john rowan & partners sustainable workshop

26/09/2011

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builtfortraining.co.uk


Practical Sustainability

Kirsten Henson

26/09/2011

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Welcome and Introductions



Health & SafetyAttendance register

Fire Exits

Rest Breaks

Smoking Area

Mobile phones switched off

Personal Property

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builtfortraining.co.ukbuiltfortraining.co.uk

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!


The Day Ahead9:00 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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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?


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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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


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

What is Sustainability? The Principals

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What is Sustainability? The ModelsThe Triple Bottom Line

• commonly conceptualised

using a Venn diagram

• suggests a balance needs

to be found between the

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 Parkin et al. (2003:19)

after Giddings et al. (2002:192)

Environment

Economy Society

Sustainable Development

EnvironmentEconomySociety

= Triple bottom line


What does it mean for the Built Environment?Global Warming and Climate Change

Source: National Oceanic and Atmospheric Administration

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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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• 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

Assuming rates of consumption remain unchanged:

What does it mean for the Built Environment?Material scarcity and human health impacts


• 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)

What does it mean for the Built Environment?Water scarcity

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What does it mean for the Built Environment?Declining Habitats


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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The Business Case for Sustainability

• Legal compliance, licence to operate

• Resource efficiency

• Managing reputational risk and ‘future-proofing’

• Attracting, motivating and retaining staff

• 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

Cost Saving

Investment

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The Business Case for SustainabilityWhat 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?

Source: Communities and Local Government, Code for Sustainable Homes: A

Cost Review, 2010



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

Source: Targetzero Guidance On The Design And Construction Of Sustainable, Low

Carbon Supermarket Buildings, June 2011

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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%

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 PathBarriers 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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Setting out on the Sustainable PathOvercoming 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


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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Setting out on the Sustainable PathRole 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


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?

Compliance

Resource efficiency and cost saving

Future-proofing

Innovation and new markets

Market differentiationHow have you overcome

these?

Are JRP a leader, follower or dinosaur?

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Tackling the Challenge

• Vision and target setting

• Structure, responsibilities, communication

• Reporting and Measurement

• An Olympic Case Study


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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No different from other management systems:

• EFQM Excellence Model

• 6 sigma

• ISO 14001, ISO 9001

The Road to Success


Tackling the Challenge: Olympic Park

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The Vision

To be the ‘Greenest Games Ever’

‘One Planet’ Olympics



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

The Sustainable Development StrategyPublished in January 2007. Available on-line at http://www.london2012.com/documents/oda-publications/oda-sustainable-development-strategy-full-version.pdf

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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

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

The Sustainable Development Strategy

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Monitoring and Supporting Project TeamsProject Champions (SPOCs)

Tech

nic

al

Ch

am

pio

ns

Energy

Water

Waste

Materials

Biodiversity


The Ideal Team?

Design

Construction

Project Management

Procurement

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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


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

Communication and Engagement

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Balanced Scorecard Approach


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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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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Olympic SuccessesDesign, Procurement and Specification


• Materials

• Waste

• Energy

• Water

• Biodiversity

• Transport

Areas of Innovation

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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

Soil washing 800,000m3. Useful sands and gravel generated (and not so useful

contaminated waste!)

Earthworks and RemediationOver 3,000,000m3 of soil ‘cut’, of which 2,400,000m3 have been placed

Bio-remediation of soils 38,000m3Chemical stabilisation 50,000m3Complex sorting 80,000m3

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builtfortraining.com

•

Recycled MaterialsStockpiles of concrete, mixed masonry, asphalt, blended materials and general fill…

Construction Platforms and piling mats

20,000m3

Haul roads and temporary roads

50,000m3

Gabion fill

30,000m3

Recycled Materials

• Capping under permanent roads

• Structural fill

• Earth retaining walls

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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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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?


Embodied Impacts / Recycled Content

Reuse of steel

3000 tonnes – enough to build that massive roof!


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Embodied Impact / Recycled ContentFoam-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


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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Responsible Sourcing

• ISO 14001

• Timber Supply Panel

FSC / PEFC

• BCSA Responsible Sourcing of Steel

• BES6001: Responsible Sourcing Certification Scheme

Timber Deliveries - Delivery Booking Module

3

14 16

27

45 46

65 69 69

47

31

14

51 49

76

96 99

2316 19 19

61 2 0 0 0 0 0 0 0 0

70

26 3035

4651 47

67 69 69

47

31

14

51 49

76

103 99

0

20

40

60

80

100

120

Jan

'09

Feb '0

9

Mar

'09

Apr '0

9

May

'09

Jun

'09

Jul '0

9

Aug '0

9

Sep '0

9

Oct

'09

Nov '0

9

Dec '0

9

Jan

'10

Feb '1

0

Mar

'10

Apr '1

0

May

'10

2009 / 2010

No

. Del

iver

ies

Panel

Non-panel

Total


Eliminate

Reduce

Reuse

Recycle

Energy Recovery

Landfill

Waste (or Material?) Management

• The most sustainable material is

one that is never used!

• A material in a structure with no

engineering purpose is ‘waste’


• All buildings have an ‘end of life’ but some

materials maintain performance

• The sustainable option is not always the

obvious one

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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


• 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

Energy: 50% carbon reductions

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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?)

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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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

Barge deliveries to date:

– Rebar cages

– M&E pipe work

– Waste removal

3 million tonnes of material

20,000 tonnes CO2

280,000 road movements

£10 million in externalities


Group DiscussionWhat 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!

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Evaluating Sustainable SolutionsCost 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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Direct Resources:

• Building materials

• Food

• Medicine

• Clothing

Evaluating Sustainable SolutionsEcosystem Services

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.


• 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

Evaluating Sustainable SolutionsTrade Off Analysis

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An Example: Olympic Park Concrete


A Group Worked Example

Remember these?

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A Worked Example

What might be the consideration of plastic vs

concrete kerb stones?

How can we address these consideration?

• 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


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

and haunching

£12.50 £12.50 £12.50 £12.50

Damage rate 15% 2% 15% 2%

Damage costs £2.83 £0.42 £2.83 £0.42

INSTALLED COST

Per linear metre

£21.69 £21.42 £22.36 £25.25

No of days for

installation

35days 7days 12days 9days

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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?


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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How well did we do?


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

Government Policy

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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 Governmenthttp://www.communities.gov.uk/planningandbuilding/planningsystem/planningpolicy/planningpolicystatements/

john rowan & partners sustainable workshop

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