Contributing To The Identification of Wo

Level 6 NVQ Diploma in
Construction Site Management /600/7354
Contributing to the Identification of Work Teams in the Workplace
1. Identify any significant factors which will affect the number, type and availability of people
and services
1.2 Explain methods that can identify significant factors that can affect numbers, types and
availability of people or services for typical projects.
I hold a Managers meeting on a weekly basis, where I give a detailed breakdown of the
works we have scheduled and the appropriate deadlines. When establishing deadlines, I
take into account the factors of cost, time, staffing resources available and individual
skillsets and the location of the work required. From this information, I Am asking
subcontractors to plan and resources the upcoming deadlines.
Upon arrival at a project, I am given (or request) a programme of work, drawings and
specifications. I use this information to ascertain what resources and, if necessary,
external company assistance, we will require to complete the job effectively and
efficiently. For example, when several projects are due to finish at the same time, we
sometimes employ external waste management assistance, to ensure there is no delay in
signing off the work, as company policy dictates that a job cannot be signed off without
the site being completely clear and safe. For example, when I have a entire floor finished
in terms of tape and joint, I have to make sure our painting subcontractor is aware of it
and make sure will have enough resources to cope with 7 flats as they are on my Core 3
Level 1.
2. Evaluate and record the quality and potential reliability of people or services, and circulate
the results to decision-makers.
2.3 Describe methods that can evaluate and record the quality and potential reliability of
people or services.
I am inspecting works before decorating stage by create a Pre-Dec snag list where I am
making sure all the qualities are fully checked and highlighted to all relevant subcontractors
to come back and do the remedials before decoration begins.
In addition to this, I perform regular spot checks on each area of a project, to ensure
everyone is working efficiently and their work is meeting company standards.
I also ask the reception area, or gateman, to record the arrival of materials and additional
resources we have ordered, to ensure they are arriving on time.
I review the risk assessments and method statements of the subcontractors to confirm they
are working within them, as well as within legislation and our own company policies. Please
see attached documents that is supporting my review of RAMS.
M D Neata Site Manager at Barratt London

2.4 Explain typical ways and techniques of circulating results from evaluations of quality and
potential reliability to decision-makers.
If there is an issue with any of the work that I discover during one of my checks, or it is not to
specification, I request that the senior engineer raise an NCR against the works, also I am
sending email regarding quality issues may it occur during the construction stage.
If there is a persistent problem with lateness, I raise this with the appropriate authority,
whether internal to the company or an external manager, via email to ensure there is a
paper trail of both my complaint and the resolution, I am holding meeting with the
subcontractor’s directors regarding the quality issues on monthly basis.
Any concerns about subcontractors are passed to my senior project manager, who will
review the work and if necessary, the contract.
3. Negotiate and agree proposals which are likely to produce effective teams
3.3 Explain factors that allow proposals to be made for team membership from selected
people or service providers.
I regularly assess my team’s participation in successful works and establish the need for
further training if required, by checking that I am evaluating the grade of experience that my
Assistant Site Managers have and what type of skills are required. I also assess their
individual roles and responsibilities and ascertain whether membership of a professional
body would benefit them as well as the company.
I conduct regular appraisals with my team and one of the things we discuss is their desire for
progression within the company and any training I can offer, or they can request, in order to
improve their skillset and aid personal and professional development.
Once a need, or want, for membership or additional training has been established, I make a
proposal of works to my team manager requesting authorisation and funding, Barratt
London has a very good policy regarding improving managers skills and they are really
investing in this regularly.
3.4 Explain negotiation methods that can be used to get appropriate people or services for
given teams.
On upcoming activity such finishing a construction project and going in to the next stage,
finishing for example, I evaluate carefully my finishing team and chose the right team for it.
When negotiating to get the appropriate, and best, people or services for given teams, we
look at previous work history and their proposal for completion of the project, including time
and cost. Once we have established the preferred candidate(s) for the role, and received
head office authorisation to offer them the work, we negotiate timescales suitable for both
parties and price accordingly.

As a company, we prefer to establish contracts with companies we have used previously. For
example, the concrete finishing company working on our current project first started on site
on our previous project. They performed the work well and within deadlines and proved to be
exceptionally reliable. Therefore, when we approached them with the contract for this
project, they were able to reduce their rate as we were repeat customers, and we were
satisfied that although they still weren’t the cheapest provider, their reliability and quality of
work justified the additional cost from the project budget. I analyse very carefully the given
budget and chose the right team is very important for the project.
4. Follow rules and formalities for obtaining people and services.
4.2 Explain how to work within current rules and formalities governing the identification of
work teams.
Every week is being given an update fit out tracker, I establish the current code of practice
and what training (if any) is required, using my own wealth of knowledge from my previous
projects and through liaising with our SAFETY team and finally, checking the HSE website
which has all the ACOPs.
The company has an excellent training department and I have worked with them for many
years, gleaning invaluable industry knowledge. My team are up to date with training and
competence and I hold regular team meetings to ensure they are updated accordingly.
I am happy to interchange team members on aspects of the project when I feel it is
necessary to ensure all work areas are adequately manned with the appropriate personnel to
ensure a safe and timely completion. Ordinarily, I do this as a temporary measure until
training can be organised. When taking into account work to be done and the agreed
timescale, it is often best practice to employ agency staff to ensure we can meet the
deadlines. I ensure they are trained to the standard required and insist upon seeing
certificates where appropriate. I am going thru with my Assistant Site Managers to make
sure they understand their task and they are focused to achieve the target in the most
efficient way.
4.3 Give reasons on why they must work within current rules and formalities when
identifying teams
I am making sure my Assistant Site Managers are understanding all the procedure in place
and make sure also they are following that in c very professional manner. My team and I
understand that working outside of current rules and formalities could create an unsafe
environment, resulting in a reportable accident and ultimately affecting future works, both
for the individual(s) concerned and the company.
Nobody is asked to work outside of the current rules and formalities and my team are fully
aware that the current guidelines are for their benefit, we have an excellent health and
safety culture.
I have weekly team briefings, where I provide Toolbox Talks relating to health and safety at
work. Recently, we had to issue an operative with a prohibition order due to non-compliance

with HSE guidelines and this was discussed at length; all employees were able to identify
where the breach occurred and we discussed the importance of reporting these matters as
soon as they come to light; each team member is aware of their personal responsibility to
ensure standards are being met and legislation and policy complied with.
Not adhering to current rules and formalities can impact upon timescales and cost of a
project; any accidents are likely to cause delays and additional work which come at a cost to
the company. Recently I have implemented a scheme permit for Ladders where I have asked
all subcontractors that needs any ladder works need to have a permit obtain from my self
and other Barratt Managers to work in certain areas.
Controlling Project Quantities and Costs in the Workplace
1. Implement appropriate quantities and cost control systems which are able to provide early
warning of problems.
1.2 List and describe the factors that determine quantities and cost data.
The factors that determine quantities and cost data are scope of works from drawings and
specifications and budget, I have a full contact with our surveyors where we are analysing all
upcoming activities and plan the budget accordingly.
When we receive the drawings, we use our knowledge of the materials needed for the work
we need to do and use the measurements to ascertain the volume required. We add 10% to
the order, to take into account wastage, which we monitor throughout the project, to ensure
we are not over-wasting. We also look at any materials we have left over from previous jobs
which could be utilised.
We also use the scope of work from the drawings to ascertain how many employees we will
need to work on the project and the timeframe it will take, also make subcontractors aware
of how many operatives are need it on upcoming weeks and how should order materials.
The budget for the project must also be considered. We carefully cost every material ordered
and factor in transportation costs and times and the staff we will need. Time frame impacts
upon the cost data also; we will need to spend more money on staff if the job is urgent to
ensure completion on time. Recently we have had the hoist taken down, after this event I
have to plan ahead the lifting plan for necessary materials need it on site such long kitchen
worktops and splash backs, which require a tall lifting method (such hoist) so I have made a
plan before we took the hoist down and give subcontractors a opportunity to lift all long
materials before hoist was down.
1.3 Explain how appropriate project quantities and cost control systems, which will provide
early warnings of problems, can be implemented.

If we have any issues on this project I am trying to highlight that in the very early stage
to allow enough time to review and plan well ahead.
I attend co-ordination meetings well in advance of the project beginning, where we
discuss concerns relating to quantities and cost, so we can plan the schedule of work well
in advance, which aids efficiency. These minutes are distributed to all parties via email. I
also contact the plant hire companies to ensure plant availability well in advance and to
cost them effectively.
We re-measure the actual area before beginning the job, to ensure the drawings were
accurate and we have adequate materials and staff. Doing this at the start ensures we
are able to obtain extra resources if necessary before they are needed.
All materials are signed out in appropriate quantities from the stock area which enables
us to identify anything we may be over-using and address the wastage issue, ordering
more if necessary. These reports are examined on a weekly basis by myself and the site
QS.
Job progress sheets are also completed by each employee and these are handed in on a
daily basis for consideration.
2. Ensure that quantity and cost data is regularly collected, record it and pass it on to the
appropriate people responsible in time for them to be able to use it.
2.3 Explain methods that allows for quantities and cost data to be collected and recorded for
the project and the resources used.
I am asking all subcontractors to come up with a plan with all upcoming costs and come up
with all data regarding resources, in this way I can provide allocation sheets for plant and
labour, so they can be costed and tracked.
I keep a separate record of the movements of sub-contractors on site as well as a record of
the skips which leave site, and pass this information onto the senior site agent for
consideration.
The engineers produce a materials ‘take off’ from the drawings, which is processed and
included in this information when drafting schedules and programmes of work. I consult this
to ascertain the plant I will require.
I pass the cost data to the buying department, who match this up with the order, to produce
a weekly costing which is logged on the company E1 system, for information and tracking.
2.4 Explain how to ensure that data is passed on to the people responsible in time for them
to use it.

I am usually collecting information on the early stage possible and pass it to the relevant
departments by sending email and data sheets.
I email the notes from the pre-project meeting to all concerned parties to allow plenty of
time for any further issues to be raised before the job begins.
I keep a spreadsheet online logging the projected resource costing of the project, which my
supervisors have access to, enabling them to check this at any time. As the project continues,
I update the spreadsheet with materials and man hours used, which enables them to conduct
regular checks.
I collect all delivery tickets and cost code them, ensuring they are available for collection on
reception every Friday, for the buying team to examine the following week. I am giving them
to our secretary to send them to the Head Office.
3. Ensure that work values, quantities and cost data are prepared.
3.3 Explain how to ensure that correct work values, quantities and cost data are prepared.
I am analysing all materials arrivals and I ensure the engineering team produce a take-
off for materials prior to beginning the job. The engineers will also extract values from
the budget and all the cost data goes to the accounting team for analysis.
Once the job has started, I continually monitor works, including materials and staffing
levels, and check back with the data gathered prior to commencement, to ensure that
there have been no significant changes to the business need. If there have been any
changes that I deem will have a large impact on job completion, for example an
excessive amount of wastage or underestimated materials, I discuss this with the senior
engineer to reach a solution suitable for our project stage.
4. Ensure that accurate quantities and cost data are prepared and presented in a format
which will help the people responsible to make decisions.
4.3 Explain methods that can ensure that accurate quantities and cost data is presented in a
format which will help people responsible to make decisions.
I have a live tracker with all plants and hired machinery, I keep an up to date record of all
timescales, plant, materials and labour used on the spreadsheet of projected usage I
prepare before beginning each job. My managers and QS department have access to this
sheet to enable them to check progress and material usage on an ongoing basis.
I prepare a comparison sheet in Excel with information on the costs relating to a job, which I
share with my manager, which enables him to compare the differing costs for the same
material, staffing resource or plant, once detective work has been conducted. I highlight
companies we have used previously and include information such as distance materials will
have to travel, to reduce our carbon footprint, and the reliability of companies and
employment agencies, with a comments section where I record any concerns I may have.

5. Ensure that variations and trends in quantities and cost data are identified, quantified and
costed.
5.3 Explain how to ensure that variations and trends in quantities and cost data are
identified, quantified and costed.
I have a folder with all SVF’s (site variation form) release to all subcontractors I ensure that
the engineering team perform regular checks confirming that the work is matching the
drawings. Revised drawings are meticulously checked for variations between that and the
original and any amendments to quantities and costings are noted, additional resources are
agreed and ordered and the relevant departments and managers informed.
I also make certain that all materials are checked and measured by an engineer. I compare
this against the initial take-off, noting any variations to the original costing and quantity
projection and ensuring that, where necessary, additional resources are obtained as above. I
am making sure all surveyors are notified to keep record with all SVF’s released.
5.4 Give reasons why trends in cost and quantities and cost data need to be quantified.
Trends in cost and quantities need to be quantified on a regular basis factor which can
influence the speed of the construction and potentially crate a delay if they are not proper
organised and resources it, as they may affect the work programme; should we be under-
resourced, this will leave us unable to meet timescales and in addition, having to order
materials and staffing resources urgently is costly and time-consuming in itself, having a
knock on effect on profitability as it is our responsibility to make certain we have the
necessary staff and materials to complete a job, therefore any additional costs incurred
would come from our profit margin.
Quantifying these trends also enables us to ensure that the final forecast costings are
accurate on an ongoing basis, especially on the final account statement where we can retain
or plus the final figure.
6. Ensure that any variations are investigated and agree and implement appropriate
corrective action with people responsible.
6.3 Explain how to ensure that variations in cost data are investigated and explain why
variations in cost data need to be investigated.
First of all, all variations must be investigated to established why, when, who, is responsible
for the future cost of it. Variations to cost data need to be investigated as ultimately, if a job
is costing more than projected, we need to put procedures in place to minimise costs where
possible and adjust the cost data accordingly, to ensure accurate projections. Similarly, if a
job is costing significantly less than projected, I would be concerned about the accuracy of

the recording and have to ensure that everyone was fulfilling their reporting responsibilities
and that the correct resources were being utilised and we were on track to complete on time.
The initial take-off will be checked in the first instance, to ensure the costings were based on
accurate information. I conduct regular inspections of my section of the works and any
changes that I consider need to be made, I discuss with the senior engineer, suggesting and
then implementing a variation of works, if considered appropriate, instructing the relevant
contractors accordingly.
Additionally, I make sure that each plant is still needed on site. If they are not, I off hire if
needed, this will also create a variation in cost data, I ensure we re-use materials wherever
possible, which also affects cost data, I am making sure wastage of materials is happening
on minimal manner possible.
6.4 Explain methods and techniques of agreeing and implementing appropriate corrective
actions with people responsible which will restore costs and expenditure to budget.
Usually I am identifying all future costs as possible and try to recover it in the best possible
manner.
Occasionally on the current project, I have arranged with our sub-contractors to complete
small variation works as a gesture of goodwill, creating a variation in cost data with a credit
to the budget. Programme durations can be altered and works methods changed to
accommodate this.
6.5 Give reasons why appropriate corrective action with the people responsible, in order to
restore costs and expenditure to budget, needs to be agreed and implemented.
Initially I inform all subcontractors regarding all future costs by notifying them well ahead of
the cost actually will occur These need to be implemented to ensure those responsible are
aware of what is going on on-site and understand the reason for the credit to the budget,
which would otherwise need to be investigated. They can also arrange access to different
areas of the site for sub-contractors who are working outside of their remit. It will also
improve relations between the company management and the sub-contractors. It also gives
those responsible chance to raise any concerns, or any ideas to further restore costs and
expenditure to the budget.
7. Identify opportunities for cost savings and recommend them to people responsible.
7.3 Explain how opportunities for cost savings can be identified.
The weekly Managers meetings I am giving the operatives who are working on the project
the opportunity to share any cost saving ideas they have come up with from working on site,

or cost saving methods they have used on previous jobs. Additionally, I standardise materials
used on site wherever possible, so any leftover materials can be used elsewhere on site.
I continually monitor ongoing works, for cost saving opportunities and recently was able to
suggest one such opportunity to my manager; It is currently being investigated to see if it is
viable, an example is how should build the manifold cover, is it from MDF or pre finish high
gloss material, which probably will save some money and come up with the best idea in
terms of quality and saving money.
7.4 Explain how systems and processes which will assist in the identification of opportunities
for cost savings, can be developed and recommended to the people responsible.
Usually this can happen if you had any previous experience on the past projects where you
learn which kind of materials you need to use to satisfy quality and budget needs. We have a
lesson learned section on the company website, where we detail any instances where we
perceive there has been significant wastage, giving guidance we have created to avoid a
repeat occurrence.
We discuss cost savings during the Managers meetings and operatives are encouraged to
share their opinions and experiences. This feedback is given to the management team for
consideration.
7.5 Give reasons why systems and processes, which identify opportunities for cost savings,
need to be developed and recommended to people responsible.
Team is very important regarding cost saving, this improves long term profitability as we
learn lessons from previous mistakes and can implement new cost saving procedures going
forward.
All ideas for cost savings need to be signed off by the management team as they need to
ensure the ideas are suitable and would not be ‘cutting corners’. Each job needs to be
considered on an individual basis as cost cutting for one job may not be suitable for another.
7.6 Describe methods that can recommend opportunities for cost savings to people
responsible.
Normally all this opportunity are arising on the technical meetings where normally have a
choice of materials and you can actually make any proposals I attend weekly meetings with
all site personnel where I obtain and relay any suggestions for cost saving. I collate these
into an email which I send to the management team. There is also a suggestions section on
the company website, which the office based staff can use to make their suggestions,
alternatively the main office has suggestion boxes on each floor. There is a monthly company
meeting held at head office, which all employees are invited to and there is the opportunity
to suggest improvements and cost savings there. Additionally there is an employee feedback

section on the job progress sheet completed by each employee on a daily basis, which I can
take to my managers.
Ensuring that Work Activities and Resources Meet Project Work Requirements in the Workplace
1. Identify major activities, determine the resources needed from the information available
and prepare draft work programmes and schedules.
1.4 Explain ways that allows major work activities to be identified.
It all depends on the time you have allocated for the project, time is one of the most crucial
factor in construction. For each project, we have a master programme issued to all parties,
which highlights any major works and the priority and timescales/deadlines of the jobs. This
is a guideline for all works, although on occasion, some timescales need to be amended due
to unforeseen circumstances. Wherever possible, we ensure that the major works are
completed on time, even if this means adjusting the deadline for other minor jobs, as these
underpin the project and it is easier to make up ground on the smaller tasks than those
highlighted in the programme, I may it come forward with a suggestion to all subcontractors
to supplement resources to ensure all upcoming major works will have enough resources to
go smoothly possible.
1.5 Explain how needed resources can be determined from the information available.
When I receive the plans and master programme, from my experience all major works need s
to be well plan, I produce a ‘traffic management’ plan for the site, considering ongoing
works, particularly any which are ahead of schedule currently. From this, I am able to assign
banksmen where needed and reallocate staff from areas which are ahead of schedule, to
either work on the major works, or assist on projects which may be behind. I can also
ascertain which areas require signage or stoning up for traffic movements, particularly if I
need to move more resources into areas which the operatives may not be expecting.
1.6 Explain how draft programmes and schedules can be prepared and why they need to be
prepared.
When preparing draft programmes and schedules I inform all subcontractors to maintain
the same level of resources or to supplement resources if need it, I consider the existing
works, ongoing issues, the master programme and the current schedules. This enables
me to produce an accurate forecast/programme for the project, which can then be used
when communicating with management, other occupations and colleagues to establish
any areas of concern and where we need to reallocate resources to ensure we complete
the job on time.

2. Evaluate alternative methods, resources and systems in order to select the best solution to
meet project requirements.
2.2 Evaluate findings of production methods, resources and system examinations to identify
alternative methods, resources and systems.
I use my experience of working on similar jobs and the plans and programme to try and
establish different methods of working, to save time and money whilst still ensuring a safe
working environment and that we are meeting legal requirements.
For example, on the project I am currently working on, I evaluated the method we were using
for tape and joint activity I have proposed to subcontractor a modern technology on the
market to tape and joint more faster and on lofty standards. On a previous job, we had used
traditional tape and joint method and was very slow process. I discussed this with my project
manager and we put a proposal to the engineering team that we use modern technology,
which requires one less man and machine, less filler and would be much faster. The
engineering team agreed and we are waiting for it to be signed off by head office.
2.3 Explain ways that can evaluate alternative work methods, resources and systems.
Comparation is the best method, I compare alternative work methods, resources and
systems with the ones we are currently using, checking which would be more cost effective
and which would be more time efficient. When considering making changes, I also need to
take into account the cost and man hours of implementation as well as any additional
equipment or training that might be needed. However, if the time and money savings are
substantial enough to compensate for this, I would make the application to my manager to
make the changes.
2.4 Describe how the best solutions to meet project requirements can be selected.
Some times the cost is not important when you are building an high spec development, but
the main considerations when meeting project requirements are the cost, both of the actual
implementation of the proposed solution and any additional charges for extra resources,
equipment and training, and also the time the solution will take to implement, to ensure
staff are confident to safely work once they have been implemented and any man hours that
will be lost whilst waiting for the change to take effect, during implementation and in

providing additional training, also it may it worth spending little more money in to it and you
will get the best result.
2.5 Describe the factors that determine project requirements.
Most crucial factor is quality of works, secondly is the time frame and materials are used to
do it, factors that determine all project requirements are the company policies, the
mandatory policies (under HASAWA) and any statutory permissions that are required.
Factors that determine individual project requirements are the client needs, the costs
incurred against the project budget and the specific timescales. The latter two are often
considered when making changes; at times the most cost-effective method of working isn’t
always the most efficient one and when we are working to deadlines, it is sometimes
necessary to sacrifice profit to ensure we complete the job on time and on the desire quality.
3. Obtain clarification and advice where the resources needed are not available.
3.2 Explain how clarification and advice can be obtained when the resources needed are not
available, and who with.
Usually I am identifying that resources are unavailable, I arrange an informal one to

one meeting with either the senior project manager on the project, or my line manager. We
will study the necessary documentation, bringing in the designer if required. We decide
whether or not we need to order more materials, if the estimates prior to starting the
job were incorrect, or if there is a wastage issue on site. If necessary, I will raise the
issue at meetings with the foremen or operatives if deemed necessary.
4. Analyse the activities against project requirements and the requirements of external
factors.
4.4 Describe ways that external factors can be identified and considered.
There are several factors that can affect the project requirements, such as other programmes
of work for other contractors, staffing limitations and weather conditions. Also, an important
factor is how subcontractors will manage the entire construction process, by choosing the
right supervisors or manager to run the project
For example, on this project, we need it a very good team on the stone installation, which
will require to have a supervisor with so much experience to allow the programme of works a
good flow.

For the vanity stone, the supply lead time is five weeks. We knew this could take a long time,
so in the planning stages, the senior project manager contacted the supplier and ensured
they were ordered well in advance, otherwise we could not have started the project on time.
All workforce members can work a maximum of 12 days before they have to take a day off,
so this is taken into account when planning the works and we arrange in advance agency
staff or resources from other projects where needed.
The weather conditions on this project could have had a substantial impact on our
completion time as the water table has been exceptionally high, However, these conditions
had been forecast and we took the decision to start the earlier than usual, which alleviated
the problem.
4.5 Explain how work activities can be analysed against external factors.
When planning a job, it is important to have contingency plans for factors which are outside
of our control, such as those discussed in 4.4 for example orders are not sent on time, this is
the most important factor, factor that is not on your control, to ensure that we do everything
possible to alleviate the related risks and stay on target for completion. We monitor the work
activities daily, using the job progress sheets and the master programme, and use this
information to consider where we need to implement our contingency plans to minimise
disruption. For example, in my project a most important material is timber panelling where
the lead time is 8 weeks, therefore if the subcontractor is not surveying on time the timber
panelling this will influence delivery time.
5. Determine how long each activity will take, identify activities which influence each other
and sequence them logically and realistically so that they make the best use of the
resources available.
5.4 Describe how durations of programmes and schedules can be calculated.
All activities will be estimated and plan accordingly with subcontractor’s recommendation of
time scale and materials resources, human resources, delivery time, and weather conditions.
There are several factors which influence the creation of work programmes and the
calculation of schedules. We need to take into account the project deadline, the schedule of
works to ensure one task doesn’t impact negatively on another, the staffing resources and
materials that are available and any external factors that may affect our project, including
the programmes of the other trades on the project, to ensure our works tie in.
Past experience of the works is also crucial, as I am able to give educated estimates of the
time each activity will take and the man hours that need allocating. If I require a second
opinion, there are many experienced employees within the company who will assist me in
drawing up the programmes and schedules, using their own knowledge and experience.
5.5 Explain how to identify work activities that can influence each other.

By checking the plan and drawings, I am able to identify works that will impact upon one
another. Our engineering team include tie in information for each part of the project as
standard. Most activities that will impact upon each other are identifiable through the
drawings and using my previous experience. If I am unsure, I consult the senior project
manager on the project for advice. For example, the links between electrical and tape and
joint activity, where tape and jointing can influence badly the quality of the finals.
5.6 Explain methods that can make best use of resources when sequencing activities
logically and realistically.
At the stage I am now with the project at Sugar Quay, finals I need to coordinate
logically and realistically the activities will follow, such first activity to get the efficient
hand over of the plots I need to have water and electricity first and then the rest of the
carpentry activity schedule it. To make the best use of the resources I have when
sequencing activities and scheduling works, I check the programmes and drawings to
ascertain the resources I will need for the next stage of the project. If necessary, I will
move some resources and operatives onto the next phase of the project, keeping some
back to complete the current phase, to ensure a smooth transition and that we do not
lose man hours between phases. I liaise with the foremen before moving resources to
ensure that this is viable realistically.
6. Ensure the production of detailed programmes and schedules of planned activities which
are consistent with the complexity of the project.
6.2 Explain how the production of detailed programmes and schedules are ensured.
I produce programmes and schedules of work liaising with other occupations and trades on
site, ensuring we have several co-ordination meetings involving all interested parties, to
make certain that we are working collaboratively to meet deadlines and complete our own
individual tasks without negatively impacting upon each other’s progress. The client and
suppliers are informed of any changes to ensure supply lead times are met. For example, in
my project I have a RV rack with all the’’ SMART’’ stuff which will serve the flat as in
dimming, heating control on iPad and etc, activity that require a special attention due to the
testing cables and leading time of that process.
6.3 Explain methods that ensure programmes and schedules of planned activities are
consistent with the complexity of the project.

On my project I have certain area needs to be finished before other areas on the project, for
example the handover of the plots is different on Core 3 then Core 2 and Core 1, The on-site
planner is responsible for ensuring the programmes and schedules are adhered to, through
liaison with the foremen and operatives. The planner’s responsibility is to advise me of any
areas which urgently require additional support and resources. Additionally, I work closely
with the planner, who provides me with intricate details pertaining to each individual work
area and ensures I have taken all aspects of the task into account, when making necessary
adjustments to programmes, schedules and allocated resources.
7. Develop a system to monitor the works programmes and schedules, implement it and use
the results to improve production and planning.
7.4 Explain how systems can be developed that monitor works programmes and schedules.
I have a current tracker with all upcoming activities that needs to follow on my project, this
tracker is up dated every week and adjusted where necessary and to suite the contractor’s
resources and planed finish date. The site size governs the systems used to monitor the
works programmes and schedules.
For the current project, we develop a weekly works programme as there are so many areas
on the critical path, they all require regular assessment to ensure none are falling behind,
which would require them to be urgently reassessed. Regular meetings are held to discuss
the works and make certain that the required level of progress is being made on each.
On a smaller project, a single work programme could be created at the beginning of the
project, and regular meetings could be held to ensure the deadlines were being met, thus
negating the need for new plans.
7.5 Explain how systems for monitoring works programmes and schedules can be developed.
I have developed a short 3 weeks programme with the upcoming activities will follow on that
month, fact that is developing short terms needs of materials and human resources. Systems
for monitoring works programmes and schedules can be developed by collating the data
from the master programme, design, supply lead times and the Health and Safety files.
When creating these systems, I would also take the deadlines and size of the project into
account, to tailor the system to the individual need of the client. I also use the programme of
works projection, which has a two week ‘look ahead’ and use that to assess which, if any,
activities are ahead, or falling behind.
7.6 Explain ways that systems for monitoring works programmes and schedules can be
implemented.
To ensure that the systems for monitoring works programmes and schedules are
implemented, I assign each area a senior site manager is in charge. The senior site manager
monitors the job to ensure the work is being completed to specifications and the site

manager is responsible for the day to day supervising of the job and individual operatives.
We meet every day to discuss the programme with the project manager and use the data we
collate to assess the job progress and address areas of concern.
7.7 Explain how the using of monitoring results of work programmes and schedules can
improve production and planning.
Automatically subcontractor’s performance it is influencing performance and delivery of any

projects, good planning is crucial, due to ordering materials on time and planning human
resources to achieve the given dates.
Monitoring results of work programmes and schedules enables me to identify areas which
are behind schedule, identify whether there is a need for extra resources or are being
affected by external factors or an adjustment to the working methods, and take measures to
ensure they are able to get back on track. This improves production and planning by ensuring
all parts of the project are on schedule and enables us to plan the workloads going forward.
8. Identify alterations to the works programmes and schedules to ensure they will meet
changed circumstances
8.4 Explain how alterations to works programmes and schedules can be identified.
The easiest way to identify alteration of the programme is continuously comparing works on
all 3 cores, the level of activities and the speed are all developing, I identify necessary
alterations to work programmes and schedules through the continual monitoring of the
ongoing work activities and comparing them to the programmes and projections that were
created at the start of the project. Should I identify areas where targets are not being met
and the area is falling behind schedule, I take immediate remedial action, involving my
manager where necessary for authorisation. If need it all the behind schedule areas I request
from subcontractors more resources and if need it working late shifts to keep up with the
schedule works.
8.5 Describe ways of ensuring that alterations to work programmes and schedules meet
changed circumstances.
Because I am checking, comparing Cores activities is very easy for me to discover all the
areas are falling behind programme, I hold a co-ordination meeting on a weekly basis, where
all areas of the site are represented, and we assess the work programmes and schedules,
identifying areas of concern and offering individual solutions. The revisions we have made
are considered by all parties, to ensure everyone is aware of their own work area
responsibility, that the works meet all changed circumstances and that no trades are
adversely affected by the changes. It is important to include all areas in this work discussion
as it builds morale and gives each area an opportunity to raise any concerns we have not
picked up on yet, usually I draw up a compulsory list with all the areas needs help and discuss
with the subcontractors to monitor closely and resources accordantly.

Establishing and Monitoring Communication Systems and Organisational Procedures in the

Workplace
1. Identify organisational and communication needs for the project.
1.3 Explain how suitable organisational and communication systems can be identified for
projects
In my opinion the most efficient communication is to hold walks around the areas I want to
discuss and highlight all the problems and then send an email confirmation with all findings
and issues and obviously all the solutions and architect alterations need it to happen, I chair
the site operative monthly safety meeting and send out information to all trades on the site
via email prior to this, as well as printing out and distributing copies of the minutes from the
previous meeting so everyone in attendance has a fair understanding of what has happened
previously and what will be discussed at the meeting on the day.
I hold regular toolbox talks with individual operatives and teams alike, where we discuss all
aspects of their role, including health, safety and environmental issues.
I regularly chair inductions and brief individual employees on their own individual roles and
responsibilities before they begin employment with the company.
Additionally, I attend the daily meetings held with supervisors and managers to ensure I am
aware of any interface issues. I also attend as many of the weekly trade meetings as I am
able to.
The company complies with organisational requirements by ensuring all communication
guidance is set out in the staff manual given out at employee induction. Site communication
methods are determined by the size of the site, number of people who need to receive the
communication and the availability of technology on the site, normally all communications
are addressed to all the relevant parties.
2. Establish systems and procedures which are compatible with those used by the client,
customer or their representative and the supply chain.
2.3 Explain ways that systems, compatible with those used by clients, customers or their
representatives and supply chains, can be established and introduced.
In our company for example, I have a portal where I can see all the orders were made by
buying department and a DMS system where I can follow all the deliveries of the materials I
ensure effective communication channels with all parties by arranging with them the most
convenient method of communication. Most clients and customers are happy to receive non-
urgent updates via email, with urgent information being imparted via telephone. I advise

clients that email is the preferred method of communication of the company as it is cost
effective and there is a clear written trail of all communications, protecting both the
client/customer and ourselves. With supply chains, we ordinarily order via website or email if
their site does not support online ordering. Telephone communication is reserved for urgent
matters, such as orders we require immediately not being delivered in full or on time, or their
delivery vehicles being unable to access our site.
2.4 Explains methods of establish communication and organisational systems that will
enable clear effective management, administrative and operational controls.
I arrange a weekly meeting where we are normally discussing all the urgent design issues on
the project, all facility current problems and we are creating a minutes document that we
follow next week if was complete or not, I arrange meetings with senior staff members using
the Outlook calendar to ensure that they are available, and that others can see when the
meetings are, to enable them to plan their working day accordingly. I ensure these meetings
are not planned around trade deadlines, as I appreciate the supervisors and managers prefer
to be on-site at these times to ensure their team are meeting their deadlines for completion.
Whilst it can be difficult to meet with representatives of each area of the site, I endeavour to
ensure they are all represented, to foster good relations between occupations and enable
them to have full and frank discussions in person, rather than via telephone or email.
2.5 Give reasons why communication and organisational systems, that will be compatible
and provide control, are needed.
The formal communication system is normally by email or letters, communication and

organisational systems must be compatible with all interested parties, to ensure everyone
has equal access to information and the opportunity to attend relevant meetings. All
supervisors and managers need to establish control within their teams and being able to
attend the briefings and meetings helps, as decisions regarding their work areas are not
made in their absence and without their input.
3. Produce project information and circulate it to people and organisations that have an
interest.
3.4 Describe ways that accurate and unambiguous information about people’s roles and
responsibilities, the project and the organisational structure can be produced.
In my project activities are changing on weekly basis, therefore sometimes we are changing
managers in charge on different areas where the project needs, I regularly update the roles
and responsibilities board, which is situated behind the main reception area, for all site
visitors to see, as well as operatives and management, ensuring the correct information is
displayed. As part of the site induction, I ensure each employee is given the site management
structure, so they are aware of their role within the company, as well as which supervisors
and managers are in charge of their work area. I make certain all electronic employee
records are up to date, including any new training certificates, also I am telling all new

employees that all managers are well training and if they need any more information they
should not hesitate to ask any of the senior managers on any matters including personal
level too.
3.5 Explain methods that allow for the circulation of information about people’s roles and
responsibilities, and the project and organisational structure, to people and organisations
that have an interest.
When a new manager or supervisor starts new role in our company we are holding up a
meeting where we will introduce the new managers to the team and the new areas where
he/she will be responsible for, As well as the roles and responsibilities board and the
induction manual, operatives and management are briefed during the weekly meeting on
their individual and collective duties. Additionally, appraisals are carried out on a bi-annual
basis and every individual who works for the company is required to complete a personal
development plan as well as making sure they are meeting their personal objectives.
The company website gives details of the management structure, as well as key contacts in
HR, design and engineering, to enable external organisations to contact the department they
require. Additionally, the switchboard operator at head office has a complete list of staff
members, their roles and responsibilities and a contact number for them or their team, we
also sending a welcome email to all managers and employees on the project.
3.6 Give reasons why information on people’s roles and responsibilities is important to
people and organisations that have an interest.
Is very important to clarify responsibilities and areas where new employees will be
responsible for, it is vital that interested people and organisations are able to ascertain
employee roles and responsibilities in the company to ensure that we are working
transparently and honestly with all parties. Additionally, this information is important as only
certain employees have certain permissions, for example there are only a few authorised
persons who are able to authorise RAMS and particular engineers who are able to give
permits to dig, so it is important that these people are known to anyone who requires these
permissions to be given, such as external organisations, so they have confidence that the
correct approval has been granted. Additionally, the workforce need to be aware of who
their supervisors are, as well as the site first aiders and fire marshalls, so they know what
steps to take in event of an emergency.
4. Establish methods of communicating information between people and organisations that

have an interest.
4.3 List and describe who would likely to be included when establishing communication
methods for projects

Everyone on site is involved in deciding the best method of communication for projects, as
under the company policy, everyone on site has a duty of care to one another, so they all
need to be confident when communicating at work, for example, in the event of an
emergency.
When communicating with clients and customers, we prefer to use email as it is a recorded
form of correspondence, and is cheap and efficient. When urgent matters arise, we would
always use the telephone or face to face communication to speed up the process and ensure
the message was received immediately, or as soon as possible. If a client or customer
specifically requests that we do not use email, for example if they are not confident using
computers or are visually impaired, we would use telephone or face to face communication
accordingly.
Letters can be used when a communication is non-urgent and needs to be distributed to
people who we cannot confirm telephone or email details for. For example, if we know we
will be working near a residential area next month, we would send a letter out to each
residential property in the area, advising them of the works we will be doing and progress of
the project and estimated time of completion.
4.4 Explain ways that methods of communicating, reporting, recording and retrieving
information, between people and organisations that have an interest and appropriate to the
needs of the project, can be established.
Best type of communication is formally by email, where I need to communicate set of rules,
programme, dead line etc., most effective type some time is the informal way where you get
to know your partners of work.
I discuss the preferred method of communication with clients and customers at the start of
the project, to ensure I am meeting their needs and using the most efficient way to
communicate with them. Within the company, I establish the best methods of
communicating, reporting, recording and retrieving information by liaising with the relevant
authorities and employees to come to an arrangement that is beneficial to everyone. For
example, I store the data I collect on a weekly basis to ensure we are on track for completion
on a spreadsheet that I allow my contemporaries and superiors to have access to, to check
the information at any time. I hold the SAFETY committee meeting every day, which is the
best day for all the trades to take time out to attend. I ensure that if I am making approved
amendments to work programmes or schedules that I make a written request via email, and
that I save the confirmation response for future reference.
4.5 Explain why methods of communicating, reporting, recording and retrieving information
between interested people and organisations should be established.
Methods of communicating, reporting, recording and retrieving information between

interested people and organisations should be established in order to ensure that all parties
have all the information they require, that they are able to access it whenever necessary and
information is shared efficiently in the most appropriate manner. Establishing agreed
channels of communication means that important information is less likely to be missed; for
example, my colleagues expect an email from a Cleaning company is not going to get it the

best way is to phone the company and ask for that information to be sent by email and copy
all relevant parties, reporting on any issues that we have been unable to remedy during that
week, for consideration on Monday.
5. Monitor the communication and organisational methods for effectiveness, identify and
investigate breakdowns and take action to restore effective communication and
organisation.
5.4 Explain methods that can monitor the communicating, reporting, recording and
retrieving of information.
Barratt London has a portal where we keep all the information such meetings held, mock
ups, design changes, comments made on type of apartments where the actually design some
time does not work, we are storing all our weekly managers minutes and it gat updated
every week.
We monitor the recording of progress on job progress sheets as well as on the master work
programme, checking the work completed against the guidelines. Group emails are used to
advise all the trades’ supervisors of any important changes to their work programme.
We log all communication with clients and customers on a work tracker, even if it is just a
short telephone call, and any email correspondence is copied onto a shared drive, so all
interested parties can access this at any time.
5.5 Explain how breakdowns in communication and organisational systems can be identified.
Because we are holding most our communications on email and on our portal is very easy to
identify all communications very efficiently such Site Variation Forms, change controls etc.
Breakdowns in communication can be identified through quality of work; if work isn’t signed
off properly or hasn’t been completed to specification, the first task is to check whether the
original drawings were amended and if the operatives and supervisors were made aware.
When holding team meetings, I ensure that the first item on the agenda is the minutes from
the previous meeting and try to establish where the communication has broken down, if
agreed actions have not been taken.
5.6 Describe how breakdowns in communication and organisational systems can be

investigated and explain why they should be investigated.
Breakdowns in communication can be investigated through arranging mediation or meetings

with the parties involved and an impartial chair. It is necessary to establish at what stage the
communication broke down, for example, if an operative misunderstood a direction or a
supervisor was absent from work and unable to cascade information to their team in good
time. Investigating them highlights the seriousness of the situation, enables any friction
between the parties to be dealt with and is a ‘lesson learned’ for everyone, to avoid future
breakdowns. It is very important to investigate breakdowns of communication because these

situations can influence badly on the project development, if a subcontractor has

misunderstood direction this can cause delays on the programme.
5.7 Explain actions that can be taken to restore effective communication and organisational
systems.
When holding the meetings to deal with communication breakdown, both sides should be
given the opportunity to give their side and corrective measures should be implemented to
ensure this doesn’t happen again. Operatives should discuss with supervisors when they are
unclear of the instructions they have received and everyone at supervisor level and above
should update their out of office alert so that it is clear when they are not at work and able
to receive communication.
6. Use information received to make improvements to the organisation of the project and
communication systems.
6.4 Explain how possible improvements to methods of communicating and organisational

systems can be identified.
The methods for improvement can be identified through the action taken when
communication has broken down, through feedback from all interested parties, through
updating our software and technology to ensure our communication and organisational
systems are as efficient and effective as possible. We also review communication at the end
of each project as part of the company ‘lessons learned’ policy to ensure we are using our
information and systems to the best of our ability.
6.5 Give reasons why established systems should be improved.
Established systems should constantly be subject to review and improvement to ensure that
we are using the most efficient and up to date systems possible, to benefit ourselves and our
clients/customers. Our industry, and indeed projects, are continually evolving with new
contractors, legislation and reforms and company policies and procedures changing
regularly, so reviews are vital to ensure the systems we use meet our business need.
7. Prepare for and manage meetings to meet objectives.
7.4 Explain how meetings should be managed that ensures objectives are met.
When I am chairing a meeting, I manage it by documenting all points raised, particularly

areas which require review and improvement. This enables me to check retrospectively the
actions and objectives that were agreed and investigate should they not be being carried out
and met. I ensure that my communication is clear and concise and, when conducting an
appraisal, I obtain signed confirmation from the employee that they are aware of what is

expected from them. I ask employees for their opinions, recommendations and feedback and
incorporate these going forward where appropriate.
7.5 Describe the different types of meetings that can be undertaken with stakeholders and
colleagues.
Meetings held with colleagues are usually team meetings, traffic management meetings,
appraisals, inductions, risk assessments, disciplinaries, exit interviews, safety committee
meetings and SAFETY meetings or toolbox talks.
Team meetings, traffic management, appraisals and safety meetings/toolbox talks are pre-
arranged and held on a regular basis, on agreed dates, for interested parties.
Inductions, exit interviews and disciplinaries are held as needed and are normally on a one
on one basis, apart from disciplinaries which are attended by HR and trade union
representatives if required.
Risk assessments are conducted before the job commences, and if a major change has been
made to the work programme which requires additional assessment.
Meetings with stakeholders tend to be restricted to senior management and would discuss
profits, loss, liabilities and any issues or delays to the work programme that may affect these
matters.
8. Complete actions following the meeting to meet objectives.
8.3 Explain methods that ensure actions are completed following meetings and the
objectives are met.
When setting objectives in meetings, I ensure that a completion date for actions that need to
be taken is agreed and note this in my Outlook calendar, to be checked. When holding one of
my regular meetings, I check the minutes from the previous meetings to ensure all the
agreed actions have been carried out. If objectives are not met by an individual or team, I
will meet with the parties in question and agree a review date in the very near future,
offering assistance or additional resources if needed.
8.4 Describe ways evaluating the effectiveness of meetings.
I identify the effectiveness of meetings by taking into account the attendance, the
engagement of the attendees and the actions undertaken following the meeting. I assess the
effectiveness of previous meetings at the start of the following meeting by checking the
minutes to ensure agreed actions have been carried out. I also leave feedback forms at the
end of the meeting for the attendees to complete and return and take the feedback into
account when planning future meetings.
Establishing Project Dimensional Control Criteria in the Workplace

1. Obtain relevant survey information, check that it is up to date and accurate, and resolve
any problems.
1.3 Explain ways that relevant survey information can be obtained.
I obtain accurate and up to date survey information by consulting the site engineering team
and the workforce to ensure that all plans, drawings and the work programme are suitable
to be used for construction. I do this in advance before the job begins, then on a regular basis
to try and ensure there are no problems when we begin the project, and throughout to try
and establish any issues that may arise before they negatively impact upon the project.
I submit any technical queries to the senior engineer on the project, who in turn submits
these to the client, with projected solutions where possible. If I need further information, or
there are inconsistencies between documents, I go directly to our design manager for
assistance.
I can also obtain relevant survey information from other trades, designers, contractors and
utility companies.
1.4 Explain how survey information can be checked to ensure it is up to date and accurate.
I compare the information I receive from all parties with the risk assessment, the plans for
the project and the work programme. I also conduct site checks to ensure the work we are
producing matches the specification and instruct the engineering team to do the same on a
regular basis.
1.5 Explain how problems with survey information can be resolved and why problems need
to be resolved.
Issues with survey information can cause delays to the work programme and clashes
between occupations, so they need to be resolved as a matter of urgency. When I come
across discrepancies in information, I obtain clarification and advice from the senior
engineer or design manager, depending on the nature of the issue and we work with the
foreman of that section of the site to ensure the problems are rectified before they cause
further difficulties.
2. Correlate and interpret information on project work which is relevant to dimensional

control.
2.3 Describe factors which determine dimensional control information.

Using the drawings, I conduct regular site dimensional checks as the project progresses.
Additionally, the engineering team carry out dimensional checks on the works as they are
ongoing, often measuring distances and position, taken from primary setting out points.
Levels and co-ordinates are ordinarily provided on the site plans to enable all parties to
establish the correct setting out points before beginning construction.
2.4 Explain how information on project work can be correlated with dimensional control
information.
The assessment of all dimensional control information is a pivotal part of the planning of any
construction. I arrange a meeting with the site engineers, design manager and my works
manager in order to ensure all relevant parties have some input during the assessment
phase. Once we have agreed on the impact of the information, we draw up a work
programme and write a RAMS for the project.
2.5 Explain methods that can interpret information on project work which is relevant to
dimensional control information.
I liaise with site engineers, the design manager and other key members of
the team when interpreting the information on projects which is relevant to
dimensional control information, to ensure that we are all interpreting the
information in the same way, as if we are not, this will cause problems in
the project as different managers will be issuing differing work instructions.
Additionally, I consult the original work programme and risk assessment to
ensure that new information matches the original documentation.
2.6 Give reasons why information on project work, which is relevant to dimensional control
information, needs to be correlated and interpreted.
It is vital to correlate and input information which relates to dimensional control

information on project work to ensure all works are being completed to the newest
information, should the plans have been amended during the job. It is equally important
to ensure all parties on the project have access to the correlated information, to ensure
parity between trades and that everyone is aware of their roles and responsibilities, not
just as individuals, or indeed as part of a team, but their part in the project as a whole.
3. Ensure that variations are identified between the specified and the actual site dimensions,
record them accurately and circulate them to decision-makers.
3.4 Describe possible causes of variations between specified and actual site dimensions.

When specifications have not been checked on the actual site, differences are common,
which can cause problems when planning and carrying out all aspects of the work.
Additionally, changes which have been made during the planning process and early stages of
the job may need to be considered in the later stages as the specified plans we begin the job
with may need to be adjusted as issues arise.
3.5 Explain how variations between the specified and the actual site dimensions can be
identified.
I can identify variations between specified and actual site dimensions by carrying out
topographical surveys. I can also spend time comparing between design information on
drawings and actual existing site survey information. The engineering team conduct regular
site checks to ensure the work matches the current plans.
3.6 Explain ways of recording variations between the specified and the actual site
dimensions.
In the first instance, I would raise a technical query with either the senior project engineer or
the design manager depending on the nature of the variation. I would also notify my works
manager and the foreman of the area, as depending on the scale of the variation, this could
cause a significant delay to the scheduled works.
4. Ensure that reference points are suitably placed, accurate, clearly identified and protected
from movement or removal.
4.3 List and describe typical types of set reference points.
At the start of the construction phase, before the site is even set up, I ask the engineering
team to set out primary points and co-ordinate them in accordance with the ordinance grid
system. Wherever possible, they mark the reference points on existing permanent structures.
Where there is no permanent structure in place, I ensure point are concreted into suitable
locations which will not be disturbed, as I make certain they are fenced off.
I ask them to fix datum points off permanent buildings and use pins with tape on for levels.
For the grading of roads, etc. travellers with boards are used, and Hilti nails are fixed into the
ground and used for the setting out of steelwork or shutters.
4.4 Explain how to accurately set and clearly identify reference points from set reference
points.
Reference points are identified by myself and the engineer using the plans. The points are
then set out by the engineer or land surveyor, depending on the size and scale of the

construction. They are clearly marked out and all interested parties have access to the plans
with them clearly labelled and are set out before any work on the site commences.
4.5 Explain methods that can protect reference points from movement and removal.
I ensure the reference points are protected from movement and removal by aiming to have
them marked on permanent structures in the first instance. Where this is not possible, I
endeavour to concrete them in. If this is impractical, I ensure they are secured as safely as
possible, and marked clearly. Where they are not on permanent structures, I also fence them
off to keep them safe from interference of any nature.
5. Ensure a dimensional control monitoring system, which will make sure the specified
accuracy criteria will be met, is established.
5.2 Describe the elements of monitoring systems
Primary control points are identified prior to construction work commencing, to monitor
directional control by the engineering team. Both position and level are checked and
recorded by the site engineer, who keeps a record of the positions to ensure they have
not changed.
5.3 Explain how monitoring systems can be developed.
Monitoring systems can be developed through assigning a designated engineer a checking

schedule, to ensure that the checks are regular and thorough and there is one point of
contact within the engineering team. The engineer responsible would keep an electronic
record of their findings, which can be accessed by all interested parties. This information
and monitoring is critical to the works accuracy.
5.4 Give reasons why monitoring systems should be developed.
Monitoring systems should be developed to ensure accuracy and that the project is being built
as per the design, and to suit the needs of the particular project; a smaller scale project would
require fewer reference points and therefore fewer checks.
6 Ensure that measuring and recording equipment is maintained to meet the specified accuracy
criteria.
6.3 Explain how typical measuring and recording equipment used to establish dimensional
control is maintained.

Company policy is to complete engineering checks establishing dimensional control

according to CIRIA guidelines. They check the levels weekly, using the plans and reference
points, ensuring the measurements and points are still true to plan, and the theodolites on a
monthly basis.
Two peg tests and rotation checks are conducted on theodolites, as well as checking the
storage, to ensure they are in a dry and clean environment.
6.4 Give reasons why specific measuring and recording equipment should be selected for
given projects.
Designated measuring and recording equipment as detailed in 6.3 should be used to ensure
project accuracy across the topography, layout and size of site. It is vital to ensure that
measurements and recordings are correct otherwise the project itself could be
compromised. Should the construction be inaccurate, it would not be fit for purpose and
could result in the company losing the job and client.
7 Record any dimensional control information which may be of later use, and store it securely.
7.3 Explain the methods and procedures that can be used to record and store dimensional
control information which may be of later use.
I log all information I collate regarding dimensional control information (including

dimensions, locations and levels) and it is filed securely in my office. I keep electronic copies
of documentation I may need to access when travelling around the site or visiting clients or
our other projects or offices.
I receive most of my information from the site engineering team; I request a copy of all
documents relevant to my role relating to dimensional control to ensure my records are up
to date and accurate.
Additional dimensional control information is stored in the Operation and Maintenance
manual with the engineering time and electronically as built documents, although I don’t
create these myself, I do have an active role in their completion.
All the files and data from the works can be used to collate dimensional control information
should additional data be required.
Establishing, Controlling and Monitoring Environmental Factors and Sustainability in the

Workplace
1. Identify the environmental management considerations and establish methods of work

that will support sustainability by examining project data.

1.3 Explain how, and what types, of project data should be examined to identify the needs of
environmental management.
The project construction file contains information relating to current and ongoing
environmental concerns. These concerns are discussed with all employees, who sign a form
upon commencing employment confirming that they are committed to working in a way that
has a positive impact on the environment where possible.
When we first started the earthworks on this project I organised a team to construct a pond
at the far end of site because it was detailed in the construction file that natter jack toads
were in the long grass and the suggested course of action was that we could move them out
of harm’s way. The pond has now been there for two years and is full of toads.
On this project I ensure that whenever any of my staff are working with concrete, that they
always washout in a concrete washout skip to stop the slurry polluting watercourses.
The washout skip will be covered with Visqueen in bad weather and the Visqueen pulled off
in the sunshine to let excess water evaporate, then I will ask the excavator driver to move the
concrete to the stockpile in line with the company waste management policy.
Prior to commencing work on site, I consult the construction file, which enables me to
determine any needs of environmental management work methods. On the current project,
for instance, I am aware that we are building onto a disused landfill site with a leech ate
system below. Therefore, any excavations below capping level will need the contaminated
water pumping back into the leech ate system, after being let through a silt trap to remove
the silt.
1.4 Explain methods and techniques of examining project data in order to identify and
establish methods of work that will support sustainability.
As detailed in the waste management section of the staff handbook, and on the company
website, I ensure that we reuse any materials we are able to, for backfill etc. No inert
materials are put into our skips and we endeavour to use local suppliers to reduce our carbon
footprint.
1.5 Give reasons why the needs of environmental management and sustainable work
methods need identifying.
If I, as a company representative, fail to offer sustainable work methods, the company

could be fined by the EA, which would potentially damage our reputation as well as
incurring a fine. It is beneficial cost wise to recycle waste as landfill sites are becoming
rarer, making waste harder and more costly to dispose of and to implement best
practices for generations to come. Furthermore, it is ethically sound to provide
sustainable methods of work, to avoid contributing to existing environmental issues and
damage of wildlife systems.

2. Encourage a culture of environmental awareness and support for sustainability in the

workforce.
2.3 Explain how a culture of environmental awareness and support for sustainability in the
workforce can be encouraged.
I ensure that all waste is disposed of appropriately and in accordance with statutory and
company guidelines, including a separate bin for spray cans. I am aware that all COSHH
material needs to be placed in the COSHH stores and regularly check this is in place.
My team re-use all material which they are able to in accordance with my instructions. For
example, any timber that is over 700mm is retained as it can be used for smaller jobs, if not
on this project, then in future works.
I have developed a helping you helping the environment campaign which is displayed in the
canteen, it raises awareness of the environmental issues and how we can work safely and in
an environmentally manner and also how to save money at work, such as participating in a
car share scheme, which I organised on site.
2.4 Give reasons why a culture of environmental awareness and support for sustainability in
the workforce should be encouraged.
Environmentally awareness and sustainability support in the workplace should be supported,

to make certain all employees endeavour to make a difference and work in a manner that is
environmentally friendly. Employee feedback is vital when developing a culture of
environmental awareness and sustainability as each individual working on site can help with
finding ‘greener’ ways to work.
3. Delegate duties for environmental management and monitoring sustainable work

methods.
3.1 Evaluate environmental management requirements of projects and determine numbers

and types of people needed.
On site, we have a full time environment advisor, who is called upon where legislative
clarification is needed or even if I just require a second opinion on a matter. Additionally, we
have a full time waste co-ordinator who monitors wastage and waste disposal across the

site. Two of our employees are designated store men who keep all the COSHH details up to
date and in the COSHH cage. They ensure that spill kits are in suitable locations around site
and signposted accordingly. This is our environment management requirements for the job.
I have assigned the store man to waste coordinator; he keeps records of all waste off and
onto site and ensures it is disposed of in a responsible way, recognising the company ‘duty of
care’.
I have briefed the store men not to sign any generators out without a plant nappy and
additionally I have ensured all operatives are aware of this directive.
If a generator is to be used on site in my section then I will personally brief this with the
RAMS.
3.4 Explain how and why duties for environmental management and monitoring sustainable
work methods should be delegated.
Due to the nature of my role, it is sometimes necessary to delegate my environmental

management duties to other employees once the site is set up and my monitoring systems
are in place.
I make certain I only delegate environmental management duties to authorised, competent
persons under close guidance from myself. If I don’t delegate duties and they fail to be
carried out it could end up in prosecution from the EA and result in my being disciplined and
the company reputation being damaged. We could also incur a fine.
4. Assess the significance of environmental factors as they affect the project and take
appropriate action.
4.2 Evaluate the impact of work on the environment and apply corrective measures to
eliminate or reduce effects on environmental factors.
I regularly carry out noise assessments within my section and I establish that the
surrounding areas are not affected. I ensure that when MEWPs are being used within the
building, that they are switched off once in position to reduce emissions, and if possible
utilise an electric MEWP, although size constraints on the electric models sometimes make
this impossible.
I have implemented a new rule on my section by briefing the joiners on site and explaining
that for grouting activities they should go around site and check all the skips for timber
before we order new timber as we only need small sections of timber for grouting the
stations. This reduces the need to ship in more timber, which in turn reduces the need for
more wagons on the road reducing our carbon footprint, fewer trees will be cut down to
meet demand and reduces costs overall for the company. It is also a more efficient way of
working as we do not need to wait for the arrival of new stock.
4.3 Explain ways of assessing significance of environmental factors as they affect projects
and describe what actions ought to be taken.

If unexpected environmental factors affect our projects detrimentally, I arrange a meeting

with our environmental advisor in the first instance, to establish measures we can take to
minimise the impact on the construction. For example, we recently had a problem with
pigeon guano on site, which was deemed to be a health risk for our operatives. I liaised with
the environmental advisor and he advised me to ensure all workers used full PPE and
minimised their work in the area until we could arrange for a clear up. I wrote a RAMS for
the operation and the guano was cleaned up accordingly.
5. Monitor project work against sustainability requirements and take appropriate action to
ensure progress.
5.2 Define the term sustainability and list the factors that make up sustainability
requirements.
Sustainability is defined as the ‘avoidance of the depletion of natural resources in order to

maintain an ecological balance’.
Our company policy is to always recycle stone, clay, topsoil and other inert materials
wherever possible, by way of segregating materials in separate stockpiles, this is briefed in
the RAMS and the site induction to the workforce. If we mix the materials at the workface
then the material becomes useless to us on the job. The site I am currently working utilise
plant nappies underneath generators to reduce the risk of pollution, and I believe this will
become a companywide rule in time.
Wherever possible, the store man is asked to purchase water based products which do not
affect living organisms, we ordered emulsion paint to paint road pegs instead of using spray
can which emit CFCs. All COSHH material is kept in a COSHH store at all times and I brief my
workforce in the form of a COSHH assessment which details the safe use of the product,
emergency procedures and disposal methods. This meets our statutory responsibility when
working with COSHH materials. Additionally, as a company, all our waste can be traced to its
final destination; we ensure that we receive and log waste transfer notes
5.3 Evaluate results of project work monitoring and apply corrective measures which
maintain sustainability requirements and progress of work.
After monitoring the volume of timber wastage on previous jobs, I have implemented a new
policy for my workforce whereby, for jobs which only require small sections of timber, such as
grouting, the joiners should be checking skips for timber before ordering any more. I have
also asked site foremen to instruct all operatives to save any piece of timber that is larger
than 700mm in the stock storage area, for this purpose. This reduces the need to ship in
more timber, which in turn reduces the need for more wagons on the road reducing our
carbon footprint, fewer trees will be cut down to meet demand and reduces costs overall for
the company. It is also a more efficient way of working as we do not need to wait for the
arrival of new stock.

5.4 Explain ways and techniques of monitoring project work against sustainability
requirements and how to take appropriate action to ensure progress.
Whilst working on a project, I make certain I am based at the site itself to enable me to
monitor the ongoing works on a daily basis. As standard, I conduct weekly site inspections
which highlight any areas which are not complying with our policies in relation to working
sustainably. Once these have been established, I meet with the parties involved and set a
deadline for resolution. I regularly brief the workforce at the ‘start of shift’ briefings and the
weekly BBS meeting regarding on site sustainability requirements and perform spot checks
to ensure we are following site guidelines and company policy on sustainability.
6 Record good practice in environmental management and sustainable methods of work and
make recommendations to people responsible.
6.3 Describe ways of recording good practice in environmental management and sustainable
work methods.
The weekly site inspection is documented and kept in the electronic files on site with
details of any actions implemented or targets set.
There is a health and safety board in the office canteen which I update with good and
bad practice photos on the wall for all users to see, including staff, sub-contractors, the
client, and management.
Our site was given a score of ten on the recent safety audit. It was advised that part of
the reason for this was the extra services we provide to ensure on-site safety, such as
having a tyre inflator on site to pump up the tyres of any person on site; this information
is passed onto all the sites as an innovation and is kept in our safety files.
6.4 Explain methods and techniques of making recommendations of good practice to the
people responsible.
I encourage my own workforce to make recommendations where they consider

improvements to our sustainable working policies can be made. I discuss these, along with
any suggestions for improvement I may have, with my works manager to see if
implementation is viable. If the works manager is in agreement, I brief the workforce during
‘start of shift’ meetings or tool box talks, asking staff for feedback once they have been
working under the new system. Additionally, I advise the interested parties in other teams
and trades of any changes to working practice via email, ensuring I copy my works manager
in. I will follow up by assessing the method when it has been implemented and ensure it is
successful.

Evaluating Feedback Information and Recommending Improvements in the Workplace
1. Promote the value of making improvements from feedback and encourage the collection
of feedback.
1.3 Explain ways of promoting the value of making improvements from feedback received
from information sources.
I chair the weekly BBS and encourage the workforce to give feedback on any changes in the
work place as well as any ideas they have for improvement to work methods.
During the BBS I encourage the workforce to discuss all aspects of the works, they will let me
know if suppliers are letting us down, whether the engineers are giving correct detail in
regards to setting out or whether they feel sub-contractors are letting us down.
I involve the workforce in the production of RAMS and ask their opinion of how the works
should be done, this way they feel they have played a part which will promote work
efficiency. I feel this fosters good workplace relations and boost staff morale as it shows staff
that their opinions are valued and that any concerns they may have are addressed. From a
business perspective, feedback from those actually working on a daily basis is invaluable as it
enables us to pick up on any issues as they occur, minimising their impact on productivity.
1.4 Explain methods that can encourage the collection of feedback from information
sources.
When I take staff feedback and concerns into account when making site decisions, it
encourages them to continue to provide feedback as they know that it will be taken seriously
and acted upon. Similarly, my hands on approach to site management involves regularly
walking round the site and discussing the works with all operatives, to encourage them to
approach me on an ad hoc basis with any information they feel would be useful.
I also end any email correspondence sent asking that if the recipients require clarification or
would like to discuss these matters further, they can respond directly to me, telephone or
visit me on site.
1.5 Give reasons why the collection of feedback from information sources should be
encouraged.

Feedback from other parties should be encouraged to ensure the works are done in the
safest way possible, to the correct standards and within budget. If feedback is not collected
the works could be done to old, out of date methods. It is also important to ensure the
workforce are happy and that there are no pressing issues on site.
2. Ensure feedback information from relevant methods or sources is obtained, investigated

and assessed.
2.3 Explain ways that ensures that feedback from information sources is obtained using
various methods and other sources.
I collect information from the weekly BBS meeting and from the SAFETY committee meeting.
This allows me to collate feedback direct from the operatives who are actually doing the
work on a day to day basis, so is the most up to date information. I close out SAFETY scored
audits and carry out/close out weekly site inspections, which allows me to be at the forefront
of site activity required standards, and make the site safer.
One of the most important forms of site feedback is the hazard recognition system which I
am actively involved in, I collect the data each month and analyse it and send an email to all
trades on site recommending improvements.
I also gather information from suppliers when necessary to ensure both parties are meeting
their contractual commitments and keep an electronic log of any issues at both sides.
2.4 Explain methods that allows for the investigation and assessing of feedback from
information sources using various methods and other sources.
I log any staff feedback in the file for review and discuss this with my works manager on a
regular basis. All interested parties have access to this file.
I collect the data from the hazard recognition system each month, assess it and send my
findings via email to all trades on site, recommending improvements or additional training
where appropriate.
I also gather information when dealing with supplier queries, both from my colleagues and
suppliers themselves and keep an electronic log of any issues at both sides.
2.5 Give reasons why feedback from information sources needs to be investigated and
assessed.
Feedback needs to be investigated and assessed to ensure that the information is accurate
and that the works are being carried out correctly. A vital part of my role is dealing with
feedback and taking appropriate action to ensure any issues are dealt with transparently
and as soon as is possible, to ensure that production is not negatively affected.

3. Recommend improvements from feedback received and justify the recommendations to

relevant people.
3.3 Explain ways that recommendations for improvements can be made from feedback
received.
I arrange to meet with my line manager to suggest improvements from feedback I have
gained. I present my case for improvement, including the details and source of the feedback
received and ensure I have double checked all the facts, analysed all of the information
received from feedback and ensure that I have spoken to all relevant parties before I
approach my works manager, strengthening my case when recommending improvements.
3.4 Explain how recommendations for improvements from feedback can be justified to
decision-makers.
I speak to my line manager and put my case forward with all the relevant information to
hand for any recommended improvements, providing supporting evidence and statements
and referring to both statutory and company requirements when appropriate.
3.5 Give reasons why recommendations for improvements from feedback should be made
and justified to decision-makers.
I recommend and justify improvements to my line manager to gain his feedback and
knowledge to ensure we are going the best possible way forward, as well asif I just went
ahead with the improvements then I could get it wrong.
4. Summarise changes and improvements from feedback which have been agreed and
promote them for adoption and use.
4.3 Explain methods that can allow the summary of changes and improvements made from
feedback received.
Having identified the need for additional support when working with MEWPs, I have
assigned a banksman to each one to be present whenever one is in use, as there have been
several incidents on other sites when these machines have been used. I informed staff via
tool box talks and ensured all RAMS were amended to suit.

The tool box talk issued detailed the accidents and near misses on other sites to justify the
changes and to show the workforce that we are concerned with their safety first and
foremost and are continually making changes to keep them safe at work.
All changes made are summarised in a tool box talk and RAMS are amended to give an in
depth summary of changes made, and new methods of work.
4.4 Describe how the adoption of changes and improvements from feedback can be
promoted.
Adoption of changes and improvements from feedback can be promoted during tool box
talks and team meetings, to explain to staff members how they will be directly affected. We
also advise interested parties via email of any significant project changes. Additionally, when
a major policy change is implemented, we publish this on the website in our ‘lessons learned’
section for information.
Identifying and Enabling Learning Opportunities for Given Work Teams in the Workplace
1. Promote the benefits of learning by giving fair, regular and useful feedback on their team's
work performance.
1.4 Describe the different techniques that can be used to promote benefits of learning to
individuals and groups.
When I conduct staff appraisals, I provide feedback to the team either in written or spoken
form in either a positive or negative manner taking into account their performance against
agreed objectives. This is the ideal opportunity to promote the benefits of learning, where
the staff member either needs to improve their performance in their existing role or are
looking to progress within the company and need further training or extra qualifications.
I hold a weekly BBS meeting with the operatives each week where I will, when needed,
explain to them how long is left on each section and what trades will be left on the job. I do
this well in advance to give them time to get training on areas they are not qualified to work
in. I will provide help where needed.
I often promote the benefits of learning to the team by offering paid training outside of their
normal hours if they are willing to learn;, I have organised several such courses on this
project already with the authorisation of my works manager. When the team members
achieve a new qualification, depending on what it is, they may be eligible for a small pay rise.
Recently, I promoted a ground worker to Ganger, following three months of ongoing on the
job training and assessment.
1.5 Explain the procedures and methods that should be used to give fair, regular and useful
feedback to teams and individuals.

During discussions at work I regularly provide feedback to individuals in a

positive, or if needed a negative way, ensuring that if I am making a
negative comment about performance, that I include suggested improvements
or solutions and offer my support wherever I can. I also make certain that
when I am giving feedback, I respect the individual’s right for
confidentiality. When we are working with our ‘lessons learned’, I do not
name employees as this fosters a blame culture; instead I focus on the
positives of how we have dealt with the issue and how we can prevent
them going forward.
2. Work with their team to identify and prioritise learning needs and identify and obtain
information on a range of possible learning activities.
2.3 Explain the methods and techniques of working effectively with teams and individuals in
order to identify and prioritise learning needs.
I often swap operatives between teams to gain knowledge of their individual abilities in
different areas of work. From this knowledge and feedback, I can determine where team
members are best placed and understand any weaknesses and training needs. I will then
prioritise these needs keeping the works scheduled and employee and site safety in mind.
2.4 Outline possible ways of obtaining information from a range of learning activities
I find that I obtain a wealth of information when I am training staff, about the day to day
role and their perception of their role within the company, just by discussing their roles with
them. Additionally, working alongside staff when assessing their performance provides a
useful insight into their abilities and limitations, which enables me to arrange further
training when needed. Staff feedback forms for training sessions are also invaluable when
assessing my own role as a supervisor and a trainer, as they enable me to evaluate and
improve my performance.
3. Discuss development needs with team members.
3.2 Explain methods and techniques of discussing and agree development needs with team
members.
I endeavour to discuss training and development needs with staff members at their
appraisals or one to ones. This gives us both adequate notice to collate information relating
to the provision of training and development and enables me to obtain authorisation to be
able to offer the training immediately. I reiterate to employees that I can only provide limited
one to one learning as my works keep me tied up for a lot of the day and arrange additional
support prior to offering training as well as encouraging staff doing the same training to

assist each other. I also encourage foremen to provide practical support when their staff are
being assessed. I often speak to operatives about future works and ensure they feel equipped
and confident for future job responsibilities before work commences.
4. Support team members in undertaking learning activities by making efforts to remove any
obstacles to learning.
4.3 Explain procedures that could be implemented to allow support and assistance for team
members who are undertaking learning activities.
If any member of the team attends safety training courses and it is beneficial to the project I
will ensure, by speaking to my works manager beforehand, that they receive a full days’ pay
for that time. If an operative requires a day off for a training course I will temporarily switch
teams around to compensate, as long as safety and program aren’t compromised.
I also ensure staff complete works to be assessed on works time, or they are paid for
overtime if they need to be assessed outside of normal working hours.
If we don’t have enough resources to put operatives on training courses I will do my own
training in the form of tool box talks.
Whenever new plant or machinery arrives on site, I ensure the operatives receive
familiarisation training in the form of a tool box talk by the hire or supply company.
4.4 Describe the types and ways of identifying obstacles to learning for both individuals and
teams.
Any perceived obstacles to learning are discussed during appraisals or one to ones. Usually,
they relate to resourcing issues on site, where employees are concerned they will not meet
targets if they are taking time out to learn, or concerns about the impact that additional
training will have on their personal life.
4.5 Explain how obstacles to learning for individuals and teams can be removed.
I would endeavour to assist with any work issues, such as team resourcing, by discussing the
learning obstacles with the operative’s foreman and making arrangements for the
assessments and studying to be done in works time. Whilst I offer paid overtime for training
if assessments cannot be done in the normal working day, I advise all employees that it is
not mandatory to work outside their usual house so it should not impact upon their personal
life.

5. Evaluate the learning activity undertaken with team members to ensure the desired
outcomes have been achieved.
5.3 Explain how to plan and implement evaluations on learning activities undertaken by
team members.
After I have briefed the RAMS to the operatives, which is learning in itself, I will assess the
works and check whether they are being worked to
If I hold a tool box talk, I will ensure that what I have said has been taken into account, by
testing the employees on the information I have imparted
If a member of the team undergoes new training, I conduct an ad hoc assessment to ensure
they are following the guidelines; for example, if someone has a new abrasive wheels
qualification I will watch them at the workface using the equipment, to see if they are
competent.
5.4 Describe methods that can measure desired outcomes from learning activities, and ways
to ensure that they have been achieved.
After an employee has attended a training course I follow up and ensure they have an
opportunity to put the training to good use before the new skills or knowledge become a
distant memory, this is a challenge as when they come back to work they may have work
which has ‘piled up’ but is necessary so that the training has the desired benefits for the
team member and the business.
I recently briefed the dumper drivers about the dangers of speeding on site after a hazard
recognition was handed in, the next week another hazard recognition was handed in
regarding the same issue so I knew certain members of the team had ignored the warnings, I
gave all the dumper drivers plant operators inductions again.
6. Update development plans with team members.
6.2 Explain the procedures that are or can be used to update development plans with team
members.
During the appraisal process, I set target objectives along with completion dates, to enable
me to keep a track of the employee’s progress. Once they have met the targets, I update the
record accordingly. Where an employee is looking to progress within the company, I set an
additional personal action plan, with weekly objectives, to enable them to show a long term
commitment to learning and growth, which is vital when applying for internal promotion.

Identifying, Allocating and Planning the Deployment and Use of Plant, Equipment or Machinery in
the Workplace
1. Ensure that the specification of the selected plant, equipment or machinery meets the
needs of the project before deployment.
1.2 Describe ways of ensuring that the specifications for plant, equipment or machinery
meet the needs of the project or operation before deployment.
When I receive the plans for a project, I review the tasks to establish the plant and
equipment requirements and what dimensions are needed, then I contact the supply
company to discuss my needs, take on board their recommendations and assess availability,
then I put in the order for the plant, equipment and machinery.
Checking the supplier specification is best practice to make certain machinery and equipment
meets the project requirements along with ensuring that all project procedures are being
followed and this is an integral part of the ordering process.
1.3 Explain why it is important that the plant specification meets the needs of the project or
operation.
I always ensure that plant specification, given by manufacturers and

suppliers, meets project needs to ensure the works are done to the correct
standard, safely and the quickest way possible. Plant which arrives on site
which is not within project needs is a waste of resources as the correct plant
would need to be ordered at additional cost.
2. Ensure that the plant, equipment or machinery to be deployed complies with current
legislation and will be set up, operated and maintained by competent people.
2.2 Explain how to ensure that plant, equipment or machinery complies with current
legislation and why.
I have implemented a system for pre use checks for plant drivers; I check each morning that
the correct plant is being used on each task and that the operative has the necessary
training. Additionally, I perform weekly inspections on plant and equipment.

I have an inspection file, where I log all the examination certificates for both plant and
equipment with the date of the next schedule check marked on the job spreadsheet and my
Outlook calendar to ensure they are
Any plant and equipment that comes to site will have a thorough examination certificate
from the supplier and our company only use highly reputable companies who are selected for
their high safety standards. If I have any concerns or questions, I will ask our health and
safety advisor for advice.
2.3 Carry out checks on the competence of people who will set up, operate and maintain
plant, equipment or machinery.
I frequently assess the workforce at the workface to ensure they are carrying out their duties
in the correct manner and safely, through observations, spot checks and questioning during
tool box talks. I will take extra time to assess a new member of the team or a new item of
plant or equipment.
2.4 Explain the methods of checking competence of those setting up, operating and
maintaining plant, equipment or machinery.
I observe the staff members at work, ensuring they are complying with statutory and
company policies and guidelines and using the plant and equipment according to their
training. I log spot checks and highlight areas of concern with the operative and the foreman
of the area, for additional training where necessary.
2.5 Give reasons as to why competences of those setting up, operating and maintaining
plant, equipment or machinery should be checked.
Statutory and company policy is to check the qualifications and competency of any operative
setting up, operating and maintaining plant, equipment or machinery. This is to ensure
operative safety and insure that works and operatives are covered by our insurance policies.
Should a staff member work with equipment they are not trained to, they would be likely to
make mistakes, causing delays, or even injuries or fatalities.
I only allow employees to work on items of plant or equipment if they are trained i.e. hold
current certificate and CPCS/CSCS cards, and a record of all qualifications is kept on an
employee personnel file for reference.
3. Implement a system to update the deployment and allocation of plant, equipment or

machinery, and operators, as the project progresses or changes occur.

3.2 Explain the various methods of implementing an effective system that can update the
deployment and allocation of plant, equipment or machinery as projects or operations
progresses or changes occur.
Our site programme dictates what machinery and plant will be required. I make a record in
my diary on a weekly basis to ensure I have records of the plant being used on site and we
have a weekly foreman’ meeting to discuss allocation deployment and use.
I have set up a system for the store man who is a competent person to update the files as
plant and machinery is taken off site or received on site and he keeps a record of any
maintenance work which is carried out. In the weekly foreman meeting, we discuss
allocation of plant.
3.3 Explain why a system for updating the deployment and allocation of plant, equipment or
machinery is needed.
A system for updating deployment and allocation of plant is needed to ensure that all plant
can be accounted for on site; I can keep a track of all maintenance schedules and ensure all
plant and machinery is off hired as soon as possible.
3.4 Make recommendations on the use of alternative types of plant, equipment or

machinery to decision makers.
When I encounter issues relating to plant, equipment or machinery, I ensure I have

considered all viable options and present them to my manager accordingly. I will then amend
the RAMS to suit the new machinery or equipment if necessary.
3.5 Describe ways of recommending alternatives to decision makers
I speak to my works manager regarding any alternatives, once I have a draft plan in place or
draft ideas. Where I have ideas that will have a large impact on the project, I include the
engineering team and the client in these discussions.
4. Identify hazards and assess risks arising from the use of plant, equipment or machinery
and implement measures that protect people and the environment.
4.1 Evaluate risks arising from hazards and apply measures in order to protect the
workforce, general public, visitors and the environment relating to three of the following: –
methods of work – risk assessment – safe use and storage of tools – safe use and storage of
materials – traffic management – emergency plans.

I often speak to my works manager of any issues regarding plant equipment or machinery, I
ensure I have weighed up all the options before speaking to him; I will then amend the RAMS
to suit the new machinery or equipment if necessary.
I ensure that there is a secure storage area for tools and materials on every site we work on,
and that all staff clear their work areas at the end of the shift. I frequently monitor staff at
the workface to ensure they are using the tools correctly and arrange training if I feel they
require additional coaching on tool use.
I write up Risk Assessments and Method Statements for our works, and brief all employees
on the details before we begin the project. I consult these on a regular basis throughout the
construction, updating with hazards and actions taken where appropriate.
I implement a policy that all plant must have a spill kit with it at all times, in case of spillage
and store all resources securely and safely at all times.
I write RAMS on a regular basis and if needed I will make amendments when new risks are
identified and put control measures in place, I brief these out to all involved in the operation,
and ensure they are signed and understood.
The emergency policies are clearly set out in the staff handbook and should be adhered to at
all times. I include the emergency evacuation procedures in briefings on a regular basis and
ensure details of fire marshalls and first aiders are clearly displayed on-site.
4.2 Explain the various methods of identifying hazards and assessing risks arising from the
use of plant, equipment or machinery.
I write up Risk Assessments and Method Statements for our works, I will collate all available
site information as well as visiting the workface prior so I can identify hazards which will
affect our works, the general public or the environment. If a hazard unfolds once works have
proceeded I will stop the works and assess the risks before implementing control measures
which will be briefed to the workforce. I realised dumpers were speeding on site after I
analysed the Hazard Recognitions so I briefed the workforce and put in place a 2nd gear
maximum policy on all dump trucks, before adding the details to the RAMS. I update the risk
assessments when unexpected hazards arise in order to ensure all interested parties are
aware and give coaching to avoid recurrence.
4.3 Describe ways to implement measures to protect people and the environment.
I regularly update the health and safety information available to employees to ensure
everyone is aware of any changes that may impact upon on-site safety. I agree with our site
environmental advisor any policies we can adopt to protect the environment and ensure my
works manager agrees that they are necessary before implementation. I advise operatives at
the weekly briefing of any measures we are implementing to protect people and the
environment to ensure they are aware of the policies they need to follow.
5. Ensure that plant, equipment or machinery operations are planned, appropriately and
supervised and conducted in accordance with current legislation.

5.2 Describe various methods of writing or approving method statements for the use of
plant, equipment or machinery.
I will visit the area where the works will be carried out to give me a better understanding of
the method, and, when needed, I will involve the workforce in the methodology of the works
to ensure the best and safest possible method is used.
5.3 Explain the techniques that can be used to pass on information effectively.
I brief tool box talks, RAMS and START OF SHIFT briefings to ensure that all information is
passed on effectively. I also attend team meetings and impart relevant information
accordingly. I email any non-attendees information they will need, to make certain all
involved parties have access to the information.
5.4 Explain how to ensure that plant, equipment or machinery operations are supervised
and conducted in accordance with current legislation.
I do a scheduled review of RAMS every month to ensure that all activities are completed
within current legislation, I also conduct spot checks on all work activities against RAMS to
ensure they are being followed and that all work including plant, equipment and machinery
are conducted safely and appropriately supervised.
5.6 Explain how to maintain effective records for the competence of supervisors, operators
and users.
In the daily shift briefing, I establish roles and responsibilities for that day, to all operatives
and supervisors under my management. The RAMS also detail roles and responsibilities.
I keep training files in the office which includes details of all training records including, CPCS
cards, and familiarisation training and toolbox talks.
6. Ensure the appropriate storage, servicing and maintenance of plant, equipment or

machinery to meet operational and statutory requirements.
6.3 Explains ways of ensuring, and why is important that, plant, equipment or machinery is
stored, serviced and maintained in accordance with operational and statutory
requirements.
All our plant, equipment and machinery is signed in and out of the stores and the store
man will keep me informed if anything is not accounted for. This ensures all resources
are stored in the best possible way. I contact the supplier when the store man advises me

that plant requires servicing or if the workforce highlights any faults in the plant or
equipment.
I make certain that all our plant is checked under PUWER by keeping detailed records of
the plant and ensuring that there is a visual check which is documented on a weekly
basis. I ensure the health and safety of the workforce and others by printing plant check
sheets out and ensuring that the operators do their checks each morning before use. All
plant on site has an in date thorough examination as stated in the PUWER regulations. I
ensure that the store man locks all machinery and equipment up at night to ensure the
security of the gear so that nobody can damage or tamper with equipment when the site
is unoccupied.
I keep a schedule of required dates for servicing schedules and I ensure plant operator
check sheets are carried out. I allocate duties to competent persons to ensure that
checks are made to plant and equipment. It is important that machinery, plant and
equipment is stored serviced and maintained to ensure the safety, health and wellbeing
of all people who may be affected by our operations. If all the required systems were not
in place the HSE could close down the site by issuing a prohibition notice, which could
result in less work for the company in future.
7. Identify learning needs for supervisors, operators and users of plant, equipment or
machinery that will or could support the project or future projects or operations.
7.2 Explain the various methods of identifying learning needs of plant supervisors, operators
and users and how to compare with the needs of future projects or operations.
If any plant or equipment arrives on site, I ensure that the delivery driver shows the
operatives how to use it (familiarisation), because I know that not all equipment is the same.
I contacted our supply company for excavators after we had some fork attachments
delivered, and requested training.
I show MEWP operators on a regular basis how to use the different models of MEWP;
because I’m familiar with the different types of model I am able to informally coach them.
I look at the site programme regarding future works and what plant and equipment we need
in the future. This helps me determine what training is required and whether it will be
beneficial to the company in the future. I had 3 operatives placed on the MEWP course
because I could see off the programme that there would be high level works for us in my
section. If new legislation comes out then we automatically need to ensure that training
meets current standards for this project and future projects
7.3 Describe ways of obtaining information on ranges of learning activities.

To gain information on learning activities I will first check the programme and method of
works to see what is required and then contact our plant supplier and ask what is the most
suitable item of equipment. From this I will be able to determine training requirements and I
can then contact the training provider for details.
For training in the form of a tool box talk I will gain all my information from ACOPs from the
HSE website or contact our safety department.
7.4 Explain how the learning development for plant supervisors, operators and users can be
arranged.
If any of the workforce needs training I will ensure that the best possible time is allocated
and that their role is covered. I speak to my works manager once I have all the information
and obtain the necessary approval.
8. Encourage those involved or affected by plant, equipment or machinery operations to

suggest improvements in safe operations.
8.2 Explain how to encourage those involved or affected by plant, equipment or machinery
operations to suggest safe improvements.
I encourage staff to give feedback during appraisals, tool box talks, start of shift meetings
and via the feedback forms located on site. We encourage feedback as a company to gain
greater perspective on site issues from all staff involved in the project. There are feedback
forms available in the staff canteen for anyone wishing to provide anonymous feedback.
8.3 Explain why encouragement is needed in suggesting improvements to plant, equipment

or machinery operations.
I chair a safety committee meeting where operators, users and supervisors attend; the aim of
this is to let them have their say on safety anonymously and for me to gain ideas on safe
practices. It is important to encourage the workforce to come up with ideas for improvement
on safety because they are the ones actually doing the work, and may know better than me
regarding their specific operation. I encourage positive feedback on improvements in safety
and do it without compromising the employee, by ensuring confidentiality.
9. Ensure that plant, equipment or machinery which is no longer needed is returned or

removed.
9.2 Describe the various methods of ensuring that plant, equipment or machinery not
needed is returned or removed.

If plant, machinery or equipment is to be returned (off hired) I speak to the store man and
ensure that it is cleaned, filled with diesel (if needed) and placed to one side, to make
collection easier. I contact the hire company detailing what is needed and ask for a time and
date for collection. I explain to them that they have a certain amount of time to pick the item
up, after that time any damages or losses will not be our responsibility; I will follow this with
an email to them for my records and log in my diary.
9.3 Give reasons why plant, equipment or machinery should be returned or removed when
not required.
Plant, equipment or machinery should be returned/removed when it is no longer required for

a number of reasons. Keeping machinery on-site that is unneeded takes up space that could
be otherwise utilised. There is potential for damage, theft, vandalism or unauthorised use of
the plant, equipment or machinery and we would be liable for that. It is also cost effective as
we pay a daily rate for hire.
Organising, Controlling and Monitoring Supplies of Materials in the Workplace
1. Analyse operational plans and quantities to assess what supplies of materials will be
required and calculate and develop a delivery schedule.
1.4 Explain how operational plans and quantities can be analysed to assess what materials
will be required.
I continually monitor operational plans and quantities on a day to day basis by

continually checking progressed works and any method changes against existing plans or
quantities. I will speak to the supplier where needed to confirm delivery and lead times,
and tie that in with the programme.
I will have a programme in place which will include scheduled deliveries and I ensure a
traffic management plan is in place for any generic deliveries and special deliveries. A
RAMS will be in place to ensure safe delivery and offload.
I analyse plans and quantities and assess what materials will be required by checking
drawings and cross referencing with site activity and works as the plans and quantities
can be subject to sudden change, such as changes to specifications, programme and
statutory consents.
1.5 Explain methods that can calculate delivery and lead times for supplies of materials and
why they should be calculated.

When I write a schedule of works, I use my experience of previous projects and liaise with
my manager to ascertain projected timescales for all areas of the construction. Once we
have made these calculations, I draw up an schedule of works and ordering, taking into
account factors such as material storage on-site and what machinery can be used across
different parts of the site. I will speak to the suppliers once I have planned a schedule of
works and ordering to ensure the materials when needed. These calculations are
important as if they are inaccurate, this can cause project delays, or make hiring of
storage necessary due to materials arriving before they are needed.
1.6 Give reasons why it is necessary to analyse operational plans and quantities to assess
what materials will be required.
It is necessary to analyse operational plans and quantities to assess what

materials will be required to ensure our orders are timely and we do not
run out of, or over order materials. This also enables us to calculate
accurate costings on an ongoing basis.
1.7 Explains ways that delivery schedules can be developed.
Delivery schedules can be developed from the works programme and factors such
as project deadlines, resources and storage space should also be considered. As the
project progresses, they may need to be revised if unexpected issues, such as
adverse weather conditions, affect productivity. We also need to allow for the
workloads of sub-contractors, suppliers and other trades.
1.8 Give reasons why delivery schedules and traffic management are required.
Delivery schedules and traffic management plans are required to ensure that a lay down
area is allocated when deliveries are due, especially if the site has limited storage, to
ensure that the resources are delivered and offloaded safely and to avoid clashes with
the other trades or causing inconvenience to the public.
2. Identify opportunities to standardise supplies of materials.
2.2 Explain ways that opportunities for standardising supplies of materials can be identified.
When the works programme is developed and the ordering schedule produced, we
consider the standardisation of suppliers as best practice to arrange the deliveries.

As the project progresses, if we are let down by suppliers, we explore the possibility
of obtaining materials from other suppliers we are currently using who we have
established a good working relationship with.
2.3 Explain how standardisation of materials can assist projects.
Standardisation of materials is a cost effective method of ordering as by using the same

supplier, we can buy in bulk which is generally cheaper and reduces delivery frequencies
and therefore costs. We can also combine deliveries for different areas and the
procurement cycle is lessened by dealing with only one company for resources.
2.4 Give reasons why opportunities for material standardisation should be considered.
As well as saving money, the standardisation of materials should be considered as a time

saving exercise as well as it reduces the number of external companies we rely upon and
have to contact during the project. Additionally, it is kinder to the environment as fewer
deliveries are needed. It also enables us to build good working relationships with the
companies, which benefits the company on this and future projects.
3 Check with the delivery schedule and users to confirm what supplies of materials are needed
and ensure appropriate orders are prepared.
3.3 Explain methods of checking delivery schedules and with users so that material needs
are identified.
Methods of checking delivery schedules and with users so that material needs are
identified are checking schedules against work progress and I also ask foremen and
operatives in the daily briefing to confirm that there is enough materials for the
works. I also undertake regular stock checks to ensure we are not unexpectedly
running low on any materials.
3.4 Describe ways that can ensure appropriate orders are prepared.
Before making an order, I check current stock levels and liaise with the foremen to ensure
that they are not aware of any resourcing needs. Orders for this project are prepared by
using the E1 system. Once I have submitted an order, it is received and processed by the
company buying department. The buying department send me a confirmation email once
the resources have been ordered.

3.5 Give reasons why checks must be made to ensure appropriate orders are prepared.
Checks must be made on prepared orders to make sure that we have ordered enough
materials to avoid unnecessary delays. We also need to make sure we are not over-
ordering materials as this will have a negative impact on the budget.
4 Conduct negotiations and meetings with suppliers and users so that goodwill and trust is
maintained and agreed supply requirements are ensured.
4.3 Explain methods and techniques of conducting negotiations and meetings with suppliers
and users to ensure supply requirements are agreed.
I have regular meetings with my supervisor to identify our business needs and negotiate with
our suppliers accordingly. I give the suppliers as much notice as possible for our larger
orders, ensure we are expecting deliveries and agree a returns policy up front. In return for
an ongoing discount and flexibility when it comes to orders, I negotiate commitment to
future contracts on behalf of the company.
4.4 List and describe the factors and issues that determine and affect supply requirements.
There are a number of factors which affect supply requirements, including changes to the
original drawings and plans, excessive wastage on-site and additional tasks that are
identified as the project progresses.
4.5 Explain how goodwill and trust can be maintained with suppliers and users.
Good will and trust can be established and maintained with suppliers are users by keeping to
timescales, particularly invoice payments, maintaining regular effective contact, liaising
directly with them if any issues arise, in good time and making suppliers and users aware of
any changes and additional needs as they arise.
4.6 Explain how formal and informal meetings with suppliers and users can be conducted.
Formal meetings with suppliers and users are ordinarily held at the start of the project, to set
out expectations and agreements from both sides. Informal meetings are usually conducted
during the project, to amend the original expectations and agreements and to discuss the
ongoing programme. Both meetings should be clearly minuted with minutes distributed to
all interested parties.

5 Implement systems, to monitor the delivery schedule and the performance of suppliers, which
will identify supply improvements.
5.5 Explain how systems, that cover all necessary factors to monitor the delivery schedules,
can be implemented.
When implementing systems to cover all necessary factors to monitor the delivery schedules,
it is important to consider all necessary factors, such as resourcing issues, illness and leave
absences and availability of time and unloaders once the deliveries are on-site.
I have given all our suppliers four names of contacts who I have authorised to allow them
site access and sign for the deliveries. These are myself, my works manager, the site foreman
and the senior engineer.
I have scheduled all the deliveries into the site calendar and ensure reception and the gates
man have access to the calendar, to enable them to plan their day around the deliveries
accordingly. I have also assigned a team of operatives to ensure be responsible for logging
and unloading the deliveries.
5.6 Explain how systems that can monitor the performance of suppliers against the agreed
supply requirements can be implemented.
When ordering materials, I log the order and delivery details on the database of works, to
ensure all interested parties can access this information. I set up the delivery dates in my
Outlook calendar and chase them the day after, if they are not received.
5.7 Describe how identified improvements to delivery schedules can be recorded.
Should a supplier fail to meet deadlines on a regular basis, I contact their head office and
arrange a meeting to re-organise the delivery schedule if needs be and ensure I monitor
deliveries on a daily basis. I try to rearrange the deliveries so that that company only delivers
in the morning, leaving the afternoon for chasing and further head office discussion if needs
be.
5.8 Give reasons why the delivery schedule and performance of suppliers should be
monitored.

The delivery schedule and performance of suppliers should be monitored to ensure our
suppliers are meeting their commitments to the company and delivering the materials on
time and within budget. Should this not be the case, we would endeavour to negotiate a
further discount, or seek an alternative supplier.
6 Identify problems with supply, record them and take action to resolve them.
6.3 Explain methods that can identify problems with supply and supply requirements, how
they can be recorded and what actions can be taken to resolve them.
I would issue an early warning of breach of contract notice to the supplier, whether internal
or external. I would email them details of the commitments they have made to our company
and advise them that we will expect recompense if they fail to meet their commitments
going forward.
6.4 Explain how the delivery schedule can be modified to minimise disruption to the
programme.
The delivery schedule can be modified to minimise disruption to the programme if the
designated team to deal with deliveries are behind with their work, I would request a
later delivery or ask another team to deal with it. I can also liaise with site engineers over
deliveries, monitoring the construction and moving tasks if required.
7 Identify changes likely to result in over or under supply and modify the delivery schedule to
minimise disruption to the programme.
7.3 Explain ways that can identify changes likely to result in over or under supply.
Changes to the programme, due to errors in design or excessive wastage, would result in
under or over supply. Any additional requirements set out by the client at a later date would
also need to be take into account as these may affect supply needs.
7.4 Explain how to modify delivery schedules that minimises disruption to the programme.
I modify delivery schedules to minimise disruptions to the programme by using

alternative suppliers, alternative transport arrangements or alternative designs. I discuss
these arrangements with the senior engineer or my works manager first, for authority.

Planning the Preparation of the Site for the Project or Operation in the Workplace
1. Assemble and review information used in the preparation of the project or operation plan,
clarify information which is not clear and update it for production planning purposes.
1.2 Describe different ways of assembling information needed for the preparation of the
project or operation plan.
Before planning an operation I will speak with the site engineers, my works
manager and the site workforce to see what details are required and what actions
are necessary, I will request programmes of works schedules, specification and
drawings. I attend weekly meetings where work methods and requirements are
detailed and can gain information from this. I then produce an outline of works to
plan the daily operations and the interface between them all. This requires me to
check all method statements to ensure that they planned works and that all risks
have been addressed.
1.3 Explain techniques that can be used to clarify project information that is not clear.
If the information in drawings is unclear, I consult our on-site design manager, who clarifies
the details and helps me establish whether errors were made at the planning stage or during
construction. The engineering team also assist with interpretation of plans and comparing
them to planned and completed works, to ensure accuracy.
1.4 Explain the procedures that can be implemented that keeps project or operation
information up to date.
All foremen and supervisors are responsible for keeping their own area information up to
date and sharing it with me on a daily basis, via job progress sheets. I trust my workforce to
raise any issues as they arise and ask me for assistance when required. I keep my own checks
and records up to date and ensure all interested parties have access to them.
1.5 Give reasons why information should be assembled, clarified and kept up to date, and
explain the consequence if this is not undertaken.

Information needs to be assimilated and kept up to date to ensure everyone involved in

the project has an up to date record to refer back to and that works are carried out to
plan and safely. When information that individuals are working from is inaccurate, this
jeopardises productivity and safety.
2. Identify factors for consideration, record them and pass them on to people who may be
affected.
2.3 Explain how relevant factors for consideration should be identified and recorded when
planning preparations for sites or operations.
Before we commence work on a project, I carry out a survey with our engineering team to
detail all the relevant information, to write a method statement for the works, which is then
referred back to throughout the planning and construction process.
2.4 Explain different ways of passing on records of factors considered to people who will be
affected.
My method statements contain all the factors affecting parties involved with the
construction and I distribute them to all concerned parties; electronically to those who have
email access and via tool box talks and staff briefings to operatives who do not have access
to the electronic record.
2.5 Give reasons why considered and recorded factors should be passed onto people
affected and explain possible consequences should this not be done.
Considered and recorded factors must be passed on to affected parties as not doing so
compromises both the safety and integrity of the project. In addition, feedback is vital from
interested parties to enable us to adjust our works programme accordingly.
3. Identify access and egress points for the site and works which are safe, convenient and
minimise disruption.
3.2 Explain ways of identifying access and egress points for the site and works which are the
most convenient for works or operations traffic and which minimise disruption.
I identify access and egress points by determining what works need to be carried out in
which areas and which deliveries need to be made to which areas. I also take into account
the works of other occupations and trades around the site when factoring in traffic, to

minimise disruption to their schedules as well as our own. I will address any issues at the
weekly co-ordination meeting.
3.3 Explain the methods of and factors that should be identified when preparing traffic
management plans.
When preparing a traffic management plan, I take into account the pedestrian routes on-site
to ensure my operatives are safe during transportation, current traffic flow systems and
current site activities to try and alleviate disruption to the project.
4. Organise the resources required for the preparation of site or work operations.
4.2 Explain how resources for sites or activities should be organised.
I attend the weekly co-ordination meeting which enables me to assess the ongoing site
activity and check programmes for allocated timescales, organising resources to be available
to assist with any areas which have fallen behind. I maintain contact with suppliers to ensure
they are meeting their contractual obligations and not causing delays in our work.
4.3 Explain different methods that allows for the assigning of resources for site or
operational preparations.
Different methods that allow for assigning of resources for site or operational preparations
include the method statement allowing for adjustment to ongoing works, programmes and
schedules which can be amended on an ongoing basis, specifications which depend on the
original plan but have flexibility for unexpected changes and organisational requirements.
4.4 Explain how resources used in sites or operations preparation can be utilised into project
work or activities.
Resources used on site or in operations preparation are multi-functional, in that they can be
used to foster relationships with suppliers and clients by showcasing our skillset as a
company. Additionally they are used to prove we can meet deadlines and lay the foundations
for ongoing works.
5. Give accurate details about the proposed work to the utility and emergency services.

5.3 Describe the type or types of works that are carried out by the organisation and, if
relevant, within which sectors of industry.
The types of works carried out by the company on our current project are extensive
refurbishment, road works, a large mechanical aspect which is the waste process, electrical
works and deep drainage and building works including bricklaying, plastering, plumbing and
painting.
5.4 Explain how and why details about proposed works should be given to utility and
emergency services.
Information regarding proposed works is given to utility services and emergency services for
two reasons; in case there is an emergency situation they know what scenarios and
materials they are dealing with and to obtain their advice and prior consent.
5.5 Explain methods and techniques of giving details of site access, layout, evacuation and
hazards to utility and emergency services.
All the details relating to site access, layout, evacuation and hazards are provided to our
local emergency services prior to beginning construction and are held electronically for easy
access, should an incident occur.
6. Make arrangements for adequate site or operational safety, welfare, environmental

protection and security.
6.4 Explain how adequate site safety for proposed works or activities should be ensured
when planning preparations for sites or operations.
Before any work commences on site a thorough risk assessment is carried out, highlighting
all the risks and, if necessary, the control measures are to be in place. From this a method
statement will be drawn up. This will ensure site safety is paramount.
6.5 Explain how and why considerations of relevant factors should be made when arranging
site safety, welfare, environmental protection and security.
Site safety and welfare will be considered by ascertaining the numbers of operatives
required, the skills needed and what works will be carried out.
I continually liaise with our safety department to ensure we meet company and statutory
requirements. The safety and welfare of operatives is paramount and if I fail in my duties on
health and safety, I could be subject to prosecution.

Environmental protection is ultimately determined before I arrive on site and a full site
survey has already been carried out, although I do have specific challenges and ideas
regarding environment procedures.
If environmental procedures are not adhered to then full eco systems could be affected long
term and the sites carbon footprint could be huge.
The site security is high on our site with hares fencing around the entirety of the works and a
gateman in place at all times. We also have cameras all over site which are remotely
monitored. Children or trespassers could come on site if security is not tight and they are the
sites responsibility once on site and they could become injured or cause damage or steal
property.
6.6 Describe various procedures that can ensure adequate security of sites or operations.
On this site we have a gateman in place at all times where everyone has to sign in. We
have a policy of closing all fences at all times to stop members of the public entering our
work areas, the entire site is fenced off, I have implemented a daily site check Sheet to
check all fences. Additionally, we have cameras which are remotely monitored in
strategic points around site and signage is located around site to warn passers-by of the
dangers on site to warn them off.
6.7 Explain ways that arrangements for health, safety and welfare can be reviewed as work
progresses
I regularly conduct site inspections to ensure health, safety and welfare arrangements are
adequate as the works progresses. I review RAMS on a regular basis and chair safety
coordination meeting to gain feedback from the operatives. The site agent also carries out a
monthly environment inspection.
7. Plan the site or area layout for operational purposes and pass information about the plans
to the people on the site.
7.5 Explain how and why the site or area layout should be planned for operational purposes.
The site layout should take into account minimal disruption to site operations, to avoid
re-siting, which is not cost effective and to ensure storage is placed safely away from
potential environmental damage.
7.6 Describe the factors that should be taken into account when planning the layout of sites
or areas for operations.
The factors that should be taken into account are location, surrounding
areas, environment, access and egress for pedestrians and vehicles and
there needs to be adequate space for operational needs such as wastage

and deliveries.
7.7 Explain methods and techniques of communicating information about site or area layout
plans.
I impart information pertaining to site/area plans in the co-ordination meetings and ensure
that it is imparted to employees during tool box talks or the start of shift briefings. We
conduct regular meetings to ensure this is up to date.
7.8 Explain how the planning of storage and use of materials and components is carried out
so that material handling is efficient and wastage is minimised.
I ensure the storeman knows which materials are surplus and which are not going to be used
again or less frequently, so he can place these materials to the back to save double handling,
which over time will damage the materials. We keep a stock take of all materials, so that,
when ordering materials, we can refer to the list to save double ordering. We have a policy
of reusing all materials where possible and keeping decent sized materials even if we think
they may not be used again
8. Ensure notices to people, which provide information that complies with current
legislation, are placed and maintained
8.4 Explain ways and methods of placing and maintaining information notices for people, the
public, visitors and workforce.
I ensure signage is up to date at strategic locations to ensure they are easily accessible, read
and understood. I conduct a weekly site inspection to check the notices and log any
discrepancies for reporting.
8.5 Give reasons for maintaining notices for people, the public, visitors and the workforce
and explain the possible consequences should this not happen.
Reasons for maintaining notices for all interested parties are to ensure that everyone on and
off site is aware of company policies, the hazard reporting process and the protocol in event
of emergency or complaint. Should we not meet our statutory responsibilities, we could be
liable for prosecution, should an incident occur.
8.6 Explain how maintenance schedules for information notices can be prepared and
implemented.

I conduct a full site inspection on a weekly basis which includes the monitoring of
signage and information notices. If appropriate signage is not in place, I arrange for it to
be displayed to meet our statutory and company obligations.

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Level 6 NVQ Diploma in

Construction Site Management /600/7354

Contributing to the Identification of Work Teams in the Workplace

M D Neata Site Manager at Barratt London

M D Neata Site Manager at Barratt London

4. Follow rules and formalities for obtaining people and services.

M D Neata Site Manager at Barratt London

Controlling Project Quantities and Costs in the Workplace

M D Neata Site Manager at Barratt London

M D Neata Site Manager at Barratt London

M D Neata Site Manager at Barratt London

M D Neata Site Manager at Barratt London

7.3 Explain how opportunities for cost savings can be identified.

M D Neata Site Manager at Barratt London

M D Neata Site Manager at Barratt London

1.4 Explain ways that allows major work activities to be identified.

M D Neata Site Manager at Barratt London

M D Neata Site Manager at Barratt London

2.5 Describe the factors that determine project requirements.

Usually I am identifying that resources are unavailable, I arrange an informal one to

M D Neata Site Manager at Barratt London

5.4 Describe how durations of programmes and schedules can be calculated.

M D Neata Site Manager at Barratt London

M D Neata Site Manager at Barratt London

M D Neata Site Manager at Barratt London

Automatically subcontractor’s performance it is influencing performance and delivery of any

M D Neata Site Manager at Barratt London

Establishing and Monitoring Communication Systems and Organisational Procedures in the

1. Identify organisational and communication needs for the project.

M D Neata Site Manager at Barratt London

The formal communication system is normally by email or letters, communication and

M D Neata Site Manager at Barratt London

4. Establish methods of communicating information between people and organisations that

M D Neata Site Manager at Barratt London

Methods of communicating, reporting, recording and retrieving information between

M D Neata Site Manager at Barratt London

5.6 Describe how breakdowns in communication and organisational systems can be

Breakdowns in communication can be investigated through arranging mediation or meetings

M D Neata Site Manager at Barratt London

situations can influence badly on the project development, if a subcontractor has

6.4 Explain how possible improvements to methods of communicating and organisational

6.5 Give reasons why established systems should be improved.

7. Prepare for and manage meetings to meet objectives.

When I am chairing a meeting, I manage it by documenting all points raised, particularly

M D Neata Site Manager at Barratt London

8. Complete actions following the meeting to meet objectives.

8.4 Describe ways evaluating the effectiveness of meetings.

Establishing Project Dimensional Control Criteria in the Workplace

M D Neata Site Manager at Barratt London

1.3 Explain ways that relevant survey information can be obtained.

2. Correlate and interpret information on project work which is relevant to dimensional

2.3 Describe factors which determine dimensional control information.

M D Neata Site Manager at Barratt London

It is vital to correlate and input information which relates to dimensional control

M D Neata Site Manager at Barratt London

4.3 List and describe typical types of set reference points.

M D Neata Site Manager at Barratt London

5.2 Describe the elements of monitoring systems

5.3 Explain how monitoring systems can be developed.

Monitoring systems can be developed through assigning a designated engineer a checking

5.4 Give reasons why monitoring systems should be developed.

M D Neata Site Manager at Barratt London

Company policy is to complete engineering checks establishing dimensional control