QUEEN'S CLUB PALLISER ROAD, LONDON, W14 9EQ CONSTRUCTION LOGISTICS PLAN
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QUEEN’S CLUB
PALLISER ROAD, LONDON, W14 9EQ
CONSTRUCTION LOGISTICS PLAN
Revision Date Notes Author Checked Approved
Issued for Ovi
A01 07/04/2020 Nick Jacks Nick Jacks
Approval Gradinaru
A02 6/10/20 revised Nick Jacks Nick Jacks
A03 19/02/21 revised Nick Jacks Nick Jacks
A04 26/02/21 revised Nick Jacks Nick Jacks
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 1|P a g e
Table of Contents
1.0 Introduction..................................................................................................................... 4
CLP Objectives
Site Context
Development Proposals
Hours of Operation
Traffic Regulation Orders
2.0 Context, Considerations and Challenges ........................................................................... 6
Policy Context
Context Maps
Site Access
Pedestrian Management
Hoarding
Cyclists
Considerations and Challenges
3.0 Construction Programme and Methodology ................................................................... 13
4.0 Vehicle Routing and Access ............................................................................................ 16
Site Facilities
5.0 Strategies to Reduce Impacts ......................................................................................... 20
Site management measures
Management Practices
Highway Protection
Storage of Materials
Construction Material Consolidation
Waste Management
Inspection and Internal Audit
Noise
Dust and Air Quality
Complaints
Training
Provision of information
Delivery Booking
Delivery Constraints
Unloading Areas
General Storage areas
Construction Personnel Access
Construction Worker Travel Pack
Road Closures and Pedestrian Diversions
Traffic Liaison Meetings
Signage
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 2|P a g e
Lighting
6.0 Estimated Vehicle Movements ....................................................................................... 26
Booking Protocol
Route Management
7.0 Implementing, Monitoring and Updating ....................................................................... 28
Implementing
FORS
Vehicle Safety
Driver Licence Checks
Driver Training
Collision Reporting
Failure to Comply
Neighbourhood Consultation
Updating the CLP
Appendices
Appendix A – Architect’s Drawings
Appendix B – Logistic Plans
Appendix C – Complaints & Consultation Procedure
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 3|P a g e
1.0 Introduction
CLP Objectives
This Construction Logistics Plan (CLP) has been prepared by JP Dunn Construction, who will act as
Principle Contractor, on behalf of the Queen’s Club in order to comply with the planning
conditions No. 4 & No. 5 of London Borough of Hammersmith and Fulham (LBHF) planning
permission application ref. 2018/03263/FUL.
The CLP has been revised to support an application for Padel courts at the club. This has been
previously approved by LBHF under an approval of details application (ref: 2020/01411/DET, dated
21 October 2020) which discharged conditions 4 and 5 of the extant planning permission (ref:
2018/03263/FUL) and this CLP updates that to incorporate the Padel courts.
The purpose of the Construction Logistics Plan (CLP) is to help minimise construction impacts and
relates to both on-site activity and the transport arrangements for vehicles servicing the site.
This CLP will form the basis for agreement with the London Borough of Hammersmith and Fulham
(LBHF) of the detailed construction logistics arrangements for the approved development.
This CLP follows LBHF’s ‘Code of Construction Practice’ (CoCP) as well as TfL’s ‘Building a better
future for freight: Construction Logistics Plans’ guidance and Standard for Construction Logistics
and Community Safety (CLOCS) scheme.
The approved contents of this CLP must be complied with unless otherwise agreed with the
Council in writing. The project manager shall work with the Council to review this CLP if any
problems arise in relation to the construction of the development. Any future revised plan must
also be approved by the Council and complied with thereafter.
It should be noted that any agreed CLP does not prejudice or override the need to obtain any
separate consents, approvals or licences such as for road closures or hoarding licences.
The key elements that we have taken into consideration to produce our logistic strategy are:
• Traffic Management
• Pedestrian Routes
• Site Security
• Personnel Access
• Vehicle Access
• Welfare facilities and accommodation
• Delivery Co-ordination factoring in neighbouring business requirements
• Material Distribution
• Waste Management
• Fire Safety
Site Context
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 4|P a g e
The project site is the Queen’s Club, Palliser Road, Hammersmith, London W14 9EQ.
All traffic will enter and exit the site via Greyhound Road. No construction traffic is permitted to
enter site via from the A4 onto the main Queen’s Club entrance via Palliser Road as per client
requirements.
The site has an existing vehicle gate located on the Greyhound Road elevation of the project. A site
location plan is provided within Figure 1.1 below.
Parking restrictions apply on Greyhound Road from Monday-Saturday 07:00 to 19:00 hours,
denoted by a single yellow line on both side of the carriageway.
In addition, on-street loading is restricted from Monday-Saturday 07:00 to 10:00 hours and 15:00
to 19:00 hours, during the bus lane operating hours. Local residents parking permits are enforced
for site parking purposes.
Figure 1.1 Strategic Site Location Plan 1
1 Source: © OpenStreetMap contributors (http://www.openstreetmap.org/copyright ); with JP Dunn annotations.
Development Proposals
Demolition of existing South Stand and red brick boundary wall along Greyhound Road, and
erection of new replacement boundary wall with an additional access point and associated tree
planting; lowering of ground level of existing outdoor courts (P3-P5) and alterations to existing
outdoor courts (S1-S6) and associated existing temporary tennis enclosure to the south west of
the site, in connection with the creation of an additional tennis court and reconfigurations of
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 5|P a g e
existing car park; erection of a plant room to the side of indoor courts building and erection of a
temporary tennis enclosure over two existing outdoor tennis courts during the winter months
October to March. Two new removable padel courts located between indoor courts 3-6 and the
re-located temporary tennis enclosure.
Hours of Operation
The anticipated core hours for construction will be:
• 08:00 to 18.00 hours Monday to Friday; and
• 08:00 to 13:00 hours Saturdays
• At no time on a Sunday or Bank Holiday
Operations that need to be undertaken outside of standard working hours will be agreed with
LBHF with notice being provided to the neighbours at least 14 days ahead of these activities
occurring or on the day for extenuating circumstances. TfL will also be made aware of any
implications for the Transport for London Road Network (TLRN).
All work which is intended outside these hours, excluding emergencies, would be subject to prior
agreement, and / or reasonable notice to the LBHF in terms of Section 61 of the Control of
Pollution Act 1974.
As requested by LBHF, delivery vehicles will be restricted to the hours between 10:00 & 16:00. No
delivery vehicles will be permitted before 10am and no delivery vehicles will be permitted after
4pm. Traffic Marshalls will enforce this and monitor adjacent roads to ensure no conflict with
other vehicles.
Traffic Regulation Orders
It may be necessary to suspend parking bays on Greyhound Road, this will be discussed with LBHF
prior to the hoarding being erected and the necessary fees will be paid.
2.0 Context, Considerations and Challenges
Policy Context
The London Plan (March 2016)
The London Plan is the overall strategic plan for London, setting out an integrated economic,
environmental, transport and social framework for the development of London over the next 20–
25 years.
Policy 6.1 states that the Mayor will work with all relevant partners to encourage patterns and
nodes of development that reduce the need to travel; improve the capacity and accessibility of
public transport, walking and cycling; support development that generates high levels of trips at
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 6|P a g e
locations with high levels of public transport accessibility and / or capacity; and support measures
that encourage shifts to more sustainable modes and the greater use of low carbon technology
Policy 6.3 states that development proposals should ensure that impacts on transport capacity and
the transport network, at both a corridor and local level, are fully assessed. Development should
not adversely affect safety on the transport network. Construction logistics plans and delivery and
servicing plans should be secured in with the London Freight Plan and should be co-ordinated with
travel plans.
The Traffic Management Act (2004)
The act makes ‘provision in relation to the management of road networks; to make new provision
for regulating the carrying out of works and other activities in the street’. It acknowledges that
highways may be occupied due to construction activities and identifies appropriate changes levied
for any extended occupation.
Fleet Operator Recognition Scheme (FORS)
FORS is a voluntary national fleet accreditation scheme designed to help improve fleet operator
performance in key areas such as environmental performance, safety and operational efficiency.
TfL expects the achievement of and adherence to the FORS Silver standard is mandated via the
procurement process for all fleet operators engaged to support the development.
Context Maps
Figure 2.1 shows a regional plan and Figure 2.2 shows the site in relation to the surrounding local
area, together with local cycle routes.
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 7|P a g e
Queen’s Club
Figure 2.1 Site Location Plan
Source: Open Streetmap
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 8|P a g e
Queen’s Club
Figure 2.2 Local Context Plan
Source: Open Streetmap
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 9|P a g e
Site Access
Access to the main entrance of the Queen’s Club is on Palliser Road, however Construction traffic
will enter the project on the South side of the project via Greyhound Road during construction
works. Designated construction vehicular access gates will service construction traffic on to and
off site.
Surrounding buildings and tennis courts gate to remain occupied during and throughout the
construction works.
All construction traffic will be managed through the site logistics delivery booking system. Each
delivery vehicle will have an allocated time-slot to arrive at the site and a strict policy of no waiting
outside the site will be enforced.
There will be two gated site accesses for vehicles from Greyhound Road that will remain in place
for the duration of the project.
The southern Gate 1 serves the construction traffic entering site from the south side of the
project, which is located to the south of the site just off Greyhound Road. This gate serves as the
main site vehicular access gate.
Where practicable, a one way delivery access route shall be maintained whereby construction
vehicles enter the site via Gate 1 on Greyhound Road and exit the project via Gate 2 on Greyhound
Road, whilst adhering to the one way construction traffic route whilst using the site haul road.
The Southern Gate 2 serves the main exit gate for all construction traffic and deliveries to the
Queen’s Club project.
The two gates which will service deliveries to and from the project, including delivery vehicle
loading and unloading zones are illustrated in Appendix B.
All construction vehicles will enter and leave in a forward gear via Gates 1 & 2. Where space
restrictions do not allow this. All manoeuvres into and out of Gate 1 & 2 will be supervised by a
competent banksman.
All vehicles will arrive from the South of the Queen’s Club project via Gate 1 and leave site via Gate
2 onto Greyhound Road and depart to the south.
Traffic management will be carried out by Banksmen and designated Gatemen with deliveries pre-
booked and approved prior to arrival on-site.
A minimum of one Gateman will be manning the site access at all times.
As requested by LBHF, delivery vehicles will be restricted to the hours between 10:00 & 16:00. No
delivery vehicles will be permitted before 10am and no delivery vehicles will be permitted after
4pm. Traffic Marshalls will enforce this and monitor adjacent roads to ensure no conflict with
other vehicles.
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 10 | P a g ePedestrian Management
Close attention will be paid to the movement of site traffic in the immediate vicinity and
surrounding areas. In conjunction with LBHF, JP Dunn will assess and review traffic routes on a
frequent basis as the project progresses and will implement the necessary measures to ensure
maximum safety of site personnel and third parties and fluidity of traffic/pedestrian flow.
Site traffic and pedestrian & vehicular traffic will be kept separate at all times. Work areas will be
fenced off from the general public. Risk assessments will highlight the delivery of materials, for
example removal of materials from delivery vehicles, so as not to endanger others.
Traffic barriers and suitable signage will be erected to alert pedestrians and vehicular traffic of the
works and the temporary safety precautions that are in place. Walkways will be managed to
ensure they can be safely accessed by the public at all times and that access to nearby properties
is not obstructed. Routes will be clearly signed, well maintained and adequately illuminated.
Pedestrians will be protected by means of scissor barriers as necessary.
Figure 2.3 - Example scissor barrier (pedestrian protection)
Hoarding
A proprietary, 2.4m high, no dig, hoarding system will be erected on the footpath in Greyhound
Road for the duration of the boundary wall works. Double metal mesh gates will be installed as
shown on the Logistics Plans in Appendix B.
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 11 | P a g eFigure 2.4 Example of ‘No dig’ Hoarding system
Figure 2.5 Double mesh swing gates
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 12 | P a g eThe hoarding will display mandatory safety legislation information and will not show any
advertising. A Hoarding licence will be obtained from LBHF prior to the hoarding being erected.
It may be necessary to suspend parking bays on Greyhound Road, this will be discussed with LBHF
prior to the hoarding being erected and the necessary fees will be paid.
Cyclists
There are a series of cycle routes within the vicinity of the site, including those signed or marked
for use by cyclists on a mixture of quiet or busier roads, and segregated off-road cycle routes.
All drivers that service the site will be trained in cycle and pedestrian safety to further ensure the
safety of cyclists and pedestrians. For example, all contractors and subcontractors will be required
to adhere to the Construction Logistics and Cyclist Safety Standards (CLOCS).
Considerations and Challenges
From experience, we are acutely aware that the success of any project relies on a robust logistics
plan and a strong site management team with controlled supervision at all times. JP Dunn
Construction Ltd is fully flexible with the site logistics and welcome any input from London
Borough of Hammersmith and Fulham Council, Local Business’s, Residents and Ward Members
should alternatives be proposed.
The main challenges with the development are;
• Safely demolishing the existing boundary wall.
• Logistics of the site.
• Managing site deliveries/collections whilst ensuring that neighbouring business
arrangements are not affected by our works.
3.0 Construction Programme and Methodology
The Construction works will commence in 3 phases as per the below anticipated works:
Phase 1 & 2:
Anticipated Project Commencement September 2021
Anticipated Phase Completion February 2022
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 13 | P a g ePhase 3:
Anticipated Phase Commencement July 2022
Anticipated Project Completion September 2022
Construction programme
Site setup and demolition
Basement excavation and piling
Sub-structure
Super-structure
Cladding
Fit-out, testing and commissioning
Construction phase Start End
Site setup and demolition Jul-2021 Aug-2021
Sub-structure Jul-2021 Feb-2022
Super-structure Aug-2021 Nov-2021
Fit-out, testing and commissioning Aug-2022 Sep-2022
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 14 | P a g eMethodology
Removal and construction of new tennis courts
The existing tennis courts will be scraped back and loaded into tipper vehicles using tracked
excavators and then removed from site. Existing ground levels will be reduced by approximately
500mm. Excavated soil will be loaded into tipper vehicles and then disposed of offsite.
Pre-cast concrete ring beams surrounding each of the new tennis courts will be manufactured off
site and delivered to site when required. The pre-cast concrete ring beams will be lifted and
installed on concrete footings using a tracked excavator.
New drainage runs will be installed to collect rain water from the new tennis courts. Shallow
trenches will be excavated using tracked excavators.
A specialist surfacing contractor will be employed to install the new tennis court surfacing.
Greyhound Road boundary wall
The existing brickwork boundary wall on Greyhound Road is to be demolished and replaced with a
new brickwork wall including an additional gate.
A temporary hoarding will be erected on Greyhound Road before the existing wall is demolished.
A hoarding licence will be obtained from LBHF and parking suspensions will be applied for if
required.
Once the new brickwork has been completed and the new gates installed, the temporary hoarding
will be removed. Access and egress from the site will be via the new gates.
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 15 | P a g e4.0 Vehicle Routing and Access
The most appropriate vehicle route to and from the site has been considered and will be agreed
prior to construction; however, at this stage the routing is proposed as described below.
Vehicles are proposed to approach from the west on A4, to avoid using central London. Vehicles
will leave A4 and route onto the Hammersmith Gyratory. From here they will travel southwards
along Fulham Palace Road, onto Greyhound Road and arrive on site at Gate 1.
On exiting the site vehicles will leave the site via Gate 2 and travel east along Greyhound Road,
onto Star Road and North End Road before re-joining A4 at West Kensington Station.
Vehicles approaching from the east on A4 will turn left onto North End Road at West Kensington
Station, turn right at Star Road and travel along Greyhound Road.
Figures 4.1 and 4.2 shows the construction vehicle routing westbound and eastbound.
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 16 | P a g eFigure 4.1 Vehicle Routing Westbound
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 17 | P a g eFigure 4.2 Vehicle Routing Eastbound
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 18 | P a g eSite Facilities
Site Welfare Accommodation will consist of offices, canteens, drying rooms and toilet facilities. All
Welfare facilities will be cleaned and maintained on a daily basis by a full time operative and
preventative pest control measures will also be put in place, i.e. appropriate storage and regular
collection and disposal of waste. Regular inspections will be carried out to ensure that good
housekeeping measures are maintained at all times.
The construction site layout will include a site office and staff welfare facilities as shown in
Appendix B. The location of the office and welfare facilities will change during the construction
phases as shown.
A safe pedestrian route will be established and maintained at all times from the personnel access
point to the site office and welfare facilities.
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 19 | P a g e5.0 Strategies to Reduce Impacts
Site management measures
This chapter outlines the overarching management measures and initiatives which form an
integral part of the CLP.
The CLP aims to ensure that the construction of the development will be undertaken efficiently,
thereby minimising negative impacts on residents and commercial occupiers, the local
highway network, and the local environment. In order to ensure impact is minimised JP Dunn the
principal contractor and all sub-contractors to fully commit to the ‘Considerate Contractor’
code of practice.
Management Practices
During all stages of demolition and construction JP Dunn Construction Ltd will employ a Site
Project Manager.
The Site Project Manager will be responsible for maintaining the CLP. The CLP will be routinely
reviewed on a monthly basis and at interim stages as required. The Site Project manager will
report any updates or improvements to the CLP to LBFH on a monthly basis.
The Site Project Manager will also maintain the Complaints and Consultation Procedure document
which is included here as Appendix C. This sets out the intended method for consulting with local
stakeholders prior to commencement and advising them of key milestones during the construction
process. The Complaints and Consultation Procedure requires the Site Project Manager to provide
his/her contact details and an agreed complaints procedure to all stakeholders prior to
commencement.
Highway Protection
JP Dunn will be providing wheel wash stations within the site boundary by Gate 2 to ensure that
vehicle tyres are clean prior to exiting onto the public highway. In the event that dirt does find its
way onto the public highway a road sweeper will be deployed to clean the highway. No wheel
wash facilities are required for Gate 1, construction vehicles wheels will be cleaned prior to exiting
site onto the public highway prior to leaving gate 2, all vehicles will only be waiting on areas of
hardstanding. Those areas will be manually cleaned by site personnel (in accordance with LBHF
CoCP).
Works which may impact on the public highway, whether footways or carriageways will require
traffic management in accordance with Chapter 8 of the Department for Transport’s Traffic Signs
Manual. All traffic management will need to be authorised by the relevant highway authority
(LBHF or TfL) before implementation.
Storage of Materials
All materials will be stored on site. No materials will be stored on the public highway.
Construction Material Consolidation
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 20 | P a g eJP Dunn Construction Ltd will use a logistics manager who will have the facility for material
delivery consolidation. This, coupled with timed deliveries, will ensure proactive measures
are in place to minimise vehicle disruption to all residential access routes in close proximity to
the site.
JP Dunn Construction Ltd intends to have many of the materials and finishes pre-fabricated off site
which will help reduce the number of construction and delivery vehicles attending site.
Waste Management
In accordance with the principles of the UK Government’s ‘Waste Strategy 2000’ a primary aim
during demolition and construction will be to reduce the amount of waste generated and
exported from the site. This approach complies with the waste hierarchy whereby the intention is
first to minimise then to treat at source or compact and finally, to dispose of off-site as necessary
(in accordance with LBHF CoCP)
JP Dunn will be produce a construction Site Waste Management Plan, which will contain:
• Classification of all wastes expected to be produced;
• Estimation of the quantity of each type of waste;
• Measures to minimise waste generation;
• Record all types and quantities of waste;
• Identify the waste management action for each type of waste including reusing, recycling,
recovery of disposal; and
• Measure to provide adequate staff training and awareness.
• Timber will be procured from renewable sources such as FSC and/or PEFC certified sources
• Local materials and products used wherever possible
JP Dunn will ensure that the plan is kept on site and every other contractor knows where it is kept.
All relevant contractors will be required to investigate opportunities to minimise and reduce waste
generation.
Due to the scale of the works it is note economically viable to crush concrete or masonry materials
on site for re-use. However, recycled materials will be used wherever possible such as crushed
concrete aggregates for sub-bases and drainage.
Brickwork from existing planters will be kept and re-used for the new planters.
Inspection and Internal Audit
The SHEQ Manager or appointed SHEQ representative will visit the site on a fortnightly basis and
produce site Health Safety and Environmental Reports (as Form 5.15) It is the responsibility of the
Project Manager/Site Manager to ensure that any actions required are closed off immediately by a
written comment against each item requiring action. The visiting Contracts Director will also
produce a written safety report (Site Senior Management Safety Tour) monthly using the pro
forma in Form 5.14 which should be actioned by the Project Manager/Site Manager as with
the Safety and Environmental Reports. The same form can be used for other workplace
inspections by the PM/Site Manager.
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 21 | P a g eAppropriate personnel are allocated to complete the internal audits and must record appropriate
evidence for completeness. All audits completed must be authorised by Top Management as
complete once any non-conforming areas have been dealt with (without any undue delay).
Internal audit documentation must be kept and filed appropriately.
It will be the responsibility of the SHEQ Department & Contracts Directors to carry out random site
internal audits on Form 5.15b SHEQ Internal Audit/Non Conformance Report on all JP Dunn live
sites at appropriate intervals whilst the project is under construction. The SHEQ internal
audit/non-conformance report shall be fully closed out prior to returning to the auditor who
carried out the report.
Should a nonconformity occur, including those arising from complaints, internal audits & external
3rd part assessment JP Dunn Construction Ltd designate the appropriate “Top Management”
representative to ensure that corrective action including root cause analysis is completed and
implemented to avoid any further occurrences. This is then analysed and should the risk to the
business pose to be “high” then this is then entered onto the “Risk & Opportunities” matrix to
assist in mitigating the risk to the business.
Noise
All works on site that create noise will not be for sustained periods and will be
intermittent. The predicted noise levels for the project are, Noise – Maximum 78dB (LAeq, 1hr)
and an average of 75dB(A) or lower over a 10 hr period Monday to Friday and 5 hours for Saturday
(in accordance with LBHF CoCP).
Hand held noise monitors will be used to record noise levels during these short duration tasks
such as demolition of the boundary wall and removal of concrete buttresses.
In the event that the noise levels exceed permitted levels, works will be stopped immediately and
the working method will be reviewed to determine whether another method can be used to
reduce the levels.
If required, acoustic screens will be deployed to reduce noise and other plant/tools will be used to
reduce the vibration levels. Non-diesel equipment will be used where possible.
Dust and Air Quality
Works will adhere with the requirements of an Air Dust Management Plan which will be submitted
separately to discharge planning condition No. 19.
Logistic operatives will ensure that all areas that have the potential to create dust are watered
down frequently via water sprayers and / or sprays.
Waste materials will be stored and disposed of frequently to ensure they do not create further
dust hazards.
Wheel washing stations will be set up at Gate 2 to ensure no dust particulates and / or soil
deposits are transferred onto the public highway.
As standard, covering of spoil, skips and trucks will also be used.
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 22 | P a g eAll hand tools that have the potential to create dust will have dust extraction equipment attached
to them as a minimum requirement.
The above Dust and Air Quality management complies with LBHF CoCP.
Complaints
All contractors working on site will acknowledge that this site will be registered with the
Considerate Constructors Scheme. All contractors will be expected to conform to the Considerate
Constructor guide lines and the JP Dunn Construction Ltd site rules. The site will have an on-site
smoking and separate vaping area provided along with a fully functional site canteen. By supplying
these provisions, it is the intention to contain all site operatives within the site boundary so far as
reasonably practicable within the site working hours.
Foul language will not be tolerated and operatives found to be consistent offenders will be
removed from site permanently.
A complaints log will be held at the security reception, in the event that a visitor or pedestrian has
any reason to want to make a complaint. JP Dunn Construction will see all complaints through to a
resolution. The first point of call for any complaint will be handled through the Complaints and
Consultation Procedure.
There will be a contact number and email address located on the site hoarding offering a 24-hour
contact number for any issues that may arise during the construction of the project.
The contractors’ nominated agent will advise LBHF within 24 hours of any incidents of non-
compliance with the CLP and will respond to any reports referred by the LBHF within 24 hours, or
as soon as reasonably practical (in accordance with LBHF CoCP).
Training
All managers working within the project team will be trained in environment awareness or
environmental management as a minimum requirement. Sub-contractors working on the project
will be required to submit method statements and risk assessments for their associated works.
Within the method statement, details on how noise and vibration will be managed and how the
works will be implemented to keep levels within acceptable tolerances will be provided. This will
meet the training criteria stated within BS 5228:2009.
Provision of information
All contractors working on the project will be sent a copy of the CLP as part of their contract.
Within the CLP, there will be information on delivery routes, delivery times, restrictions and the
delivery booking in system. It is the responsibility of JP Dunn Construction Ltd to ensure that every
contractor sends this information to their respective supply chains and to monitor the process
accordingly, to ensure they conform to the site requirements. Every contractor working on the
project will be bound to comply with the CLP.
News and updates will be available for the local community via a series of regular Newsletters
provided on the project resident’s notice board which will be situated on the perimeter temporary
works designed hoarding line.
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 23 | P a g eDelivery Booking
JP Dunn Construction Ltd will carefully schedule deliveries via the booking system, where time
slots will be allocated to delivering vehicles and removals of materials in order to avoid any danger
and/or inconvenience the general public or local neighbourhood.
JP Dunn Construction will employ trained and competent Traffic Marshals.
The Traffic Marshals will be responsible for supervising and directing all vehicles and pedestrian
operations around the site entrance, whilst roving Marshals can be positioned to safely direct
traffic within the site and to the correct loading/unloading zones.
At the start of each day, the Traffic Marshals will be presented with a daily delivery schedule;
outlining which deliveries are booked in and when they are due. They will also turn un-booked
deliveries away, confirm that Trade Contractor’s deliveries have been accepted, record vehicle
details, monitor CO2 emissions and also maintain that vehicles are safely banked away from site.
As requested by LBHF, delivery vehicles will be restricted to the hours between 10:00 & 16:00. No
delivery vehicles will be permitted before 10am and no delivery vehicles will be permitted after
4pm. Traffic Marshalls will enforce this and monitor adjacent roads to ensure no conflict with
other vehicles.
Delivery Constraints
No queuing will be allowed on any of the roads surrounding the site. Any contractor that is found
repeatedly breaching this offence will be refused further admission on to the project.
All deliveries and vehicles arriving at site must be previously arranged and notified to JPD,
preferably at the weekly Logistic co-ordination meeting, however it is understood that this may
not always be possible, so a minimum of 48 hours prior to the intended delivery time.
All deliveries will be met at the site entrance by a suitably qualified person to identify the
destination area the materials are to be distributed to.
No vehicles will be left unattended.
All vehicle engines are to be switched off whilst unloading.
No vehicles shall be reversed onto the public roads and must be turned around within the confines
of the site.
No vehicle is allowed on the site without being under the supervision of competent traffic
marshal.
No vehicle will be permitted on to site if it does not have sufficient fall protection for operatives
that require the need to access the rear or sides of the vehicle.
Deliveries which are not booked in and approved will not be permitted on to site.
All deliveries require written authorisation from JPD before entering site.
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 24 | P a g eAll delivery vehicles are to be met by a traffic marshal. The delivery will be approved and
confirmed that it has been booked in. Once the delivery has been approved the vehicle will be
directed to the relevant unloading area.
There is no parking on site for operatives.
No material will be unloaded until a clear lay down area is allocated in the working area of the
relevant sub-contractor.
Unloading Areas
All delivered materials are to be delivered on pallets, stillages, bogeys etc. Pallet trucks (hand
pump type) and all tool boxes are to be supplied with castor wheels fitted. This will ease logistics
on and around the project.
General Storage areas
JP Dunn and their Sub-contractors will be assigned storage areas around site which will be
publicised and enforced by the Logistics Manager. Areas will change as the work progresses.
Construction Personnel Access
A single pedestrian access point will be provided at the northern edge of the site. This will include
site personnel turnstile access and will be manned by site security.
All construction personnel and visitors will be required to sign in at the manned security control.
Construction Worker Travel Pack
No on-site parking will be available for construction workers and no vehicles other than those
collecting or delivering materials will be allowed onto on site. All site personnel will be provided
with information about sustainable travel options as part of their site induction in order to
promote the use of public transport or to walk or cycle to site. Within each subcontract order
there will be a site location plan highlighting the local bus routes and train/tube stations. There
will be bicycle storage areas on site to encourage cycling to work.
Road Closures and Pedestrian Diversions
None are required for the construction of the development but a temporary pedestrian diversion
will be required while the footway to the front of the site is upgraded. Those works are to be
carried out under a separate agreement with LBHF pursuant to Section 278 of the Highways Act
1980. The temporary pedestrian diversion and the necessary traffic management measures will be
included as part of the S278 detailed design and technical approval at a later stage of the project.
Traffic Liaison Meetings
Traffic liaison meeting will be held if required by either LBHF and/or TfL.
Signage
All necessary entry and on / off site signage for vehicles and pedestrians will be appropriately
located, as will the site’s relevant contact signage etc.
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 25 | P a g eLighting
Suitable and sufficient lighting will be maintained on the perimeter site hoarding at all times.
Task lighting may be required in the winter months but will not be required in the summer
months. Task lighting will be in the form of excavator mounted head lights and/or small mobile
tower lights. Such lighting will be used for short durations eg. From dusk until 6pm in the winter
months. Light sources will be pointed down towards the work activities and away from boundary
lines.
6.0 Estimated Vehicle Movement
Starting in September 2021, it is anticipated that the overall construction period for the approved
development will last until September 2022. During this time the different types of construction
will generate varying levels of construction traffic.
Construction vehicle numbers
Estimated Construction Vehicles – Monthly & Daily:
No. of Peak no. of trips
Construction phase Period of stage
trips (monthly) (daily)
Site setup and demolition Q3 2021 - Q3 2021 100 5
Sub-structure Q3 2021 - Q1 2022 200 10
Super-structure Q3 2021 - Q4 2021 40 2
Fit-out, testing and commissioning Q3 2022 - Q3 2022 100 5
Peak period of construction Q3 2021 - Q3 2021 290 15
Total number of vehicles through construction programme
350 16
Number of vehicles per month
Number of vehicles per day
300 14
250 12
10
200
8
150
6
100 4
50 2
0 0
Month beginning
Site setup and demolition Basement excavation and piling Sub-structure
Super-structure Cladding Fit-out, testing and commissioning
Average daily total
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 26 | P a g eThe peak construction vehicle movements are expected to be in the order of 10-15 HGV’s per day.
It is anticipated that HGV’s will only be on site for a short duration to drop off and pick up
materials. All vehicle engines will be switched off at this point.
Number and vehicle type by phase of Construction:
Number of vehicles by types during peak of phase
300
250
200
Number of vehicles
150
100
50
0
Site setup and Basement excavation Sub-structure Super-structure Cladding Fit-out, testing and
demolition and piling commissioning
≤ 3.5t 3.5t - 7.5t ≥ 7.5t
Hourly arrival profile of vehicles during peak:
Number of vehicles in peak month (Aug-2021)
3 90 Estimated minutes between vehicle arrivals
Number of vehicles per hour
80
2 70
60
2
50
40
1
30
1 20
10
0 0
Site setup and demolition Basement excavation and piling Sub-structure
Super-structure Cladding Fit-out, testing and commissioning
Estimated minutes between vehicle arrivals
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 27 | P a g eWhere possible, peak times will be avoided for deliveries. This will be managed by the JP Dunn
booking in system.
Booking Protocol
JP Dunn will appoint a logistics manager to manage the booking in and attendance of all deliveries.
This will be done by using a delivery system. The system allows specific time slots to be allocated
to contractors or supply chains and requires information about vehicle size, travel distance, CO2
emissions and asks if there are any specific requirements that the site should be aware of prior to
attendance.
All deliveries will be met by a logistics traffic marshal who will check that they are attending the
site at their allocated slot. If a construction vehicle attends the site without an allocated delivery
slot the vehicle will not be permitted to attend site and will be sent away. A new delivery day and
date will need to be booked through the on-line booking system. All contractors and hauliers will
be informed of this prior to work commencing.
All deliveries and collections will take place on site. There will be no waiting on the public highway
or privately maintained public realm.
Route Management
The site is well served by the strategic road network. Greyhound Road takes access from the A4
which forms part of the London Road Network (LRN). However, with a predicted maximum of 15
two-way trips across a seven and a half hour working day, or 3 two-way trips an hour, the impact
is considered to be negligible and will be imperceptible to other highway users.
7.0 Implementing, Monitoring and Updating
Implementing
The main contractor, JP Dunn Construction will be responsible for producing a Detailed CLP, for
implementing that CLP and for ensuring it is kept up to date as the construction progresses.
They and their subcontractors will be required to adhere to several contractual agreements, in line
with TfL’s CLP Guidance for Developers. The main contractor, once appointed, will be required to
comply with TfL’s ‘Standard for construction logistics: Managing work related road risk (WRRR)’.
FORS
All fleet operators to have Silver accreditation as a minimum within 90 days of being awarded the
contract. The contractor shall ensure the fleet operators maintain Silver Accreditation by way of
an independent assessment in accordance with the FORS Standard.
Vehicle Safety
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 28 | P a g eThe contractor shall ensure that any van it uses to provide services shall carry a prominent sign or
signs to warn cyclists of the dangers of passing the vehicle on the inside. Any vehicle more than
3.5t must have side guards; close proximity sensors; rear cyclist warning signs; Frensel lens or
CCTV; driver licence checks and driver safety training. The contractor shall ensure any
subcontractors operating car-derived vans, vans and lorries, comply with the safety clauses as if
those subcontractors were party to its contract.
Driver Licence Checks
The contractor shall ensure its drivers have a driving licence check with the DVLA before starting
deliveries and that checks are repeated in line with either the following risk scale, or the
contractor’s risk scale, provided that the contractor’s risk scale has been approved in writing by
the authority within the last 12 months:
• 0 - 3 points on the driving licence – annual checks
• 4 - 8 points on the driving licence – six-monthly checks
• 9 - 11 points on the driving licence – quarterly checks
• 12 or more points on the driving licence – monthly checks
Driver Training
The contractor shall ensure its drivers who have not undertaken:
• Approved driver training (or training, which in the authority’s reasonable opinion, is an
acceptable substitute) in the last three years, undertakes approved driver training or the
substitute training within 60 days of the start of the contract.
• A FORS e-learning safety module in the last 12 months, undertakes a FORS e-learning
safety module (or e-learning, which in the authority’s reasonable opinion, is an acceptable
substitute)
Collision Reporting
Within 15 days of the contract variation date, the contractor shall provide the authority with a
collision report. The contractor shall provide the authority with an updated collision report on a
quarterly basis and within five working days of a written request from the authority.
Failure to Comply
If the contractor fails to comply with WRRR requirements and other undertakings contained in the
CLP, the contractor has committed a material breach of contract. The authority may refuse the
contractor, its employees, agents and freight vehicles entry onto any property that is owned,
occupied or managed by the authority for any purpose (including, but not limited to, deliveries).
Neighbourhood Consultation
We acknowledge that many parties will have an interest in this project throughout its duration.
Demolition & Construction activities will have a direct impact on the local environment,
particularly on:
• Local Resident in adjoin and nearby properties
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 29 | P a g e• Surrounding commercial occupiers
• London Borough of Hammersmith and Fulham
• Local Transport
• Network Rail
All external communications with third parties including the Client’s Project representatives,
residents, neighbouring businesses, statutory bodies and ward members shall be coordinated by
the Project Manager. A Community Noticeboard shall be established for the project advising local
and interested parties of latest newsletters. Please refer to Appendix C for complaints and
consultation procedure.
Updating the CLP
This CLP has been prepared at planning stage and will be updated at the appropriate time by JP
Dunn Construction.
Once the CLP has been approved by LBHF, JP Dunn Construction will be required to comply with its
contents. If any element of the planned construction is amended during the life of the project that
impacts on how the logistics are managed to and from the site, then JP Dunn will submit a revised
version of this CLP for further approval.
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 30 | P a g eAppendices
Appendix A – Architects Plans
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 31 | P a g eRef: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 32 | P a g e
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 33 | P a g e
Appendix B Logistics Plans
PHASE 1 Logistics Plan:
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 34 | P a g ePHASE 2 Logistics Plan:
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 35 | P a g eAppendix C Complaints and Consultation Procedure
CONSIDERATE CONSTRUCTORS; community liaison and complaint resolution
We recognise that we have the opportunity here to build an impressive flagship
development for the London borough Of Hammersmith and Fulham.
Through newsletters before demolition commences we aim to keep all informed and to maintain
positive relationships, with newsletters following on a quarterly basis.
Our 1st Newsletter #01 will be issued upon project commencement and will be readily available
for review within the JP Dunn community notice board on the perimeter site hoarding line.
All subsequent News and Updates will be available on the site notice board at quarterly intervals
as the project runs.
Notice boards outside the site will contain contact information and other information of interest:
key contacts, progress update, news on events, photographs etc.
Appropriate vision panels will be formed in the hoardings so people can have a view into the site
to see how we are progressing.
We will continue to engage with the community generally and will hold appropriate events or
visits.
A log of all complaints, comments and compliments received will be maintained. This log will
include details of how any complaint is progressed and details of its resolution.
The complaints log will be kept in a prominent appropriate position in the Project Office and the
complainant will have the opportunity to enter the complaint into the log themselves.
Otherwise JP Dunn will see that the complaint is properly recorded.
This log will be made available to LBHF and to the Considerate Constructors Scheme
Monitor upon request.
Our procedure for dealing with complaints can be summarized as follows:
• Refer complaint to JPD Project Manager who will deal with or otherwise manage all
complaints.
• JPD will support and assist the Project Manager in this process as required or
requested.
• Log the complaint immediately in the Complaints Log.
• Respond as soon as possible and within 24 hours as a back-stop time.
• Endeavour to respond to close the complaint out.
• Where possible receive acknowledgement from the complainant.
• Report on or issue the complaints log on a monthly basis to the Client meeting.
Throughout the re-development JP Dunn Construction Ltd will aim to care for the community
and:-
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 36 | P a g e• Be considerate to the community around the site, particularly the vulnerable.
• Manage the impact of the site on the environment through the implementation of our
CEMP and Environmental Management System.
• Ensure the site is kept clean and in good order at all times.
• Be a good neighbour, informing local and adjacent residents and businesses about our site
and responding positively to queries and issues.
• Be respectful, maintaining standards of conduct and dress around the development in
accordance with our code of conduct as required through each site induction.
• Manage the safety of staff, operatives, site visitors and the public, through the
implementation of our Health & Safety Management System and ensuring that
everyone associated with the project understands and implements this Policy.
• Ensure that the site displays a Considerate Constructors Scheme information poster clearly
visible to the public.
Principle Contractor
CLP contact details, unless advised otherwise are;
Name: Nick Jacks
Address: JP Dunn Construction Ltd
Unit 5 AC Court
High Street
Thames Ditton
KT7 0SR
Email: njacks@jpdunnconstruction.co.uk
Ref: CONSTRUCTION LOGISTICS PLAN Rev 00 Date: February 2019 37 | P a g eYou can also read
