Innovation in-built at Mace’s triple Gold Award-winning 5 Broadgate project

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One of Mace’s latest high profile ventures is to construct the new UK headquarters of global financial firm UBS at 5 Broadgate.

Appointed by British Land and Blackstone Group, Mace is delivering this world-class office building of approximately 700,000 sq. ft, containing state-of-the-art facilities for trading staff, employees and clients.

Mace Associate Director, Mandeep Tiwana said:

This is just one project from a list of hundreds of exemplary sites. If we wound the clock back by 10 years, it would be hard to find so many high performing projects and this is undoubtedly due to the uptake of the Scheme.

In total the team has donated over £23,000 to charity, provided over £7,000 in construction materials to local projects and invested over 800 hours in the local community.”

Among the many examples of best practice demonstrated on site was the innovative use of ‘Stressbands’ for workers – simple low cost wristbands which display skin temperature and varying levels of stress. These were issued to operatives to monitor their mental and physical well-being throughout operations.

Other areas of commendation included the use of interactive surveys to gauge workforce feedback with multiple choice questions; these results were analysed and reviewed.

The aim of the project team is to achieve high standards in the efficient use of resources, community engagement and responsible procurement.

Mandeep explained:

“Low carbon clean energy sources are fundamental for the project which is currently on track to achieve a BREEAM ‘Excellent’ rating. The project team was tasked with delivering exemplary waste management procedures and needed to focus on timber recycling due to the large amounts of temporary protection works needed throughout the complex build process.

In response to this, the 5 Broadgate team diverted 2,130 cubic metres of timber from traditional waste streams, instead sending it to the National Community Wood Recycling Project (NCWRP) for re-use.

Segregating timber in this way ensures that it is all reused or recycled in the most environmentally beneficial way possible, reducing the environmental impact to an absolute minimum and helping to conserve this important natural resource.”

Mandeep said that the potential for nuisance to the public had been of particular concern during the closing stages of the project, when extensive landscaping was taking place, along with street and utilities works.

Find out how the Mace project team tackled these challenges, as well as carrying out many other examples of best practice:

  • The site was well-organised with low levels of external works materials stored behind double-clad debris net. This prevented wind loadings associated with monoflex and improved screening.
  • Appearance from the office located above the site was considered, to the extent that care was taken to store materials perpendicular to the building. All other materials were neatly stored within the building and out of public view.
  • Site entrance route to building was clearly displayed, with security officer controlling access.
  • PPE was removed when leaving site, with temporary hanging area next to the site entrance. A mirror at the site exit serves as a reminder to check appearance.
  • The on-site smoking area was out of sight, with ash/butt bin, fire extinguishers and hard-wired fire alarm call point in place.
  • Inspection walks undertaken constantly throughout the day by different members of the team and formally recorded on a daily basis.
  • Litter picking forms part of daily walks and regular security guard patrols include litter picking within their duties. Tidiness checked by senior management based on site and by other members of the team.
  • Corporate identity and corporate values promoted through signage and noticeboards for the general public and through the ‘Mace Business School’ for the workforce and key suppliers.
  • Newsletters displayed on public noticeboards, company website, development website and available to all workforce electronically.
  • Weekly formal meetings held with client, tenant and other stakeholders. Fortnightly meetings held with Network Rail and Liverpool Street Station managers and retailers.
  • VIP drop-off point relocation agreed with adjacent church, with working hours adjusted accordingly.
  • TfL bus turning area by agreement, with the turning area operational 24/7, with 11 minutes as largest window of opportunity between vehicle movements.
  • Neighbours aware of vehicle deliveries and other significant events, with alerts displayed on their reception information screens.
  • Local shops and cafes supported and a good relationship maintained with the East London Business Alliance.
  • Local procurement tracker maintained, with monthly reports to client.
  • Local trade contractors, labour agency and material orders totalling approximately £87m  since commencement (figure as of Jan 2015).
  • 24/7 contact details clearly displayed on public noticeboards and publicised in newsletters and other forms of communication to those affected by works.
  • CSR plan in place, with donations to local causes, co-ordinated through the East London Business Alliance, examples included £1,500 donated to the Apples and Pears Playground, in addition to £1,500 donated the year before.
  • Site visits organised with Anglia Ruskin University and University of Greenwich, with management support offered for off-site events and interviews.
  • Total of 151 local operatives employed or involved indirectly through local suppliers, including 38 apprentices and 18 female trade operatives.
  • Employment and Skills Managers attended six job fairs in local boroughs, with 45 Information and Guidance sessions provided to those who expressed an interest at jobs fairs.
  • Crossrail engineers visited site for construction engineering challenge event.
  • Participation in Insight Week promoted multi-disciplinary opportunities available within the industry and provided assistance with CV writing, interview techniques and site tours for undergraduates.
  • A team from the site rowed the English Channel with AhoyZone (Deptford charity providing water sports experiences for disabled and under-privileged children) and this, together with other fundraising before Christmas 2014, raised £14,000 for the charity.
  • 751 days paid employment generated for local people through engagement with a wood recycling project.
  • Block paving works undertaken on neighbouring private access road as a goodwill gesture.
  • Supply chain made aware through framework and Mace Business School.
  • Sustainable solutions are promoted through the client’s design brief and are reviewed in quarterly sustainability and procurement meetings with the client.
  • 263 tonnes of waste timber recycled with National Community Wood Recycling Project. Fire-proofed timber reuse area set up; 79% reused and 21% recycled.
  • Diversion from landfill rate was 99.83%, monitored against a 99% target. Waste minimised with design considerations.
  • Hazibag scheme used for hazardous waste segregation. Online swap-shop and Gumtree used to offer spare materials.
  • Navigate environmental management tool employed, with Optimise to monitor environmental KPIs.
  • BREEAM assessment notes that the completed building will be the 9th highest scoring office project in the UK.
  • There was a full chain of custody for all materials and the works have been programmed to avoid disturbance to neighbouring office occupiers.
  • Regular visits with ecologists and monthly audits undertaken. Performance noted at 90% in monthly reports, one of top performing sites in the company.
  • Carbon savings calculated for timber recycling, waste diversion from landfill and sustainable solutions, promoted with graphics to raise awareness.
  • Water and energy use metered with smart meters, and regularly monitored. Targets reviewed and reduced on a monthly basis.
  • Rainwater harvested for damping down and road cleaning. Push taps included in welfare facilities.
  • Carbon footprint recorded and analysed, with monthly audits. Areas for improvement noted and communicated through site noticeboards and toolbox talks.
  • Secure cycle storage provided on site, popular with users. Cycle racks removed during the works were relocated locally.
  • 100% of workforce use public transport, with exception of cyclists.
  • Engineering, construction and design assistance on voluntary basis with Defra and Lambeth Council for surface water attenuation works on allotment area, which regularly suffered flooding.
  • Volunteer work also undertaken to clear brush and brambles from disused areas in the city.
  • Work areas clearly defined within the building by signage and floor markings.
  • 22 security guards patrol site. Project Griffin anti-terrorism training provided by City of London Police for six managers.
  • Escape route clearly defined with signage, and escape plans displayed in various locations around the site. Workforce consultation forms part of safety campaigns. “Safety First. Second Nature” campaign includes team briefings, toolbox talks, DABs, and others. Campaign features in all parts of the company’s activities.
  • Mace Business School attendance mandatory for approved framework suppliers and continuous feedback provided and expected in return. ‘Don’t Walk By’ campaign forms part of SFSN “4 Steps to Safety” signage displayed around site reminding operatives to stop and think prior to starting work.
  • H&S advisor and resident Industrial Relations Manager active on site and available for consultation.
  • Behavioural Management of Safety (BMOS) system monitors supply chain safety performance. “Incident free” environment target set and operatives invited to attend safety inspections. Yellow Jacket app used for safety inspections (with trends and results relayed to operatives) with regular visits by managers and directors.
  • Names displayed on hard hats for ease of communication with public and workforce.
  • Grab Pack located at site entrance for emergency services.
  • Defibrillator on site, and training carried out for first aiders. Regular review of (181) fire extinguishers and alarms on site.
  • Full hard wired system provided. Flood mitigation room in basement protects building against burst pipes or leaks during commissioning period.
  • Segregated vehicular access to site with pedestrian and cyclist management procedures in place.
  • All delivery vehicles FORS (Silver) and CLOCS registered. No heavy plant on site. Engagement with City of London on Road Danger Reduction Plan (RDRP) which incorporates a new 20mph limit.
  • Accidents and near misses recorded with full analysis and close out reporting procedures in place. Yellow Jack app used for reporting. Observations can be raised within 3 minutes. Results and reports fed back to HO for review/benchmarking. Yellow Jacket app available to all workforce and subcontractors.
  • TV screens provide looped information and feedback on site.
  • Language difference managed with English lessons on site for operatives (notified at induction) in briefing room. 26 attendees over a 12 week programme. City of London Tutors assisted with English NVQs.
  • Recognition and reward policy in place for safety improvements, with 12 x £60 vouchers awarded monthly, with subcontractors required to match £60 rewards.
  • Two million RIDDOR-free working hours celebrated in September with party for workforce, client and neighbours (600 attendees).
  • Drugs and alcohol policy in place with zero tolerance. Random testing carried out where requested. ‘Beer Goggles’ programme used to raise operatives awareness about alcohol, alcoholism and risks on a night out. 
  • Wide variety of training available and carried out on a weekly basis. Training opportunities also open to supply chain and management.
  • Occupational health (OH) risks discussed at induction, with particular reference to silicosis. Occupational Health Roadshow visits site annually and OH Lead (qualified nurse) resident on site.
  • Separate changing and drying facilities, with cloakroom facility and concierge provided.
  • Separate male and female WCs, Asian WC facilities, Disability Discrimination Act (DDA) compliant WCs, showers and full height mirrors in WC.
  • Menu requests are encouraged and healthy option menus provided with break times staggered to avoid congestion in canteen. Food warming area also provided with multiple toasters and microwaves.
  • Drinking water fountains provided on upper floors.
  • Construction Manager Apprenticeship Training Programme in place. Apprentices encouraged (38 have been involved with the project, as of December 2014).
  • Back to work initiative in place for ex-offenders.
  • Posters displayed promoting healthy eating, general well-being, mens’ health awareness and DIY health checks, quit smoking advice and campaign including lung-age and lung health checks.
  • Leaflets also available covering a variety of health and well-being matters. Prostate Cancer awareness sessions held to coincide with Movember, with 80 attendees.
  • Dedicated first aid room provided. “Heart Start” CPR training and blood pressure monitoring service provided on site.
  • Multi-faith room provided on site. Other quiet space can be made available on request.
  • Literacy and numeracy discreetly assessed at induction. Industrial Relations Manager available for operatives and subcontractors, and liaison between company, personnel and Trade Unions.
  • Construction Industry Helpline and UCATT (Union of Construction, Allied Trades and Technicians) assistance programmes promoted, with contact details displayed on site.
  • Trade Liaison Manager operates RIFT scheme to assist self-employed subcontractors with tax and other matters.
  • Support fund set up for RIDDOR accident victim, with support and contact maintained.
  • ‘Stressbands’ issued to workforce. Low cost wristbands with simple skin temperature gauge displaying different colours according to skin temperature. Skin temperature falls during stressful periods as blood rushes to the heart and muscles.
  • Key pad interactive response system surveys used for feedback and consultation on various matters. Key pad responses to multiple choice questions collated and analysed to identify areas for improvement. 

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