Document Reference Number Infrastructure Investment Project Originator Document Discipline Sequential Version Thameslink Programme Code Code ID Code Code Number
N420 NRT REP CN 000016 1.0
Thameslink Programme
Environmental Management Plan and Sustainable Delivery Statement Close-out Report – London Bridge Station Redevelopment Programme
Prepared by:
Name Isabel Simpson Role/Job Title Costain Environmental Advisor
Date 29/08/2018
Approved:
Name Annamarie Compton Role/Job Title Network Rail Consents Manager
Date 29/08/2018
Version History
Issue Date Amendments and summary of changes 0.1 01.09.18 First Issue
Table of Contents
1. Executive Summary ...... 4 1.1 Sustainability Facts at a glance ...... 6 2. Purpose ...... 7 3. Project Description ...... 7 4. Abbreviations & Definitions ...... 8 5. Documentation & Records ...... 9 5.1 Summary ...... 9 6. Environmental Key Performance Indicators ...... 18 6.1 Carbon ...... 18 6.2 Waste ...... 22 6.3 Water ...... 24 6.4 Incidents and Close Calls ...... 26 6.5 Legal Breaches ...... 30 7. Sustainable Delivery Statement Objectives – Achievements ...... 31 7.1 Best Practice Case Studies ...... 31 7.2 Whole Life Costing Case Studies ...... 31 7.3 Resource Efficiencies and Savings ...... 31 7.4 National Skills Academy ...... 33 7.5 Project Awards ...... 34 8. Sustainable Delivery Statement Objectives – Lessons Learned...... 35 8.1 Lessons Learnt Workshop ...... 35 8.2 Challenges ...... 36 8.3 Successes ...... 36 9. Sustainable Delivery Statement – Summary Tables ...... 37 9.1 Objective 1 ...... 37 9.2 Objective 2 ...... 39 9.3 Objective 3 ...... 40 9.4 Objective 4 ...... 42 9.5 Objective 5 ...... 44 9.6 Objective 6 ...... 45 9.7 Objective 7 ...... 47 9.8 Objective 8 ...... 50 9.9 Objective 9 ...... 51 9.10 Objective 10 ...... 52 9.11 Objective 11 ...... 52 9.12 Objective 12 ...... 53 9.13 Objective 13 ...... 53 9.14 Objective 14 ...... 54 9.15 Objective 15 ...... 55 9.16 Objective 16 ...... 56 9.17 Objective 17 ...... 58
Page 2 of 65 9.18 Objective 18 ...... 61 9.19 Objective 19 ...... 63 9.20 Objective 20 ...... 65
Page 3 of 65 1. Executive Summary
The London Bridge Station Redevelopment Project, part of the Thameslink Programme, has transformed one of the capital’s most heavily used interchanges in a way that ensures its suitability as one of the UK’s landmark infrastructure interchanges for years to come. It’s the lynchpin of the Thameslink Programme, a programme that transforms north – south rail travel through central London.
Applying a holistic approach to all aspects of the project Network Rail, Costain and the Costain supply chain have collaboratively ensured that not only does the project create a lasting and unquestionable legacy for the capital and surrounding areas, but that it was delivered in a way that sets a blueprint for the delivery of major complex projects. The project was, at every level, incredibly complex and was;
• delivered in nine phases whilst maintaining the safe operation of the station (the country’s 4th busiest) and its surrounds, the train services, and ensuring continuing positive passenger and public experience within and around the station complex for the 50+ million passengers every year; • sympathetic to its heritage – London Bridge is the oldest terminal station in London (first opened in 1836) and was originally two separate stations and thus retained the complexity and memory of the original layout; • managed within an existing footprint surrounded by highways, hospitals, residential and commercial properties; and • delivered in accordance with its planning conditions, two listed building consents, a Conservation Area Consent and an in-depth set of S106 obligations.
The project is, by its very nature, a sustainable development which has had a significant beneficial impact both to the surrounding area, the station and commuters and to and the Thameslink Programme as a whole.
The wider community will benefit from;
• An efficient transport hub – better connections to London Underground and London Bridge bus station • Optimal connectivity - providing much needed extra capacity on the rail system - more than 80 new stations connected to the Thameslink network and London Bridge station. • Optimal accessibility - the previous arrangement of the station did not assist passenger movements. • Optimal urban connectivity - areas to the north and south of the station have now been connected in a more pedestrian friendly way. New entrances assist the regeneration of the area to the south. • A programme of community engagement activities including, local supply chain, local employment and apprentice opportunities throughout the 6 years of development.
Page 4 of 65 Our investors will benefit from;
• Active energy efficient measures including a renewable energy generation system and a naturally ventilated concourse design that does not require heating or air conditioning and is designed to allow for as much natural lighting as possible - resulting in significant energy savings • Increased capacity of the station resulting in estimated savings of 24 million kg of CO2 per annum resulting from the modal shift from the provision of new and improved rail services • Increased station capacity of 65% - from 56 million passengers per year to 90 million
This report captures the sustainability themed achievements, and challenges, of the project from 2012 – March 2018. A further revision of this report will be issued in early 2019 to capture the final achievements of 2018.
In summary, the collaborative relationship between client and contractor encouraged the development and establishment of a considered and structured sustainability agenda, supported at the top of both Client and Principal Contractor organisations. A sustainability strategy, identifying objectives and targets, was developed by the Thameslink Programme and involved key criteria such as integrating LZC technology, developing Whole Life Case Studies and delivering carbon reductions. Examples of waste and emission reductions achieved include;
• The design of a naturally ventilated concourse that does not require heating or air conditioning and allows for as much natural lighting as possible, resulting in significant energy savings • A geothermal energy pile system delivering carbon reductions of 6.1%, a first for Network Rail • Intelligent control escalators that allow reduced energy use during station off-peak hours with annual savings of 36.46 tCO2e and over £9,000 in operational costs • Use of reinforcement Steel with 98% recycled content that has delivered a 8,353 tCO2e saving. • Installation of LED lighting in the majority of the station concourse to provide annual CO2e savings of around 235t • Inclusion of active energy efficient measures in the final build including efficient lighting controls, high efficiency heat recovery, efficient air and water distribution, and regenerative technology and efficient control gear systems for lifts
Strong and consistent leadership around social value, advocating its value and requiring participation, particularly from the Programme Directors, was also key to our success in delivering a positive social impact to leave a social legacy beyond project completion. We developed a strategic approach to social value, which took account of:
• the specific impact and opportunities of the project; • communities around the station; and • priorities of local stakeholders.
Page 5 of 65 1.1 Sustainability Facts at a glance
Total m3 of waste produced (from start of project to Mar 18) 482,048 Total m3 of waste diverted from landfill (from start of project to 479,047 Mar 18) Total landfill diversion rate (from start of project to Mar 18) 99.4% Total tonnes of carbon produced (from start of project to Mar 6,337 18) 1,687 Construction Carbon Savings (tCO2e) 8,354 Embodied Carbon Savings (tCO2e) 396 Annual Operational Carbon Savings (tCO2e) Total m3 of water used (from start of project to Mar 18) 136,768
Total m3 water saved during construction 31,311 Total amount of money raised for charity Approx. £100,000 Our sustainability initiatives delivered; £1,306,234 Total construction cost savings (£262,247 annually, 5 year construction period) Annual operational cost savings £115,445 Total number of community engagement events Over 150 delivered/participated in
Number of local job opportunities sustained for at least 6 55 months Total number of apprentices 61
Number of training opportunities provided for local residents 203 (CSCS and short courses) Number of training opportunities provided for local residents 14 (NVQs) Total number of work experience placements provided/ hosted 48 Number of best practices produced 52 Number of external sustainability awards won/shortlisted (up to 27 Aug 18)
Page 6 of 65 2. Purpose
2.1.1 The purpose of this document is to outline how the London Bridge Station Redevelopment Project (LBSRP) has met the Network Rail’s Thameslink Programme Sustainable Delivery Strategy (SDS) following its completion. It also provides important references to project close-out documentation in relation to the environmental management and compliance of the project through-out its lifecycle. 2.1.2 The diagram below illustrates the hierarchy of documentation to support close- out of the Thameslink Programme KO2 and the supporting projects.
TLP EMM & SDS Close Out Report
LBSRP BDU/SPP Railway HCI Outer Areas Costain Close Systems Skanksa Close Out Report Out Report
BBRP Siemens Carillion UKPN Close Out Close Out Various Close Out Close Out Report Report Report Report
3. Project Description
3.1.1 The Thameslink Programme is a £6 billion project in south-east England to upgrade and expand the Thameslink rail network to provide new and longer trains between a wider range of stations to the north and to the south of London without requiring passengers to change trains in London. Work included platform lengthening, station remodelling, new railway infrastructure, and additional rolling stock and thus provides a significant increase in railway capacity through Central London. 3.1.2 A major component the Thameslink Programme was the redevelopment and reconfiguration of London Bridge Station and significant changes to the western and eastern approaches. 3.1.3 London Bridge Station was the lynchpin of the Thameslink Programme, driven by the need to increase the number of through trains accommodated at the station and the need to meet the anticipated growth in passenger numbers. In addition to the delivery of a world-class transport interchange we created a grand new street level concourse providing new entrances onto Tooley Street and St Thomas Street. This gave the station a civic scale and a street presence appropriate for its importance, both within Southwark, and London. It provided a truly legible layout, allowing the station to feel like a single station for the first time. An upper-level terminus concourse, provided as part of the Shard development, provides convenient links out to the bus station and taxi rank The terminus concourse is linked to the main street level concourse via a dramatic, wedge-shaped four-storey high space.
Page 7 of 65 3.1.4 This SDS close out report will capture how well the LBSRP has delivered against the TLPs sustainability objectives, record other sustainability achievements made by the redevelopment and report on key environmental performance indicators.
4. Abbreviations & Definitions
4.1.1 Abbreviations or phrases used in this document :
Abbreviation or Phrase
CITB Construction Industry Training Board
CO2e Carbon Dioxide Equivalents
eB Thameslink Programme Document Management System
EMP Environmental Management Plan
FSC Forest Stewardship Council
GRIP Guide to Railway Investment Projects
hrs Hours
LBoS London Borough of Southwark
LBSRP London Bridge Station Redevelopment Project
m3 Cubic Metres
MOL Museum of London
MUP Materials Use Plan
NR Network Rail
NRMM Non Road Mobile Machinery
NSA National Skills Academy
PEFC Programme for the Endorsement of Forest Certification
RHI Renewable Heat Incentive
SDS Sustainable Delivery Statement
SME Small to Medium Enterprise
SUD Sustainable Urban Drainage
t Tonnes
TLP Thameslink Programme
WAV Western Approach Viaduct
WLC Whole Life Costing
Page 8 of 65 5. Documentation & Records
5.1 Summary
5.1.1 This section provides an overview and itemised list of final SDS related records generated from the LBSRP.
Title and Document Number Purpose Comments
GRIP Deliverables
Environmental Appraisal/Action Plan The purpose of the Environmental Appraisal/Action Plan was to Closed: April 2010 identify potential environmental issues and risks that may arise during N420-WSP-ERP-EN-000005 the design and construction of the LBSRP and to ensure that these were managed through the design process.
Environmental Mitigation Schedule The Environmental Mitigation Schedule detailed the environmental Live: One open obligation – ‘to restore all issues for the LBSRP and identified the associated mitigation to be land utilised for construction’ – this cannot N420-COT-ESC-EN-000001 implemented to effectively manage the issues. Mitigation was be closed out until all highway delivered on the whole, by the documents listed in this table. reinstatement works are complete and Vinegar Yard handed back to NRP.
Environmental Aspects Register The Environmental Aspects Register represented an overview of the Closed: The Environmental Aspects environmental risks associated with the construction of the LBSRP. Register was closed in February 2018 and N420-COT-PLN-EN-000001 The methodology is in line with the International Environmental is now captured in the EMP (N420-COT- Management System standard ISO 14001. The initial aspects PLN-EN-000001). register was completed at the start of the project and was reviewed regularly.
Commitments Tracker The Commitments Trackers details all the regulatory commitments Closed: All commitments now closed that apply to the LBSRP and identifies roles and responsibilities with N420-NRT-SCH-CN-000010 regards to managing and discharging these commitments.
Design Environmental Management Plan The Design Environmental Management Plan established the Closed: Document closed when the framework for the management of environmental and sustainability LBSRP went into construction phase in N420-WSP-ERP-EN-000004 requirements relating to the GRIP 5 design of the LBSRP. The 2012. document provided further detail on construction and design specific issues.
Page 9 of 65 Title and Document Number Purpose Comments
Physical Works Environmental The Environmental Management Plan (EMP) details the Live: This EMP will remain live until project Management Plan arrangements that have been put into place for the management of end. At the end of 2017/beginning of 2018, environmental matters during the construction phase of the LBSRP. a number of topic specific control plans N420-COT-PLN-EN-000001 The document complies with ISO 14001: 2015 and is a collaborative were effectively closed out and any document between Network Rail and Costain. The document also residual actions captured within this conforms to the Network Rail ‘Contract Requirements Environment’ overarching EMP. (N000-NRT-PRO-EN-000015).
Project Control Plans
Sustainable Delivery Statement The purpose of the Sustainable Delivery Strategy was to set out the Closed: Document closed in February way sustainability was to be achieved on the LBSRP. The document 2018 and reported on in this SDS Close N420-COT-STM-EN-000001 outlined the drivers for sustainability performance, the LBSRP Out Report. commitment and strategy for meeting those requirements. It included relevant and specific objectives from the TLP Sustainability Strategy and from planning requirements applicable to the LBSRP. The document also stated target levels of performance against the various key performance indicators defined in the TLP Sustainability Strategy and proposed mechanisms for on-going monitoring and reporting.
Site Waste Management Plan The purpose of the Site Waste Management Plan was to assist the Closed: Document closed in December LBSRP to ensure that waste streams were appropriately identified, 2017. SmartWaste will continue to be used N420-COT-PLN-EN-000002 managed and documented, and waste documentation was collected to track waste management activities until and retained where necessary and as legally required. project end. A final SWMP close out report, a declaration of conformity, will be produced in late 2018 following substantial completion.
Sustainable Procurement and Materials The Sustainable Procurement and Materials Plan set out the Closed: Document closed in February Plan approach to be undertaken at the LBSRP regarding sustainable 2018. procurement and acted as guidance for all project teams. The N420-COT-PLN-EN-000011 document looked to follow the ‘Flexible Framework’ provided under BS8903: Principles and Framework for Procuring Sustainably, which guided procurement decision making and assessed progress. The document also satisfied and implemented the TLP Responsible Sourcing Policy and the Responsible Sourcing Procedure.
Page 10 of 65 Title and Document Number Purpose Comments
Material Use Plan The Materials Use Plan was produced to ensure materials were Closed: Document closed in December procured in a sustainable manner for the LBSRP. The document 2017. N420-COT-PLN-EN-000015 assessed materials through a scoring system using set criteria which ensured a whole life approach was implemented. The information obtained for the document was provided by manufacturers/suppliers and allowed the project, in most circumstances, to compare options from specific material suppliers to determine which option was the most sustainable.
Environmental Aspects Register The Environmental Aspects Register represented an overview of the Closed: Document closed in February environmental risks associated with the construction of the LBSRP. 2018 and the register transferred to within N420-COT-PLN-EN-000001 The methodology was in line with the International Environmental the EMP (N420-COT-PLN-EN-000001). Management System standard ISO 14001. The initial aspects register was completed at the start of the project and was reviewed regularly. Both the initial and subsequent assessments considered potential significant impacts associated with the construction works, start up, shut down, reasonably foreseeable situations and abnormal operating conditions, where possible.
Noise and Vibration Control Plan The purpose of the Noise and Vibration Control Plan is to describe Live: This document remains live whilst the measures to be taken to minimise the risk of noise and vibration the Section 61 consent is active (30th Nov N420-COT-PLN-EN-000008 related impacts as a result of work on the LBSRP. The aim is to 2018). mitigate adverse noise and vibration impacts and ensure compliance with the Section 61 consent and commitments made to stakeholders by reducing or controlling those aspects of construction that may result in high levels of noise and vibration. The document contains procedures to be followed for the Section 61 consent application process, noise and vibration monitoring and reporting, and actions to implement in the event there is an exceedance of the specified noise and vibration trigger levels.
Water Control Plan The purpose of the Water Control Plan was to describe the measures Closed: Document closed in August 2015 that were considered and those that were implemented to enable the and merged into the Resource Efficiency N420-COT-PLN-EN-000013 LBSRP achieve both water efficient practices and innovative Plan (N420-COT-PLN-EN-000007). solutions.
Page 11 of 65 Title and Document Number Purpose Comments
Contaminated Land and Groundwater The purpose of the Contaminated Land and Groundwater Protection Closed: Document closed in February Protection Control Plan Plan was to describe the measures to be taken to ensure that 2018. Relevant measures now captured in controls were implemented when work at the LBSRP was undertaken the Environmental Incident Control Plan N420-COT-PLN-EN-000005 within or in proximity to land which may potentially be contaminated. (N420-COT-PLN-EN-000009). A number of ground investigations were undertaken pre-main construction works which showed the typical contamination found on the site to be elevated levels of lead, mercury and arsenic. These contaminants had the potential to migrate downwards into the River Terrace Gravel Aquifer, as well leaching into the River Thames located approximately 100 m north of the site.
Environmental Nuisance Control Plan The purpose of the Environmental Nuisance Control Plan was to Closed: Document closed in February describe the measures to be taken to minimise the risk of 2018 and any residual actions captured in N420-COT-PLN-EN-000006 environmental nuisance related pollution as a result of work on the the EMP (N420-COT-PLN-EN-000001). LBSRP during the construction phase. Such nuisance related to the works consisted of dust, air quality, mud on the roads, lighting and odour/vermin.
Heritage and Archaeology Management The purpose of the Heritage and Archaeological Control Plan was to Closed: Document was closed in February Plan set out the procedures and control measures for construction works 2018. carried out at the LBSRP, parts of which are grade II heritage listed, N420-COT-PLN-EN-000003 and in the vicinity of other listed buildings, to ensure protection of those listed structures and buildings.
Ecology and Biodiversity Control Plan The purpose of the Ecology and Biodiversity Control Plan was to Closed: Document closed in February describe the measures to be taken to minimise the risk of damage to 2018. N420-COT-PLN-EN-000004 the ecology at the LBSRP and detail measures that were taken to minimise risks and mitigate any damage caused. Although the LBSRP worksite was not classed as an ecologically valuable or sensitive area, there were several aspects of the development that need to be examined to minimise any negative ecological impact.
Energy Control Plan The purpose of the Energy Control Plan was to describe the Closed: Document closed in August 2015 measures that were considered and those implemented to enable the and merged into the Resource Efficiency N420-COT-PLN-EN-000007 LBSRP achieve both energy efficient practices and innovative Plan (N420-COT-PLN-EN-000007). solutions.
Page 12 of 65 Title and Document Number Purpose Comments
Green Travel Plan The Green Travel Plan summarised several measures aimed at Closed: Document closed in February promoting greener, more efficient, travel choices with a specific 2018. N420-COT-PLN-EN-000014 emphasis on reducing all motorised vehicle journeys to and from the LBSRP worksite. The aim of the document was to reduce direct carbon emissions from the LBSRP and the associated impact on local stakeholders.
Environmental Incident Control Plan The purpose of the Environmental Incident Control Plan is to set out Live: This document will remain live until the measures to be taken during a potential or actual environmental project end. N420-COT-PLN-EN-000009 incident at the LBSRP. The document also details the reporting procedure to be followed after an incident. The document ensures that site works comply with all legal and contractual requirements and that in the event of an incident the impact to the environment and all those affected by the works is minimised as far as reasonably practicable
Social Sustainability and Community The purpose of the Social Sustainability and Community Investment Closed: Document closed in December Investment Plan Plan was to ensure the LBSRP effectively engaged the local 2017. community and supply chain to provided skills development, N420-COT-PLN-EN-000016 employment and service/product procurement opportunities to leave a positive social legacy beyond project completion.
Resource Efficiency Plan The purpose of the Resource Efficiency Plan was to describe the Closed: Document closed in February measures that were considered and those implemented to enable the 2018. N420-COT-PLN-EN-000007 LBSRP to achieve both resource efficient practices and innovative solutions.
Trackers, Reports and Other Records
Resource Efficiency Savings Tracker The purpose of the Resource Efficiency Savings Tracker was used to Closed: Tracker closed in January 2018 identify resource efficiency initiatives implemented at the LBSRP and and key outcomes reported on in this SDS N420-COT-REG-EN-000012 to calculate the cost and carbon savings that resulted from the Close Out Report. initiative.
Page 13 of 65 Title and Document Number Purpose Comments
Whole Life Costing Case Studies The Whole Life Costing (WLC) Case Studies document details the Closed: Document finalised in December results of the WLC assessments (cost and carbon) of five key 2017. N420-COT-REP-EN-000006 elements of the LBSRP: geothermal piles and heat pump; escalators; lifts; photovoltaic cells and; platform and concourse lighting. The calculations used in the WLC assessments are saved to the SDS Target Tracker (N420-COT-REG-EN-000004).
Sustainability Best Practices The Sustainability Best Practices document collates all the best Closed: Document finalised in December practices produced on the LBSRP throughout the construction phase. 2017. N420-COT-REP-MD-000153 These best practices cover environment, employment and skills, community engagement and charity giving initiatives implemented on the LBSRP.
Environmental and Social Dashboard Data The Environmental and Social Dashboard Data Tracker is used to Live: This tracker will remain live until Tracking Register capture all data required to support the LBSRP sustainability ongoing project end to support ongoing reporting reporting requirements (Costain and Network Rail). requirements. N420-COT-REG-EN-000011
Environmental Assurance Tracking The Environmental Assurance Tracking Register was used to track Closed: This register was closed in May Register all environmental assurance activities undertaken on the LBSRP, 2018. including formal audits and audits of subcontractors. The tracker also N420-COT-REG-EN-000005 detailed any actions arising from those assurance activities.
Noise and Vibration Trigger Level The Noise and Vibration Trigger Exceedance Register is used to Live: This document remains live whilst Exceedance Register capture all exceedances recorded by the fixed noise and vibration the Section 61 consent is active. N420-COT-REG-EN-000007 monitoring network of monitors. This monitoring is a requirement of the Section 61 consent.
Noise and Vibration Monitoring Reports The LBSRP Section 61 consents required a programme of fixed Closed: Years 2012 – 2017 noise monitoring throughout the period of construction; these N420-COT-REP-MD-000151 Live: 2018 monitoring ongoing until Nov documents are the monthly reports generated by the external 30th consultants, Southdowns Environmental, for the site fixed monitoring programme.
Page 14 of 65 Title and Document Number Purpose Comments
Section 61 Application (Phases 1 – 14) Throughout the construction phase, the LBSRP sought Section 61 Closed: Phase 1 – 13 closed consents under the Control of Pollution Act 1974. The Section 61 N420-COT-CNT-CS-000001 Live: Phase 14 (closes 30th November consents were phased, with each phase typically covering a six 2018). month period. These documents represent the applications for the Section 61 consent.
Section 61 Consent Letter (Phases 1 – 14) These documents represent the Section 61 consents granted by the Closed: Phase 1 – 13 closed London Borough of Southwark for the LBSRP. N420-COT-CNT-CS-000001 Live: Phase 14 (closes 30th November 2018).
Section 61 Consent Variations Register The Section 61 Consent Variations Register is used to record the Live: Variations may be required to the variations required. Phase 14 Section 61. N420-COT-REG-EN-000008
Noise Monitor Calibration Certificates Calibration certificates for the fixed noise monitors detailed in the Closed Section 61. N420-COT-CRF-EN-000001 Vibration Monitor Calibration Certificates Calibration certificates for the fixed vibration monitors detailed in the Closed Section 61. N420-COT-CRF-EN-000002
Closed Phase 1 Temporary Rehousing Records Various records associated with the phase 1 rehousing process including costing and example letters. N420-COT-REP-EN-000008 Closed Phase 2 Temporary Rehousing Records Various records associated with the phase 2 rehousing process including costing and example letters. N420-COT-REP-EN-000008 Closed Secondary Glazing Records Various records associated with the noise insulation/secondary glazing process including costing, example letters and close out N420-COT-REP-EN-000009 reports.
Air Quality Trigger Level Exceedance The Air Quality Trigger Exceedance Register is used to capture all Closed: This document was closed when Register exceedances recorded by the fixed air quality monitoring network of the air quality monitoring programme was monitors. closed out in May 2018. N420-COT-REG-EN-000006
Page 15 of 65 Title and Document Number Purpose Comments
Air Quality Monitoring Reports The LBSRP Section 61 consents required a programme of fixed Closed: 2012 – 2018 noise monitoring throughout the period of construction; these N420-COT-REP-MD-000152 This was closed when the air quality documents are the monthly reports generated by the external monitoring programme was closed out in consultants, Southdowns Environmental, for the site fixed monitoring May 2018. programme.
Public Complaints Register The Costain Complaints tracker was produced to provide complaint Live: Will remain open until project data for NR. Costain also input such data into its own ICE database completion. N420-COT-REG-EN-000010 but created this tracker for Networks Rails benefit.
SDS Target Tracker Numerous trackers were maintained throughout the LBSRP in order Live: Will remain open until project to track and measure performance against the various SDS targets. completion. N420-COT-REG-EN-000004 These have been consolidated into one SDS Target Tracker – this consolidated tracker includes the following: • Non Road Mobile Machinery (NRMM) – to capture compliance of machinery in use on site against engine emission standards • Recycled Aggregate Tracker – to track % recycled aggregate used on LBSRP • Top 10 Materials By Volume and Embodied Carbon – to identify top 10 materials and their associated embodied carbon to inform procurement decisions • Small to Medium Enterprise (SME) Total Spend – to track project spend on local products and services • Environmental Incident Register – to detail incidents and close calls recorded and reported in Costain Capture system • Materials Deliveries – to capture distance travelled for deliveries to site
Page 16 of 65 Title and Document Number Purpose Comments • Heritage Asset Register – to detail all heritage assets and identify status (i.e. retained, demolished, salvaged, relocated etc.) • WLC Case Studies Calculation worksheets – to capture the calculations used to develop the five project case studies in the WLC Case Study book (N420-COT-REP-EN-000006)
Sustainable Timber Chain of Custody The Sustainable Timber Chain of Custody Register was used to Live: Will remain open until project Register capture details of timber procured for the construction phase of the completion. LBSRP, including the chain of custody number (FSC/PEFC certificate N420-COT-REG-EN-000009 number).
SDS Quarterly Reports Performance against the SDS objectives and targets were reported Closed: Last quarterly report was on to NR on a quarterly basis. These reports provide updates on submitted to NR in October 2017 – no N420-COT-REP-EN-000005 progress against these targets at the time of reporting. All the further quarterly reports were considered quarterly reports have been consolidated into one document. necessary due to focus shifting to this SDS Close-out Report.
National Skills Academy Exit Report At the completion of the National Skills Academy, a formal exit report Closed: Exit Report submitted to CITB for was required to be submitted to CITB for comment. This report review in September 2017 and received N420-COT-REP-PM-000003 detailed key achievements against the KPIs and any lessons learned. back from CITB in December 2017.
Page 17 of 65 6. Environmental Key Performance Indicators
6.1 Carbon
Measure 2013/14 2014/15 2015/16 2016/17 2017/18 Total Notes
Total carbon 1,132 1,636 1,720 1,298. 547 6,337 (tonnes CO2e)
Total hours worked 2,154,126 3,675,114 4,749,785 6,170,071 6,001,819 22,750,819
Total carbon /1,000 0.53 tCO2e 0.45 tCO2e 0.36 tCO2e 0.21 tCO2e 0.09 tCO2e 0.28 tCO2e Figures are lower for 2013/14 due to lack of hours worked data prior to period 6.
Annual spend £88,040,043 £147,755,197 £195,765,972 £201,236,172 £178,732,929 £811,530,312 2017/18 figures lower due to switch to a Total carbon Green Energy Tariff
(tonnes CO2e/ per £1m 12.9 11.1 8.8 6.5 3.1 7.8 project spend)
% comparison of target n/a -13.74% -20.8% -26.58% -52.57% -39.29% tCO2e/million (baseline)
Target To reduce the amount of scope 1 and 2 emissions normalised by project spend year on year by 5% against the 2013/14 baseline
Target met
Page 18 of 65
Figure 1: Graph showing Scope 1 and 2 carbon produced on the project by period over each year.
Figure 2: Graph showing total Scope 1 and 2 carbon produced on the project by year against working hours.
Page 19 of 65
6.1.1 Electricity
Figure 3: Graph showing total electricity usage on the project by period over each year.
Figure 4: Graph showing total electricity usage per year against working hours.
Page 20 of 65 6.1.2 Diesel
Figure 5: Graph showing total diesel usage by year against working hours.
Page 21 of 65
6.2 Waste
Measure 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 Total Notes
3 Total waste (m ) 21,656 91,443 68,398 57,941 213,845 27,093 482,048 Quantity of Asbestos material was the reason for the lower Diverted form landfill 21,502 90,999 66,962 57,739 213,102 27,093 479,047 diversion rate in 2014/15. The (m3) high quantity of waste during 2016/17 is due to the large To landfill (m3) 154 444 1,436 202 743 0 3,001 amount of excavation and demolition works occurring % diverted from landfill 99.3% 99.5% 97.9% 99.7% 99.7% 100% 99.4% during this period.
Target 95% landfill diversion rate
Target met
Page 22 of 65
Figure 6: Graph showing total waste diverted from landfill and waste sent to landfill against working hour by year.
Page 23 of 65
6.3 Water
Measure 2013/14 2014/15 2015/16 2016/17 2017/18 Total Notes
Total office water used 4,286 7,722 10,957 13,372 12,483 48,820 Figures are lower for 2013/14 due to lack of data (m3) prior to period 6.
Total site water used 3 17,753 18,009 18,100 20,867 13,209 87,938 (m ) Site accommodation water saving features were established from site set up and thus it proved Total water used (m3) 22,040 25,731 29,057 34,248 25,692 136,768 difficult to reduce consumption after that by means other than behaviour. Accommodation water Total Hours worked 2,154,126 3,675,114 4,749,785 6,170,071 6,001,819 22,750,819 increases are in line with hours worked.
Total office water used 199 210 231 217 208 214.59 (m3) per 100,000 hrs Although the target set by Network Rail was for office water only, we have presented the data % comparison of target against the same target but for site water, which is a significantly higher quantity than office use. n/a 5.30% 13.74% 8.18% 4.33% 7.27% (office water per Although this shows significant reductions against 100,000 hrs baseline) the baseline, we cannot attribute this to a particular initiative. % comparison of target
(site water per 100,000 n/a -40.46% -53.70% -58.91% -73.26% -53.04% hrs baseline)
Target Reduce the quantity of office water used by 5% over the projects life span against the 2013/14 baseline
Target not met
Page 24 of 65
Figure 7: Graph showing office water usage per period for each year of the project.
Figure 8: Graph showing office water used per year against working hours.
Page 25 of 65
6.4 Incidents and Close Calls
Measure 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 Total
Number of environmental incidents 2 7 3 7 2 2 24
6 Minor 1 Sig 1 Sig Severity of incidents 2 Minor 3 Minor 2 Minor 1 Sig 6 Minor 1 Minor
Number of complaints 3 25 23 18 47 38 154
64% Noise 60%Noise 77% Noise 60% Noise 72% Noise 79% Noise Type/detail of environmental complaint – 14% Highways 24% vibration 9% Air quality 15%Air quality 10% Behaviour 18% Behaviour Top 3 12% Other 16% other 5%highways 5% Highways 6% Highways 3% Highways
Number of environmental Close calls 49 375 310 323 722 833 2,612
1. Contained 1. Waste 1. COSHH 1. Contained 1 .COSHH 1 .Waste Leak Leak 2.. Contained 2. Contained Top 3 environmental close call topics 2. Waste 2. COSHH 2. Waste Leak Leak 2. COSHH 3. Air quality 3. Air quality 3. Air quality 3. Oil storage 3. Waste 3. Waste
Target More close calls than incidents
Significant Environmental Events
2013/14 Breach of section 61 consent conditions (Working outside of agreed area) (See 6.5)
2015/16 Breach of section 61 consent conditions (Working outside of agreed hours) (See 6.5)
2016/17 Breach of section 61 consent conditions (Failure of permanent noise monitors) (See 6.5)
Page 26 of 65
Figure 9: Graph showing total environmental incidents over the length of the project by type.
Figure 10: Graph showing incidents per year against working hours.
Review of incident close call data at project close out identified variation in the way different members of the environment team have classified incidents and close calls. However, it is felt that the more significant events have been captured as incidents.
Page 27 of 65
Figure 11: Graph showing total number of complaints over the length of the project by type.
Figure 12: Graph showing total complaints per year against working hours.
The number of complaints increased in 2016/17 due to the scope of works changing to platforms 1 and 2 which resulted in the period of temporary rehousing for residents near the works.
Page 28 of 65
Figure 13: Graph showing total close calls and observations over the length of the project by category.
Figure 14: Graph showing total close calls and observations per year against working hours.
The higher quantity of close calls in recent years is likely because of the improved close call reporting system and switch to digital technology in 2016. There was also a focus on improving site wide reporting culture as reflected in the figures above.
Page 29 of 65
6.5 Legal Breaches
Measure 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 Notes
4x S61 breaches. All reported to LBoS and remedial action employed. No enforcement action taken. Number of legal 0 1 0 1 1 1 breaches 1 of the 4 breaches was listed a minor because it was equipment failure that did not result in any complaints hence we are reported 3 significant incidents, but 4 breaches.
Total fines incurred (£) 0 0 0 0 0 0 No fines incurred
Noise Abatement 0 0 0 0 0 0 No Noise abatement notices served Notices served
Page 30 of 65 7. Sustainable Delivery Statement Objectives – Achievements
7.1 Best Practice Case Studies
7.1.1 Throughout the project, 52 sustainability focused Best Practice case studies were produced. 7.1.2 The Best Practices highlight how the project looked to provide solutions and improvements to overall performance, not just for environmental reasons, but also, for example, to strengthen links with the local community. 7.1.3 Each Best Practice gives an overview of the innovation discussed, how it was implemented, its benefits and what targets it meets with regards to the SDS. 7.1.4 The Best Practice book can be found on eB: N420-COT-REP-MD-000153.
7.2 Whole Life Costing Case Studies
7.2.1 Five whole life costing (WLC) case studies were produced contributing to half of the TLP overall target of 10, under SDS objective 13: To understand the whole life cost implications of project and purchasing decisions. 7.2.2 The WLC case studies can be found on eB (N420-COT-REP-EN-000006) and cover the following: 1) Ground Source Energy Piles and Heat Pump 2) Escalators 3) Lifts 4) Photovoltaic (PV) Cells 5) Platform and Concourse Lighting (LED lights) 7.2.3 Each WLC study presents a discussion of: • The options investigated. • The savings (monetary and carbon) and/or other benefits. • Payback period for the initiative.
7.3 Resource Efficiencies and Savings
7.3.1 The LBSRP was committed to maximising resource efficiency and implemented several efficiency measures within the design and construction phase. 7.3.2 The measures were recorded in the Resource Efficiency Tracker (N420-COT- REG-EN-000012), which was updated on a regular basis throughout the project. 7.3.3 The Resource Efficiency Tracker provided total project carbon, energy, water and cost savings associated with the various resource efficiency measures implemented during design and construction.
Page 31 of 65 7.3.4 A summary of the savings made via implementation of the resource efficiencies is provided in the table below:
Description Detail
Outgoing costs
Installation/ Purchase Costs – Operational Elements £935,019
Ongoing Maintenance Costs – Operational Elements £99,976
Installation/ Purchase Costs – Construction Elements £44,707
Savings – Carbon
Construction Carbon Savings (tCO2e) 1,687 tCO2e
Embodied Carbon Savings (tCO2e) 8,354 tCO2e
396 tCO2e Annual Operational Carbon Savings (tCO2e) (7,920 tCO2e over 20 years)
Savings – Energy
Annual Energy Savings During Construction (kWh) 1,290,601 kWh
Annual Operational Energy Savings (kWh) 1,260,038 kWh
Savings – Water
Water Savings During Construction (m3) 31,311 m3
Savings – Monetary
£1,306,234 Cost savings to the Project During Construction (£262,247 annually, assuming 5 year construction period)
£115,445 Annual Cost Savings for Operational Station (£2,308,900 over 20 years)
Payback Periods
Operational Station Elements* ~9 years
Construction Elements** <0.5 years * Total costs to payback = installation (purchase) + maintenance costs; Payback period = total costs / annual cost savings for operational station. ** Payback period = total cost of installation (purchase) / annual cost savings during construction. See Resource Efficiency Tracker (N420-COT-REG-EN-000012) for assumptions made in calculating the various savings.
Page 32 of 65
7.4 National Skills Academy
7.4.1 The LBSRP joined the National Skills Academy (NSA) programme in 2013. The NSA was a project-based training concept led by Construction Industry Training Board (CITB) that was tailored to helping construction projects attract the required skills. It was a demand-led training model, which means the LBSRP determined the required skills. The aim of the NSA was to leave a skills legacy; people that have been trained on site will develop key capabilities, which they would not have acquired had the project not demanded them. 7.4.2 Fourteen specific NSA targets were developed for the LBSRP. These included targets relating to work placements, training, apprenticeships and construction careers awareness raising. These targets were reported on to CITB on a quarterly basis throughout the five years’ the LBSRP participated in the NSA. 7.4.3 The LBSRP participation in the NSA came to its planned end in June 2017. At completion, the LBSRP had achieved the following key NSA outcomes: • Scored 100% performance against the key performance indicators. • Supported 61 apprentice starts. • Facilitated over 150 community engagement programmes, ranging from, educational site visits, apprentice workshops, pre-employment courses and weekly reading and maths volunteering at a local primary school. • Hosted over 45 work experience placements. 7.4.4 Refer to the NSA Exit Report (N420-COT-REP-PM-000003) and the Sustainability Best Practice book (N420-COT-REP-MD-000153) for more details.
Page 33 of 65
7.5 Project Awards
7.5.1 The LBSRP received numerous awards in recognition of the various sustainability, community, health and safety initiatives and achievements. These awards are listed in the table below:
Award Description Awarding Body
2013
Bronze Considerate Constructors award Considerate Contactors Scheme
Gold ROSPA ROSPA
2014
Silver Considerate Constructors award Considerate Contactors Scheme
Highly Commended for Sustainability Good Practice – Carbon Costain
Gold ROSPA ROSPA Thameslink Programme Sustainability Award – Highly Commended for Contaminated Soil Management Network Rail Thameslink Programme
2015 Thameslink Programme Sustainability Award – Social for Crossbones Gardens Network Rail Thameslink Programme Thameslink Programme Sustainability Award – Environment for Sustainable Reinforcement Steel Network Rail Thameslink Programme
Partner of the Year award Bankside Open Spaces Trust
Mother Theresa award (Mick Caldwell/Community Relations) Bankside Open Spaces Trust
Silver Considerate Constructors award Considerate Contactors Scheme
Gold ROSPA ROSPA
2016 Highly Commended for the National Rail Awards (Sustainable Development) Rail Magazine
Shortlisted for Costain Apprentice of the Year award (Billy Welch) Costain
Shortlisted Young Builder of the Year award (Billy Welch) Costain Shortlisted for the CIWM ‘Most Sustainable Construction and Demolition Project’ CIWM
Gold Green Apple Award – Built Heritage The Green Council
Gold Considerate Constructors award Considerate Contactors Scheme
Silent Approach Award John Connell/ Noise Society
Best Practise Award, Resource Efficiency – For Eco Operator Costain Training
Page 34 of 65 Award Description Awarding Body
2017 Gold Considerate Constructors award Considerate Contactors Scheme Gold International Corporate Social Responsibility Award The Green Council Thameslink Programme Sustainability Award – Social for the Prostate Cancer Awareness Campaign Network Rail Thameslink Programme
Thameslink Programme Sustainability Award – Environment for Platform Backfill (waste management) Network Rail Thameslink Programme
Silver Green Apple Award – Environmental Best Practice The Green Council Greatest Contribution to London Institute of Chartered Engineers (ICE)
2018
Gold Considerate Constructors award Considerate Contactors Scheme
Shortlisted for ‘Sustainability Construction Excellence Won ‘Civils Project of the Year’
Construction News Shortlisted for ‘Sustainable Project of Year’
Shortlisted for; (winners not yet announced) British Construction Industry Awards (winners not yet Transport Project of the Year announced) Community Project of the Year
Health and Wellbeing Initiative of the Year
‘Overall Winner’ New London Architecture ‘Transport and Infrastructure Winner’
‘Sustainability Winner’
‘Greatest Contribution to London’ Institute of Civil Engineers
Shortlisted for ‘Sustainability’ (winners not yet announced) National Transport Awards
8. Sustainable Delivery Statement Objectives – Lessons Learned
8.1 Lessons Learnt Workshop
8.1.1 A workshop was carried out in summer 2018 with both Network Rail and Costain staff to identify key challenges and successes experienced during the LBSR, with the aim to feed into current and future projects within the Thameslink Programme and the wider company. The full lessons learnt have been captured in the Lessons Learnt Workshop Report (N420-NRT-REP-CN- 000020). Some of the key aspects are also summarised below.
Page 35 of 65 8.2 Challenges
8.2.1 The challenges were analysed, scored and ranked by criticality. Please see table below of rankings, showing the “top” scoring challenges. No. Challenge Description 1 Unattended environmental monitors 2 Meeting s.106 targets – sustained employment 3 Proximity to sensitive receptors in a changing work site 4 NR procedural mechanisms – electrical vehicle charging points/ RHI/ lifts 5 Material Use Plan 6 KPI reporting 7 Quality of imported recycled aggregate 8 Quality of WLC reports 9 Delayed installation of smart meters 10 Waste segregation 11 Community projects
8.3 Successes
No. Success Description 1 Temporary rehousing 2 s.61 Process and Noise Mitigation 3 External benchmarking 4 Best practice booklet 5 EST and community engagement/creating a social legacy 6 Green energy tariff/smart meters 7 Reduced kVA 8 RHI 9 Restoration of heritage features 10 Close Call stations 11 External recognition 12 Close call charitable donations 13 Soil management and contamination profiling 14 Stakeholder consultation and management
Page 36 of 65 9. Sustainable Delivery Statement – Summary Tables
The following tables provide details of achievements, challenges and lessons learned against each of the SDS targets set for the LBSRP. 9.1 Objective 1
Attract and retain the right people to work on TLP and grow the skills and capabilities needed to successfully deliver the outputs and strengthen succession plans for roles in the future:
SDS Target Achievements Challenges & Lessons Learned
Engagement surveys were corporately Carry out TLP and site-specific driven by Costain, rather than being employee engagement surveys and Employee engagement surveys were completed on the project in September 1a project specific and hence the project develop action plans to respond to 2014, 2016 and 2017. These surveys are championed by the Project Director. had little control over this. This target issues raised added little value at project level.
The induction package should be reviewed and updated on a regular basis (at least 6-monthly) to ensure that the content is relevant to the stage of the project. All people starting on the project undertake a site induction which includes a Provide introductory sustainability section on environment and heritage. Regular CITB Site Environmental A guide to sustainability/ environmental 1b training to all employees and advanced Awareness Training Scheme (SEATS) sessions are held for project personnel – good practice when working on a training specific to role 15 sessions (totalling 100 attendees) have been delivered on the project, with construction site should be provided to the last two SEATS sessions held in 2017 (January and September). all new-starters – this should be a handy pocket guide that can be kept with operatives and easily referred to when needed. Similar to the various safety related cards that are provided to new- starters.
A training matrix was developed by Costain – this detailed mandatory and recommended training for all Costain project roles. In addition, all Costain staff This target relates to a corporate system and not a project specific system, hence Develop TLP workforce training and have Personal Development Plans developed with their line managers and career development reviews are formally carried out on an annual basis. the project had little control over this. development plan to bridge skill gaps This target did not add any value at 1c and meet succession plans The project was also part of the National Skill Academy from 2012 – 2017. As project level. The exception being part of this, all contractors and subcontractors sent quarterly updates to the participation in the National Skills Project Skills Co-ordinator of their training matrix and plans. Academy – this was driven at the project level and did add value to the project. The above enabled the project team to identify any skill or training gaps.
Page 37 of 65 SDS Target Achievements Challenges & Lessons Learned
It was a mandatory requirement that all new starters undertake induction training before they are permitted to commence work on the project. This was By making it mandatory to undertake the 80% of new starters to have either a building induction (for office staff only) delivered by the facilities team, or training before employees are permitted undertaken all mandatory induction a site induction (for site workers) delivered by a member of the SHE team. 1d to work on the project meant that the training sessions within 1 month of As of 31st July 2018, over 18,750 staff had been inducted since project project could achieve 100% against this joining commencement in 2012. target with no constraints. The project achieved 100% against this target.
All members of the project received a standard project Induction which included a section on the environment and heritage. Other forms of communication used on the project included: The close call stations were deemed best practice and are recommended to • Start of shift briefings (day and night shifts) future projects. These stations were located throughout the project site so • TV screens and Close Call stations displaying videos and messages Develop communication tools to anyone could capture a close call at any 1e deliver a consistent message to all • Monthly team briefings time. The stations meant close call data workers on a single site was electronically captured so removed • Tool box talks on a range of issues the need for manual entry of hand written reporting cards for data analysis. The • Posters around the office project received over 2,000 close calls • Project newsletter per month (on average). • All-staff email communications
Page 38 of 65 9.2 Objective 2
To recognise that diverse opinions and inclusive behaviour are vital to enable us to fully maximise the potential of our people and our programme: SDS Target Achievements Challenges & Lessons Learned*
The Costain diversity and Inclusion For the duration of the project, Costain maintained a Diversity and Equality Policy plan was corporately driven and not Develop and roll out TLP Diversity and 2a and in 2017 launched the new Equality, Diversity and Inclusion Strategy – the project specific and hence the project Inclusion Plan project contributed to this policy and strategy. had little control over this. This target did not add any value at project level.
The Costain whistleblowing hotline and Costain maintain a whistle blowing hotline across all projects – the phone number grievance procedure is a corporate Monitor complaints, grievance and of which is printed on project personnel access cards. Grievance and system driven and not project specific 2b whistle blowing issues whistle blowing procedures sit firmly within the HR remit, however, the CRM was and hence the project had little control made aware and has carried out investigations on behalf of the HR department. over this. This target did not add any value at project level.
This was not managed at project level, however, as a company, Costain record the diversity of employees when they join the company. Costain has a clear long- This is a corporate system and not Monitor diversity of employees in post, term goal to have a workforce that is representative of society and has a goal of project specific and hence the project 2c job applicants and applicants for achieving the FTSE 100 target of at least 33% of our executive pipeline positions had little control over this. This target promotions filled by women by 2020. Costain is also committed to the FTSE 250 target to did not add any value at project level. have at least one BAME (Black, Asian or Minority Ethnic) board director by 2024.
Interview training is available to all Costain staff via the Costain MyLearning tool. This is a corporate system and not Costain has a formal recruitment process whereby all roles must be advertised Train our employees to implement best project specific and hence the project 2d internally before going external. A standard interview question form with scoring is practice recruitment techniques had little control over this. This target used for all Costain interviews. Any interview must have at least two interviewers. did not add any value at project level. Interview training is also available to all managers recruiting staff. * The targets under this objective would be better placed as part of the tendering process rather than project specific as they are all corporate system level, with no project specific variations.
Page 39 of 65 9.3 Objective 3
Encourage our employees to exhibit the right behaviours and work with our suppliers to promote good practice in design and construction so that everyone returns home safety at the end of every day: SDS Target Achievements Challenges & Lessons Learned
All project staff, contractors and subcontractors, were offered a health assessment no matter how long they had been working on the project. A full-time nurse was employed on the project – this position provided these confidential assessments. The availability of these health assessments was promoted in the site induction and regular emails. Regular health campaigns were delivered across the project – the following were delivered in 2017: When you have a large workforce on a Offer an annual basic health • Occupational noise and dust exposure static site over a period of years, 3a assessment to employees working on having on site-based nurse is highly site for 12 months or more • Diet and wellbeing recommended. • Mental health awareness • Hand and arm vibration syndrome • Men and women’s health The project achieved silver in the Costain Health Maturity Matrix in 2017. The aim of the matrix is to raise the standard across all Costain contracts with regards to on site health and wellbeing.
Accredited First Aid training was provided to interested personnel to ensure there were sufficient numbers of people trained on site and in the office. Posters of the accredited First Aiders were displayed around site and the office – site first aiders Deliver training to up skill our First also had a first aid green cross on their hard hats. As of December 2017, 67 3b Aiders to meet best practice people on the project were trained First Aiders. recommendations In 2017, the project commenced providing accredited Mental Health First Aid training to interested project personnel. As of December 2017, 11 people on the project were trained Mental Health First Aiders. Posters of the accredited Mental Health First Aiders were displayed around site and in the office.
HSA data is reported to NR via the KPI tool and to Costain via the ‘Capture Monitor/report HSA data across; System’ and a project dashboard was maintained thought out the project. 3c implement improvement plans to address any performance issues Trends were identified and campaigns targeted to tackle the issues identified, for example;
Page 40 of 65 SDS Target Achievements Challenges & Lessons Learned • Exclusions Zones (June 2017): an increase in the number of close calls relating to inadequate exclusion zones, breaching of exclusion zones etc. was identified so a campaign was run throughout the month to raise awareness. • Manual Handling (July 2017): campaign run in response to close calls identifying unsafe manual handling techniques being used across the site. • Hand Arm Vibration Syndrome (HAVS) (January 2017): campaign run throughout the month in response to receiving close calls indicating some operatives may be using vibratory equipment for prolonged periods.
Page 41 of 65 9.4 Objective 4
To maximise and report on the social value generated by TLP through local employment & skills, local supply chains and community engagement: Challenges & Lessons SDS Target Achievements Learned
Security and trespass have been considered in the design. Early in the project a number of workshops were held with interested parties from NR & British Transport Police (BTP) and the N231 London Bridge Project design team. Where necessary the third parties have been informed of any changes as the design progressed. The key areas of design for security are: • Counterterrorism: The inclusion of security and trespass is inherent in the A blast risk assessment was undertaken by NR; which informed the design team and a design and was not influenced set of design blast threats were derived by MFD to design to. The station structure has Include security and trespass, and by this target. been enhanced so that injuries in a blast are minimised. 4a best practice site access controls in design and development reviews • Physical and electronic security: All the security documents are; The Project Design Specification (PDS) and a number of Standard documents were or should be restricted/ produced by NR & BTP. WSP produced the document N420-WSP-ERP-MD- 000001- controlled, and thus are not 2.0 “GRIP 5 Security Design Requirements Specification”. This document was issued specifically referenced here. and reviewed four times by NR and subsequently signed off as the design guide for the GRIP 5 design. The design has continued to evolve, generally in line with the original document, although some design changes have occurred mainly through Train Operator Companies (TOC) requests. The security alarm systems have been designed to provide the levels of security as outlined in the strategy.
Build security and trespass considerations into design and Viewed as a supplication of 4b See response to Objective 4a above. development reviews as a standard Target 4a. requirement
This target was met by the project with 13 events in 2016 and 18 in 2017, noting records Prior to August 2015, records of of such events were not kept prior to August 2015. See Section 7.1 for further community related events and Promote safety message regularly by breakdown of achievements against this target. initiatives were not kept, carrying out 12 community initiatives, therefore actual numbers of 4c such as school visits, across the The Community Relations Manager and Project Skills Coordinator delivered bespoke community and social related programme per annum packages to two local junior mixed infant schools that were in proximity to the project. events is much higher than Three differing presentations (and physical interactions) were held for years 2, 4 and 6 reported on in this SDS Close meaning that as the children progressed through the school they were never given the Out Report. same presentation twice. Snowfields and Tower Bridge Schools worked very closely with
Page 42 of 65 Challenges & Lessons SDS Target Achievements Learned project staff to allow Costain and Network Rail volunteers to interact with the children It is highly recommended that whilst assisting with school initiatives and the delivery of safety messages. social and community related targets are clearly identified at The LBSRP also forged strong links with a number of secondary schools and colleges to project commencement and provide opportunities for students to interact with staff, dealing with issues of safety, mechanisms established to training and employment. collect, analyse and track the Over the life of the project (since records commenced being kept from August necessary data in order to 2015), the following was achieved: continuously assess performance against these • Coordinated or held over 150 community engagements, including 29 events targets. with an educational focus and eight events in the local neighbourhood. • Hosted 48 work experience student placements.
Page 43 of 65 9.5 Objective 5
To deliver a social legacy of employment, skills and training to individuals within communities around TLP works: SDS Target Achievements Challenges & Lessons Learned
All contractors to produce The project developed a Social Sustainability and Community Investment Plan 5a Employment, Skills & Training (EST) (N420-COT-PLN-EN-000016) that covered employment, skills and training. plans and share with local agencies Relevant roles were shared with local agencies.
Employment and training numbers were monitored by the Project Skills Coordinator as part of the projects’ involvement in the National Skills Academy. Key project achievements being: Monitor number of job applicants, apprenticeships and training • Apprenticeships: Employed 61 apprentices 5b opportunities by residency and • Training opportunities: Provided 95 operatives with training previous employment status • Residency and employment status: Employed 55 local Southwark residents who were previously unemployed (and they remained in employment on the project for more than 26 weeks)
Local Employment - Overall – 55 sustained 26-week job opportunities against a The overall target for local target of 118 - thus the project failed to meet this target. employment was based solely on labour forecasts for the project as a The project exceeded the target in year 1 but fell short in years 2, 3, 4 and 5. In whole, rather than by phase of work. years 3 and 4 performance fell under 50% of the target and subsequently the TLP This meant the overall target was incurred a fine for under performance in year 4 (a fine was avoided in year 3 as split fairly evenly for each of the 5 other parts of the TLP performed better and thus overall, the TLP achieved at least years and it became very difficult to 50% of the target in year 3). Achieve s106 targets for local find entry level roles towards the later 5c employment, training and Apprenticeships - The project employed 61 apprentices (target was 24 and thus years of the project and hence the apprenticeships across LBAP the target was exceeded. project failed to meet this target. Training In addition, there was a limited pool of candidates that met the criteria for • 88 CCS training opportunities and 115 short courses delivered – 203 the local employment target – training opportunities in total (target was 165 and was thus exceeded) combined with multiple projects • 14 NVQs provided (Target was 8 and was thus exceeded) competing for these candidates, achieving this target proved problematic.
Page 44 of 65 9.6 Objective 6
To provide local suppliers with the fair opportunity to compete for supply chain opportunities: Challenges & Lessons SDS Target Achievements Learned
All contractors to produce Procurement Plan to identify The project implemented a Sustainable Procurement and Materials Plan (N420-COT- 6a opportunities for SMEs and local PLN-EN-000011). suppliers and how these will be communicated
Since 2012, the project spent a total of just over £5millon pounds (to date: April 2018) with local Southwark companies, these companies being: • Crofton Consulting Engineers – £100 • Bourne Steel - £406,924.52 • Speedy Hire - £1,558,805.00 • Mango Couriers - £11,018.00
Monitor SME and local supplier • HGF Furniture Ltd - £2,500.00 6b participation within procurement • Macai Projects Ltd - £100,00.00 processes across TLP supply chain • Hilti - £1,388,122.98 • Travis Perkins - £103,387.87 • South London Timber - £2,131,803.10 • Cleanovation - £1,221,700.21 • Leyland SDM - £19,292.15 Total Local SME Spend = £9,643,653.83 (as of April 2018)
There were five ‘meet the buyer’ events held: 1. 28/11/2012: Meet the buyer event – hosted by Costain. Achieve s106 targets for supply chain seminars and SME and local supply 2. 29/01/2013: Achilles/Link Up – Representatives from NR and Siemens gave 6c chain participation across LBAP presentations on how to become Achilles/Link Up approved and the benefits of contracts this. Around 40 Southwark firms (including some labour agencies) attended. 3. 06/08/2013: Meet the buyer event – held with five Tier 1 suppliers. The list of businesses/SMEs was derived from the Southwark Business Directory, Link Up
Page 45 of 65 Challenges & Lessons SDS Target Achievements Learned and (in order to keep continuity) the list from previous events. Invites were sent to 67 business based in Southwark with seven attending. Costain issued a tender to one of these companies who declined as they were only able to provide a very small proportion of the scope of works and services that formed the project requirements. 4. 10/12/2013: Supply Southwark Workshop – was attended by approximately ten companies. At the event, the companies were presented with the prequalification requirements and processes for tendering for work with Costain and NR. In addition, they were made aware of the potential tendering opportunities with the presentation of two procurement schedules that identify the packages of work to be tendered and the awarded packages with respective appointed subcontractors. Costain and NR representatives attended and participated in the event. 5. 07/05/2014: Meet the buyer – with Supply Cross River – 70 SMEs attended this event with nine of those Southwark based businesses. Costain met 12 companies and one of these was ARC UK who was one of the nine Southwark companies listed
Although there was one further meet the buyer event to hold to meet the S106 target of 6, the London Borough of Southwark have discharged Network Rai and thus Costain from this obligation. See letter from the London Borough of Southwark discharging this procurement obligation - N403-LBS-INC-CN-000001.
Page 46 of 65 9.7 Objective 7
To pro-actively engage with communities around TLP to minimise negative impact and to work in partnership to maximise our social contribution: SDS Target Achievements Challenges & Lessons Learned
Public complaints could be directed to the project from a number of different sources, including directly to the project Community Relations Manager (CRM), or to the project team via the Local Council or the NR Help Desk hotline. Three complaint trackers had to be maintained, 1) by the CRM at project In all instances, the complaint information given to the CRM was recorded in full level, 2) by the NR Community Relations Monitor trends in complaints, informal on the Costain Incident, Complaints and Enquiries (ICE) register. This register Managers at TLP programme level and stakeholder feedback, press and social was the main recording register for all complaints and detailed how the 7a 3) by the CRM in the Costain capture media coverage to develop and complaints were addressed. As the tracker contained personal data (from which system –this was time consuming and implement improvement action plans the complainant could be identified), only a small number of individuals had prone to a mismatching of data – a more access to it, however, to ensure that NR were kept abreast of all details, a NR streamlined approach should be complaints tracker was also maintained so that the complaint type and considered/investigated to avoid this. actions/results were available to all. See Section 6.4 for an overview of complaints received.
The site is registered with the Considerate Constructors Scheme and is proud to display its literature and signage at the access points to the site and other areas of significance around the project. The project has been recognised with the following CCS awards: It is recommended that stakeholder contact lists are updated on an annual • 2013: Bronze basis to ensure any new residents and/or • 2014: Silver businesses within the project catchment Establish public information points for area are included on the project each site • 2015: Silver newsletter distribution list. Register all worksites operating for • 2016: Gold (45/50) – exceptional standard Only four people utilised the community 7b over 3 months for the CCS and drop-in clinic over the several months achieve an excellent score as a • 2017: Gold (45.5/50) – exceptional standard that it was held. It was found that most minimum (40+) with a stretch target to • 2018: 45/50) – exceptional standard members of the public made contact with achieve exceptional standard (45 and the Community Relations Manager via above) In addition, the Community Relations Manager distributed monthly project email in the first instance and, to a lesser update newsletters to all local residents and businesses. This newsletter extent, by phone. Therefore, electronic advised of upcoming works, road and footpath closures etc. Where necessary, media should be considered as the bespoke letters were delivered to affected residents and businesses. The primary form of communicating with the Community Relations Manager also held weekly community drop-in clinics public on future projects. throughout a period of the project when works were most likely to create public nuisance (i.e. first half of 2017). The clinic was open after working hours on a recurring day each week.
Page 47 of 65 SDS Target Achievements Challenges & Lessons Learned
The project has held numerous charity fundraising events – with at least one event per year. The project raised and/or donated £80,385.66* for various charities to date (noting, the true figure greater than this, however, prior to 2015 Hold annual charity fundraising no data was recorded/can be found). 7c event(s) open to all TLP and delivery In 2016, the project raised £6,809 for Prostate Cancer UK through a month long partners campaign. In 2017, the project raised over £1,420 for Age UK and £255 for Cancer Research – in 2017, over £37,000 was raised and/or donated to charities. Refer to the Sustainability Best Practice book for more information on charitable giving efforts throughout the project (N420-COT-REP-MD-000153).
A Green Travel Plan (N420-COT-PLN-EN-000014) was implemented throughout the project (plan now closed). This plan detailed measures aimed at promoting greener, more efficient, travel choices with a specific emphasis on To implement Green Travel Plans reducing all motorised vehicle journeys to and from the project worksite. As part 7d during construction and for operation of the annual review of this plan, a green travel survey was undertaken using a of London Bridge Station survey monkey questionnaire to all project staff – the results of this survey are summarised in the Green Travel Plan. The results of these surveys can generate CEEQUAL points, where applicable.
Prior to August 2015, records of community related events and initiatives were not kept, therefore actual numbers This target was met with the LBSRP holding five site visit tours for local of community and social related events is residents, schools and other organisations (such as representatives from much higher than reported on in this CEEQUAL and other construction projects) in 2015, 13 in 2016 and 17 in 2107. SDS Close Out Report. Hold one community open day per 7e Noting, records of community and social events were not maintained prior to year for each of our projects August 2015. It is highly recommended that social and community related targets are clearly Refer to the Sustainability Best Practice book for more information on identified at project commencement and community days throughout the project (N420-COT-REP-MD-000153). mechanisms established to collect, analyse and track the necessary data in order to continuously assess performance against these targets.
This target was met with the LBSRP undertaking the following community Being a static construction site over a improvement projects: period of several years gave the project Deliver an annual community a unique opportunity to develop long- improvement project in partnership • Snowsfields Primary School Minibeast Mansion – creating a minibeast 7f term meaningful relationships with the with local business or community mansion (bug hotel) in the school garden (2013) surrounding community and is groups • ARK Globe Academy – Go4Set programme over 10 weeks to inspire recommended to be adopted by other students to enter science and engineering careers (2014) project is such a situation.
Page 48 of 65 SDS Target Achievements Challenges & Lessons Learned • Wildlife Week with ‘Putting Down Roots’ – raising awareness of Targeting delivering smaller community importance of pollinators by creating pollinator gardens in the public projects but more frequently proved more garden space (2015) beneficial and successful than targeted one or two larger community projects. • Red Cross Way – reinvigorating a local derelict old burial ground by creating a green space (2015) • National Apprenticeship Week – visting local schools and hosting students onsite to undertake skills trainings to promote apprenticeships as a career option (2016) • Snowsfields Primary School Garden – reinvigorating the school garden to create a green space for the students (2017) Refer to the Sustainability Best Practice book for more information on community improvement projects throughout the project (N420-COT-REP-MD- 000153).
Page 49 of 65 9.8 Objective 8
To identify and manage sites during construction where heritage is to be maintained and enhanced: Challenges & Lessons SDS Target Achievements Learned
Listed heritage assets within the project footprint are protected in line with the associated listed building consents and a heritage asset register is maintained detailing location, protection status and relocation information (where relevant) of all heritage assets (not just listed assets) – the asset register is appended to the project SDS consolidated target tracker (N420-COT-REG-EN-000004). The Heritage and Archaeology Control Plan (N420-COT-PLN-EN-000003) also provides details of these assets along Donations of redundant with requirements for implementing ‘heritage control measures’, to ensure compliance with planning materials must be in compliance and listed building consents, reduce the impact of the construction work on the listed building, and with the National Supply Chains prevent damage to designated heritage assets. ‘Disposal of redundant assets Management Policy’ which Various heritage assets have been salvaged as follows: includes the ‘gifting’ of unlisted • V2 rocket from 84 Tooley St donated to Ripple Down. heritage assets. Although a simple process, it took several • The parapet, iron staircase and stone arch portal from 84 Tooley donated to the Vale of Maintain register of weeks for the paperwork to get Rheidol railway museum. heritage assets, seek to signed by the appropriate authority and thus future reuse/salvage assets • The train shed roof, ten of the upright columns and ten of the foliate spandrels (decorative projects should seek to obtain 8a where practical and angle pieces) from the train shed donated to a new locomotive museum in Aberystwyth. beneficial and carry out the necessary signatures with and publish records of Some other heritage assets have been relocated within the station, such as the war memorial, which is plenty of time in its programme. all assets lost. now located in the new concourse. Future projects should also consider the delivery of gifted Three heritage assets were demolished as part of the project: 84 Tooley St, the train shed roof and the assets as many charities will railway arches/viaduct. Prior to demolition, these assets were catalogued, photographed and a 3D fly request that the asset also be through generated to ensure a permanent record of each asset. These were deposited with MOL. delivered to them. The LBSRP has also successful in gaining three grants from the Railway Heritage Trust towards heritage works at London bridge Station;
• £250,000k in 2015/16 for the brick cleaning and repair of the St Thomas st listed façade
• £250,000 in 2016/17 for the brick cleaning and repair of the Tooley St and Bermondsey St facades and the restoration of the Warren Truss listed structure
• £171,300 for 2017/18 for the quadripartite arch restoration
Page 50 of 65 9.9 Objective 9
To optimise the passenger experience in access and use, for all groups of people, during both construction and post construction to make best use of the improved transport facilities and service: Challenges & Lessons SDS Target Achievements Learned
To set and deliver targets to raise passenger awareness of 9a n/a at project level – for TLP NR Communications team TLP benefits and service disruption
The design for the Customer Information System completed follow NR standards for accessibility. Achieve best practice targets Wayfinding Operational Concept accepted by TOCs and NR. for provision of passenger 9b information systems in the final Operational Information Screens (OIS) approved to provide enhanced passenger comms, designed station design in to provide local control a first for an NR managed station and contribute to inclusive messaging/comms.
The project is subject to the requirements of the Common Safety Method (CSM) risk assessment which is a framework that describes a common mandatory European risk management process for the rail industry (to deliver interoperability); this is in turn supported by technical specification The requirement to instructions (TSI) of which one, the Persons of Restricted Mobility, TSI is of relevance here. undertake a DIA came to London Bridge Station in The final station design delivers a range of positive impacts; by its very nature the redevelopment is mid-2016 – very late into the bringing a 180 year old station up to current standards in accordance with the ‘Design Standard for design process and as such To deliver an inclusive design Accessible Railway Stations’ Code of Practice (ACoP). In line with each phasing stage a review it was a retrospective action plan to meet 9c process against the ACoP (which translates the requirements of the PRM TSI) is carried out by an assessment. That said, the interoperability standards & the architectural access consultancy specialising in inclusive design; thus far 10 reviews have been NR Diversity and Inclusion Equalities Act 2010 undertaken which has identified a high degree of compliance (Stage 4 review - N420-COT-RWEP- Manger was been a key AR-000051). consultee throughout the design process and long A Diversity Impact Assessments (DIA) has also been completed (N420-NRT-ASS—CN-100013). A before the DIA process was DIA is the method used by Network Rail to clearly demonstrate that we have paid due regard to our established. duties within the Equality Act 2010. The DIA is a tool that helps NR confirm that our policies and the way we design, build and operate will work for everyone.
Page 51 of 65 9.10 Objective 10
To improve the performance of the Thameslink route as a result of TLP investment: Challenges & Lessons SDS Target Achievements Learned
Achieve Programme PPM targets 10a This was a Network Rail Thameslink programme target, not project specific. N/A during construction
Validate that the infrastructure can 10b support the Programme PPM targets This was a Network Rail Thameslink programme target, not project specific. N/A post construction.
9.11 Objective 11
To reduce the cost of delivery of TLP: Challenges & Lessons SDS Target Achievements Learned
11a Achieve TLP efficiency target This was a Network Rail Thameslink programme target, not project specific. N/A
Page 52 of 65 9.12 Objective 12
To use CEEQUAL to help us strike a balance to achieve high standards of environmental and social benefits whilst achieving value for money: SDS Target Achievements Challenges & Lessons Learned
12a The Western Approach Viaduct (WAV) component of the project was awarded Starting early on the assessment before CEEQUAL Excellent with a score of 92.4%. knowledge base leaves the project. Achieve CEEQUAL target of Excellent for civils projects The Main Station component of the project has been assessed as achieving Identify questions that will need currently CEEQUAL Excellent; internal assessors have scored this as ‘Excellent’ with a untracked evidence and develop a process
score (as of July 2018) of 95.6% but verification and ratification will not take to capture this evidence. place until late 2018.
12b Achieve CEEQUAL target of ‘Very N/A to this project N/A Good’ for the Track & Signalling term contracts
9.13 Objective 13
To understand the whole life cost implications of project and purchasing decisions: Challenges & Lessons SDS Target Achievements Learned
The case studies were developed early in the project Identify opportunities for 10 whole-life and were found to be in various Five whole-life costing case studies for the project have been developed: lifts; escalators; costing studies across TLP covering formats and levels of detail. A 13a photovoltaic cells; GHSP; LED lighting. These case studies have been collated into a high impact and/or priority processes case study format should be book: N420-COT-REP-EN-000006. and materials established early on to ensure consistency in presentation and level of content.
Page 53 of 65 9.14 Objective 14
To identify opportunities to implement new technologies and processes to future proof the rail network against climate change: Challenges & Lessons SDS Target Achievements Learned
To identify technologies and 14a processes that will future proof the This was a Network Rail Thameslink programme target, not project specific. N/A rail network against climate change
Page 54 of 65 9.15 Objective 15
Minimise the use of natural resources, water and carbon while increasing the life of materials and avoiding the generation of waste: Challenges & Lessons SDS Target Achievements Learned
Switching to a green energy tariff generated carbon savings and should be considered at project commencement. For this project, switching saved around 650 tCO2e/year, but as the This target has been met as the project delivered year on year energy/carbon savings switch was made at the end of well above the 5% target set for the project – see Section 6.1, 7.3 and the Sustainability the project, higher savings were Best Practice book (N420-COT-REP-MD-000153) for more details. not realised. In addition, just through procuring reinforced steel with a 98% recycled content, the Money can also be saved by project reduced the embodied carbon content of the top ten materials used by the project simply monitoring electricity by 15.6% (against the industry standard baseline) – therefore, exceeding the 5% target usage and adjusting electricity set for the project – refer to the Resource Efficiency Plan (N420-COT-PLN-EN-000007) purchased/ supplied To deliver energy and carbon and the Sustainability Best Practice book (N420-COT-REP-MD-000153) for more details. accordingly. This should be reductions in line with project targets 15a done annually as a minimum. and to monitor and report progress in Use of an energy broker to line with the TLP Carbon Policy *It is highly recommended that at project commencement any manage this process is also carbon/energy related sustainability targets are clearly understood and recommended – Costain utilised that the necessary mechanisms are established to collect, track and Energy and Carbon analyse the relevant data to continuously assess performance against the Management Ltd to broker all targets. Doing this retrospectively can prove problematic and time power supply agreements so consuming. each supply agreement is reviewed and renegotiated on an annual basis. Our analysis (section 7.3.4) shows that constructions related sustainability initiatives have a shorter payback periods that many operational initiatives.
Page 55 of 65 9.16 Objective 16
To reduce building and project reliance on potable water supplies: Challenges & Lessons SDS Target Achievements Learned
In order to conserve water, the LBSRP incorporated the following specification for fixtures and fittings in the operational station: • All WCs will have an effective flush volume of 3 litres, (e.g. 4/2.l dual flush with flush volume of 2.3 litres) or less and will be fitted with a delayed action inlet valve. • All taps except kitchen taps, cleaners’ sinks and external taps have a maximum flow rate less than 6 litres/min for a water pressure of 0.3MPa and will be one Reduce operational water use through of, or a combination of, the following types: building design by incorporating water ▪ Timed automatic shut-off taps (e.g. push taps) 16a efficient fittings and appliances, water meters and leak detection equipment ▪ Electronic sensor taps and rainwater harvesting ▪ Low flow screw-down/lever taps ▪ Spray taps • All urinals are either fitted with individual presence detectors that operate the flushing control after each use, or ultra-low flush or waterless urinals. • All showers, if specified for staff changing rooms, will have a measured flow rate that does not exceed 9 litres per minute for a water pressure of 0.3MPa, assuming a delivered water temperature of 37ºC.
Various sustainable urban drainage (SUD) features were considered at the design stage, however, several of these were assessed as not being viable options for the project – refer to the following document for more information on options considered: Form A – Limitations associated with Incorporate sustainable urban Approval in Principle – Public Health Services (N420-WSP-FOA-PH-000001; Section redeveloping an existing site as 16b drainage (SUDs) in design where 6.5.7). One SUD feature was taken forward and incorporated into the design and opposed to developing a new feasible implemented during construction, this being the installation of below ground attenuation site tanks. These tanks store and slowly release surface water runoff. These attenuation tanks will help reduce the risk of downstream flooding by slowing down the rate at which surface water enters the sewers.
Each project will develop a water For operational water use see comments for 16a. reduction plan to reduce operational 16c (where applicable) and construction Construction water use: The LBSRP implemented the Water Control Plan (N420-COT- water use PLN-EN-000013) and the Resource Efficiency Plan (N420-COT-PLN-EN-000007) to achieve both water efficient practices and innovative solutions during the construction
Page 56 of 65 Challenges & Lessons SDS Target Achievements Learned phase. See Section 6.3 for a summary of water savings made during the construction phase. Example water efficiency best practices include: • Beazley House Water Saving Measures • Concrete Washout Water Saving Measures These best practices are contained in the project Sustainability Best Practice book (N420-COT-REP-MD-000153)
Page 57 of 65 9.17 Objective 17
To increase the life of materials and reduce the consumption of virgin and unsustainable sources of materials: SDS Target Achievements Challenges & Lessons Learned
Material/system choices were analysed and selected, where possible, based on their low environmental impact. Specifications Design our structures to reduce future for structural elements include external paint grade finishes and the material use in maintenance and design sought to use self-finishing materials where possible. See 17a replacement and to accommodate the Design Phase Sustainability Delivery Statement (N420-WSP- future retrofits by increasing durability, ERP-EN-000001), specifically the following sections – Materials reuse potential in deconstruction Use Plan (Appendix 4), Lifecycle Energy and Carbon Study (Appendix 5), specifications.
The MUP was considered a useful tool for assessing the sustainability of materials to be procured and it provided a simple scoring system to allow easy comparison between different materials/ suppliers. Ownership and responsibility for use of the MUP sat with the Project Environment Team. Should the use of a MUP be implemented on other projects, it is recommended that this ownership and responsibility sits with the Procurement Team and this team seeks The specification of BRE rated materials (no worse than B Rating) input and assistance from the Environment Team as was contained with the Material Use Plan (MUP) (N420-COT-PLN- and when needed EN-000015), which was produced to ensure materials are procured Specify materials to reduce in a sustainable manner. The document assessed materials It is noted that since 2014, Costain has introduced environmental impact by using WRAP through a scoring system using set criteria which ensured a whole the Sustainability School training modules and 17b Construction Material Guidance and life approach was implemented. The information obtained for the Costain Procurement has implemented significant BRE Green Guide to Specification (no document was provided by manufacturers/suppliers and allowed changes and new processes to improve sustainable worse than B Rating) the project, in most circumstances, to compare options from sourcing, therefore, sustainable sourcing is now a specific material suppliers to determine which option was the most primary consideration for Costain. With this in mind, sustainable. the MUP may no longer be required should the Procurement Team have other suitable processes/ tools in place to ensure sustainable procurement. It is recommended that the Environment Team be invited to participate in any sustainable sourcing assessments or at least be kept informed of assessment outcomes and subsequent procurement decisions. It is expected that most new Costain projects will contain a KPI around sustainable sourcing of materials. Typically, sustainability related KPIs are
Page 58 of 65 SDS Target Achievements Challenges & Lessons Learned managed by the Project Environment Team, however, if the above recommendations are adopted, this KPI would need to sit with the Procurement Team. The Project was committed to not using insulation or other materials containing substances known to contribute to stratospheric ozone depletion and global warming. The Project kept Not use insulation and other materials a register detailing the decisions made to ensure these materials containing substances known to are not being used (N420-COT-REG-EN-000002). 17c contribute to stratospheric ozone Predominantly, what Costain and their Subcontractors use on- depletion and global warming site is authorised by the Client during the design and specification process which eradicates the need to use ozone depleting or global warming substances.
The project only procured 100% certified Forest Stewardship Council (FSC) or Programme for the Endorsement of Forest Certification (PEFC) timber from legal and sustainably managed sources. The project also maintained a timber chain of custody Procure 100% certified timber and hold register (N420-COT-REG-EN-000009). 17d full chain of custody in line with NR In addition to ensuring the chain of custody, the project also timber policy undertook annual assurance activities to ensure ongoing compliance with this target – these activities included three supplier audits and on site timber audits. Refer to the Sustainability Best Practice book (N420-COT-REP-MD-000153) for more information on sustainable timber achievements on the project.
Target met – 98% recycled content for steel reinforcement and between 30% and 60% for concrete. These two materials were the top two materials by volume used on the LBSRP. The LBSRP maintained a register to track the recycled content of materials – this is contained in the SDS Target Tracker (N420-COT-REG-EN- 000004). 15% (stretch of 25%) reused or This target proved problematic to interpret due to how 17e recycled content by value of new Best practice example: LBSRP sourced reinforcement steel that it is written – unsure as to what is trying to be construction materials was comprised of 98% recycled content and is produced from measured and achieved. 100% UK sourced recycled metal. Over 10,000 tonnes of reinforcement steel was used on the LBSRP, and given the recycled content, resulted in a 58% reduction (or reduction of 8,353.34 tCO2e) in the embodied carbon content compared against the industry standard. Refer to the Sustainability Best Practice book (N420-COT-REP-MD-000153) for more information.
Page 59 of 65 SDS Target Achievements Challenges & Lessons Learned
Target met – 99.8% of all aggregates used on the project comprised recycled materials. A recycled aggregate tracker is maintained – this is contained in the SDS Target Tracker (N420- The project experienced some issues with the quality COT-REG-EN-000004). of imported recycled aggregate – contamination was problematic and consequently many loads were Best practice example: As part of the platform demolition, the 3 rejected. To address this, a procedure for importing project was required to remove 5000 m of existing backfill to be recycled aggregate was developed, which included replaced by new recycled aggregate. Through a range of 17f 25% recycled content in aggregates inspecting all suppliers for compliance with WRAP geotechnical testing, the site team was able to demonstrate that the prior to engaging services. existing backfill was suitable to reuse in accordance with the design specification – thereby, eliminating the need to remove and dispose This target proved problematic to interpret due to how of the backfill and the requirement to import fresh recycled it is written. Is it 25% of all aggregates to have a aggregate. This saved the project ~£184,000 and ~49 tCO2e recycled content or is it all aggregates to have at (around 600 wagon movements no longer required). Refer to the least a 25% recycled content. Sustainability Best Practice book (N420-COT-REP-MD-000153) for more information.
The top 10 materials by volume for the project were identified as follows: concrete, grout, steel reinforcement, structural steel, canopy roof, flooring, bricks and blocks, timber, glazing and MEP equipment. A Materials Use Plan (MUP) was developed to ensure materials (including the top 10) were procured in a sustainable manner for the project. The MUP assessed materials through a Identify key materials across TLP and scoring system using set criteria which ensured a whole life 17g procure in line with TLPs Responsible approach was considered. The MUP used a number of criteria, See MUP comments in Target 17b. Sourcing Policy from extraction to decommissioning, to rank different suppliers and alternate products. Example criteria being: embodied carbon and energy, recycled content, toxicity, local sourcing, reuse, recyclability and durability. More information can be found in the Sustainable Procurement and Materials Plan (N420-COT-PLN-EN-000011) and the MUP (N420- COT-PLN-EN-000015).
Identify key materials across TLP and design and procure in line with TLPs 17h Covered above. Responsible Sourcing Policy and procedure *It is highly recommended that at project commencement any materials related sustainability targets are clearly understood and that the necessary mechanisms are established to collect, track and analyse the relevant data to continuously assess performance against the targets. Doing this retrospectively can prove problematic and time consuming.
Page 60 of 65 9.18 Objective 18
To reduce waste generated and disposed of on TLP: SDS Target Achievements Challenges & Lessons Learned
The project utilised the SmartWaste online tool for tracking waste tonnages/ volumes. This tool was used mainly for waste data upload/ storage, however, the tool offers numerous other functions for analysing performance to inform management decision. This tool was under- All projects to reduce and divert at The following diversion percentages were achieved: utilised by the project due to personnel not least 95% of waste from landfill using being made aware of the full functionality of the 18a the waste hierarchy (with stretch target 2013/14 - 99.5%, 2014/15 – 97.9%, 2015/16 -99.7% , 2016/17 – 99.7% , tool and, therefore, the full functionality of the of zero waste to landfill for projects) 2017/18 - 100% tool was not utilised nor realised by the project. Suggest personnel are trained in the full functionality of any data management tool adopted for use on a project – this training should form part of any hand-overs when there are staff changes or part of staff inductions into new roles.
Refer to the design phase Sustainability Delivery Statement (N420-WSP- ERP-EN-000001). Two Designing Out Waste Workshops were held early in the design phase of the project with key members of the design team. Opportunities for minimisation through the on-site reuse of material during the construction phase were also explored. An additional workshop was held towards the completion of the design process to review progress and identify additional opportunities that may have arisen. Section 2 of the Site Waste Management Plan (N420-COT-PLN-EN- Reduce waste during the design 18b 000002) describes these waste minimisation measures pursued process proactively by the design team. See also the Sustainability Best Practice book (N420-COT-REP-MD-000153) for information on: • Reuse of Platform Backfill • Managing Muck (Waste Soils) • Demolition of the Train Shed • Can Crusher: Hazardous to Non-Hazardous Waste • Managing Waste Plasterboard
Page 61 of 65 SDS Target Achievements Challenges & Lessons Learned Operational: An Operational Waste Management Plan was developed (N420-COT-ERP-ER-000006) which considers operational waste issues and management associated with the planned increase in retail area that Waste segregation on site is not the only means is proposed as part of the redevelopment of the station. The waste to achieve high landfill diversion rates; a lack of management plan also relates to operational wastes arising from the space for such a facility need not be detrimental cleansing of trains as this material will be managed alongside retail to performance. Projects should audit waste generated wastes. transfer sites before awarding waste contracts Identify proposed locations for building Construction: When the main construction site was on the southern to select a high performing waste transfer site. 18c waste storage facilities with adequate side of the station adequate space for waste segregation was allocated space for waste segregation However, it should be noted off-site sorting of on the temporarily stopped up St Thomas Street. However, when the waste typically has higher costs (more labour southern part of the concourse opened in August 2016 and the intensive) and is more carbon intensive (more construction site moved to the Bermondsey St car park, space was more machinery intensive) – so on-site segregation is limited and so waste could not be segregates on site. That said, the preferred over off-site segregation where mixed waste skips were taken off site and manually segregated at the possible. waste transfer sites and still achieved landfill diversion rates of over 95% (see 18a).
Page 62 of 65 9.19 Objective 19
To maintain and enhance current land conditions and reduce risk of pollution and nuisance: SDS Target Achievements Challenges & Lessons Learned
As per the project Construction Phase Plan (CPP: N420-COT-PLN-CS-000001), work package plans (WPPs) and task briefing sheets (TBS) were prepared for all site work packages. All WPPs contained a section where environmental (including community, heritage and consent) considerations were identified and appropriate control measures to protect or minimise impacts to these features detailed. The Training should be provided to all Implement and monitor delivery of WPPs required review and approval from the Costain project Environment Team persons involved with preparing and work package plans and task briefing who consulted with the NR Consents Manager where required (i.e. with regards to reviewing/ approving WPPs and TBS 19a sheets that comply with NR heritage requirements). All WPPs are required to be reviewed and approved by a to ensure quality of these documents – requirements for environment member of the Costain project Environment Team. this training will need to be provided on community and consents management a regular basis throughout the project Once the WPP has been approved by all parties, the TBS is prepared – this as new people join the project. details the site and task specific information, including relevant environmental and consent requirements. Refer to the CPP (N420-COT-PLN-CS-000001) for more information on the WPP and TBS process.
Pollution control measures are located within the tack drainage pipe network. The Clear ownership for this target wasn’t The design review criteria will include control measures are made up of silt traps and oil interceptor chambers. The established at the outset so it was the assessment, consideration and system intercepts any water-borne sediment and oil from leakages or spillages difficult to understand the intent behind 19b mitigation of risk of pollution to land prior to it entering the nearby sewers. it. It is recommended that for future and water Refer to drawings (N420-COT-DRG-PH-030010, N420-COT-DRG-PH-030025, projects all targets are assigned an N420-COT-DRG-PH-030026) for more information. owner.
Best Practicable Means (BPM) were applied to manage noise, vibration and air emissions throughout the project. Noise and vibration BPM were detailed in in the Noise and Vibration Control Plan (N420-COT-PLN-EN-000008) and noise BPM in each of the s.61 consents approved by the London Borough of Southwark (N420-COT-CNT-CS-000001). Apply BPM to minimise impact from Noise and vibration monitoring was undertaken throughout the project using a See Section 8.2 – Unattended Noise 19c noise & vibration and air pollutants and network of fixed monitors located at key locations around the project boundary Monitors monitor performance representative of key receptors. See the Noise and Vibration Control Plan (N420- COT-PLN-EN-000008) and the monthly monitoring reports (N420-COT-REP-MD- 000151) for more details of the monitoring programme. Air pollution BPM were detailed in the Environmental Nuisance Control Plan (N420-COT-PLN-EN-000006). Air quality monitoring was undertaken throughout the project using a network of fixed monitors around the project boundary representative of key receptors. See the Environmental Nuisance Control Plan
Page 63 of 65 SDS Target Achievements Challenges & Lessons Learned (N420-COT-PLN-EN-000008) and the monthly monitoring reports (N420-COT- REP-MD-000152) for more details of the monitoring programme. Best practice example: The project was awarded the Noise Abatement Society’s ‘John Connell Award’ in 2016 for implementing a significant range of initiatives to reduce noise nuisance from the project construction phase for the benefit of the community and environment.
The audits were managed by the Environment Team, rather than the All waste services sub-contractors were audited – in 2017, four such sub- central assurance team (although it was fed into the central team). This Each Tier 1 contractor shall identify contractors utilised by the project were audited. In total, 13 audits of waste worked well as the subject matter is 19d and audit areas of their supply chain services sub-contractors were completed throughout the project – refer to highly regulated and intricate. If such with the potential for high pollution risk Environmental Assurance Tracker (N420-COT-REG-EN-000005). audits are to form part of the central No significant findings were raised. team’s audits, then an Environmental Manager would still need to provide technical input.
At the start of the project it was thought that Guy’s Hospital on the southern Throughout the project, there was a: side of the station would be the most • Decreasing trend in environmental incidents. sensitive receptor due to proximity and nature of the premises. However, the • Increasing trend in noise and vibration related complaints – reflective of residential flats on the northern side of the close proximity of sensitive receptors in the latter stage of the project. the station proved to be the more noise As works have moved away from platforms 1 & 2 towards the end of the sensitive receptors. Future projects are Demonstrate continual improvement project, the number of complaints has also reduced. advised to fully consider different through a decrease in trends in phases of the project when assessing 19e incidents and noise & vibration • Increasing trend in all complaints – reflective of the increased noise receptor sites. In addition, some of the complaints and increase in trends in complaints. Construction noise complaints have decreased towards the spikes observed in noise related close calls project end, however operational noise complaints emerged once the complaints were attributable to new platforms became fully operational. Although we note this is more of a residents moving into the adjacent TOC/ station matter rather than that of construction. flats. Therefore, it is recommended • Increasing trend in reporting environmental close calls. This is likely due that stakeholder contact lists are to the introduction of electronic close call and observation reporting and updated on an annual basis to ensure a focus on improving reporting culture across site. any new residents and/or businesses are included on the project newsletter distribution list.
Page 64 of 65
9.20 Objective 20
To maintain and enhance biodiversity on TLP: SDS Target Achievements Challenges & Lessons Learned
It is advisable to engage ecologists to monitor the nesting boxes during No biodiversity was lost during construction (i.e. no de-vegetation took place), nesting season to determine usage Enhance our habitat footprint to however, five nesting boxes for the rare Black redstart were installed at locations and success of the boxes. Preferable if achieve a net biodiversity gain via the 20a around the project and nine mature trees planted as part of urban realm this could be undertaken over several mitigation hierarchy in line with TLP development. In addition, several community gardening projects were supported nesting seasons. Although this was not Delivering Biodiversity Benefits Policy by the project – see Objective 20b below. a planning condition, it would contribute to CEEQUAL scoring assessments.
Being a static construction site over a The project supported several community engagement initiatives which focused period of several years gave the on community garden installations, effectively bringing greener environments into project a unique opportunity to develop the urban area around the project. Best practice community garden projects long-term meaningful relationships with including: the surrounding community and is Identify and work with local recommended to be adopted by other 20b communities and businesses to • Snowsfields Primary School garden and ‘bug hotel’. project is such a situation. improve green spaces • Cross Bones Garden, Red Cross Way. Targeting delivering smaller community projects but more frequently proved More detail on these projects can be found in the project Sustainability Best more beneficial and successful than Practice book (N420-COT-REP-MD-000153). targeted one or two larger community projects.
Page 65 of 65