The Scheme has been at the foundation of Higgins Construction plc’s Gabriel Square Development project
Higgins Construction plc’s Gabriel Square Development project in St Albans has had the Scheme ethos at its very core, and its work has been praised by the Scheme Monitor for its innovative and exceptional practice.
A Scheme Associate Member, Higgins Construction plc registered its first project with the Scheme in September 2000 and has since signed up well over 200 sites.
This particular project involved the construction of 80 new-build residential houses and apartments spread across six blocks in Alma Road, just off the busy London Road.
The construction project involved specialist design input to assist the redevelopment of a brownfield site featuring a central landscaped area with parking below for residents. Each block has a concrete frame construction with a stepped Metsec and stone façade. There are also terraced areas to the front and rear of each block and a private roof terrace to each of the townhouses accessed via a glass roof box.
Detailing how Higgins Construction incorporated the requirements of the Scheme into its working practices, site manager Victoria Turner said:
“We are currently ranked as second on the Best Practice Hub for individual contributors. There is a myth that high scores are achieved by expensive initiatives. We are proof that it is unnecessary to spend large sums of money to produce good results. Our scores and rank on the Best Practice Hub have been achieved through hard work, gaining commitment from the full team including subcontractors and suppliers, careful planning and thinking outside the box.
“The site was initially planned and setup with the Considerate Constructors Scheme criteria in mind. We therefore covered many items as part of the setup including criteria based around welfare and accessibility for the mobility-impaired. We contacted our local community very early on in the project and established good relationships with the surrounding residents, charities and nursery schools.”
Describing how she feels the Scheme is improving the construction industry, Victoria said:
“Since starting in the industry eight years ago I have noticed a big change in it, driven by the Scheme. Being a female site manager it has massively influenced my role as site facilities are now provided for females and mobility-impaired operatives, preventing discrimination within the workplace.
“The atmosphere on site has changed a lot too; welfare facilities are in a much better condition and operatives can enjoy break times away from the busy site. The site boundary portrays an industry that we are proud to work within making it enticing for the younger generations. It is no longer seen as a last resort for a career choice. The number of complaints we have received has significantly reduced over the years as construction companies are being encouraged to engage with the local communities they are working within.”
Here are some examples of best practice initiatives carried out by the Higgins Construction plc project team:
- A clear, neat hoarding provided spaces for corporate signage and children’s paintings of the site which were installed for the public’s enjoyment.
- Planting was placed around one entrance to brighten up the area.
- There were daily inspections which were recorded via an online system, as well as external litter picking patrols.
- A dress code was in place, as well as a reward system for exceptional behaviour.
- A site-specific website and Twitter account was set up for the benefit of the community.
- Camera footage from a drone produced an excellent overview of the site at work.
- The site team contacted the local construction skills college and arranged a visit by a group of bricklaying students to view works in progress and discuss their careers with the bricklayers.
- The project team donated site fencing to the local Scout group once it was no longer required.
- The site team and its subcontractors dedicated a weekend to helping the site’s chosen local charity, The Trussell Trust.
- Following contact with the local nursery school, the site constructed a viewing panel and platform within the hoarding to allow the children in the nursery to follow the progress of the site.
- A Traffic Management Plan (TMP) was developed based upon a consultation with local residents and businesses to prevent deliveries causing too much disturbance to the surrounding area, and deliveries were only accepted after 9am.
- The site spoke to the local college and visited schools, as well as hosting two school site visits, including a colouring competition for the company’s own mascot.
- Residents’ windows were cleaned and car covers were donated.
- A neighbour’s bin store was rebuilt after some stormy weather, as a goodwill gesture.
- A local food bank and the Lighthouse Foundation charity were supported at site level, along with a number of other fundraising activities.
- The site office went paperless and the management team purchased a number of tablets, smartphones and large TV screens, as well as document-management software, which limited the amount of paper used within the office.
- The project team also held a competition encouraging clever storage solutions. Points were awarded for re-use of materials and waste, creativity, and usability. The idea of this initiative was to increase space on site and reduce waste sent to landfill.
- Silt collection was used for the wash-down area to prevent contamination, and groundwater was monitored on a regular basis to ensure no pollution.
- A full carbon footprint policy was in place, with this site acting as the trial site for the whole company.
- Bug hotels were constructed from waste materials.
- Energy monitoring covered individual buildings and sites, so comparisons could be made.
- Tree planting was scheduled to enable wildlife to recover and to provide privacy for neighbours.
- One of the items of particular pride to the site management team was the use of PIR sensors that advise operatives of exclusion zones as they approach them.
- Following the general increase of respiratory diseases caused by construction-related activities, the site management team enforced the use of face fit masks which require the wearer to be clean shaven. A shave station was provided for the operatives to use, should they forget to shave prior to starting their working day. This improved the fit of the mask and avoided the workforce being sent home to shave.
- The Traffic Management Plan ensured that vehicle movements were controlled on and off site, with a speed limit in place, and vehicles were required to be FORS and /or CLOCS registered.
- A buddy system was used on site to help with language differences and sensory impairment.
- Inspections were conducted on new software using smartphones and tablets for quicker responses to issues which produced an exceptional clear up rate, as well as extending the improvements to all sections of the Code.
- Continuous training was provided for all, including the supply chain in safety and operational issues.
- All of the supply chain were FORS/CLOCS certified.
- The worker engagement meetings continued, along with ‘you said, we did’ initiatives and regular RAMS (Risk Assessments and Method Statements) review.
- There were regularly changing safety campaigns in place, including one on masks and another on occupational cancers.
- An occupational health nurse was employed to carry out mini health checks for operatives.
- The site management team ran a few initiatives on site to promote creativity and enthusiasm in the workplace; these involved a photography competition where operatives could enter Gabriel Square related photographs which were judged by our client.
- Policies were in place for bullying, harassment and inappropriate language and this was covered during induction.
- Skills passports were used and training also involved the supply chain, with Higgins’ own facilities used.
- Occupational health issues were covered and there were site visits by a nurse, as well as emergency contact details and medication requirements taken at induction.
- Changing and drying rooms, equipped with lockers, showers and toilets for both males and females were available on site, plus three canteens which were all clean and tidy.
- Careers advice and support via mentoring was provided, from basic skills right through to graduate management.
- The topic of mental health was also covered, with CALM (Campaign Against Living Miserably) advice posters in place.
- A prayer/quiet room was made available and a multi-faith calendar was used to plan events and meetings.
- A comments box was provided for the workforce and worker engagement meetings were held, with ‘you said, we did’ boards displaying results.
- A toilet for mobility-impaired people was provided on-site.
- Games, including a darts tournament, were provided on-site, with rest and recreation encouraged and helpline advice available.
- Free Wi-Fi was provided for all of the workforce.
- The site contributed to the CCS Best Practice Hub.
