JLP Responsible Development Framework 2011

8/3/2019 JLP Responsible Development Framework 2011

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John Lewis Par

Responsible Develo

Design intelligently, build responsibly, work

2



2 Re

Resposible Developmet – Design intelligently, build responsibly, work eci

Itroductio

At the John Lewis Partnership we rmly believe that our

uture is best served by respecting the interests o all

our stakeholders: Partners, customers, suppliers and the

wider community. This approach, which is the essence

o responsible retailing, means that we actively look or

opportunities to improve the environment and to contribute

to the wellbeing o the communities in which we trade.

Responsible Development o our estate is a vital part

o our wider commitment to social responsibility, it is an

essential aspect o the way we do business, and it is the

right thing to do. It means providing buildings that are

healthy, comortable, sae and productive environments

or their users. It also means sourcing responsibly, reducing

waste and using recycled materials where possible,

designing buildings to be energy ecient, using energy

ecient equipment, re-using materials and reducing water

usage. Achieving these goals not only lowers our long-term

operating costs but also enables us to improve the shopping

experience or our customers and the working conditions or

our Partners.

In act, it is with the energy and expertise o our Partners

and suppliers that we have been able to make real

progress during 2010 with our objectives or Responsible

Development. In many practical ways, every day, we are

making social responsibility a reality. The resulting benets

are signicant and will be elt both in the short and long-term

by the business, our customers, our Partners and society.

Gemma Lacey

Head o Corporate Social Resposibility,

Joh Lewis Partership

Gemma Lacey

Head o CorporateSocial Responsibility,John Lewis Partnership

In man yprac t ica l w

e ver y da y, w

ma k in g so

respons i b

a rea l i t



Resposible Developmet

3 Re

I am delighted to say that 2010 saw antastic

progress across our business in the area o Responsible

Development. This guide explains how this progress can

be sustained as well as providing an overview o our

activities during 2010 and detailing our targets and

commitments or 2011. While much has been achieved

there is still much more that we need to do – there is no

room or complacency.

The Responsible Development Framework was launched

in February 2010 as a oundation year to engage our

stakeholders, learn about what can be achieved and develop

objectives that will deliver real change in the long-term.

Since launching the ramework our Partners and suppliers

are more aware o the environmental impact o our work

and we now acquire, design, build, t-out and maintain

our buildings in a ar more sustainable way.

Our project managers are now working to achieve clear

objectives and targets on every development project,

with the outputs orming an integral part o each project’s

management review process. Some examples o our

progress include:

• Applying the Responsible Development Framework to

all new builds, extensions and major reurbishments

• Increasing the use o recycled materials or all projects

• Recycling more waste generated by our development

projects

.• Improving the energy eciency o our shops

• Sourcing our electricity rom green sources and

considering all orms o renewable energy or our

shops and head oces

During 2011 we will also be announcing a

place a ten year Carbon Management Pl

alongside our business plans and setting o

to deliver an absolute reduction in carbon

growing our businesses.

Our approach to Responsible Developme

distinctive, eective and more likely to suc

o the energy and passion o our Partners.

us to operate an ever-more sustainable a

business. Our policy needs to be applied i

day, guiding and improving the way we w

make sure that this happens and their ded

us to build a business that successully bal

success with a long-term uture.

Toy Jacob

Head o Costructio, Egieerig ad E

Joh Lewis Partership

Our Progress i 2010 ad Our Commitmet or 2011

Toy Jacob

Head oConstruction,Engineering andEnvironment

John Lewis Partnership




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The Resposible Developmet Workig Group

We convened the Responsible Development Working

Group in 2009 to set challenging environmental targets or

our project teams and to guide and support them in this

valuable work.

The Group is made up o a cross-unctional and cross-

divisional selection o Partners rom Property Services and

Design departments, as well a selection o industry experts

such as Forum or the Future as well as our trusted consultant

and contractor supply chain.

We have had a very productive rst year, in particular

promoting the Responsible Development Framework, and

I’m enormously proud o the progress achieved in this short

time. This success allows us to report with condence on

the environmental perormance o our construction and

t-out projects. There is much more to do, however, and

the Group are working hard to develop guidance and

support or our teams. This will ensure that we push ourselves

to higher perormance year on year, continuing to support

the Partnership’s CSR ambition and helping us to keep on

doing the right thing or our customers, our Partners, the

environment, and the communities in which we trade.

Steve Cole

Coordiator o the Resposible Developmet,

Workig Group

Members o the working group during 20

WAITROSE

Toby Marlow Engineering Manage

Adrew Thorp Manager Architecture

Vickie Tuley Senior Concept Desig

Peter Terry Head o Maintenance

JOHn LEWIS

Aya Gillespie Business Manager Re

John Lewis

Jeremy Thorto Manager Architecture

Derek Clemets Manager Procuremen

Steve Cole General Manager, Ex

Projects (Coordinator)

We have also had invaluable help, advice

a number o our key suppliers and specia

Wates Construction, Synergy Design, Crex

or the Future and Davis Langdon.

Steve Cole,

Coordinator othe ResponsibleDevelopment Working Group



Actively workig o carbo reductio

Toby Marlow is part o the team who are in the process

o creating a denitive plan that will outline the way the

Partnership will reduce its carbon emissions by 2020.

Innovation is key to our success but Toby and the whole

engineering team have already developed world class

solutions that are delivering results.

My role as Waitrose Engineering Manager is extremely

exciting and diverse in our drive to deliver absolute carbon

reductions and minimise our impact on the environment.

Engineering is a key driver in the development o our 10

year Carbon Plan, which demonstrates how we will achieve

an absolute carbon reduction whilst absorbing our growth

over the period. The engineering elements o our carbon

emissions are at the heart o the ecient use o our

buildings, our drive to minimise our energy consumption

and rerigerant gas leakage means exploring, driving and

leading industry into new ways o thinking and innovating

solutions. The Partnership is at the oreront o technology

and in many areas we are leading research projects to

deliver commercially sustainable and energy ecientproducts and systems. We are also pioneering renewable

energy solutions that clearly demonstrates our commitment

to investing in this area. Our renewable Energy Centre at

Waitrose, East Cowes in the Isle o Wight, is the rst step

towards changing the way energy can be delivered to our

shops and supplied to our neighbours.

As a business we don’t wait or legislation beore we act but

o course it is important that we align our objectives with

those o government and I need to ensure that our internal

governance is in place and that we are transparent about

what we are delivering and how.

All Partners will play a huge part in helping

achieve these goals through ecient use

controlling our consumption o energy and

being model citizens within the carbon wo

ortunate to be part o a co-owned orwar

and I am extremely proud to be at the or

Toby Marlow

Egieerig Maager,

Waitrose

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Toby Marlow,

EngineeringManager, Waitrose




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During 2010, our Partners and suppliers have helped

to make sustainable development a routine activity

that orms part o our daily lives.

Our targets are being achieved by adopting three

clear priorities:

• Design intelligently

• Build responsibly

• Work and operating eciently

This approach builds on the work o the Responsible Business

Group established by the Chairman. This group is ocusing

on our key strands: products and suppliers, people,

communities and the environment. Working under the

Environmental Steering Group the Responsible Development

Working Group was established to ocus on all areas o

design, development and maintenance o our estate.

Our 2010 commitments

Specically, in 2010 we committed to:

• Register every new construction site with

Constructors’ Scheme, achieving a scor

35 out o 40

• Assess all new shops using the BREEAM s

• Achieve a minimum 95% recycling o a

across the business

• Use 100% o timber rom certied sustai

in the construction process

• Reduce the volume o waste generated

o 6.5 tonnes per 100m2 gross internal a

• Explain to all new partners, at the time o

how their shop has been designed to m

environmental impact and how partners

• Display the energy perormance certic

or every new shop opening, extension a

During 2010 we have been laying the ou

responsible development by explaining w

nding new ways o working and starting to

commitments.

Our Progress ad Perormace Durig 2010

… fnd in g ne w

wa ys o wor k in g

and s tar t in g

to u l f l l our

comm i tmen ts.




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How we did agaist our targets


2010 Target 2010 Perormance Did we succeed?

Cosiderate Costructors Scheme

score 35 out o 40

Average 35

Maximum score 37✔

Recycle 95% o costructio waste Average 95%

Maximum score 100%

✔

Waste volumes at maximum o 6.5

toes per 100m2 GIA

Average 6.4 toes

Best score 6 tonnes

✔

BREEAM excellet or very good oly by exceptio

O track ✔

Speciy 100% timber rom

sustaiable sources

Whilst specied, the supply chain cannot

currently support with auditable data

Still compiling evidence

Display EPC O track ✔

Hadovers to ew brach Parters to

explai how to operate buildigs efcietly

O track ✔




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Embedding Sustainable Thinking

One o the greatest changes this year has been inunderstanding and behaviour. Technology can only

deliver part o our target: the biggest change will come

through changes in behaviour and we’re delighted that so

many Partners and suppliers recognise what responsible

development means, why it matters, and how they can make

a dierence. Our Partners and suppliers appreciate the need

or buildings to be healthy, comortable, sae and productive

environments. They understand how to achieve responsible

development by sourcing the right materials, managing

waste, recycling and reusing materials, ocusing on design,

being energy ecient and reducing water usage.

Enhancing Retail Design at John Lewis

The concepts team has been successully applying theprinciples o responsible development to design a set

o xtures. These are now easily maintained and include

modular fexible units, mechanical xings or fexibility and

reuse, sustainable nishes and the ability to reuse.

The application o responsible development also included

brieng external design agencies at the start o the project

and continual assessment throughout. This process has

highlighted the act that we are reducing the amount o

shop tting we produce by volume, while also encouraging

leaner manuacturing and more recycling. This work is ar

rom complete, at this stage our aim is to establish andembed a process or responsible development.

The Presentation and Visual Merchandise Teams continue to

actively design and plan with a view to improved recycling.

For example, the Visual Merchandise window scheme

or Sales driver promotions was designed to be used or

ten months. The team introduced a amily o white metal

VM equipment which can be used together and reused.

Elements o this were used in Brand driver window scheme

throughout the year. Also, the Christmas 2009 units were

reused or Christmas 2010.

These actions helped to save cost, reduce

new materials required and reduce the ne

and delivery. It also saves Partners’ time an

eciencies within the VM teams.

Other achievements include:

• Introducing new materials such as Ultrab

is 100% recycled, recyclable and FSC so

• Printing all o our graphics using UV inks

depleting chemicals

• Using water-based paints with a low VOC

• Recycling acrylic waste

Case Studies


T echnologcan only del

par t o our t ar g

biggest changcome t hr ouchanges inbehav iour




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Waitrose Sevenoaks

During the design o Waitrose Sevenoaks the team have beenusing a sophisticated 3D modeling tool which has a number

o benets or Responsible Development.

The system, called Revit, is a powerul tool that has allowed the

design team to ully understand and coordinate the design in

a 3 dimensional environment prior to start on site.

• It has allowed the design team to interrogate the design

and ensure that both the Tender & Construction drawings

are robust and buildable

• Reducing both programme and nancial risk to the client,

contractor and design team

• The multiple outputs are very useul; Walkthroughs;

Visualisation; 3D Sections, and are extremely benecial or

planning applications and stakeholder consultations, both

external and internal

In addition, Revit has also meant the team have been able to

use to use the sotware to:

• Design out waste by producing accurate measurements

and specications

• To trial new materials, including materials with recycled

content, within the 3D environment and test easibility

• To identiy errors in the design and prevent costly, timely and

wasteul alterations during the construction process

What was intended to be a modeling system or bringing

plans and drawings alive is actually helping us to deliver ourResponsible Development commitments.

Case Studies

...3D modet ool w hich hnumber o be

or ResponsDev elopme




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Delivering World-Class Engineering

During 2010 our engineering teams have deliveredsolutions that have helped ensure substantial progress

with responsible development. There have been many

highlights including the John Lewis Partnership receiving the

Carbon Trust Standard Certicate. This award recognises

the improvements achieved in designing, constructing,

maintaining and operating ecient buildings and reducing

our carbon ootprint.

Also, John Lewis has been rewarded or its innovation by the

rerigeration industry, picking up two awards and ve highly

commended positions. Awards include:

• “Retail Project o the Year” or our pioneering approach

integrating low carbon rerigeration and our HVAC system

at Waitrose Lutterworth. This design is now standard at Waitrose.

• “Low Carbon Achievement o the Year” award or

Waitrose’s integrated water-cooled rerigeration system.

• Steve Isaia, Head o Engineering, was highly commended

or his work on tackling the issue o rerigerant gas leakage

in the “Environmental Pioneer o the Year” award.

• The John Lewis Partnership was also highly commended or

“Rerigeration Innovation o the Year” and “Environmental

Collaboration o the Year” – this last commendation

recognising our work to achieve huge carbon reductionsin rerigeration emissions by working with our supply chain.

Case Studies

John Lewhas been r ew or it s innov at he r e r igerindust r y , picup t w o aw a




Register every

ew costructio site with

the Cosiderate Costructors’

Scheme ad achieve a score

o at least 37 out o 40: this

exceeds idustry best practice

ad is aliged with BREEAM’s

excellet’ ratig. It also supports

our role as a good eighbour

i the commuity

11


Our Targets or 2011

Use 100%

o timber romcertifed sustaiable

sources i the

costructio

process

project

that h

30% re

all ew s

recy

is co

Esu

every ew sh

extesio

reurbishmet p

their Eergy

Certifcate (

this is a rec

stadard

all Pa

Assess all ew shopsusig the Buildig Research

Establishmet’s Evirometal

Assessmet Method (BREEAM) – this is

a leadig bechmark or sustaiable

desig ad costructio best practice.

The overall miimum BREEAM stadard

we aim to achieve will be ‘Excellet’

or ‘Outstadig’ where reewable

eergy sources are available,

ad we will strive or ‘Excellet’at all times

Explai to all

ew Parters, at the

time o hadover, how

their shop has bee

desiged to miimise

its impact o the

eviromet ad how

Parters ca help

Divert 99%

o our costructio,

demolitio ad

excavatio waste

rom ladfll or all

2011 projects

Reduce the

volume o waste

geerated duriga project to 6 toes

per 100m2 o Gross

Iteral Area

Our ambition over the next 10 years is to double the size o our businesses but to deliver an absolute carbo

aim to achieve an actual reduction o our operational carbon ootprint o 15% by 2020/21 based on our

These are remarkably challenging targets and to succeed we need to nd smarter ways o working while

grow protably. In 2011 we commit to:



The Resposible

Developmet Framework



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The ollowing are some guidelines or our project teams to

help them deliver our Responsible Development targets.

Throughout 2011 the Responsible Development Working

Group will be monitoring the perormance and results o

all on-going projects and it will be the responsibility o

the Project Manager to provide up-to-date and accurate

inormation on a monthly basis.

Teams will report against the ollowing criteria at each

project stage.

Site acquisition / headline brieng

• The headline project brie is to include the environmental

vision or the project.

• The brie should include reerence to any scale o ambition

over and above the targets set out in the Responsible

Development Framework.

• The team must demonstrate how the project provides

a balance between the needs o customers and local

stakeholders, with environmental actors and wider

economic considerations?

For example, will the store:

o Act as a catalyst or long-term economic growth?

o Have a detrimental impact on local retailers?

o Contribute to congestion or more car journeys?

o Meet or exceed the Partnership’s annual sustainable

construction targets?

o Have the public transport links been assessed?

o Are there possibilities or low carbon reight distribution?

• How can you improve logistics and distrib

space required to provide the company’s

• Has the wider development and design te

selected with commitment to sustainable

in mind? Is the team working with progres

partners?

• Have the team developed the Sustainab

• The project team should consider careul

o Local strategic plans

o Local authority sustainability requiremen

o Relevant planning guidance

• Are you refecting community needs in loc

partnerships, community plans and local

plans?

• Consider how the building can help to ad

needs – in particular, those needs identie

regional plans and in stakeholder consulta

• Has a Green Travel Plan been developed

The Resposible Developmet Framework

Actio checklist: the resposible developmet ramework

P l a

n / S p

e c

i f

y

I m p l

e m e n t / M e a s u r e

R e v

i e w

& F e e d b

a c k



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Actio checklist: the resposible developmet ramework cont’d

Design

• Does the proposed site allow the Partnership’s sustainability

policies to be achieved?

• Has the team identied additional opportunities or the site?

• Are development sustainability targets conrmed through

the Sustainability Action Plan and do these meet or exceed

the Partnership’s annual targets?

• How does the proposed development sit with local strategic

plans and sustainability requirements?

• Has the development been planned to allow maximum use

o space?

• Are there possibilities or o site construction or all or part o

the development?

• Can the building be designed or deconstruction?

• Can standardised building components be used?

• For reurbishments prepare an energy report showing how

energy requirements are being reduced, and whether on

site production or renewable energy options are easible.

• Have all internal and external stakeholders been mapped

and are their needs understood and achievable?

• Does the outline procurement strategy detail how the

development is to be responsibly procured?

• Has the scheme been registered under BREEAM and what

is the expected rating?

• Are you making sure that the project provides a good

quality, low maintenance environment in the long-term?

• In order to reduce the Carbon impact, reduce energy

requirements within buildings through passive design, beore

turning to technological or structural xes

• Regularly review the nancial easibility o renewable

technologies and other low carbon solutions rom a

whole lie cost point o view

• Exceed Part L requirements within the building regulations

• Have the team looked to integrate solutions that

encourage greater biodiversity (such as sustainable

drainage systems, landscaping, planting regimes,

and living roos or green walls)?

• How comprehensively have the biodiversity benets

been considered?

• Design teams need to consider the appli

volume ttings, systems or rainwater harve

water recycling, and sustainable drainagenew buildings and major reurbishment pr

• Designing buildings to minimise light and

within the neighbourhood. This may apply

unctions, including the location o loadin

use o landscaping and trees as buering

• Have the principles o ‘Secure by Design

adopted?

• Have the project team got the appropria

experience and capabilities to achieve th

aspirations?

• Have environmental risks and barriers to su

considered as part o the project risk regis

• Where applicable, does the drat develop

align with or exceed the Partnership’s requ

• Is it possible to re-use shopttings or mate

• Has the Site Waste Management Plan be

• Has the cost plan been reviewed with ree

Whole Lie Costs?


Th R ibl D l t F k



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Actio checklist: the resposible developmet ramework cont’d

Procurement

• A procurement policy with clear assessment criteria will help

to the improve sustainability o the supply chain and should

encourage them to adopt similar approaches with their own

suppliers.

• Have sustainable procurement principles have been

applied to all specied materials? (For example, timber,

recycled or reclaimed material content.)

• Are environmental commitments ully incorporated within

the tender and contractual documentation?

• Are environmental commitments demonstrated by the

whole supply chain?

• Have responsible contractors been selected?

• Encourage the supply chain to provide new products and

services that help to meet the Partnership’s sustainability

aspirations.

• Speciy all timber rom certied sustainable

• Minimise the use o PVC in building design

• Maximise the use o recycled /reclaimed materials in the

building design, as well as new products with high recycled

content to meet the Partnership’s target o 30% recycled

content o their building projects.

• Speciy all materials that are being reclaimed or recycled

rom other projects/sources.

• Speciy environmentally benign coatings where possible.

• Speciy steel, cement / concrete and bricks / blocks with the

lowest embodied carbon content. This inormation may be

dicult to obtain but asking the question o suppliers helps to

prime the market.

• Are the main contractors committed to achieving related

targets and addressing all the main impacts o the project

under the contractor’s infuence or control?

• Encourage the contractor and sub-contractors to provide

opportunities or local communities.

Delivery

• Have transport plans been vetted?

• Has the Site Waste Management Plan been updated?

• To minimise the Carbon impact and maximise local

benets, has the local supply chain or materials and

resources been researched and used where easible/

• Has the supply chain been engaged to ensure minimal

construction waste (such as minimising packaging,

backhauling waste etc)?

• Are monthly reports being issued to the Proje

conrming perormance against the environ

• Has Commissioning work been ully comp

at PC?

• Does handover documentation meet the

team requirements?

• Is the EPC produced and displayed?

• Is the BREEAM post completion report issu

• Energy usage during delivery is being me

reported as noted later in this ramework

Maintenance & Operation• Energy consumption data is captured an

branch and group level

• At the 12 month review, data which will be

design stages is made available to the W

• Is the building being used as it was mean

• Is the Green Travel Plan being complied w

updated?

• Is local and community use o the building


Th R ibl D l t F k



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ReportigContractors are required to provide data on environmental

perormance or all projects. This inormation will be used to

report progress against the targets outlined within this document,

as well as inorming a benchmark or energy, transport and water

use on projects.

A spreadsheet has been designed or contractors to record

and report the environmental data which will be provided by

the Project Manager. The spreadsheet requires basic project

inormation, as well as the ollowing data on a monthly basis

(or projects which are less than a month, one summary report

will be required):

Considerate Constructors

• Assessment Score

• Record o good practices

• Reasons or loss o points

Waste

• Total waste (broken down by strip out/incumbent waste and

construction and strip out waste)

• Details o waste types (or both strip out and construction

Waste management data:

• % recycled

• % incinerated

• % sent to landll

• Disposal route and destination or each o the identied waste

types

Timber

• % by volume and by value o timber which is sustainably

sourced

• Evidence o sustainable sourcing – delivery notes, invoices,

CoC Certicates

Recycled content

• % by volume and by value o recycled content in construction

materials which have been used

• Evidence o sustainable sourcing – delivery notes, invoices,

CoC Certicates

Energy use

• Electricity (kWh)

•

Natural Gas (m3)• Diesel (litres)

• LPG (litres)

• Fuel oil (litres)

Water use

• Mains water use

• Water bowser use

Transport

• Vehicle and mileage data or deliveries

• Vehicle and mileage data or sta travel

When the project has been completed, na

o the previous items should be submitted alo

inormation on:

BREEAM rating

• I assessment complete: BREEAM Rating

• I assessment in progress: Date or assessm

date or assessment results

EPC

• EPC rating

• Conrmation that the certicate has been

appropriate(partner acing) place

Handovers• Conrmation that Partners have been show

should be operated to optimise environme

• Method used to deliver handover – eg DVD

Summary review to include

• Good practices which can be repeated o

• Issues which were problematic and need t

rom other projects

• Opportunities to improve

Contractors will need to ensure that all o this careully collected and recorded on site. Pe

targets will be reviewed at project meetings o


Th R ibl D l t F k



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Guidace or achievig the targets

Teams are expected to report monthly, through the Project

Manager, on perormance against the targets set. As well

as the Responsible Development checklist detailed earlier,the ollowing guidance will provide help in achieving and

exceeding our overall objectives.

1. Recycled Content

The recycled content target is based on a past construction

estimates o recycled content on the John Lewis, Cardi

and Waitrose Altrincham projects on which specic recycled

content targets were not set. The project was estimated to

have achieved recycled content o 20% and 26% by volume

o total o total materials procured. Products and materials

used on this project which contributed to the results included:

•Partitions

•Metal Ceiling Tiles

•Raised Access Flooring System

• Vinyl

•Carpet

The project demonstrated that achieving the industry

best practice benchmark or recycled content o 21% is

achievable without impact on project cost or design. Many

high volume products which are already in common use

contain recycled content. Many o these are comparable

to products without recycled content in terms o cost and

suitability or purpose (where standards apply). The best

product options will vary rom project to project but common

quick wins options include:

•Bulk aggregates

•

Ceiling tiles•Drainage products and pipes

• Asphalt

•Insulation (foor, wall and roo)

•

Plasterboard•Precast concrete products

•Ready mix concrete

•Chipboard

•Dense and lightweight blocks

•Concrete and reconstituted slate tiles

•Floor coverings

•Clay acing bricks

When identiying options or product substitu

start with big ticket items which will have the

on recycled content by value. Options shou

collaboratively between designers and concontractors and procurement. Reer to the

on recycled content or details o Altrincham

urther inormation.

The WRAP Net waste Tool can be used to ca

generate quick win options or projects. In a

have developed a database o products w

recycled content as well as other perorma

(http://rcproducts.wrap.org.uk/). Other sourc

on products include products suppliers data

Spec website (http://www.greenspec.co.uk/

all-categories/)

When iden ti f ying op tions for produc t

subs ti tu tion, i t is bes t

to s tar t wi th big

tick e t i tems...





19 Re

Guidace or achievig the targets

Provided options are identied early in the project they can

be incorporated into technical specications and

procurement routes identied. Inormation should includeexamples o substitute products which contain recycled

content as well as ullling technical requirements.

Contractors will be required to work with their supply

chain, including suppliers and subcontractors to ensure

that appropriate materials/products are identied, ordered,

purchased and documented. Awareness raising or

subcontractors is important at an early stage and where

possible recycled content requirements should be included

in contract documents.

In order to evidence the levels o recycled content on the

project, the contractor will be required to track materials and

provide documented evidence in the orm o invoice/delivery

notes along with datasheets detailing recycled content.

This requirement also applies to all products and materials

purchased by subcontractors.

Materials tracking can be undertaken in a simple ormat

using a spreadsheet, where all materials and products

purchased must be recorded. A template will be provided

by the Project Manager.

For example:

Where the recycled content o a product cannot be identied

or veried 0% should be assumed.

Contractors should regularly assess perormance against

the target to ensure that action is taken i the project isnot on course to achieve it. Potential issues related to this

target centre on demonstrating compliance and providing

evidence o achievement. The person taking product

deliveries must be aware o their role in retaining delivery notes

and responsibility or obtaining proo o recycled content and

recording and tracking materials must be assigned early in

the project to ensure that the contractor can show that the

products they used comply. Materials tracking can be done

on conjunction with that required or the sustainable timber

target. The summary inormation rom this should be entered

into the monthly environmental report.

C o nt r acsho uld r e g

asse ss p e r f oagainst t he

TOTAL X X X X

Supplier

XY123

X X

Order Value

60,000

40,000

100,000

Recycled Cotet

15%

28%

X

Recycled Cotet Toage

(where calculable)

X

X

X





...i t is impor t

tha t the require

o the Conside

Cons truc tors Sc

are ull y unde

rom an earl y in the pro je

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Guidace or achievig the targets cont’d

2. Considerate Constructors

The Considerate Constructors Scheme promotes the

management o construction sites in an environmentally and

socially responsible way. Once registered to the scheme,

sites are assessed on their perormance against the eight

point Site Code o Considerate Practice which includes the

categories Considerate, Environment, Cleanliness, Good

Neighbour, Respectul, Sae, Responsible and Accountable.

The target score o 37 exceeds industry best practice and is

aligned with BREEAM’s ‘excellent’ rating. In order to achieve

37, a high score is required in all o the categories, so careul

planning and implementation must be undertaken. As with

other sustainability related targets, it is important that the

requirements o the Considerate Constructors Scheme areully understood rom on early stage in the project so that site

design and set up acilitate compliance with the scheme.

In order to aid the perormance o the project in the scheme,

overall accountability and responsibility or achieving the

target should be assigned to a person with sucient required

authority to ensure that all required actions are implemented.

The ollowing actions will help to achieve high scores:

• Review the CCS monitors checklist (http://www.ccscheme.

org.uk/index.php/site-registration/site-managers-inormation-

site-reg/registered-site-checklist-site-reg) and identiy andplan how each item, both those which are a requirement

or compliance as well as the additional good practice

items which will be required to achieve a score o 37, will

be addressed.

• From this initial review develop a specic action plan which

identies all activities which need to take place, who is

responsible or them and when they need to take place.

• Use the CCS scheme Examples o Good Practice

(http://www.ccscheme.org.uk/index.php/site-registration/site-

managers-inormation-site-reg/examples-o-good-practice)

document to identiy initiatives which will help to achievehigh scores in each o the eight categories

• Identiy appropriate organisations with which to engage.





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Examples include:

• Develop all required policies, targets, procedures, and

practices as well as management plans or relevant areassuch as community engagement and communication,

environmental management etc.

• Identiy training requirements and activities and provide

regular inductions, awareness raising sessions and training

to all relevant site operatives

• Carry out regular audits and spot checks to check that all

required actions are taking place and that policies and

procedures are being ollowed. When site assessment is

imminent, it is useul to carry out a mock assessment to

identiy any problem areas which need to be addressed

as well as areas where improvements can be made:

Since most John Lewis and Waitrose projects are already

achieving relatively high scores it will be necessary to

implement some additional initiatives that demonstrate

positive impacts and provide a good response to “What

measures, i any, have been implemented on this site that

could be classed as exceptional and unique?”

Some good practice items which have been implemented

on John Lewis and Waitrose projects include:

• School/ college visits to site

• Community activities

• Drop in days or local residents

• CCS products – eg fags etc.

• Public inormation leafets and noticeboards

• Comment and suggestion boxes or websites.

• Site notice boards showing targets, perormance

and progress

• Residents Newsletters & letter drops

• Considerate Constructor Logs o activities and actions

• CCS

• Highways Agency

• Transport or London

or the local council

transport team

• Disability Access Advisory

Group

• Community groups/local

business groups

• Local schools/colleges

Pro vide regu

induc tions

a wareness rai

and training o

rele van t opera





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3. Waste Data Collection and Reporting

Waste data collection or John Lewis and Waitrose projects has

been carried out in a variety o ways by dierent contractors

in 2010. To address this we have identied the data that we

require or uture projects. Based on our 2010 perormance we

have identied that we want to improve in the area o waste

management and so we set challenging targets or 2011.

Waste reduction and recycling targets are or construction,

demolition and excavation waste. For store acquisitions and

conversions, incumbent waste is not included, however or

reurbishment o existing stores or part o strip out waste should

be included. In both cases this waste should be recorded.

Contractors are required to report waste data or all 2011projects, regardless o size or duration. In addition to this

inormation, contractors should report good practices

implemented in site waste management that have helped in

reaching the target, and they should identiy problem wastes,

such as insulation, and ways which they can be managed

to improve perormance on uture projects. Summary waste

data rom the SWMP should be entered in the monthly

environmental report.

Contractors will need to track their perormance against the

targets during the project so that changes can be implemented

to solve problems and to improve perormance i required. I

contractors don’t realise until the end o the project that targets

are not being achieved, then the opportunity to address the

problem has already been missed.

Recycling

In working to achieve higher recycling rates, the choice o waste

management contractor is o key importance. Once all waste

streams have been identied in the SWMP, the main contractor

should:

1. ensure that the WMC is selected based on their ability to

divert all identied wastes rom landll

2. work with the WMC to develop a skip segregation strategy

which identies the most appropriate skips to be on site at all

times, bearing in mind that this may include mixed skips which

the WMC can segregate osite

3. ensure that contamination does not occur on site, as

this can result in entire skips being rejected. This can be

achieved through training, incentivising and through

regular monitoring o skips

Waste reduction

The main sources o waste in construction pro

• Over-ordering due to inaccurate materials

prioritisation o material costs;

• Damage during delivery or on site;

• Excessive o-cuts due to inecient design

practices;

• Design changes leading to reworking and

• Temporary works materials (ormworks, hoar

• Packaging.

In order to eectively minimise waste and acthe project team needs to be aware o wast

opportunities. Opportunities to reduce waste

project lie cycle, so identication and planni

key areas:

• Communications;

• Design;

• Planning and

• Logistics





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Since waste minimisation is not a simple process, responsibility

or achieving this target should be allocated to an appropriate

person/people. Contractors must start planning early in the

project and regularly reassess the project or new opportunities.

Communications

Eective communication during design and construction has a

direct impact on the type and quantity o waste produced on

site. The ollowing should be considered:

• The project brie needs clear requirements to minimise waste

eectively

• Ensure consultants and contractors have contractual

obligations to participate in waste reduction

• Waste minimisation targets must be realistic whilst still providing

a basis or improvement

• Formalise monitoring and perormance reporting

• Encourage project teams to consider waste minimisation

options, either as part o regular meetings or in dedicated

workshops

• Maximise input rom (sub) contractors by using their knowledge

early in the project

• Provide adequate training and awareness raising

Design

By ‘designing out waste’ rom the outset, potential waste can

be reduced beore it even arrives on site. Design considerations

include:

• At the concept stage consider how complex the building

needs to be

• Can materials available on site be reused and even add

to the architectural statement?

• Consider opportunities to use o site construction, in particular

i there are site constraints that may impact on materials

movement.

• How can movement o soils and aggregates be reduced?

• What potential is there to standardise building orm and layout?

• What potential is there to standardise building materials and

design to standard material dimensions?

• Manage design changes to avoid producing more waste

• Consider site design in terms o waste management

Responsible

Design will dri ve

was te and incre

our use o rec y

ma terials.




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4. Certied Timber

All projects (new build, reurbishment, acquisition conversions)

are required to use timber rom certied sustainable sourcesonly. It is important to note that this includes timber used

temporarily on site such as scaolding and hoarding as well

as permanent timber. Pallets and packaging can also be

excluded. To achieve this target, contractors need to address

the requirements as early as possible so that they can be

included in product, subcontractor and supplier selection and

brieng and monitoring.

Communicate the requirement to all relevant team and

supply chain members. All those involved in the timber

purchasing chain need to understand their role in purchasing

and documenting the correct timber. Where possible these

requirements should be included in contractual documents

or subcontractors.

Predict timber needs as early as possible, including quantities

and any items or products which may be problematic. The

FSC and PEFC websites both provide inormation on certied

product as well as manuactures and suppliers.

Identiy suppliers which have current Chain o Custody

Certicates (CoC), the most widely recognised certicates are

issued by FSC and PEFC. The use o preerred suppliers with

a proven track record will help in meeting this target. When

selecting suppliers obtain a copy o their certicate

and check that is authentic and valid. Most suppliers will stock

both certied and non certied products, so make sure that it

is clear which products you require and that they are available.

Products that you require must be included in the scope o

the certicate.

Incorporate on site actions and reporting requirements into

policies, procedures, guidance documents, briengs and

meetings. Make sure that all o these are communicated at

the beginning o the project. Systems or monitoring deliveries

and tracking product inormation should be put in place to

avoid retrospective searches or inormation. It is also important

to have a procedure that governs unplanned purchase o

timber products to ensure that suitable products and suppliers

are selected.

Assign roles and responsibilities in meeting the target to team

members and make sure they understand what is required o

them. This includes people involved in purchasing timber as

well as those dealing with it on site. The person who will accept

deliveries must be aware o the importance o checking that

the products received are as ordered and that the correct

documentation is with them.

The FS C andPEF C websi tes b

pro vide in orma

on cer ti fed prod

well as manu ac

and supplie





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Documenting compliance with the policy is required to

provide evidence that sustainable wood products were

purchased. Contractors need to track timber purchases as well

as obtaining, recording and retaining documentary evidence

including CoC certicates, invoices and delivery notes. The

suppliers certicate alone does guarantee that suitable

products were used. An invoice or delivery note which has the

suppliers CoC number on it and details the type and quantity

o certied products received is also needed as evidence.

These should be kept on le so that they can be produced i

required. Product data sheets rom manuactures are useul

but not mandatory.

For example:

Tracking and reporting on perormance against the

target should be undertaken during construction. A simple

spreadsheet ormat can be used; a template can be provided

by the Project Manager. The summary inormation rom this

should be entered into the monthly environmental report.

Tracking or this target can be done in conjunction with

tracking or the recycled content target. I the target is not

being met, then it is important to identiy the reasons or this,

so that similar problems can be avoided in uture projects.

In addition good practices should be recorded

and implemented on other projects.

TOTAL

Product Supplier CoC Number Cost Invoice/delivery note reerence

I the targ

is no t being

then i t is impo

to iden ti y

reasons or


JLP Responsible Development Framework 2011

Documents

Transcript of JLP Responsible Development Framework 2011