weekly checklist was developed to ensure that high standards of litter picking, welfare, parking signage, fencing, road cleanliness etc, were maintained.
- The site provided excellent viewing facilities, including an observation cabin and a brief description of what could currently be seen and in which direction to look.
- Roads and car parking areas were hard surfaced earlier than programmed, to reduce mud and dust transfer off site.
- An effective wheel wash was used on all vehicles leaving site.
- Skips were placed on a hard surfaced and fenced area.
- Visiting company and client personnel inspected and marked site for tidiness and the company kept a site league table.
- The site manager implemented a 'Tidy Friday' initiative to clean, tidy up and monitor all areas of the site at the end of each week.
- A training and enforcement scheme was implemented to achieve a debris and litter free site.
- During the summer, all spoil heaps were sprayed with a fine mist to reduce dust.
- A water jet mist system with a range of up to 60m was used during demolition.
- Lorries placing topsoil were driven through a misting area, formed from perforated hosepipes, in order to reduce dust.
- Designated operatives were given responsibility for keeping specific areas of the site clean, tidy and dust free; perimeter dust levels were checked using hand held meters.
- Powered floor sweepers with (99%) high efficiency air filtration systems were used to keep all pedestrian walkways and working areas clean and dust free.
- Materials and components were stored in fenced bays, on racks and in labelled and shelved containers.
Further reading
Vehicles should present a positive image of the industry.
- A checklist was introduced to ensure that all site vehicles were regularly cleaned, inside and out, to promote a positive image of the company.
- All vehicles leaving the site first had to pass a cleanliness check with the banksman.
- A vacuum and jet wash, together with cleaning materials, was arranged for operatives to use every Friday.
Further reading
Good Neighbour
Neighbours should be proactively informed about site activity throughout the course of the project.
- Neighbours were notified before major deliveries and site activities, e.g. before the erection of steel work, not only to explain the impact of the delivery, but also to explain the visual change that would occur.
- A monthly neighbour satisfaction survey was carried out and the results were used for planning future events and organising ongoing contact with neighbours.
- A poster on the hoarding invited local residents to a 'drop in' meeting with the site manager every Friday.
- The site produced and continually updated a file of progress photos which were displayed on a public information board. This also had a monthly programme showing dates of major deliveries.
- The site displayed a QR code linked to the contractor and CCS websites and used Facebook to liaise with its neighbours.
- The site had its own specific website that was updated weekly, including a webcam overlooking the works. The views from the webcam could be seen on a VDU on the hoarding.
- The site team produced and posted a YouTube clip online with a video tour and explanation of the works.
- There was a well-used 'comments box' for the neighbours of the site. Any action resulting from these was then posted on an information board.
- Involvement with the community groups included the residents' association, the access committee and 'talking newspapers' to reach the blind and partially sighted.
- The contractor provided a fax machine so that contact could be kept with a deaf couple who were neighbours of the site.
- The site produced key fobs giving a 24 hour contact number that were distributed to all those affected by the site.
- A 'traffic lights' system on the site entrance board showed the public what level of noise might be expected for the current day.
- This site was in an area where there was already a lot of construction activity. The site manager arranged and held regular meetings with site managers from the other sites, as well as representatives from local residents' committees and businesses.
- A community information centre was set up to explain any aspects of the development.
- The adjoining shop premises displayed the site's regular newsletter and kept a stock of CCS 'Construction work in your area' leaflets to give to interested customers.
Further reading
Sites should interact positively with their neighbours.
- With the local authority, the contractor coordinated the utilities installations using the same trench consecutively to reduce construction time and traffic disruption.
- The contractor created a new access to the site compound to avoid using the road through the village.
- Site cabins were located to minimise visual intrusion and loss of light to neighbouring properties.
- Neighbours' feedback identifying issues, concerns and potential hazards was displayed and referred to as part of the induction.
- The security CCTV system was designed and installed to avoid any possibility of intruding on neighbours' privacy.
- To minimise possible nuisance, the contractor acquired a warehouse and storage area to use as a temporary delivery, storage space, material handling and mortar mixing area.
- Temporary landscaping works were carried out to shield the site from its neighbour.
- The nearest neighbour to the site worked nights, so when the site was carrying out particularly noisy activities, he was put up in a nearby hotel.
- Off-site tests were conducted to check that proposed construction methods would cause minimum noise, vibration and consequential nuisance to neighbours.
- All noisy activity was programmed to avoid stress, inconvenience and disruption to those nearby.
- To reduce the complaints from noisy works, the site offered day trips to the residents.
- A separate compound for all cutting and grinding was created within the site, and shielded from the neighbours and the public.
Further reading
Any complaints should be recorded, investigated and resolved satisfactorily.
- A complaints log was maintained, displayed in the office and reviewed with the client on a monthly basis.
- Complaints were pre-empted by inviting neighbours' feedback at the pre-start stage and discussing this with community representatives.
- The site manager overcame negative preconceptions and significant opposition to the project by close consultation and engagement with those concerned and affected.
- The site manager gained the support and cooperation of a neighbour, a very vocal opponent of the scheme, for the patient and courteous way in which he dealt with the issues and concerns that were raised.
- The site displayed a 'How's my site?' sign with a freephone number inviting the public to provide feedback on the running of the site.
Further reading
Sites should support the local community wherever possible.
- The site regularly reviewed a month by month 'Community Engagement Plan' incorporating the ideas put forward from all on site.
- The site manager was proactive in using local traders and businesses.
- The contractor was positively involved with the local community and provided employment for local unemployed people, one of whom was appointed as a full-time community liaison officer.
- A full-time tenant liaison officer was employed by the site. A respite facility was also provided, with refreshments and television.
- There were numerous detailed examples of goodwill gestures which fell into the following categories:
- donating surplus materials;
- providing physical help and assistance;
- providing technical help and assistance;
- providing sponsorship to local charities, schools and clubs;
- organising 'fun days' for charities, schools and clubs;
- offering use of the site to the emergency services for training purposes, e.g. training rescue from a tower crane;
- offering use of part of the site for on-site training for plant operators;
- offering use of part of the site to the community, e.g. as a car park or a temporary allotment.
- Site personnel took turns to serve breakfast at the nearby homeless centre.
- In an effort to be a positive influence in the area, the site used a notice
- board in the canteen to promote a variety of local small businesses.
Further reading
Respectful
Operatives should appear and act professionally at all times.
- On this smaller, short duration site, all operatives on induction were presented with a bag containing a full set of company branded PPE.
- The site operated an 'operative of the month' award to recognise good conduct and personal presentation.
- To reinforce worker consultation, a UCATT official was hosted on site to assist in matters related to worker conditions, facilities, health and safety.
- All the operatives were given instructions at induction about how to deal with neighbours and passers-by, especially the disabled and elderly.
- Free internet access was available in the canteen.
- A sports bag was provided to encourage all operatives to wear clean clothes when travelling to and from site.
- A laundry service was made available for operatives for their work clothes to be laundered, promoting the idea of changing on site and wearing better clothes to and from work.
Further reading
Facilities should be of good quality, well maintained and suitably equipped.
- The site facilities included a designated disabled toilet with a separate access.
- A prayer room and appropriate facilities were provided for those who required it.
- Site facilities included a recreation room, a quiet room and an open-air space in which to take breaks.
- The site provided a number of stations around the site with lens cleaning wipes, ear plugs and cooled water dispensers.
- In the cold weather, working patterns were reorganised. Extra breaks with hot drinks were given, helmet liners were provided to avoid the use of hoodies, and thermal liners for gloves were supplied.
- A designated mobile phone area/room was provided.
- Towels and toiletries were made available to encourage the use of the shower and changing facilities.
- Battery charging lockers were provided.
- A dedicated IT suite was provided to facilitate English language tuition for the many non-English speaking workers.
- A portable induction loop was available which was moved to the induction room or meeting room according to need.
Further reading
Safety
Sites should have systems that care for those they affect.
- Banksmen and traffic marshals at site entrances were supplied with 'lollipop warning signs' to warn traffic and pedestrians.
- The company encouraged suppliers to fit vehicles with side bars, proximity sensors, CCTV and extra side mirrors to help eliminate blind spots.
- Cyclist awareness days were held to train cyclists to recognise vehicle blind spots and for drivers to appreciate the difficulties faced by cyclists and other vulnerable road users.
- An infra-red beam system monitored the working area around high risk plant and sounded an alarm and cut power in the event of any intrusion into the safe area.
- Information boards for the general public were updated to show current hazards, safety information and safety statistics, including days without injury or incident.
- The Ivor Goodsite 'Hunt the Hazard!' site sign was displayed outside the site to educate a younger audience about site safety.
Further reading
Sites should care for visitors.
- The site had a bell on the hoarding for visitors to ring to attract the attention of the site manager. They were then escorted to the site office, where they were inducted.
- There was a large 'Think Safe' board at the entrance to the site, showing simple graphics to remind site visitors of some of the dangers on site.
- The site used a simplified site specific text when inducting visitors.
- A stock of PPE was held in smaller sizes for use when schools visited the site.
Further reading
Sites should encourage all on site to improve safety performance.
- The company operated a 'Passport to Work' system and all personnel, including subcontractors, had to attend a half day safety training course.
- An electronic hazard board was located at the site entrance to inform everyone entering of the activities taking place that day.
- Safety reminders were displayed under perspex on the table tops in the canteen.
- An in-house safety team was formed to review and resolve safety issues and to stop work on site at any time when necessary.
- Directors of the company visited a different site each month and gave whole site safety workshops, with active participation by all, including subcontractors, encouraged.
- The company employed a safety psychologist to provide behavioural safety workshops.
- A scheme was launched to promote new ideas for safe working which were then published for the benefit of other sites.
- Safety reports and the minutes of safety meetings were displayed in the office and canteen.
- Each operative was issued with a safety booklet when inducted and encouraged to complete anonymous reporting cards if they witnessed dangerous, unsafe or near miss incidents.
- A mobile phone text number was established to facilitate near miss reporting.
- The contractor provided prescription safety glasses for site personnel.
- Operatives were provided with 'Lone Working Protection Units' - a GPS based personal alarm system contained within an ID badge holder.
- A 'Permit to Work' control board was used with a copy of the permit and the operatives CSCS card was retained and displayed until the permitted work was completed. The operatives wore a colour-coded armband whilst the permit was in force.
- When working on scaffold, tools were secured to scaffold with bungee cord to prevent them dropping on anyone below.
- 'Not to overload scaffold, if in doubt ask' notices were displayed on all scaffold. Notices also stated safe load.
- All equipment was colour-coded and assigned a points per minute of use for HAV monitoring, operatives were permitted a maximum number of points per day not to be exceeded and a chart in the site office listed available equipment and its points rating.
- The site used a wireless linked alarm system to minimise temporary cabling.
- The site had a comprehensive emergency procedures plan, with site evacuation drills regularly practised. Details of the plan were kept prominently in a 'black box' in the site office.
- Basic information for the emergency services was kept in a grab box mounted adjacent to the site gate. The fire service was notified and given duplicate keys.
Further reading
Responsible
Sites should be committed to the health and well-being of those they engage.
- As the site was spread over a relatively large area, all operatives were issued with a handout, giving details of local A&E facilities, and maps showing routes to them.
- Advice leaflets on relevant health conditions as well as a card dealing with abusive and non-abusive behaviour were made available at induction.
- Operatives had envelopes attached to their safety helmets giving details of safety risk medical conditions and next of kin contact details.
- A sat-nav was provided for the use of first aiders to direct them, in an emergency, to the nearest A&E.
- First aiders were linked to a Wi-Fi pager system activated by push button call points.
- Trained first aiders carried a small, portable first aid kit attached to their hi-vis jackets.
- The firm's intranet had a link to a 'Chemist on Call' facility to get advice on medical conditions notified at induction.
- A smaller site arranged for visits by a mobile unit to carry out general and specific occupational health related screening.
- Occupational health facilities were extended to include talks given by visiting specialists on cancer, stress, lifestyle, diet, relationship and debt-counselling advice.
- There were defibrillators and trained operatives on site.
- The site arranged for an NHS out-reach worker to make regular visits to site to help smokers quit smoking.
- Healthy meals were provided in the canteen as well as free fruit.
- The site also arranged for a reduced membership fee for operatives at the local gym.
- A 'Free Fruit Friday' initiative was launched to promote the benefits of a healthy diet.
- A dehydration colour chart in the toilets helped operatives to recognise the symptoms of dehydration.
- Random drug and alcohol tests were carried out on site.
- The contractor offered immunisation injections for flu, tetanus, hepatitis etc.
Further reading
Sites should be secure at all times.
- Operatives were provided with a 'passport' and helmet stickers as evidence of having successfully undergone the contractor's induction.
- Site operatives, including all subcontractors, were provided with plastic photo ID cards after they had completed induction.
- Where operatives were working in occupied residential properties, safes were provided for the valuables of concerned tenants.
- All relevant members of the site team were CRB checked and given further specialist training prior to starting work and were uniquely identifiable by their red safety hats.
Further reading
Sites should engage with educational establishments to promote the industry in a positive way.
- The site worked closely with a school, recruiting a group of student ambassadors to give presentations to the school and neighbours of the site about the project.
- A parent information sheet was developed, setting out in detail the various choices of career available within the construction industry.
- The site organised and manned a stand at the school parents' evening to answer questions about the project and provide information on careers in the industry.
- The site arranged several visits to the local school involving Ivor Goodsite, who was asked to judge a painting competition. The winning pictures were then displayed on the site's hoardings, generating good local media interest for the contractor.
- A joint contractor and school project was set up to help students understand the practical problems faced by engineers on site and included trialling alternative solutions.
- The site manager contacted local schools and colleges and arranged career days and offered mentoring to those interested in a career in the industry, including reviewing CVs, mock interviews and completing application forms.
- The site provided an on-site skills centre and certain members of staff acted as career mentors in conjunction with the local college.
- The site located a webcam at a vantage point to enable students on a construction course at a local college to regularly view the works.
Further reading
Sites should value the contribution and diversity of every individual with whom they work.
- As a result of the site manager's active encouragement, mobility and learning disabled operatives were employed on site.
- An unemployed and homeless man was given work experience, sponsored to obtain a CSCS card and helped to obtain employment with a subcontractor.
- Measures were put in place to allow the employment of disabled people and talks were held with local disability employment advisers during the site set-up.
- Young unemployed adults in the 18 to 25 age group were offered one day taster sessions followed by a 4 week training course leading to a CSCS card.
- A special needs survey was carried out before operatives started work on site.
- Girls from the local college were invited to the site to meet a female painter and a female surveyor to discuss with them their experiences as a woman working in construction.
- A careers fair involved 'Women in Construction' and the Prince's Trust in order to raise the profile of careers for women in the industry.
- A specific 'Equality, Diversity and Inclusion' workshop was designed and made available for all site personnel.
- Operatives who had been let go or made redundant were helped to find work with other contractors and subcontractors working on site.
Further reading
Accountable
Sites should actively promote registration with the Scheme and its aims.
- The company's head office supplied a Scheme briefing pack to the site manager, setting out company objectives and project-specific advice based on experiences of other sites monitored.
- Awareness of the CCS was promoted by holding workshops led by directors to brief operatives, trade contractors, utility companies, head office personnel, consultants and the client on CCS requirements.
- The contractor initiated a 'CCS Committee' on site. Each week, one operative took responsibility for ensuring that CCS aims and objectives were being met and where possible exceeded.
- Following a presentation on the CCS, the project manager encouraged trade contractors to sign up to the CCS Company Registration initiative.
- Awards were given to operatives who showed the most commitment and dedication in applying the principles of the Scheme.
- The company's website included a link to www.ccscheme.org.uk
- The site hosted a visit from a small local contractor who wished to learn about good practice with regard to neighbourhood liaison.
- Every two weeks, inspections were carried out based on the 'Site Registration Monitors' Checklist' and initiatives from the 'Examples of Good Practice' brochure. Targets were set, feedback evaluated and improvements made.
Further reading
Sites should positively promote themselves and the industry.
- The company carried out monthly 'Public Face Audits', requiring the site manager to adopt the role of a neighbour or visitor. The audit covered all aspects of the Site Code of Considerate Practice from a neighbour or visitor perspective.
- An information board was displayed at the site entrance, giving the names and photos of key site personnel, as well as an overview of site progress, highlighting future activities.
- The site manager encouraged all operatives and delivery drivers to point out visual changes that could be made to the outside of the site to improve its image.
- All the contractor and site information was clearly displayed on the hoarding, including details of a manned 24 hour hotline and the company's website.
- The client studied Monitors' Site Reports, regularly reviewed site performance against the Site Code of Considerate Practice and issued observation reports suggesting ways he could help to raise standards and promote the industry.
Further reading
Sites should support operatives in surpassing the requirements of registration.
- The site manager distributed Scheme leaflets as part of an induction pack to all trade contractors who were not fully aware of the Scheme.
- A display monitor was set up in the site canteen showing regularly updated information about the project and the CCS.
- The site manager printed out the key requirements of the Scheme, laminated them and then displayed them at key points around the site. Issues relating to dealing with the public and the neighbours were displayed at the site exit.
- A suggestions box and cards were available and operatives were rewarded for coming up with ideas to help the site perform beyond the requirements of the Scheme.
- The project team comprising of the client, consultants, contractor and trade contractors signed up to a 'Team Charter', which was regularly reviewed.
- The site displayed and used Monitors' Site Reports as the basis of toolbox talks.
- The site management produced a learning aid in the form of a CCS crossword that could be filled in during tea breaks.
Further reading
Companies and sites should look to constantly develop those who work for them.
- The site produced a DVD entitled 'What looks good', covering all aspects of the Site Code of Considerate Practice. Themes were discussed with site personnel in training sessions.
- The site maintained a comprehensive record of operatives' training records and other certification in matrix format.
- Advice sessions were held for all on site on upskilling and career development.
- English language tuition was offered to operatives who did not speak English.
- The site actively participated in training by having two day-release students working on site.
- A contractor had a 'Site Managers' Forum' which met on a different site every month to discuss common issues and to pass on good practice.
- A range of interactive training sessions were held and, where appropriate, these were multi-lingual.
- Toolbox talks included a session on customer care, designed around feedback from residents' customer satisfaction surveys.
- The site induction featured details of the 'Skills for Life' programme to improve literacy and numeracy.
Further reading
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Once a site is registered 