Develop 3-5 SMART targets to support your vision. Present back your vision and targets to the group. Discuss: - How will you measure progress? - Who is responsible? - How will you communicate and engage?

1. 26/09/2011
builtfortraining.co.uk
Practical Sustainability
Kirsten Henson
builtfortraining.co.uk
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2. 26/09/2011
Welcome and Introductions
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Health & Safety
Attendance register
Fire Exits
Rest Breaks
Smoking Area
Mobile phones switched off
Personal Property
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3. 26/09/2011
What we’ll cover:
• What sustainability means for the built environment
• Formulation and delivery of a comprehensive sustainability strategy
• Design, specification and procurement to maximise innovation
• Assessing the broader value of sustainable solutions
And what I hope you will get out of it:
• Have a sound understanding of the key principles of sustainability and have the
confidence to open discussions with clients
• Have a clear picture of the implications of developing a leading approach to
sustainability
• Understand the key steps in defining, evaluating and delivering sustainable solutions
• Appreciate when, who and how to engage for maximum impact
• Be inspired by the challenge and opportunity that sustainable development
offers!
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The Day Ahead
9:00 Introduction
9:15 What is Sustainability and what it means for the Built Environment
10:15 BREAK (15mins)
10:30 The Business Case for Sustainability
11:00 Group Exercise: The JRP Sustainability Journey
11:30 Tackling the Challenge: The need for and approach to developing a
sustainability strategy
12:30 Group Exercise: Setting a Vision and KPIs for the business
13:00 LUNCH (45mins)
13:45 Design, Procurement and Specification for Sustainability: The Olympic Park
14:45 Group Discussion: Methods of Engagement and Communication
BREAK (15mins)
15:20 Evaluating Sustainable Solutions (including worked example)
16:20 Some Material Fun
16:35 Closing Remarks and Session Review
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4. 26/09/2011
What have you got?
What is the product an alternative to?
What is it made of?
Why is it more sustainable than the
conventional option?
What might be some of the issues
associated with selling the solution?
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What is Sustainability? The Definition
The ‘Brundtland’ Definition:
“sustainable development is development that meets
the needs of the present without compromising the
ability of future generations to meet their own needs”
WCED (1987:43) Our Common Future, Oxford University Press, Oxford
“The Brundtland Commission’s conception of sustainable
development brought together
equity between generations
and
equity within generations.
Bringing these two ideas together was a political masterstroke.”
Dresner, S. (2002:2) The Principles of Sustainability, Earthscan, London
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5. 26/09/2011
What is Sustainability? The Principals
Four common principles have been identified as underlying the
generic concept:
• futurity (concern for future generations)
• equity (concern for today’s poor and disadvantaged)
• public participation (concern that individuals should have an
opportunity to participate in decisions that effect them)
• environment (concern for the protection of the integrity of
eco-systems)
Mitchell, G., May, A. and McDonald, A. (1995:107) Picabue: A Methodical Framework for the Development of Indicators for
Sustainable Development International Journal of Sustainable Development and World Ecology, 2 pp.104-123
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What is Sustainability? The Principals
The Ecological Footprint tool has been used to
demonstrate that if current developed-world levels of
consumption and production were replicated world-
wide we would need three planets’ worth of resources
DEFRA (2005:43) Securing the Future: The UK Government Sustainable Development Strategy, HMSO, London
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6. 26/09/2011
What is Sustainability? The Models
The Triple Bottom Line
Environment
Environment
• commonly conceptualised
Sustainable Economy using a Venn diagram
Development Society
Economy Society • suggests a balance needs
= Triple bottom line to be found between the
after Parkin et al. (2003:19)
three elements
• can lead to the tackling of
issues in a
compartmentalised
manner
• Venn diagram has been
modified so the three
areas are nested
after Giddings et al. (2002:192)
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What does it mean for the Built Environment?
Global Warming and Climate Change
Source: National Oceanic and Atmospheric Administration
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7. 26/09/2011
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What does it mean for the Built Environment?
The Energy Gap
The problem with nuclear?
The problem with oil?
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8. 26/09/2011
What does it mean for the Built Environment?
Material scarcity and human health impacts
Assuming rates of consumption remain unchanged:
• Geochemically scarce metals
like copper, zinc, lead will be
depleted in a matter of
decades
• Iron, aluminium and steel are
more plentiful but…
• EPA places poor indoor air
quality fourth on the list of
high cancer risks
• UK landfill space will run out
in 8 years time
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What does it mean for the Built Environment?
Water scarcity
• Water scarcity in England and
Wales, abstraction licenses will
become increasingly difficult to
come by
• Global picture for water scarcity
consider (per tonne of product):
• 60,000l for pulp/paper
• 283,900l for steel (of which
75,700l freshwater)
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9. 26/09/2011
What does it mean for the Built Environment?
Declining Habitats
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What does it mean for the Built Environment?
The ‘Big Society’
Develop, support and champion new ways of enabling
people to give and engage.
Make it easier and more rewarding for people to give their
time, expertise and money to good cause.
Give people the opportunity to ‘own’ their places and
spaces – create pride and respect
Contraction and Convergence
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10. 26/09/2011
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The Business Case for Sustainability
• Legal compliance, licence to operate
Cost Saving
• Resource efficiency
• Managing reputational risk and ‘future-proofing’
• Attracting, motivating and retaining staff Investment
• Access to new markets and funding
• Market differentiation, winning new customers
“The world cannot succeed without business as a committed
solution provider to sustainable societies and ecosystems”
WBCSD President Bjorn Stigson
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11. 26/09/2011
The Business Case for Sustainability
What are the costs?
Code for Sustainable Homes
2010 costs
• Level 1 <1%
• Level 2 1-2%
• Level 3 3-4%
• Level 4 6-8%
• Level 5 25-30%
• Level 6 30-40%
BUT are people willing to pay more?
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Source: Communities and Local Government, Code for Sustainable Homes: A
Cost Review, 2010
The Business Case for Sustainability
What are the costs?
Retail Example
BREEAM retail (capital investment required)
• 0.24% to achieve BREEAM ‘Very Good’
• 1.76% to achieve BREEAM ‘Excellent’
• 10.1% to achieve BREEAM ‘Outstanding’
Energy efficiency (improvement over Part L, 2006)
• 25%: Capital 0.27%; 25 yr NPV -£758,082
• 44%: Capital 0.90%; 25 yr NPV -£1,053,332
• 70%: Capital 4.1%; 25 yr NPV -£2,496,463
• 100%: Capital 14.7%; 25 yr NPV -£2,367,946
• True Zero Carbon: Capital 26.5%; 25 yr NPV -£517,963
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Source: Targetzero Guidance On The Design And Construction Of Sustainable, Low
Carbon Supermarket Buildings, June 2011
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12. 26/09/2011
The Business Case for Sustainability
What are the costs?
Commercial Example
• Early input can reduce capital costs for BREEAM/LEED from 10%
to 3-5%
• Increased rental values of 3-8%, higher sales values of 5-10%
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1, 2 based
on post-occupancy studies
Source: EC Harris; How to Manage the True Costs of Sustainability and realise its value
Setting out on the Sustainable Path
Barriers to Change
• Lack of data to inform decision making
Part L compliance vs
Regulated emissions vs
Actual energy used
• Global nature of issues
• Fear of failure
• Single purpose design focus
• Market failure
• Personal behaviour and expectation
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13. 26/09/2011
Setting out on the Sustainable Path
Overcoming Barriers
• Broadening the problem definition and evaluation criteria
• Visionary leadership
• Regulatory requirements
• Transparent and upfront engagement with stakeholders
• Education and training
• Data collection and publication
• Promotion of ‘soft-failure’
• Ownership and responsibility
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Setting out on the Sustainable Path
Why does it not work better?
• By externalising the internalities in a system, the consequences
can be exported to others
• By setting narrow boundaries to a system the true impacts of a
proposed project are masked, or ignored
• By failing to incorporate the time dependent consequences of a
proposed project, the long term impacts are omitted
• By limiting the responsibility of the individuals in a process the
defence of “it wasn’t my job to consider that” can be invoked
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14. 26/09/2011
Setting out on the Sustainable Path
Role of Government and Legislation
• Removal of perverse incentives of regulations, and
creation of beneficial incentives – feed in tariffs
• Direct support for R&D and incentives for innovation
• Creation and dissemination of knowledge through
experimentation and demonstration projects
• Creation of markets through government purchasing
• Training of owners, workers, and educating of
consumers
• The problem with planning
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Group Discussion
Where are JRP on their sustainable path?
What are the associated risks and opportunities for JRP?
What barriers to implementing sustainability have you
experienced? Client, internal, external?
Market
How have you overcome Innovation differentiation
Future- and new
these? proofing markets
Resource
Are JRP a leader, follower efficiency
or dinosaur? and cost
Compliance saving
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15. 26/09/2011
Tackling the Challenge
• Vision and target setting
• Structure, responsibilities, communication
• Reporting and Measurement
• An Olympic Case Study
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The Road to Success
• Vision
• SMART Targets
• Accountability and Ownership
• Reporting & review
But what about implementation?
• Team structure
• Communication
• Technical support and written guidance
• Procurement processes and contracts
• Demonstration projects
• Replicate process for driving innovation rather than directly translating
innovations
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16. 26/09/2011
The Road to Success
No different from other management systems:
• EFQM Excellence Model
• 6 sigma
• ISO 14001, ISO 9001
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Tackling the Challenge: Olympic Park
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17. 26/09/2011
The Vision
To be the ‘Greenest Games Ever’
‘One Planet’ Olympics
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The Sustainable Development Strategy
Published in January 2007. Available on-line at
http://www.london2012.com/documents/oda-publications/oda-sustainable-development-strategy-full-
version.pdf
12 Objectives Areas
– Carbon
– Water
– Waste
– Materials
– Biodiversity and Ecology
– Land, Water, Air and Noise
– Supporting Communities
– Transport and Mobility
– Access
– Employment and Business
– Health and Well-Being
– Inclusion
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18. 26/09/2011
The Sustainable Development Strategy
Identifies a few site-wide measurable targets including:
Energy:
Olympic Village to be 25% more energy efficient than 2006 Building Regs
20% of all energy demands for the immediate post-Games Legacy to be
derived from on-site renewables
Water:
All permanent Venues to reduce water consumption by 40% over current
industry standards.
Waste:
90%, by weight, of demolition materials to be diverted from landfill
Materials:
20%, by value, of construction materials to be of a reused or recycled source
Transport and Mobility:
50% of materials, by weight, to be transported to and from the Olympic Park
by rail or water during construction
The Sustainable Development Strategy
Identifies numerous non-SMART targets:
Water:
– Promote rainwater harvesting/greywater recycling where feasible
Waste:
– Operate within the ODA’s waste hierarchy of eliminate, reduce, re-use,
recycle, energy recovery, dispose
Ecology and Biodiversity:
– Enhancing the ecological value of the Park through integration of habitat
creation and landscape design
Land, Water, Air and Noise:
– Waterways planned to be improved for transport, amenity and biodiversity
Supporting Communities:
– Protect and enhance ‘sense of place’ and ‘sense of ownership’
Health and Well-Being:
– ODA will provide welfare facilities for a diverse workforce
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19. 26/09/2011
Monitoring and Supporting Project Teams
Project Champions (SPOCs)
Energy
Technical Champions
Water
Waste
Materials
Biodiversity
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The Ideal Team?
Design
Procurement
Construction
Project Management
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20. 26/09/2011
Communication and Engagement
Design Briefs
• Detailed sustainability objectives
Implementation Guides to Project Teams (IGPTs)
• Targets and assessment tools
• Reporting requirements against RIBA design stages
• Advice and guidance but not ‘The Answer’
Workshops
• Theme workshops with Design teams
• Environment and Sustainability workshop prior to contractor start
on site
• On going progress meetings and Leadership groups
Communication and Engagement
Supply Chain Workshops
• Interpretation of high level objectives into work
package specifics
• Drive understanding and ownership
Procurement
• Balanced scorecard approach
• Sustainable option (where identified) stated as the
preferred option, or invite innovations to be presented
• Buying power and partnership
Contracts
• All contracts contain Olympic Park generic and Project
specific sustainability requirements
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21. 26/09/2011
Balanced Scorecard Approach
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Development of KPIs and Reporting
• Contractors ‘self-assure’ using an on-line system
• Review by Single Point of Contact before going to the Project Board.
• Executive Management Team challenge Project Team on red and amber
scores
• Above all ACCOUNTABILITY
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22. 26/09/2011
Group Exercise
In small groups determine a sustainability ‘vision’ for your
business/project.
Consider:
• What does your client want?
• What are your competitors doing?
• What skills do you have?
• How can the be utilised to deliver extra value?
• What might the team structure look like?
Develop 2 or 3 clear targets to help measure progress towards your
vision
Consider:
• Are the targets SMART?
• How will you monitor progress towards non-SMART targets?
• Do they address the most significant (and possibly challenging)
opportunities and threats?
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23. 26/09/2011
Olympic Successes
Design, Procurement and Specification
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Areas of Innovation
• Materials
• Waste
• Energy
• Water
• Biodiversity
• Transport
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24. 26/09/2011
Demolition Materials Management System
1. Reclamation surveys: Identification of reclamation opportunities
2. Pre-demolition Audits: Quantification of all materials; reclaimed, recycled
and disposed (hazardous waste)
3. Project Managers Instruction: Instruction to contractors to reclaim or recycle
materials
4. Demolition Activities: Justification report required if PMI cannot be carried
out.
5. Recording: Material stockpiles from demolition entered into SMARTWaste
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Earthworks and Remediation
Over 3,000,000m3 of soil ‘cut’, of which 2,400,000m3 have been placed
Soil washing 800,000m3. Useful sands and gravel generated (and not so useful
contaminated waste!)
Chemical stabilisation 50,000m3 Bio-remediation of soils 38,000m3
Complex sorting 80,000m3
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25. 26/09/2011
Recycled Materials
Stockpiles of concrete, mixed masonry, asphalt, blended materials and general fill…
Haul roads and temporary roads Gabion fill
50,000m3 30,000m3
•
Construction Platforms and piling mats
20,000m3
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Recycled Materials
• Capping under permanent roads
• Structural fill
• Earth retaining walls
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26. 26/09/2011
Reclaimed Materials are now being installed on site!
Reclamation for Use Off-Site
Sold for £148,000
290 tonnes of Carbon saved
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27. 26/09/2011
Embodied Impacts / Recycled Content
Ready Mix Concrete
375,000m3 poured to date, 400,000m3 expected
22% secondary aggregates used in ready mix concrete
24% reduction in embodied energy (30,000 tonnes CO2 saved to
date – equivalent to almost 4 years of Park operation.)
Pre Cast Concrete
Challenging the supply chain sometimes yields great results…
Is off-site manufacture always the most sustainable option?
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Embodied Impacts / Recycled Content
Reuse of steel
3000 tonnes – enough to build that massive roof!
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28. 26/09/2011
Embodied Impact / Recycled Content
Foam-mix
Replacement sub base for temporary roads
5000m3 additional site won material used
25 tonnes CO2 saved
40% increased recycled content of road construction
Precast manholes in South Park roads
45% reduction in carbon footprint
Approaching zero waste construction
Plastic kerbs
Installed on temporary roads
360,000 plastic bottles
29 tonnes CO2 saved
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Healthy Materials
• Zero asbestos, lead, CFCs, etc
• Reduce VOCs, Formaldehydes…
• Key risk areas include:
– Paints, stains and varnishes
– Adhesives
– Caulking compounds
– Carpeting
– Particle board
– Ceiling tiles
– Floor and wall coverings
•Water based form release agents, curing agents, etc
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29. 26/09/2011
Responsible Sourcing
Timber Deliveries - Delivery Booking Module
120
103
96 9999
100
7676
• ISO 14001 80
No. Deliveries
69696969
6567
60 51 51514949
47 4747
• Timber Supply Panel 40
26
23
30
35
4645 46
27
3131
Panel
16 19 19
FSC / PEFC 20
3
14 16
6
1 2 0 0 0 0
1414
0 0 0 0
7
0
Non-panel
Total
0
M 9
Ap 9
M 0
Ap 0
O 9
D 9
Ja 9
Fe 9
Ju 9
Ju 9
Au 9
Fe 0
0
M 9
Se 9
N 9
M 0
'0
'0
'1
'1
'0
'0
'0
'0
'0
'0
l '0
'1
'1
r '0
'0
'0
r '1
b
b
ar
ar
n
n
n
ov
ec
p
ay
ay
ct
g
Ja
2009 / 2010
• BCSA Responsible Sourcing of Steel
• BES6001: Responsible Sourcing Certification Scheme
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Waste (or Material?) Management
Eliminate
• The most sustainable material is
Reduce one that is never used!
Reuse • A material in a structure with no
engineering purpose is ‘waste’
Recycle
Energy • All buildings have an ‘end of life’ but some
Recovery
materials maintain performance
Landfill
• The sustainable option is not always the
obvious one
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30. 26/09/2011
Construction Waste Management
• Designing out Waste, Design for deconstruction, Reducing Waste
through supply chain engagement
• Consolidated on site reduces vehicle movements
• Contractors financially incentivised to segregate waste (>85%
segregation)
• Achieved 97% diversion from landfill for demolition waste and over
80% for earthworks
• Just over 90% of construction waste has been diverted from landfill
to date
Energy: 50% carbon reductions
• Mean - Venues designed to be 15% more energy efficient than
Part L
• Lean - Combined Cooling and Heating Plant (CCHP) on site
• Green - Biomass gasification, medium scale wind turbine, PV
lighting
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31. 26/09/2011
Water: 40% reduction in water consumption
• Low flow fixtures and
fittings (including waterless
urinals in all Venues)
• Grey water recycling in
Aquatics
• Rainwater harvesting in
Velodrome and Handball
• Non-potable network for long-term irrigation, media
centre toilet flushing (and CCHP cooling tower?)
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Biodiversity: 45ha of habitat, 0.4ha living
roofs/walls, 675 bird/bat boxes integrated in
structures and buildings
• Bird boxes integrated into structures and buildings
• Completed brown roof and green wall
• Complex habitat such as wetlands and wet woodlands to be
developed and integrated with drainage systems
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32. 26/09/2011
Transport: 50% of bulk materials to be
delivered to site by rail
• Rail deliveries and removals:
– 95% of raw materials for concrete
– Over 90% of loose aggregates
– Majority of kerb stones
– Precast concrete units
– Tiles and plasterboard
– Soils
3 million tonnes of material Barge deliveries to date:
– Rebar cages
20,000 tonnes CO2
– M&E pipe work
280,000 road movements – Waste removal
£10 million inbuiltfortraining.co.uk
externalities
Group Discussion
What are the key points in communicating sustainability?
• Appreciate the level of understanding of the organisation
and the people you are dealing with
• Instil a positive attitude, inspire rather than dictate
• Know when to let an opportunity go…and know when to
keep pushing
• Get in early and find the ‘hook’
• Avoid jargon, communicate in simple, understandable
terms that are relevant to specific job functions
• Use samples and demonstrations to make your point
• Frame the innovation in terms of the organisations key
drivers
• If at first you don’t succeed…consider the bigger picture,
and try again!builtfortraining.co.uk
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33. 26/09/2011
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Evaluating Sustainable Solutions
Cost Benefit Analysis
• Enumerates all possible consequences
• Estimates the probability of consequences occurring
• Estimates the benefit or loss to society should each occur (expressed in monetary terms)
Benefits:
• Clarifies choice among alternatives
• Potential to foster an open and fair decision-making process
• Total impact can be summarised using a common matrix
Limitations
• Subject to the same limitations of conventional economic theory
• Valuation of health related benefits and eco system services is not understood in detail
(not bought and sold on the open market therefore no clearly defined economic value)
• Discount rates – future benefits retain little value in present terms
• Overlooks equity and ethics bottom line myopia – lack of appreciation of complexities
• Vested interest in the ‘right; outcome can lead to constructed CBAs
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34. 26/09/2011
Evaluating Sustainable Solutions
Ecosystem Services
Direct Resources:
• Building materials
• Food
• Medicine
• Clothing
Functional Services
• Maintenance of atmospheric gases
• Generation and preservation of soils
• Disposal of wastes
• Control of pests
• Cycling of nutrients
• Maintenance of the water cycle.
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Evaluating Sustainable Solutions
Trade Off Analysis
• Disaggregated decision making process
• Keeps each factor in its natural non-aggregated units
Benefits:
• Framework does not specify a final decision – it is a
decision making tool
• Avoids assumptions about how to translate
environmental, H&S impacts to monetary value
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35. 26/09/2011
An Example: Olympic Park Concrete
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A Group Worked Example
Remember these?
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36. 26/09/2011
A Worked Example
What might be the consideration of plastic vs
concrete kerb stones?
• Visual
• Health & Safety – concrete dust, manual handling, plant &
equipment
• Recycled content
• Transportation
• Local manufacture
• Wastage rates/damage
• Laying technique/skills required
• Cost of material
• Cost of labour
• Programme implications
How can we address these consideration?
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A Worked Example
Estimated Actual
Concrete Durakeb Concrete Durakerb
Purchase price £2.00 £8.00 £2.19 £8.00
Installation volume/day 100 480 150 200
Installer labour £2.40 £0.50 £4.75 £4.25
Lifter/JCB £1.96 0 Inc
Kerb race installation £12.50 £12.50 £12.50 £12.50
and haunching
Damage rate 15% 2% 15% 2%
Damage costs £2.83 £0.42 £2.83 £0.42
INSTALLED COST £21.69 £21.42 £22.36 £25.25
Per linear metre
No of days for 35days 7days 12days 9days
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installation
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37. 26/09/2011
A bit of material fun
What is the product an alternative to?
What is it made of?
Why is it more sustainable than the conventional option?
What might be some of the issues associated with selling
the solution?
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Kirsten’s Top Tips
1. Seek early clarity on a client’s requirements. Do not chase lowest cost but
offer best value. Agree the deliverables and deliver them!
2. A sustainable solution depends on:
• The project location
• How the client and end users want to inhabit the space
• What the ownership/client model looks like
3. Interpret complex sustainability objectives into simple deliverables and
empower the whole team
4. Think differently. Expand your outlook to understand the value of
sustainable solutions
5. Never underestimate the value of a demonstration project and treat
occasional failures as valuable learning exercises.
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38. 26/09/2011
How well did we do?
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Government Policy
Securing the Future – the UK Government Sustainable
Development Strategy
1. Sustainable consumption and Production
• Sustainable procurement policies
• Strengthening measures to improve environmental performance of
products
2. “Confronting the greatest threat” – climate change and energy
• 60% reduction in CO2 emissions by 2050
• Zero Carbon Homes by 2016 – really?
3. Protecting our natural resources and enhancing the environment
• Enhancing the role of the Environment Agency, integration with
DEFRA
4. Creating Sustainable Communities and a Fairer World
• Sustainability at the heart of land use planning
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39. 26/09/2011
Government Policy
Policy is all over the place!
Driven by EU legislation on Climate Change, Waste, Water, Energy
and Biodiversity
3 key departments
• DECC – Department for Energy and Climate Change
http://www.decc.gov.uk/
• DEFRA – Department for Environment, Food, and Rural Affairs
http://ww2.defra.gov.uk/
• DCLG - Department for Communities and Local Government
http://www.communities.gov.uk/planningandbuilding/planningsystem/planningpolicy/planningpolicystatements/
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