Communication

• A public relations plan was prepared as a basis for engagement with the community.
• A Good Neighbour plan was distributed to affected properties, setting out details of the works and how CCS requirements were to be applied during the project.
• 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 may have had during the duration of the project.
• Provision was made for mobility, hearing and sight impaired visitors, including induction loops, notices in Braille and tactile surfaces.
• The contractor subscribed to a service providing multi-lingual support in 28 languages.

Further reading

Parking

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.
• Cycle parking spaces were provided.
• Additional ‘Residents’ Parking’ signs were provided for local homeowners.
• A designated disabled parking space was provided.
• The banksman was given a mobile phone and the number was printed on operatives' and staff cards. He had a list of who owned each car/van and, if calls were received from the public, he arranged for the vehicle to be moved.
• A yellow card system was in operation for operatives who parked inconsiderately. Anyone receiving two yellow cards was banned from site. This was included in sub-contractors’ contracts.

Further reading

Diversions

• To avoid an excessive diversion for pedestrians, a small gantry was built over the works, accessible and wide enough for buggies and wheelchairs.
• Local residents that were 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.
• The site leased a strip of land to create a better, safer route for pedestrians.
• Operatives received visually impaired awareness training and used the services of local access groups to ensure safe routes were provided through temporary works.

Further reading

Deliveries

• The most appropriate routes to the site were agreed with the Highways Agency. They were published and issued to all sub-contractors, suppliers and visitors.
• Deliveries to site were restricted to specific times and those arriving outside these times were sent away.
• Delivery drivers are 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.
• The site provided larger storage facilities to reduce the number of deliveries.
• 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

Perimeter

• 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.
• During the summer, the site had erected fences which were higher than required to avoid overlooking neighbours’ gardens.
• The site banksman escorted local school children past the site entrance en route to and from school.
• Smoking on the boundary of the site was discouraged by the provision of a designated smoking area, equipped with litter bins.

Further reading

Policies, Procedures and Assessments

• As part of an ongoing policy to raise awareness of construction waste and sustainable development, the contractor introduced a training DVD on environmental topics for staff and sub-contractors.
• 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

Hazardous Materials / Substances

• A bunded area was set up within the site compound for all refuelling. All 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 paint brush cleaning point.

Further reading

Ecology

• Where there was concern over the access of 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 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 were 'harvested' and moved to a new location, before excavation works commenced.

Further reading

Waste and Recycling

• Every effort was made to reuse materials on site, eg. salvaged timber for shuttering, subsoil and topsoil for earth bunds, landscaping, planter areas, etc.
• The site was pioneering the use of sheeting made from 100% durable, recyclable plastic, which could be used for site hoardings over and over again.
• As well as regular communication between sites to arrange the reuse of excess materials, the contractor registered with, and participated in, a national surplus materials network that seeks to reduce waste from industry by identifying users in need of material that otherwise would be destined for recycling or landfill.
• 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.
• The site retained and crushed some of the demolition waste to form a hard standing for the site entrances, storage of materials, car park and offices.
• The site donated old furniture, interior fittings and equipment to the local schools, colleges, charities, etc.
• 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.
• A key feature of the project involved the off-site fabrication of as many components as possible to limit waste and speed up the build process.

Further reading

Energy Efficiency / Conservation / Reduction

• Collection, storage and use of rainwater on site meant a huge reduction in mains water usage.
• The site offices and facilities were fitted with movement sensors and timers to operate the lights and thermostats.
• An LED display was provided in the site reception area. The display showed actual current energy use in kw/hr as well as CO2 carbon use and indicated the running value of savings since the power saver plan was introduced.
• 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.
• A cycle loan scheme was introduced to encourage operatives to cycle to work.
• The site organised a 'car free' day to promote the use of public transport and provided a mini-bus to ferry operatives to and from the nearest train station.
• Drivers attended courses designed to raise awareness of fuel reduction driving techniques.
• Renewable energy sources, wind turbines and solar panels were piloted on the site accommodation buildings.
• On a rural site, a bio-digester was used to process waste from site toilets.
• 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 embodied energy within materials was considered at an early stage of design and specification.
• Video conferencing was introduced for meetings to cut out lengthy and avoidable journeys.

Further reading

Pollution

• 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 wellbeing of local residents.
• The site used a real time 'particulate air quality monitoring system', which alerted the Site Manager immediately if dust levels exceeded permitted limits.
• A fenced exclusion zone was formed to prevent any pollution entering the adjoining canal.

Further reading

Perimeter

• 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.
• Graffiti had been a problem until the contractor encouraged those responsible to take part in a painting skills youth project.
• The site used a formal written audit process to ensure that the perimeter of the site was kept clean.
• 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 inspected the site boundary first thing every morning and had all graffiti, litter and dirt removed immediately.
• Twice a day, an operative walked the perimeter of the site collecting all the litter, regardless of whether or not it was litter from site.
• The hoarding was re-painted regularly to look clean and new.
• Muck away activity was planned for predicted dry days, based on local weather forecasts.

Further reading

Facilities

• A changing room with boot cleaners was provided next to the welfare facilities and site offices to encourage the removal of wet/muddy clothes and boots.
• An over-shoe fitting machine was used to help keep the facilities mud free.
• A cleaning schedule was displayed to indicate that cleaning has been carried out.
• Hourly checks were carried out on the toilets and facilities. Flushable toilet seat covers were provided.
• Sani-wipes and toilet brushes were provided to encourage the cleaning of toilets before/after use.
• A deep clean of the facilities was carried out weekly on top of the daily cleaning schedule.
• Ongoing toolbox talks were given about looking after facilities and helping to keep them clean.

Further reading

Site

• The site presentation was enhanced by clear signage, excellent ramped paving throughout the compound, an attractive fence and colourful plant tubs. A disabled parking space was also provided at the compound entrance.
• The site provided excellent viewing facilities, including an observation cabin and a brief description of site activities. One of the site operatives checked these every day to make sure the view and description were appropriate.
• All roads on site were given hard surfaces at the very start of the job.
• An effective wheel wash was used on all vehicles leaving site. Water from the wheel wash was recycled.
• The client inspected the site every week to ensure it was clean and tidy.
• A training and enforcement scheme was implemented to achieve a litter free site.
• During the summer, all spoil heaps were sprayed with a fine mist to reduce dust.
• A hose-pipe system was mounted on the site boundary at regular intervals to allow dust suppression feeds to be taken off to spray the site as needed.
• One of the operatives was trained and given the role of 'dust champion'. The role was to keep dust to a minimum.
• Powered floor sweepers with (99%) high efficiency air filtration systems were used to keep all pedestrian walkways and working areas clean and dust free.

Further reading

Vehicles

• All the site vehicles were regularly cleaned, inside and out, to promote a positive the image of the company.
• All vehicles leaving the site first had to pass a cleanliness check with the banksman.
• Fuel vouchers were given to drivers after evidence had been provided of vehicles being clean and well maintained.

Further reading

Communication

• Meetings were held with neighbours 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.
• On completion of the work, the contractor sent a questionnaire to all the affected neighbours, asking for any comments and feedback.
• 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 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 contractor established an interactive website with a regular blog to keep neighbours informed and to provide a channel for feedback.
• 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.
• There was outstanding engagement with the community, including the residents' association, the access committee and most significantly 'talking newspapers' to reach the blind and partially sighted.
• The site kept in regular contact with local walking clubs as, at some stages, the works blocked pathways they used.
• The site produced key fobs giving a 24 hour contact number, that were distributed to all those affected by the site.
• 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 topping out ceremony was arranged and local dignitaries invited.
• Comments on the planned project were fed through to the client who made any reasonable adjustments to accommodate local sensitivities.

Further reading

Avoiding Nuisance

• The contractor and local authority arranged for all utility companies to use the same trench and to install their services consecutively to reduce construction time and road disruption.
• The contractor provided new road 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.
• The site arranged for a survey of local households to ask them about the affect of the project on their lives.
• There was a display of potential neighbour issues and hazards in the site accommodation.
• The contractor acquired a large warehouse and storage area to use as a temporary delivery, storage space, material handling and mortar mixing area. This minimised nuisance impact on the neighbourhood by removing a lot of the site activity to a discrete area.
• On a private housing development, the Site Manager arranged for substantial temporary landscaping works to shield the site from its neighbours.
• The site used silent security alarms to prevent the disturbance of false alarms.
• One of the site operatives was given the role of 'noise monitor'.
• The nearest neighbour of the site worked nights, so, when the site was carrying out particularly noisy activities, he was put up in a nearby hotel.
• As the site was adjacent to a school, noisy works were carried out during the school's lunch break.
• As the site was within earshot of stables, all noisy activity was stopped while the horses were exercised away from the stables.
• To reduce the complaints from noisy works the site offered day trips to the residents. These proved to be a great success.
• A separate compound was created within the site for all cutting and grinding, well away from the neighbours and the public.
• Off-site construction methods and/or off-site cutting of materials were used to reduce noise, time on site and waste.

Further reading

Complaint handling

• A complaints log was maintained, displayed in the office and reviewed with the client on a monthly basis.
• Complaints were pre-empted by analysing neighbours feedback at pre-start stage and discussing this with local ward councillors.
• Numerous objections had been made about this project so the site manager set up ‘neighbours’ meetings’ involving the local council, residents and businesses. A full agenda was prepared to aid communication and eventually a single spokesperson represented all neighbours.
• A site that received complaints about noise, although not responsible for the problem, asked its Health and Safety Manager and a security guard to maintain a vigil. They identified the source of the sound and provided the correct contact details to resolve it.
• The site invited a neighbour, known to be opposed to the project, to voice any complaints to the site or the Scheme. They exceeded her expectations in dealing with these complaints, and gained her trust and cooperation for the remainder of the project.
• A site that had been subject to delay and disruption outside of its control invited a neighbour who had complained to visit the site, be shown around and talked through what was being done to rectify the situation.

Further reading

Goodwill

• 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.
• On hearing of an accident involving a cyclist on a nearby street, the site’s first aiders attended the scene, keeping the man stable until the emergency services arrived.
• A contractor’s actions in noting and reporting drug dealing close to a primary school brought respect and appreciation from the local community.
• 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.

Further reading

Operatives

• All the hard hats on site were colour coordinated, with clear charts showing the colour designations.
• Branded Hi-Vis vests and jackets displayed a free helpline number on the back.
• The site operated a yellow and red card system for operatives who breached the site rules; yellow was a warning, and red a dismissal.
• The site operated an ‘operative of the month’ award to recognise good conduct and personal presentation.
• All the operatives were given instructions at induction about how to deal with neighbours and passers-by, especially the disabled and elderly.
• The induction included photographs and videos of the site showing the waste segregation/management zone, storage areas, welfare facilities, etc.
• Free internet access was provided in the canteen.

Further reading

Facilities

• The site facilities included a designated disabled toilet with a separate access.
• Secure cycle storage was provided for the use of operatives.
• A prayer room and appropriate facilities were provided for those that required it.
• Site facilities included a recreational room and a quiet room.
• During the hot weather, cooled drinking water dispensers were located around the site for the operatives.
• 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.
• Site operatives were provided with company branded kit bags to encourage them to use the showers provided.
• A designated mobile phone area/room was provided.
• There were two usable showers as well as a good, heated, changing area that operatives were encouraged to use.
• Battery charging lockers were provided.

Further reading

Neighbours and the Public

• The site provided open safety training sessions for the neighbours.
• The site made a temporary crossing, which was ramped and had tactile paving.
• The HSE was invited to the site to review specific and innovative site practice.
• Information boards for the general public were updated to show current hazards, safety information and safety statistics, including days without injury or incident.
• There were one-way traffic routes through the site, with clearly signed speed limits.
• Site access was via separate pedestrian and vehicular gates, permanently controlled, with a direct and protected route to the office and welfare facilities.
• Operatives were provided with 'Lone Working Protection Units' - a GPS based personal alarm system contained within an ID badge holder.

Further reading

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.
• A stock of clean PPE was held at the site entrance for visitors.

Further reading

Operatives

• Operatives were selected at random and asked a series of site safety related questions. If they passed, they were rewarded.
• An incentive scheme was in place, with meal vouchers, to encourage the reporting of dangerous/unsafe practices or near misses.
• A safety league table was operated to find the safest operative on site.
• Regular safety forums were held, involving site operatives and supervisors.
• A hazard board was located at the site entrance to inform everyone entering of the activities taking place that day.
• Safety reports and the minutes of safety meetings were displayed in the office and canteen.
• An in-house safety team was formed, with the power to stop work on site at any time.
• The site ran a ‘serious accident’ reconstruction involving the local fire and ambulance services.
• The site operated a bonus scheme, with spot checks on operatives to make sure they were wearing the appropriate PPE.
• The site set up an intercom system so that the Site Manager could speak to everyone on site if necessary.
• Delivery drivers were required to attend an induction and to wear appropriate PPE.
• A scheme was launched to promote new ideas for safe working which were then published for the benefit of other sites.
• The children of site personnel were invited to take part in a poster competition to promote awareness of health and safety issues.
• 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.
• Battery operated LED Hi-Vis vests were made available for night-time working.
• Recognising that safety glasses over spectacles can be problematic, the contractor provided prescription safety glasses for site personnel.
• Safety reminders were displayed under Perspex on the table tops in the canteen.
• An operative, trained in PAT, tested all operatives' and sub-contractors' electrical tools whilst they carried out their induction.
• Hand-arm vibration monitors were mounted on plant to display and record exposure levels.
• The site ran a 'Take 5' incentive where at 12 noon an air horn sounded and operatives stopped work to ensure that their work place was safe and compliant with the method statement and risk assessment.
• A colour-coded zone system was in place to indicate which operatives were permitted to work in each zone and what level of PPE was required; Zone Blue – no PPE required; Zone Red – full PPE; Zone Green – plant and banksman only with full PPE.

Further reading

Health and Well-Being

• 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.
• A sat-nav was provided for the use of first aiders to direct them, in an emergency, to the nearest A&E.
• On an unusually remote site, permission was obtained to form a temporary helicopter landing pad to connect with the nearest A&E facility.
• Trained first aiders carried a small, portable first aid kit attached to their Hi-Vis jackets.
• A blood donor campaign was promoted, with operatives actively encouraged to take part.
• 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 stress, relationship and debt-counselling advice.
• There were defibrillators and trained operatives on site.
• Water dispensers were provided throughout the site.
• The site set up an initiative to tackle smoking related diseases amongst operatives and involved school children in preparing posters highlighting the dangers.
• 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.
• The site's management arranged team building and social events for all operatives, their partners and site neighbours.
• 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.

Further reading

Security

• Operatives were provided with a 'passport' and helmet stickers as evidence of having successfully undergone the contractor’s induction.
• Site operatives, including all sub-contractors, were provided with plastic photo ID cards. These were only provided after they had completed induction. A separate entrance was then created for operatives who had ID cards. Those without the cards used an entrance that led to a cabin, where they could be inducted.
• Where operatives were working in occupied residential properties, safes were provided for the valuables of concerned tenants.

Further reading

Educational visits

• 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 site safety board game was developed to instruct and entertain children visiting the site.
• 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.
• Selected pupils from the local school were invited to decorate part of the building as an introduction to the trade and a possible apprenticeship.
• The Site Manager was in contact with local schools and colleges to provide assistance and materials for school projects, to help organise competitions and fundraising projects, to give safety talks to all schools in the surrounding area, to offer work experience to college students and to provide additional school buses to minimise the effect of road closures and long diversions.
• The site provided an on-site skills centre and certain members of staff acted as career mentors in conjunction with the local college.
• Staff were trained as 'Young Ambassadors in Construction'. This is a CITB course, which promotes confidence in young construction professionals to visit schools to talk about careers in construction.

Further reading

Equality and Diversity

• As a result of the Site Manager’s active encouragement, two disabled operatives were employed on site.
• A learning disabled operative was employed and given help with obtaining his CSCS card.
• 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.
• Employment opportunities were offered through the local mission to help the unemployed and homeless back into the community.
• A special needs survey was carried out before operatives started work on site.
• A designated female changing room was provided to encourage women into construction trades.
• 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 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 sub-contractors working on site.

Further reading

To the Considerate Constructors Scheme

• 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, sub-contractors, utility companies, head office personnel, consultants and the client on CCS requirements.
• On a very small site, the Site Manager, in her own time, made a small flip chart to induct the operatives. The induction mentioned the CCS and its requirements.
• An on-site CCS champion was appointed to set targets and monitor performance against the Scheme's Site Code of Considerate Practice.
• The Scheme's posters were displayed in frames.
• 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.
• 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.
• An extensive 'site log' was kept of anything that happened that may relate to the Scheme, from activities with local schools to comments from neighbours.

Further reading

To the General Public

• 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 the neighbour or visitor perspective.
• At the site entrance, there was a covered board, giving the names and photos of key site personnel, as well as an overview of site progress, highlighting future activities.
• The Site Agent 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 24hour hotline and the company’s website. The website had more details about each of its sites, with photographs showing the progress of those sites.
• Ongoing customer satisfaction surveys were carried out, aimed at achieving 100% neighbourhood satisfaction. Comments received were incorporated into project planning.
• The Site Manager met neighbours and explained what Site Registration and compliance with the Site Code of Considerate Practice entailed.

Further reading

To Operatives

• The Site Manager distributed Scheme leaflets to all sub-contractor companies that were not fully aware of the Scheme.
• A weekly updated display board in the canteen showed selected bullet points taken from the Considerate Constructors Scheme’s documentation.
• 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.
• All operatives were issued with the CCS ‘Operatives’ Handout’ as part of their induction.
• A suggestions box and cards were available, and operatives were rewarded for coming up with suggestions to help the site perform beyond the requirements of the Scheme. A Considerate Constructors Scheme committee, including operatives, was established to review the suggestions.
• The project team signed up to a ‘Team Charter’, which is regularly reviewed. The project team comprises the client, consultants, contractor and main sub-contractors.
• The site displayed and used Site Monitors’ Reports as the basis of toolbox talks.

Further reading

Training

Companies and sites should look to constantly develop those who work for them.

• The contractor maintained a photographic record of examples of good and bad practice. These were shown to operatives and discussed.
• Recruitment opportunities were discussed with the Probation Service and guidance was sought on suitable work, conditions and approach.
• The Site Manager put himself forward as a mentor for students of the local construction college. Throughout the project there were regular visits from the students to see the construction process first-hand.
• The site held a comprehensive record containing details of operatives’ training and other certification, as well as their photographs and information about any relevant medical conditions.
• Careers advice sessions were held for all on site.
• English language tuition was offered to operatives who did not speak English.
• As part of the site’s ongoing training programme, the Site Manager provided one-to-one reading and writing lessons for operatives.
• 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.
• Interactive training sessions on safety awareness were held; in some circumstances these were multi-lingual.
• Site staff were trained to identify and manage a ‘bomb discovery’ incident.
• Toolbox talks included a session on 'Customer Care' linked to feedback from residents’ customer satisfaction surveys.
• The site acted as a National Skills Academy for Construction with a dedicated Skills Coordinator and excellent training facilities.

Further reading