WAS006-002: Demolition Exemplar Case Study
Recycling Demolition Arisings at
Hamilton House, Sandwell
By a strong collaborative partnership, more than 96% of the demolition arisings
were recycled, exceeding the 70% recycling target for the project.
Project code: WAS006-002
Research date: November 2006 - April 2007
ISBN: 1-84405-363-6
Date: May 2007
Front cover photograph: Hamilton House, in Sandwell prior to demolition works beginning.
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Executive summary
Sandwell Metropolitan Borough Council commissioned Coleman & Company Ltd, as the demolition contractor, to
demolish a 24 storey high rise residential block, Hamilton House, with associated area, car park and footpaths in
Sandwell near the centre of Birmingham. This was carried out as part of a 5 year partnership contract between
demolition contractor and the local council.
The demolition methodology involved soft stripping and controlled explosive demolition. Demolished materials
were source segregated and sent to nearby recycling facilities including the Coleman Meriden quarry for the
crushing and screening of inert materials.
A high recycling rate of 96.3% was achieved for the project. This high recycling rate was attributed to a long
term partnership contract approach, mutual trust, an open relationship and team work reinforced with agreed
sustainability objectives and technical experience. The partnership approach to long term contracts helps to save
costs and liability to the client, provide a safe environment for the local residents, improve on the design of
programmes for the contractor, and increase on quality of resources to achieve high recycling targets.
Furthermore, these factors helped overcome perceived barriers associated with traditional tendering, limited
project planning, cost and programme.
Recycling Demolition Arisings at Hamilton House, Sandwell
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Contents
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
11.0
12.0
Introduction ............................................................................................................................. 3
KEY FACTS: The Sandwell and Coleman Partnership at Hamilton House ................................ 3
Project Details.......................................................................................................................... 3
The Sandwell and Coleman Demolition Partnership Contract ................................................. 4
4.1
Reasons for the partnership ...................................................................................................4
4.2
The tendering process for the partnership contract..................................................................4
4.3
Partnership Working Arrangements.........................................................................................4
4.4
Strategic Management ...........................................................................................................5
Project Planning....................................................................................................................... 5
5.1
Early Contractor Involvement through the partnership .............................................................5
5.2
Achievable Recycling Targets .................................................................................................5
5.3
Site Waste Management Plans................................................................................................6
Demolition works ..................................................................................................................... 6
Reuse and Recycling Activities................................................................................................. 7
7.1
Recovery and Recycling of Materials .......................................................................................7
Recycling Rates ........................................................................................................................ 9
Drivers and Barriers to Recycling........................................................................................... 10
Environmental and Social Considerations.............................................................................. 10
10.1
Transportation..................................................................................................................... 11
10.2
Climate Change Considerations ............................................................................................ 11
10.3
Socio-Economic Considerations............................................................................................. 11
10.4
Health and Safety................................................................................................................ 11
Project successes and future improvements ......................................................................... 12
Further Information ............................................................................................................... 12
Recycling Demolition Arisings at Hamilton House, Sandwell
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1.0
Introduction
Coleman & Company Ltd (Coleman) was commissioned by Sandwell Metropolitan Borough Council (SMBC) to
demolish a 24 storey high rise residential block, Hamilton House, Smethwick, Sandwell, West Midlands. Hamilton
House was scheduled for demolition by SMBC as part of a 4 to 5 year partnership contract. This partnership
contract, worth between £4 million and £16 million, was formed on the back of a successful pilot partnership.
The demolition of Hamilton House included the clearing of the associated car park and footpaths which covered
an estimated 6,800 m2 in total. SMBC has not yet decided on the future use of the site once cleared.
At the time of writing, the demolition of the high rise tower block was completed with only the clearance of
hardcore material from the site, the car park and associated footpath remaining.
2.0
„
KEY FACTS
This project forms part of the 4 to 5 year contract worth between £4 million and £16 million for the Sandwell
and Coleman demolition partnership;
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£1.5 million programme for Hamilton House involving asbestos removal, engineering, demolition, pre-planning
and evacuation process. The evacuation process to clear the area surrounding involves the police, fire
brigade and other standby emergency services;
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24 storey high rise residential tower block demolished in Smethwick, Sandwell, West Midlands to make way
for a new redevelopment;
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Demolition works were carried out near other residential housing;
The Sandwell and Coleman demolition partnership approach was the key to the success of the project;
Sustainability targets including recycling rates and waste segregation were integrated into the 4 to 5 year
partnership contract; and
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96.3% of the demolition waste from the site was reused and recycled.
3.0
Project Details
Coleman, an independent company, was appointed by SMBC to carry out a demolition project at Hamilton House,
Smethwick, Sandwell, West Midlands as part of a 4 to 5 year partnership contract.
The project comprised of the controlled demolition of a 24 storey high rise residential tower block, Hamilton
House, and the removal of the associated car park and footpaths at Grove Lane, Smethwick in the Metropolitan
Borough of Sandwell in the West Midlands. The total floor area of Hamilton House covered 575 m2 and the total
site area including the car park and footpaths covered 6,800 m2.
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Client: SMBC
Main Contractor: Coleman
Demolition Contractor: Coleman
Recycling Contractor: Coleman
The £1.5 million project involved the design, asbestos removal, demolition, excavation and site clearance of the
site. No redevelopment of the site has yet been planned. SMBC will make decisions on the future of the site
once the demolition project has been completed. £1.2 million of the project was attributed to the demolition
works and the remaining £300K of the project was attributed to engineering fees, policing and evacuation during
the controlled demolition process. The evaluation process included the involvement of fire, police and emergency
services to ensure the safety of the population and maintain a clear area surrounding the site during the
explosive demolition.
The demolition project commenced on 14 August 2006 and is expected to finish in mid May 2007. Approximately
6 months of pre-planning occurred prior to the commencement of the on-site demolition works.
This case study summarises the recycling activities of the demolition works.
Recycling Demolition Arisings at Hamilton House, Sandwell
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4.0
The Sandwell and Coleman Demolition Partnership Contract
Coleman was appointed by SMBC to undertake a pilot demolition partnership contract worth £3 million over 2
years. The pilot partnership was completed within 18 months and the value was increased to £3.8 million. As a
result of the success of this pilot partnership, SMBC decided to pursue another partnership for demolition but on
a larger scale.
The Demolition Partnership predominantly consists of the Council’s demolition engineering team (who operate
from within the Urban Design section of SMBC) and a team of managers from Coleman. Urban Design is a multidisciplined section of SMBC comprising Architects, Structural Engineers and Landscape Architects. The demolition
team is part of the structural engineering section. Urban Design regularly wins local and national awards for a
wide spectrum of works.
4.1
Reasons for the partnership
In order to understand the impact of SMBC’s Demolition Partnership, its benefits over traditional competitive
tendering must be considered. According to the construction and demolition industry, it is widely accepted that
competitive tendering is adversary, and leads to poor performance and wasted resources. Generally, the
contractor is not given sufficient time to prepare his tender. This tends to lead to disputes and claims which
require increased effort. Standards are often reduced and thus recycling opportunities are not fully considered.
The traditional tendering process is lengthy and inflexible and vacant premises are left leaving the client with
potentially dangerous premises attracting additional costs and liability. The advantages of the partnering
approach over traditional tendering processes can be summarised as follows:
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It replaces co-operation for adversarial attitudes by creating incentives so that all parties benefit;
It encourages teamwork between the Client, Design Team and Contractor;
It promotes continuous improvement;
It readily accepts new and innovative ideas;
It develops trust and mutual benefit; and
It forms long term relationships/contracts.
4.2
The tendering process for the partnership contract
The full partnership was proposed by SMBC for £4 million to £16 million over 4 to 5 years. Due to the value of
this partnership a European Commission's 'Official Journal of the European Union' (OJEU) (formerly known as
'OJEC') notice was required. Sixteen questionnaires were returned and after assessment, these were reduced
to 4.
The 4 successful contractors were invited to tender and attend an interview. Following the interviews the
contractors and their submission documentation were appraised using a stringent evaluation process. The
evaluation process carried the following weighting: 60% for quality and 40% for pricing. Following the selection
and evaluation process, Coleman was appointed as the SMBC partner for a £4 million to £16 million contract over
an estimated 4 years with an option to extend for a further year.
4.3
Partnership Working Arrangements
The Sandwell and Coleman Demolition Partnership has a mirrored organisational structure with clear roles and
responsibilities. Offices and computer equipment are shared so that all project management and partnership
documentation is readily available to the team.
The project core group comprises of a project manager from Coleman and a demolition engineer from SMBC.
This project core group deals with the day to day affairs with regards to project delivery, client liaison and health
and safety matters. Monthly meetings are held to discuss projects, programme of works, monitor costs, prepare
valuations and implement improvement measures. This stable team and culture of sharing offices and computer
equipment has helped to establish a good working relationship between contract partners.
Recycling Demolition Arisings at Hamilton House, Sandwell
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4.4
Strategic Management
The Partnership is committed to a range of sustainability objectives, in order to establish a good working
relationship between partners by addressing the following targets:
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shared delivery of service;
flexible and effective resource capabilities;
creating jobs;
strategic management;
measurement of key performance indicators (KPI);
reduction of anti-social behaviour associated with vacant sites; and
reduction of fossil fuel use.
The KPI targets for partnership projects are:
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Cost predictability – 70%
Time predictability – 85%
Quality predictability – 90%
Customer Satisfaction - not confirmed
Recycling – 70%
Think Local – 96%
Material resources are recovered and/or recycled through means of the KPI targets of the project and the
partnership aims to think locally and take environmental impacts into consideration when deciding on where to
send the materials. In order to develop collaborative sustainability commitments, the partnership aims to save
costs, reduce administration and improve programme, working relationships, workflow and design.
5.0
Project Planning
5.1
Early Contractor Involvement through the partnership
Project planning for the demolition works started long before Hamilton House was scheduled for demolition.
Approximately 6 months of project pre-planning took place before the building was demolished. During this time
monthly co-ordination meetings were held with the housing department, traffic engineers, social services, the
police, fire, emergency services, SMBC and Coleman.
The method of demolition used at Hamilton House was by controlled explosives. All demolition projects carried
out by Coleman require a feasibility study and report. This feasibility study is carried out to determine and
recommend the method of demolition.
The project core team worked in collaboration to plan and design the demolition works and incorporate optimum
recycling opportunities in order to meet the KPI target of 70% for recycling.
The good working relationship and mutual trust between client and contractor allowed the partnership to identify
and agree challenging but achievable recycling targets. The partnership approach to demolition projects in SMBC
and strong mutual trust were key factors in achieving optimum recycling rates
5.2
Achievable Recycling Targets
The overall recycling target for the partnership contract for demolition waste was originally 70%. The partnership
approach has been so successful that an average of 87.1% recycling rate has been achieved on demolition
projects within the partnership scheme to date.
The partnership does not quantify or record what is to be recycled or achieved for each project, rather a
minimum of 70% recycling target is set for all projects. However, the setting of recycling targets for each project
Recycling Demolition Arisings at Hamilton House, Sandwell
5
has been discussed by the project core group and the partnership intends to implement an appropriate procedure
in future.
The partnership is currently achieving over 94% recycling for this demolition project comprising explosives
demolition of high rise buildings; and despite an excessive amount of asbestos present within the buildings on
this specific project, a recycling rate of more than 96% was achieved for this project.
5.3
Site Waste Management Plans
Although a Site Waste Management Plan (SWMP) was not used, the recycling of waste from the site was
optimised by the use of the established partnership approach and KPIs. Further details on the approach are
detailed in Section 4.0 above.
6.0
Demolition works
The demolition was carried out using controlled explosives. Twenty-four weeks of asbestos removal took place at
the Hamilton House tower block, sixteen weeks of which ran concurrently with the soft-stripping removal of soft
furnishings from the interior of the building.
Figure 1: Charging of
explosives in strengthened
structures at Hamilton House
Strengthening works were undertaken prior to the controlled explosive demolition. This strengthening was
unique to this project, and was required in certain locations of the building to then enable subsequent preweakening works to be undertaken. Preweakening of the building prior to explosive demolition involves the
removal of structural elements and minimises the amount of explosives required to demolish the building. After
preweakening, charge holes were drilled, explosives placed and primary and secondary protection fixed to the
building in preparation of the “blow down”.
Figure 2: Secondary blast
protection using geo-composite
liner on every fifth level of Hamilton
House
Recycling Demolition Arisings at Hamilton House, Sandwell
6
Approximately 1,000 local residents were evacuated from the area by SMBC’s evacuation team and emergency
services were put into place. The controlled explosive demolition was followed by “civilising the debris pile” which
involves the use of machines immediately after the “blow down” to ensure that the demolished pile of rubble is
safe, before allowing residents back into the area immediately surrounding the site.
Figure 3: Controlled explosive demolition of Hamilton House high rise residential tower in Sandwell
The mechanical processing of the materials by excavators was the final process of the demolition works.
This explosive demolition method allows the quick, safe and controlled demolition of high rise buildings. It
prevents antisocial behaviour in the area by quickly removing a building which could normally be subject to
vandalism, arson and theft. The demand for old construction materials such as roof slates has increased and
many of SMBC’s Compulsory Purchase Order target sites are sought out by organised gangs who systematically
strip the buildings of all valuable assets. More recently buildings awaiting demolition are targeted for copper pipe
and boilers. Generally all derelict buildings are a potential target for arsonists and anti social behaviour.
Traditional tendering processes and the Councils’ Standing Orders are inflexible in the options available to
engineers to deal with these problems that controlled explosive demolition and the partnership approach help
overcome.
7.0
Reuse and Recycling Activities
The clearing of materials from the site began with 24 weeks of asbestos removal to an appropriately licensed
landfill site. The resulting large quantities of asbestos from the site had little effect on the attainment of over
96% recycling rate of demolished materials for the project, because asbestos is light and the recycling
percentage is based on weight.
Some of the soft stripped material from the site such as, carpets, general waste and some furniture was sent to
the SITA landfill site at Packington. These materials were sent for landfilling since they held no value for
recycling.
7.1
Recovery and Recycling of Materials
Soft stripped materials such as wood were recycled locally and metal was sent to a nearby scrap metal merchant
for recycling.
Upon completion of the soft strip operation the superstructure remains comprising of brick and concrete. The
principle aim of the “blow down” (i.e. actual explosion) is to collapse the superstructure safely into a manageable
rubble pile to enable excavators to process and segregate the reinforcement bar from the concrete and brick
Recycling Demolition Arisings at Hamilton House, Sandwell
7
work. The piles of metal waste were sent to scrap metal merchants for recycling and the concrete and brick
waste transported to the Meriden quarry owned and operated by Coleman 16.5 miles away from the demolition
site.
Figure 4: Mechanical processing of material by excavators at the site following the controlled
explosive demolition
The Meriden quarry is a 27 acre site, 16.5 miles from the demolition site, that provides an outlet for the recycling
of materials arising from Coleman demolition and excavation projects. Bulk quantities of materials are sorted,
segregated and processed into varying classifications of construction certified aggregates. The site crushes and
screens aggregates to form the following specification of materials for resale: 6F1-4 inc, Type 1 & 2, 6C, 6N,
topsoil and sand. The facility recycles 250,000 tonnes per annum.
Figure 5: Coleman’s
Meriden quarry used to
crush hardcore from the
demolition site
There are no plans for redevelopment works at the Hamilton House site at present and it is therefore only
intended to recycle materials for backfilling of voids once the substructure has been removed. All materials
crushed and screened at the Meriden quarry will be used for other Sandwell and Coleman partnership
reconstruction projects. The car park and foot paths immediately surrounding Hamilton House will also be
removed and processed at the Meriden quarry. When the entire site is cleared it will be covered with a layer of
top soil from the Meriden quarry.
Recycling Demolition Arisings at Hamilton House, Sandwell
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8.0
Recycling Rates
The monthly project meeting provided regular feedback on the recycling values and updates to the project core
group. These were based on Waste Transfer Notes (WTNs), which record the types, quantities and destinations
for waste materials from the site. Recycling rates were calculated using information on the tonnages sent to
particular facilities or markets.
1.1% Rebar
0.1 % Mixed
sheet
0.5% Scrap metal
1.4% Aggregate
0.3 % Lead iron
Aggregate
Concrete
Hardcore
Lead iron
42% Hardcore
Mixed sheet
54.7 % Concrete
Rebar
Scrap metal
Figure 6: Breakdown of materials recycled to achieve the 96.3%
recycling rate.
A 96.3% recycling rate was achieved for the project; this was slightly higher than the 94% achieved from similar
previous partnership projects.
All timber from soft stripping was reused off-site and all metal was sent to scrap metal merchants for recycling.
All hardcore concrete and brick work was sent to the Meriden quarry for crushing, screening and reuse at other
Sandwell and Coleman partnership reconstruction sites. Some foundation materials from the site will be reused
for backfilling at the site and the site will be covered with a layer of top soil.
The remaining 3.7 % of demolition arisings from the site consisting of asbestos, carpets and general waste was
sent to landfill.
3.7% Landfilled
Figure 7: the percentage of
materials recycled compared to
that landfilled from Hamilton
House demolition site.
96.3% Recycled
Recycling Demolition Arisings at Hamilton House, Sandwell
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9.0
Drivers and Barriers to Recycling
The underlying drivers for recycling are:
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the aims and objectives of the Sandwell and Coleman partnership to achieve KPIs and high recycling rates
(detailed in Section 4.1 above);
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the immediate soft stripping and removal off-site for recycling;
quick demolition of entire high rise building consisting of only brick and concrete material reinforced with
metal bars by controlled explosion;
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immediate source segregation of metal from hardcore and removal off-site to nearby recycling facilities and
Meriden quarry;
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cost saving of the Coleman quality scheme; and
the financial value of secondary material resources.
The technical expertise, past working relationship through the partnership approach, collaborative approach
adopted by the project partners, and quick demolition process played key roles in unlocking the recycling
potential of the project.
The only barrier to the recycling initiative of this project was the high quantity of asbestos present at the site.
Other waste materials such as glass and unplasticised poly vinyl chloride (UPVC) were sent to landfill due to the
lack of recycling facilities capable of processing these materials. Coleman and SMBC have a good knowledge of
the local market and understand the viability of recycling valuable materials which is built into the primary
objectives of the partnership contract.
Figure 8: Source
segregated scrap metal pile
in the foreground to be
placed in the skip in the
background ready for
removal and recycling from
the Hamilton House
demolition site
The more than 96% recycling rate represented an optimum recycling achievement considering the large
quantities of asbestos at the site. Asbestos cannot be recycled and therefore recycling rates could not have been
improved. Optimum value was obtained from the demolition materials to achieve the maximum economic and
practical viability of the initiative.
10.0 Environmental and Social Considerations
Coleman operates according to an Environmental Management System (EMS) and Environmental Policy. The
primary aim of the Environmental Policy is to “promote and maintain a high level of environmental performance
and to operate and implement safe working methods and practices”. Coleman’s EMS and Environmental Policy,
coupled with the core principles and requirements of the partnership approach to undertake projects in a way
that protects the environment and its local residents help to continuously improve programmes and shape the
way that waste is managed in the construction industry.
A key challenge for demolition projects in the West Midlands is to carry out the demolition works close to local
residents in the most effective method to prevent traffic congestion, nuisances associated with such works, keep
local residents safe by keeping antisocial behaviour at bay and carrying out the works in a quick safe manner
whilst minimising costs and potential liability to the council. By adopting the method of controlled explosive
Recycling Demolition Arisings at Hamilton House, Sandwell
10
demolition, Coleman was able to control risks and manage the demolition without harm to human health and the
environment.
10.1
Transportation
Traffic congestion near central Birmingham is unavoidable. The use of the local Meriden quarry by Coleman
vehicles only, for all inert material ensured that minimal inconvenience to the local traffic was caused. The use of
predominantly motorway haulage routes minimised traffic disturbance on local minor roads whilst reducing fuel
consumption and minimising emissions. Furthermore, only local recyclers were used for the wood and metal, and
a local landfill site in Packington for the general waste and asbestos waste, in order to keep traffic at a minimum.
10.2
Climate Change Considerations
Whilst this project did not measure overall CO2 consumption, the principles of energy efficiency are incorporated
in all Sandwell and Coleman partnership projects. A temporary electricity supply, rather than permanent on-site
generators, was used as and when required. In addition, the use of local markets for recycling materials
indirectly reduces CO2 emissions by substituting the use and transportation of non-local virgin materials.
10.3
Socio-Economic Considerations
Nearby residents and local businesses needed to be protected from potential adverse impacts of the explosive
demolition work. Coleman carries out a feasibility study prior to the commencement of any works for all
explosive demolition partnership projects. This is done in order to recommend the method of demolition and
determine the safest method of demolition that results in minimal nuisance to the local residents and services in
the area. In addition monthly coordination meetings with the police, fire, emergency services, housing
department, traffic and social services, demolition contractor and SMBC monitor and report on the socioeconomic impacts of the demolition works.
The controlled explosive demolition method results in a short term noise and dust nuisance on the day of the
actual explosion; however, it causes less long term noise and dust nuisance to local residents than any other
traditional demolition methods. The only inconvenience caused to residents is on the day of the “blow down”,
when the area is evacuated; SMBC’s evacuation team, SMBC engineers’ Colemans and the police ensured that the
area was secured and vacated before demolition, and ensured it was safe prior to allowing the local residents
back into the area. After the controlled demolition works was undertaken, feedback at the monthly meetings
showed that most of the local residents were impressed with the quick and smooth manner in which the
explosion was carried out.
Figure 9: Proximity of
Hamilton House to local
residential buildings and
businesses in central
Birmingham
10.4
Health and Safety
Significant efforts have been made in recent years to improve health and safety performance within the
construction sector. Demolition contractors, like any construction industry contractors, must comply with
stringent health and safety legislation and practice, and the health and safety of both site operatives and the
public are a priority.
Recycling Demolition Arisings at Hamilton House, Sandwell
11
Coleman are members of the National Federation of Demolition Contractors (NFDC). NFDC contributed to the
development of BS6187 Code of Practice for Demolition, the HSE Guidance Notes GS29 ‘Health and Safety in
Demolition Work’ and the Certification of Competence Scheme for Demolition Operatives.
Working at heights is normally a main health and safety problem at high rise demolition sites. The explosive
demolition method prevents men from having to work at heights. It has been noticed that this method is
becoming the preferred method for high rise demolition projects in the UK. Most mechanical work is carried out
at ground level to minimise any incidents or accidents from occurring.
11.0 Project successes and future improvements
As part of the Sandwell and Coleman partnership contract and the Coleman EMS and Environmental Policy,
Coleman is committed to continual improvement in services, design, working relationships, environmental
performance and sustainability with its client, the SMBC.
The partnership approach aims to achieve predictability on cost, time and quality. Coleman incorporate recycling
as part of their standard operations for all partnership projects, however, the past history of working with SMBC,
relationship of mutual trust, understanding and open, continuous communication provided successful mechanisms
achieving extended recycling targets into the project delivery process and sustainability objectives.
The actual recycling rate of more than 96% for the project surpassed both the KPI of 70% and the past
partnership average of 87.1%. Despite the large quantities of asbestos at the site, the recycling rate of over
96% for the project was slightly higher than the 94% recycling rate that was achieved for similar previous
partnership demolition projects. Furthermore, the limited availability of alternative facilities in the West Midlands
for the recycling of general waste materials that were sent for landfill has affected the recycling rate. However,
this must be considered in comparison to the feasibility and environmental impacts from vehicle emissions to
transport such a small quantity of possible contaminated demolition waste to a recycling facility.
The recycled resource economy for construction and demolition waste materials is growing. While market prices
will continue to fluctuate, like any material commodity, improved source segregation techniques and recycling
infrastructure together with growing site awareness and new Codes of Practice such as Site Waste Management
Plans are all helping to increase the economic viability and incentives for the reuse and recycling of construction
and demolition waste.
This project demonstrates that a long term contract approach, mutual trust, an open relationship and team work
reinforced with agreed sustainability objectives and technical experience can overcome the limitations to flexibility
in approach often caused as a result of traditional tendering. Furthermore, the partnership approach to long term
contracts helps to save costs and liability to the client, provide a safe environment for the local residents, improve
on the design of programmes for the contractor, and increase on quality of resources to achieve high recycling
targets.
12.0 Further Information
WRAP has developed a step-by-step guide to The efficient use of materials in regeneration projects which
integrates the ICE Demolition Protocol together with work undertaken by WRAP on the procurement of recycled
content in construction projects and site waste management plans.
Recycling Demolition Arisings at Hamilton House, Sandwell
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Written by: Natalie Kohler and Simon Davies
Published by
Waste & Resources
Action Programme
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Tel: 01295 819 900
Fax: 01295 819 911
E-mail: info@wrap.org.uk
Helpline freephone
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