Forrest’s 2016 Gold award-winning project commended by the Scheme for its innovative recycling system
Building contractor Forrest is a successful and continuously growing construction company which has established an excellent reputation in the social housing, urban regeneration and education sectors.
The Bolton-based firm provides a full range of refurbishment, repair and maintenance services to social landlords throughout the North West and has established long-term collaborative working arrangements with housing providers.
Forrest’s Southway project – the internal and external refurbishment of a 12-storey block of flats in Eccles town centre, Manchester – received a Gold National Site Award from the Considerate Constructors Scheme (CCS) this year.
Not only did it receive exceptional scores for valuing its workforce, it was also highly rated by the Scheme Monitor as showing excellent consideration towards appearance, community and safety.
Forrest has been registered with the Scheme since February 2004 and has signed up 142 of its projects, scooping 10 National Site Awards during this time. This year has proven to be a successful one for Forrest as it also scooped another Gold National Site Award for its Communal Low Rise refurbishment project in Salford, Manchester.
The pinnacle of its success on the Southway project was an innovative recycling scheme which Forrest estimates will save around £1.5m per year.
Outlining this cost-effective solution, Site Manager Kenny Green said:
“The team demonstrated their ability to ‘Protect the Environment’ through an internally developed programme called ‘New Leaf’. This encourages employees to develop ideas they may have to improve the company’s systems through a Leadership and Management Training programme.
“This was recognised last year by the Chartered Management Institute as the ‘best own-company initiative’ it has ever certified. This led to the site’s management team developing the company’s recycling scheme which involved compactors being used for kitchen removal programmes.
“This enables the old kitchens to be placed into one tonne bags and returned to the factory for recycling. This was put into immediate effect on the site and proved very successful. All sites should register with the Scheme; for Forrest it is always important and a pleasure to register.”
Describing how the Scheme enhances its projects, Kenny said:
“The Scheme has improved the image of construction by assessing and monitoring sites against the Code of Considerate Practice which is designed to encourage best practice beyond statutory requirements. In reality, this means that we work hard to ensure that our projects deliver real benefits to the communities in which we build.”
Carried out on behalf of client, City West Housing Trust, the refurbishment of Southway House involved working on the high-rise block which is flanked by a shopping centre to one side, a supermarket on the other, and a ring road to the rear.
Paul praised the number of community activities that the team organised in the Residents Hub – a purpose-built facility on site. The Hub is in use on a daily basis with residents being able to drop-in to ask any questions about their property’s refurbishment.
One of the main challenges encountered during the project was related to the busy location of Southway House within the town centre which meant that the project team had to foster good, open relationships with all local residents and businesses.
You can find out how the Forrest site team rose to this challenge by reading some examples of the best practice initiatives they implemented:
- Materials are stored in containers or in designated lay-down areas.
- Housekeeping is noted at induction.
- Dedicated smoking shelters out of view from the public and away from the front gate.
- The company has issued a new style of branded workwear to all direct employees and this includes polo and t-shirts, jumpers, trousers and jackets.
- Dress code includes minimum PPE requirements, with spare PPE available if required. This includes a cover-up and no offensive t-shirts policy.
- Company values are noted at induction. If any changes occur, these are issued by email and cascaded to employees and subcontractors.
- Two local shops within the development were fitted out at no cost for the occupants.
- A purpose built Residents’ Hub was introduced on site. The Hub was used on a daily basis with residents being able to drop-in to ask any questions about their property’s refurbishment and was even used by residents from previous, nearby schemes. The Hub received eight compliments from residents.
- Attended community meetings and completed letter drops to keep neighbours informed of progress.
- ‘Meet the client’ events were held prior to starting the project on-site.
- Introductory letters were issued providing project and contact details, together with an explanation of the CCS.
- Monthly newsletters are issued and regular coffee mornings held.
- Deliveries were restricted between 9am and 10am due to the busy road.
- Local shops, suppliers, subcontractors and labour were used wherever possible.
- There were three new employees from the local community and a further local employee was transferred from the previous project.
- Arrangements were made with a local café and butcher for concessionary prices and were available to residents and employees.
- Neighbours were given a comprehensive explanation of the CCS which is taken from the Scheme website.
- The company employs 120 apprentices who undertake training at the centre in Bolton. Five apprentices were on site, via the client City West, at the time of the Monitor’s second visit and an additional apprentice introduced via another training company.
- A school visit was arranged with a local primary school.
- One neighbour worked with the site to take photographs of the site, providing a monthly display to visitors to the Residents’ Hub. A full presentation was due to be made available to residents at the end of the project.
- An environmental eco-survey was carried out prior to starting on site, with some asbestos noted and dealt with.
- An eco-pack was used prior to connection to the mains electricity.
- Comprehensive environmental reports were issued every month and there was a comprehensive display of environmental posters, bulletins and alerts in the canteen.
- Spill kits and drip trays were provided and Key Performance Indicators (KPIs) taken for energy, waste, water and distance travelled.
- Carbon monitoring was carried out for each project and van and car share was promoted.
- Cycle racks were provided for employees, visitors and residents.
- Several employees cycle to site and company vans had an ecosystem fitted, with incentives for those with high levels of efficient driving.
- All new vehicles had stop-start technology and four new electric cars were available.
- The company provide ‘new leaf’ ideas-driven courses and project discussion groups.
- A cost-effective recycling scheme was developed and implemented which is estimated will save the company £1.5m each year.
- The company’s skip wagon travels around sites to collect waste, rather than using a number of vans.
- Offcuts from Kingspan cladding on this project were placed in one tonne bags and returned to the factory for recycling.
- Traffic management plans were highly visible on site and sent to supply chain.
- Seven first aiders were identified at induction by notices with photos and mobile phones and by green crosses on helmets, as well as first aider signs on the back of hi-vis vests.
- Routes to the nearest A&E were clearly displayed.
- A first aider/relevant medical condition card was issued at induction.
- Good access was provided by a pedestrian gate with a Digi lock and a notice with a bell was provided, offering assistance to visitors.
- Weekly safety meetings were held with subcontractor supervisors and safety audits carried out monthly and displayed in the canteen.
- A defibrillator was provided and seven employees trained to use it, with two client’s representatives also being trained.
- Safety information was reinforced using toolbox talks.
- A flipchart induction was given to new employees and near misses recorded, investigated and sent to headquarters who collate, review and provide safety alerts as feedback if required.
- Asbestos awareness training was obligatory for all employees.
- All staff (including subcontractors) attend annual CCS briefing sessions to ensure they remain up-to-date with requirements. Site specific requirements were reiterated during Site Inductions.
- Providing medical screening for all employees who request it.
- All staff undertake diversity training, encompassing equality and diversity during induction.
- Annual appraisals were carried out where training requirements were discussed.
- Site facilities were excellent, including canteens, drying rooms, male and female WCs, showers and lockers. A large self-contained WC for disabled visitors was also on site.
- A quiet room was also available and the site had an open door policy.
- CSCS cards were copied onto an iPhone app which records and collates cards so that training may be retrieved at a later date.
- Relevant medical conditions were noted at induction and recorded on a folded medical card which was displayed in the windows of hi-vis vests. This also included details of routes to hospitals and identifies designated first aiders.
- An exchange student from South Africa attended site for work experience and there was work experience provided for local youngsters, as well as school visits hosted on site.
- Four health and wellbeing events were held which were available for all direct employees.
- All employees and families were invited to a ‘Grand Day Out’ to celebrate the company’s 60th anniversary. Free barbecues, food, entertainment and live bands were provided. The site team were keen to explain that the company want employees to enjoy coming to work and being part of the team.
