Exceptionally considerate construction at Multiplex Construction Europe Ltd’s Verde SW1 project
Multiplex Construction Europe Limited’s exciting Verde SW1 development in London’s Victoria involved the complete strip out of a seven-storey building to its bare concrete frame and its transformation into a striking 11-storey building.
As principal contractor Multiplex Construction Europe Ltd (MPX) was working on behalf of client Tishman Speyer, and received exceptional and excellent scores by the Scheme Monitor for best practice.
The new development will provide 29,458 m2 of high quality offices arranged over 10 storeys, and 2,000 m2 of landscaped roof terraces, creating ‘a park in the sky’. The works on site commenced on 5 January 2015 and completed in September 2016, with the project set to receive BREEAM 2008 Excellent standard.
Verde SW1 is strategically located in the center of Victoria and will be within 150 meters of a new entrance to Victoria Station, one of London’s busiest transportation hubs.
“The works consist of the complete strip out of all fixtures, fittings, furniture, and façade, back to the concrete shell and core. This includes the removal of all mechanical and electrical plant machinery and elevators, while retaining the existing lift shafts. The demolition scope is extremely technical and detailed in order for the client to maintain the existing structure and cores in order for these to be incorporated into the new building design.
“The design team has detailed the strengthening of particular columns in order to take additional floors, adding to the building height, as well as increasing the floor plates of the building.”
Despite Verde SW1 being a challenging project, mainly due its location at the heart of Victoria, the project team outperformed in all areas and exceeded the project’s targets.
Here are some examples of best practice initiatives carried out by Multiplex:
- Bespoke hoarding with aluminium composite sheeting was installed, which displayed the potentials of the project by means of creative art.
- Routine maintenance and servicing of the hoarding was carried out to improve the appearance of the project’s boundaries within the busy area of Victoria.
- The external appearance of the site projected an excellent appearance, with a hoarding around the lengthy perimeter that was nearly all CGIs in di-bond which was upright, straight and very clean.
- The workforce was mostly subcontracted but all were required to wear branded PPE in the name of their own employers.
- The reception area included a concierge and security facility with turnstiles.
- Approach to the offices was particularly well-presented with wide, open corridors that have been well laid, complete with fitted safety matting.
- Good relationships were established and maintained with existing businesses in the vicinity. Project events such as construction opportunities and a topping out ceremony were organised at a neighbouring hotel.
- Support was offered to the Chickenshed charity through various activities, resulting in £20,671 raised over the last year.
- Local schools were also supported. Volunteers from the Brookfield Multiplex team attended initiatives including Westminster City School’s Careers Event and Millbank Academy’s World of Work Day.
- Subcontractors were encouraged to appoint locals through the monitoring of the addresses of the workforce.
- A charity was chosen which the site would support for the duration of the project.
- Significant concessions on noisy working hours were provided by the site, beyond what they were expected to do (particularly in relation to the hotel).
- Cleaning of bikes and a balcony were carried out as goodwill gestures.
- Regular newsletters were displayed externally on two community noticeboards located on the hoarding. They included pictures and contact numbers.
- A number of local independent businesses were used such as a fruit retailer and a restaurateur who also visited the site to provide food for the workforce on a takeaway basis.
- In addition, a local vending machine company contacted the site and provided the vending machines in the canteen.
- Environmental achievements, such as exemplary recycling rates (99.6% of construction and demolition waste diversion of landfill achieved by volume) were promoted.
- The neighbours had information included in the newsletters to help them understand the environmental credentials of the site, with the most recent newsletter detailing the use of disused hard hats as planters around the site (this idea came about through a competition which was held on site for ideas on how to reuse materials).
- The offices were mainly from the existing buildings and had PIRs (Passive Infra Red Sensors) already installed throughout the newly-created toilets, and other facilities had PIRs installed by the contractor.
- The project has been shortlisted for the National Recycling Awards under the ‘Construction of the Year’ category.
- Sustainability events were hosted, such as GreenSky Thinking Week to inform the public about the environmental initiatives on site.
- The site took part in CIRIA’s ‘BIG Challenge’ for improving biodiversity in construction.
- A Sustainability Week was organised on site to raise awareness of environmental issues.
- Use of construction materials with recycled content, for example a new façade consisted of 100% aluminium, 85% glass, 80% steel recyclable materials, while the concrete contains 50% of recycled aggregates.
- Water butts were provided to water plants in the garden of a local pub, with a plan to use them to water plants grown on site once the growing season starts.
- Canteen waste was also segregated and embodied carbon was measured, with the site concentrating on the use of materials with recognised recyclable content, such as aggregates in concrete and aluminium.
- A proactive approach towards identifying opportunities for reuse of materials, with questionnaires going to all suppliers in encouragement of this. A sustainability challenge meant that anyone on site could identify site waste materials that could be reused in some way.
- Sustainability site league tables were in place for subcontractors.
- Bicycle maps encouraged cycling to site.
- Safety standards were maintained which included regular inspections, periodic audits, consultations with workforce, engagement with trades, cultivating the ‘just culture’ and implementation of behavioural programmes.
- Observation cards were available to be completed by the workforce, to indicate good practice examples and opportunities for improvement.
- Individual and corporate compliance was rewarded by introducing behavioural initiatives aimed at raising awareness and improving thinking patterns of the project’s 450-strong workforce.
- The site had a wide range of safety audits in place and the head office safety manager attended site once a week and compiled a comprehensive written report.
- Suppliers were all required to be FORS registered.
- All supervisors were provided with behavioural safety training.
- A leader board was in place for subcontractors.
- Minimum standards of training SSSTS (Site Supervisors’ Safety Training Scheme) were required for site supervisors.
- Facilities included a canteen with TVs, a large changing room with lockers, showers and toilets within the main facilities area and separate portable toilets on the 8th floor.
- There was an incentivised ’employee of the month’ system advertised around the site.
- A nurse was employed to visit site on a weekly basis to conduct medical examinations and help with ‘well-person’ checks.
- A healthy eating questionnaire was distributed to also help raise awareness.
- A two-week work placement was offered to a candidate from Women in Construction by a subcontractor working on the project. This led to permanent employment for the position of site trainee manager.
- A ‘Construction Opportunities’ event was organised to liaise the supply chain with organisations that were supporting candidates interested in construction.
- Joint events with Westminster City College were organised to encourage the local workforce. Two ‘meet the employer events’ were organised with learners attending CSCS courses and visiting the site, escorted on site by Brookfield Multiplex managers.
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