Site Registration Examples of Good Practice

• The site manager's start-up pack included a 'What looks good' guide to ensure that the presentation of his site was maintained in line with company standards.

• A 'Welcome to the site' board was displayed at the site entrance, giving the names and photos of key site personnel, along with the company strap-line, "Building for Communities".

• The contractor, with the client, carried out an assessment of the site's impact and appearance, then asked 'What else can we do?' to reduce the impact and improve the appearance of the site.

• The site presentation was enhanced by clear corporate signage, excellent ramped paving throughout the compound, an attractive fence and colourful plant tubs.

• A litter picking day was held to clean up a neglected area immediately adjacent to the site.

• To help keep areas outside the site tidy, the site manager placed recycling and litterbins around the perimeter of the site for use by the public.

• First impressions of the site were enhanced by a courteous welcome from a smartly turned out gateman.

• The extensive painted hoardings were 'enlivened' by large photo montages of the project in the style of local artist David Hockney.

• The hoarding was used to depict key moments in the town's history and display the values to which the company is committed.

• Footpaths around the site were weeded and pressure jetted at the start of the job, and regularly maintained throughout the project.

• A weekly checklist was developed to ensure that high standards of litter picking, welfare, parking signage, fencing, road cleanliness etc., were maintained.

• The hoarding was cleaned and re-painted regularly in order to uphold standards.

• The induction, for visitors as well as operatives, included a brief statement of the company values.

• Materials and components were stored in fenced bays, on racks and in labelled and shelved containers.

• A training and implementation scheme was launched to achieve a debris and litter free site.

• Skips were placed within a netted area, even when in use, to minimise wind-blown rubbish.

• The site manager implemented a 'Tidy Friday' initiative to monitor, clean, and tidy up all areas of the site at the end of each week.

• Designated operatives were given responsibility for keeping specific areas of the site clean, tidy and dust free; perimeter dust levels were checked using hand held meters.

• A 'Clear Desk Daily' policy was introduced to enable the cleaner to do a really thorough job in the site offices.

• A regular purge of the drying and changing room was conducted and any unclaimed items removed.

• A checklist was introduced to ensure that all site vehicles were regularly cleaned, inside and out, to promote a positive image of the company.

• All vehicles leaving the site first had to pass a cleanliness check with the banksman.

• A vacuum and jet wash, together with cleaning materials, was arranged for operatives to use every Friday.

• An effective wheel wash was used on all vehicles leaving site.

• By arrangement with the skip company, skips were newly painted and colour coded to project a professional image.

• Notices were displayed asking all canteen-users to clear away their own remains before leaving.

• On this smaller, short duration site, all operatives on induction were given a bag containing a full set of company branded PPE.

• A PPE inspection was carried out at the start of each week. Dirty or damaged PPE was cleaned or replaced.

• All 'public-facing' site personnel were required to always wear photo ID which included the company name and job title in Braille.

• A sports bag was provided to encourage all operatives to wear clean clothes when travelling to and from site.

• A laundry service was made available to operatives for their work clothes to be laundered, promoting the idea of changing on site and wearing better clothes to and from work.

• The site manager encouraged all visitors, operatives and delivery drivers to point out visual changes that could be made to the outside of the site to improve its image.

• Visiting company and client personnel inspected and scored the site for tidiness and the company kept a site league table.

• The site operated an 'operative of the month' award specifically to recognise outstanding conduct and personal presentation.

• A 'Community Engagement Plan' was drawn up before work started on site and a liaison officer appointed. The plan was scrutinised to confirm that any proposals provided real value rather than being just a 'PR exercise'.

• In an area with a mixed-race community, a 'community profile' was produced to better understand how residents might be affected by the works. Interpreters and intermediaries were identified to relay information about the project.

• Neighbours were notified before major deliveries and specific site activities, e.g. before the erection of steel work, not only to explain the impact of the delivery, but also to explain the visual change that would occur.

• The site displayed a QR code linked to the contractor's website which had up to date information and contact details.

• A poster on the hoarding invited local residents to 'drop in' meetings with the site manager on a regular basis.

• Provision was made for mobility, hearing and sight-impaired visitors, including notices in Braille, tactile surfaces and an induction loop in the meeting room.

• The site had its own dedicated website that was updated weekly, including a webcam overlooking the works. The views from the webcam could also be seen on a VDU on the hoarding.

• A 'comments box' was provided for the neighbours of the site and any action resulting from the comments was posted on an information board.

• Involvement with community groups included the residents' association, the access committee and 'talking newspapers' to reach the blind and partially sighted.

• The security CCTV system was designed and installed to avoid any possibility of intruding on neighbours' privacy.

• To minimise possible nuisance, the contractor acquired a warehouse and storage area to use as a temporary delivery, storage space, material handling and method-testing area.

• A separate compound for all cutting and grinding was created within the site, and shielded from the neighbours and the public.

• All site personnel were given access to a company-sanctioned foreign language translation smart phone app., to enable dialogue with those residents without English as a first language.

• An "I Spy" area for children was included in the public viewing area.

• In this highly sensitive location, adjacent to a cemetery entrance, the standard corporate hoardings were repainted in a quieter more restrained colour.

• A software mapping system was used to identify the addresses of those living within a designated radius of a project to enable anyone who may be affected to receive a personal communication.

• The site undertook neighbour surveys regularly during the works and then displayed 'You Said – We Did' notices for the information of passers-by.

• As an additional means of engagement with the community, Facebook and Twitter accounts were set up.

• To overcome a lack of on-site parking, and minimise inconvenience to those nearby, alternative arrangements were made. For example:

• A local rugby club car park was used in exchange for carrying out repairs.
• A car park was rented for the duration of the project, from where operatives were brought to site by minibus.
• An operatives' car share scheme was promoted and monitored.
• Additional 'Residents' Parking' signs were provided for local homeowners.
• A designated disabled parking space was provided.
• The gateman held details of all site related vehicles. In the event of any of these vehicles causing obstruction or inconvenience he was able to contact the driver immediately.

• To assist operatves and visitors with travel and parking arrangements, all outgoing emails gave details and links to the site's location, public transport routes and timetables, cycle routes and parking locations.

• Local residents affected by a road diversion were provided with a lift to a nearby bus stop.

• The site manager undertook door-to-door surveys of nearby residents which identified parking as the biggest issue. Tailored solutions were devised to answer the residents' needs for access, and deliveries of essential supplies.

• Cyclists were taken by van through road works in sections where cycle paths had been closed.

• The most appropriate routes to the site were agreed with the Highways Agency. They were published and issued to all subcontractors, suppliers and visitors.

• An online delivery booking service enabled suppliers to check when delivery slots were available and to book an appropriate date and time. Printed confirmation was sent out confirming route directions and contact numbers.

• Delivery drivers were asked to contact the site when they were close, so that appropriate measures could be taken to allow wagon access to the site, thereby minimising traffic delays.

• A remote holding depot was set up to allow large loads to park and to be broken down for smaller vehicles that were called up to suit site and traffic requirements.

• The contractor created a new access to the site compound to avoid using the road through the village.

• On this primary school project, an operative acted as a traffic warden whilst providing direct personal contact with local people. Special care was given to a nearby blind resident.

• The site regularly reviewed a month by month 'Community Engagement Plan' incorporating ideas put forward from all on site.

• The contractor had a policy of employing local labour via a local agency and targeting local unemployed people by advertising on the hoarding, one of whom was appointed as a community liaison officer.

• There were numerous detailed examples of goodwill gestures which fell into the following categories:

• donating surplus materials;
• providing physical help and assistance;
• providing technical help and assistance;
• providing sponsorship to local charities, schools and clubs;
• organising 'fun days' for charities, schools and clubs;
• offering use of the site to the emergency services for training purposes, e.g. training rescue from a tower crane;
• offering use of part of the site for on-site training for plant operators;
• offering use of part of the site to the community, e.g. as a car park or a temporary allotment;
• operatives donating children's games, books, and toys to the local hospice.

• The locally-based site cleaner was encouraged to start her own business and given advice and direction to successfully do so.

• The CSR manager researched and identified locally-based companies to tender for sub contract works.

• All employees are invited to sign up to a company commitment to support the corporate social responsibility aim.

• In an effort to be a positive influence in the area, a notice board in the canteen provided an opportunity for community groups and small businesses to advertise themselves to those working and visiting the site.

• The contracts manager was proactive in identifying, facilitating and supporting community events especially for the disadvantaged in the community and arranged the employment of a young man, previously long term unemployed, as part of the site team.

• Complaints were pre-empted by inviting neighbours' input at the pre-start stage and discussing this with community representatives.

• The site manager gained the support and cooperation of a neighbour, a very vocal opponent of the scheme, for the patient and courteous way in which he dealt with the issues and concerns that were raised.

• On this school project, a parent information sheet was developed, setting out the various choices of career available within the construction industry.

• The site arranged several visits to the local school involving Ivor Goodsite, who was asked to judge a painting competition. The winning pictures were then displayed on the site's hoardings, generating good local media interest for the contractor.

• The site manager contacted local schools and colleges, arranged careers days and offered wide-ranging advice to those interested in a career in the industry.

• The site provided an on-site skills centre and certain members of staff acted as career mentors in conjunction with the local college.

• The adjoining shop premises displayed the site's regular newsletter and kept a stock of CCS 'Construction work in your area' flyers to give to interested customers.

• The client studied Monitors' Site Reports, regularly reviewed site performance against the Code of Considerate Practice and issued observation reports suggesting ways to help raise standards and promote the industry.

• The site provided a covered public observation point with a brief description of what was, and would be, happening, together with a CCS poster and Scheme-related information.

• The company carried out monthly 'Public Face Audits', requiring the site manager to adopt the role of a neighbour or visitor. The audit covered all aspects of the Code of Considerate Practice from a neighbour or visitor perspective.

• A stock of PPE was held in smaller sizes, together with Ivor Goodsite fun-packs, for use when school visits were made to the site.

• Information about the site's environmental performance was displayed prominently on the hoarding, including % waste diverted from landfill and power and water usage.

• A big screen VDU was set up in the reception showing the site's performance in terms of water, electricity, fuel and carbon reduction.

• As part of an ongoing policy to engage operatives with environmental issues, an 'Environmental Guidance Folder' was issued to all inductees including specific guidance for each trade.

• The company held environmental awareness days every quarter with exhibitions, demonstrations, quizzes, etc.

• At induction, new operatives were handed a 'Green Travel Plan' booklet setting out the available options.

• The site produced a monthly sustainability newsletter with regular updates on green travel, energy, and water usage and waste reduction.

• A questionnaire 'Accounting for carbon – at home and in the workplace' was issued to operatives and visitors to raise awareness of carbon footprint reduction and promote recycling at home.

• To promote awareness, the site introduced a 'cycle to the shops' initiative in which a bicycle was made available to operatives rather than using a car or van.

• Timers were fitted to all socket outlets to ensure that IT and other equipment was not left on at night.

• The site offices and facilities were retro-fitted with movement sensors and timers to operate the lights and thermostats.

• Every effort was made to reuse materials on site, e.g. off-cut timber for shuttering; subsoil and topsoil for earth bunds, landscaping, and planted areas; chipped wood-bark for footpaths; crushed demolition waste for hard-standing, etc.

• The site pioneered the use of sheeting made from 100% durable, recyclable plastic, which could be used for site hoardings over and over again.

• A study was made of the five most common materials placed in the mixed waste skip, as a result of which it was possible to introduce additional segregation.

• The labelled skips showed pictures of relevant waste items, e.g. pipe and fittings, with a price against them. This encouraged operatives to consider whether such items could be reused and to think twice before throwing anything away.

• The site introduced a site energy and carbon reduction checklist, and provided toolbox talks to the operatives about what they could do as individuals to be more energy efficient.

• The site manager initiated a system to promote car sharing comprising a large scale regional map showing who was able to share and where they lived. Car sharers benefited from preferential parking.

• Drivers attended courses designed to raise awareness of fuel reduction driving techniques.

• Wind turbines and photovoltaic cells were used to power the site accommodation buildings and boreholes were drilled to extract water for construction purposes.

• The site provided a mobile phone charging station powered by a small solar panel.

• The installation of PV panels in the buildings was brought forward in the programme to help power the site accommodation.

• The site introduced a package that monitored all aspects of the site's carbon footprint and embodied energy, and produced comprehensive reports.

• Video conferencing was introduced for meetings to cut out lengthy and avoidable journeys.

• Solar panels were used to power temporary traffic lights.

• The site parking area included a bay equipped with a recharging point for the occasional electric car.

• The embodied energy element of all construction phase materials was investigated to better understand and reduce the carbon footprint of the site.

• A hydrogen fuel cell was used to power the site security system.

• By introducing more prefabrication and modularity into the design, the contractor was able to dramatically reduce wastage, achieve a huge reduction in vehicle movements and speed up the build process.

• A bunded area was set up within the site compound for all refuelling. Spillage and cleaning equipment was also contained within this area.

• Two operatives were selected to be specially trained in cleaning up any spillages. These operatives were clearly identifiable.

• Hydrocarbons were removed from the ground using a vacuum method, avoiding the need to transport large quantities to a specialised tip, and enabling reuse on site.

• The site created a paintbrush cleaning station to prevent contamination.

• Gases from aerosol cans were removed by a special machine enabling the cans to be recycled as waste metal rather than hazardous waste.

• Lighting was not only directional and non-light polluting, but was also controlled by sensors.

• The site used directional 'white noise' reversing warning systems on all vehicles.

• The site researched and implemented a 'silent' piling technique to reduce noise and, even though stipulated noise levels were not being breached, constructed a substantial acoustic envelope for the well-being of local residents.

• The site used noise and air quality monitoring systems, which alerted the site manager by text message if noise or dust levels exceeded permitted limits.

• A fenced exclusion zone was formed to prevent any pollution entering the adjoining canal.

• The contractor developed a power floating exhaust silencer that allowed power floating of concrete slabs into the evening without disturbing local residents.

• Neighbours were invited to witness noise and vibration monitoring and have the results presented to them.

• To minimise the noise nuisance, concrete delivery vehicles were fitted with white noise reversing alarms to replace the existing bleeper.

• Traffic routes into and around the site were changed to avoid the use of reversing bleepers.

• The contractor appointed a bio-diversity champion and also a BREEAM coordinator to instigate environmental initiatives and to monitor site compliance with BREEAM requirements.

• A3 laminated information sheets were produced and displayed around the site giving information about what to look out for regarding local wildlife, together with a wildlife calendar listing details of pertinent wildlife activity throughout the year.

• A 'tree sponsorship' scheme was introduced, open to all parties involved in the project, to encourage ownership. Trees were labelled with tree species and the sponsor's name.

• Large swards of wild flowers were carefully excavated and transplanted in a nearby park.

• Where there was concern over the access to the site disturbing tree roots, a new site entry point was made, requiring extensive changes to the compound layout.

• Site clearance over extensive areas of rural land was undertaken before the bird nesting/breeding season. To extend the clearance window, a falconer was engaged to fly hawks close to the trees to be felled to dissuade birds from nesting there.

• A colony of slow worms was 'harvested' and moved to a new location before excavation works commenced. Soft landscaping work was carried out early in the project so that it was well established by completion to the benefit of neighbours and wildlife.

• A sat-nav was provided for the use of first aiders to direct them, in an emergency, to the nearest A&E.

• Details of the site's emergency procedures plan, were kept prominently in a 'black box' in the site office and evacuation drills were regularly practised.

• Basic information for the emergency services was kept in a grab box mounted adjacent to the site gate. The fire service was notified and given duplicate keys.

• Operatives were provided with a safety 'passport' with helmet stickers as evidence of having successfully undergone the contractor's induction.

• There were defibrillators and trained operatives on site.

• The site trained in-house rescue teams for high level (tower crane) and confined space rescues. Lone workers e.g. lift installers were contacted by mobile phone every hour.

• An easily updated hazard board was located at the site entrance to inform everyone entering of the activities taking place that day.

• Safety reminders were displayed under perspex on the table tops in the canteen.

• A 'Permit to Work' control board was used with a copy of the permit and the operatives CSCS card was retained and displayed until the permitted work was completed.

• Supervisors, gangers, first aiders, banksmen and fire marshals were issued with branded high-viz jackets and different coloured hard hats for ease of identification.

• The contractor provided prescription safety glasses for site personnel.

• The site had a bell on the hoarding for visitors to ring to attract the attention of the site manager. They were then escorted to the site office, where they were inducted.

• There was a large 'Think Safe' board at the entrance to the site, showing simple graphics to remind site visitors of the dangers on site.

• Site specific visitor packs issued contained PPE, site information and visitor ID badges.

• An infra-red beam system monitored the working area around high risk plant and sounded an alarm and cut power in the event of any intrusion into the safe area.

• When working on scaffold, operatives' tools were secured to scaffold with bungee cord to prevent them dropping on anyone below.

• 'Do not overload scaffold, if in doubt ask' notices were displayed on all scaffold. Notices also stated safe load.

• Mobile phones banned on site except for supervisors who have received permission and are identifiable by a helmet sticker.

• The public footpath around the site was checked regularly to ensure that all corners and openings in the hoarding were clearly identified with prominent white lining to assist the partially sighted.

• The site used a wireless linked alarm system to minimise temporary cabling.

• A QR code was included on posters, located outside the site and in the welfare accommodation, so that the public and operatives could notify the company, via its website, of any safety concerns.

• Information boards for the general public were updated to show current hazards, safety information and safety statistics, including days without injury or incident.

• The Ivor Goodsite 'Hunt the Hazard!' site sign was displayed outside the site to educate a younger audience about site safety.

• Banksmen and traffic marshals at site entrances were supplied with 'lollipop warning signs' to warn traffic and pedestrians.

• The company encouraged suppliers to fit vehicles with side bars, proximity sensors, CCTV and extra side mirrors to help eliminate blind spots.

• Helmet tags offered to cyclists incorporating details in case of accident.

• The contractor introduced a bike awareness scheme, which included issuing safe cycling guidance and high-viz vests to the students, and organising a session for lorry drivers and cyclists to reverse roles, using a real lorry (stationary).

• Signs were attached to the back of company vehicles warning cyclists to wait until it was safe to pass.

• A 'safety message of the day' was shown on the signing in sheet.

• A scheme was launched to promote new ideas for safe working which were then published for the benefit of other sites.

• The site carried out a one-to-one interview on safety attitude with all operatives following induction. Operatives were only allowed on site if they gave a positive reaction.

• An interactive question board was installed on site for operatives to write their response to a weekly question posed by management. The initiative was taken very seriously and resulted in some positive feedback.

• A 'Zero harm' safety initiative involving interactive safety briefings enabled operatives to quiz designers and the project management team on 'buildability' and associated practical safety issues.

• A mobile phone text number was established to facilitate near miss reporting.

• A 'start right' safety review and briefing procedure at the start of each day included marking up a large-scale laminated plan of the work areas to avoid different trades working in the same area.

• The site introduced a 'thumbs up - don't get knocked down' initiative so that site personnel and plant operators acknowledged awareness of each other.

• Operatives were invited to sit in the cab of some of the machines on site to get a perspective of what plant operators can see.

• The site manager arranged a series of talks and presentations by relevant suppliers to ensure that operatives were made aware of the latest PPE, footwear, eye and ear protection, etc.

• To help them appreciate plant drivers' operating difficulties and the need for exclusion zones, all on site were given closely supervised half day site taster sessions on various items of plant.

• A full-length mirror, beside appropriate signage, was installed at the work entrance and operatives were instructed to check that they were wearing the required PPE before entering the work site.

• The site initiated a 'Stanley knife amnesty' enabling operatives to exchange unsuitable knives for a newly developed knife that retracts automatically in a fall situation.

• An in-house safety team was formed to review and resolve safety issues and to stop work on site at any time when necessary.

• Directors of the company visited a different site each month and gave whole site safety workshops, with active participation by all, including subcontractors, encouraged.

• The company employed a safety psychologist to provide behavioural safety workshops.

• Drivers 'flyer' issued to all delivery drivers with relevant project details, site rules and on site traffic plan.

• A number of operatives received targeted training to act as 'safety coaches' for their colleagues to improve attitudes and working practices.

• Trade contractor representatives serving on the site's 'Safe and sound' committee were paired up when carrying out site inspections so that different trades could see the risks of others and comment/advise with the benefit of not being over familiar.

• A poster on the wall in the induction room had the heading 'The most important reason for making your workplace safe is not at work at all!' Underneath was a family photograph of the project manager, his wife and three children with the caption 'Here is my reason. What is yours?'

• A special needs survey was carried out before operatives started work on site.

• A specific 'Equality, Diversity and Inclusion' workshop was designed and made available for all site personnel.

• The site facilities included a designated disabled toilet with a separate access.

• An unemployed and homeless man was given work experience, sponsored to obtain a CSCS card and helped to obtain employment with a subcontractor.

• A portable induction loop was available which was moved to the induction room or meeting room according to need.

• Measures were put in place to allow the employment of disabled people and talks were held with local disability employment advisers during the site set-up.

• Company committed to employment, re-education and training of wounded and disabled servicemen, and to sponsoring their employment.

• Towards completion date, the site manager sent a 'thank you' letter to all who had worked on the project.

• 'Respect for People' wall chart displayed recording satisfaction levels with welfare and other relevant topics.

• Questionnaires issued to all operatives to establish what can be done to improve working conditions, and 'you said: we did' chart maintained.

• A prayer room and appropriate facilities were provided for those who required it.

• Computer and free internet access was made available for operatives working away from home to shop online and deliveries accepted at site office reception.

• A DVD was produced entitled 'What looks good', covering all aspects of the Code of Considerate Practice. Themes were discussed with site personnel in training sessions.

• A comprehensive record of operatives' training records and other certification was maintained.

• Career development and up-skilling advice sessions were held for all on site.

• Active participation in training by having two day-release students working on site.

• 'Site Managers' Forum' meets on a different site every month to discuss common issues and to pass on good practice.

• A range of interactive training sessions were held and, where appropriate, these were multi-lingual.

• Toolbox talks included a session on customer care, designed around feedback from residents' customer satisfaction surveys.

• Local teacher training college invited to give students work experience by teaching literacy and numeracy lessons on site.

• 'Centre of Excellence' skills unit established on site to enhance training opportunities for apprentices and arrange work experience for long term unemployed.

• Monitoring and reporting process based on CCS Code introduced for supply chain partners with relative ranking and good practices displayed.

• External tutor visits site and gives talks on a variety of CITB rated topics.

• Weekly after work site workshops arranged to give site experience to local engineering students unable to obtain year out work placements.

• Every two weeks, inspections were carried out based on the Site Registration Monitors' Checklist and initiatives from the Examples of Good Practice guide. Targets were set, feedback evaluated and improvements made.

• The site displayed and used Monitors' Site Reports as the basis of toolbox talks.

• Operatives had envelopes inside their safety helmets giving details of relevant medical conditions and next of kin contact details.

• This smaller site arranged for visits by a mobile unit to carry out general and specific occupational health related screening.

• Occupational health facilities were extended to include talks given by visiting specialists on cancer, stress, lifestyle, diet, relationship and debt-counselling advice.

• A reduced membership fee was arranged for operatives at the local gym.

• Questionnaires were issued and a 'Free Fruit Friday' initiative was launched to help promote the benefits of a healthy diet.

• A dehydration colour chart in the toilets helped operatives to recognise the symptoms of dehydration.

• Random drug and alcohol tests were carried out on site.

• The contractor offered immunisation injections for flu, tetanus, hepatitis etc.

• A toolbox talk was arranged covering mental health at work and construction workplace stress.

• Wellman pack issued to all operatives giving information and helpline numbers for various health, social, domestic and safety issues.

• Advice leaflets on relevant health conditions as well as a card dealing with abusive and non-abusive behaviour were made available at induction.

• HAV monitors fitted to plant and portable electronic noise monitors clipped to operatives' jackets when working near noisy plant.

• All on site were offered free blood pressure, cholesterol and diabetes checks, and given advice on adopting a healthy lifestyle.

• In cold weather, working patterns were reorganised. Extra breaks with hot drinks were given, helmet liners were provided to avoid the use of hoodies, and thermal liners for gloves were supplied.

• To help night shift workers have a reasonable quality of sleep, packs were made available with eye shades, ear plugs and advice leaflets.

• A campaign to encourage operatives to give up smoking included the provision of smokeless cigarettes, along with one-to-one counselling.

• A cleaning schedule was displayed to indicate that cleaning had been carried out.

• Toilet brushes, and notices, were provided to encourage the cleaning of toilets after use.

• Towels and toiletries were made available to encourage the use of the shower and changing facilities.

• Site facilities included a recreation room, a quiet room and an open-air space in which to take breaks.

• Stations around the site with lens cleaning wipes, ear plugs and cooled water dispensers.

• Battery charging lockers were provided.

• A boot cleaner was provided with brushes, water trough and hoses at the entrance to the welfare and site office accommodation.

• A periodic deep clean of the facilities was carried out in addition to the daily cleaning schedule.

• Toolbox talks were given about looking after facilities and helping to keep them well maintained, clean and hygienic.

• A tumble dryer was installed in the drying room.

• Dedicated welfare facilities installed at offsite delivery holding area.

• Shoe racks introduced into drying/changing room to help improve tidiness.

• To reinforce worker consultation, a UCATT official was hosted on site to assist in matters related to worker conditions, facilities, health and safety.