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John Rowan & Partners Sustainable Workshop


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Practical Sustainability presented by Kirsten Henson to John Rowan & Partners.

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John Rowan & Partners Sustainable Workshop

  1. 1. 26/09/2011 Sustainability Kirsten Henson 1
  2. 2. 26/09/2011Welcome and Introductions Health & Safety Attendance register Fire Exits Rest Breaks Smoking Area Mobile phones switched off Personal Property 2
  3. 3. 26/09/2011What 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 solutionsAnd 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 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 3
  4. 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? is Sustainability? The DefinitionThe ‘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 4
  5. 5. 26/09/2011What is Sustainability? The PrincipalsFour 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 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 5
  6. 6. 26/09/2011What is Sustainability? The ModelsThe 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) does it mean for the Built Environment?Global Warming and Climate ChangeSource: National Oceanic and Atmospheric Administration 6
  7. 7. 26/09/2011 does it mean for the Built Environment?The Energy Gap The problem with nuclear? The problem with oil? 7
  8. 8. 26/09/2011What 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 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) 8
  9. 9. 26/09/2011What does it mean for the Built Environment?Declining Habitats 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 9
  10. 10. 26/09/2011 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 10
  11. 11. 26/09/2011The 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, 2010The Business Case for SustainabilityWhat 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 Source: Targetzero Guidance On The Design And Construction Of Sustainable, Low Carbon Supermarket Buildings, June 2011 11
  12. 12. 26/09/2011The Business Case for SustainabilityWhat 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% 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 12
  13. 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 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 13
  14. 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 DiscussionWhere 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? MarketHow have you overcome Innovation differentiation Future- and new these? proofing markets ResourceAre JRP a leader, follower efficiency or dinosaur? and cost Compliance saving 14
  15. 15. 26/09/2011 Tackling the Challenge • Vision and target setting • Structure, responsibilities, communication • Reporting and Measurement • An Olympic Case Study 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 15
  16. 16. 26/09/2011The Road to Success No different from other management systems: • EFQM Excellence Model • 6 sigma • ISO 14001, ISO 9001 the Challenge: Olympic Park 16
  17. 17. 26/09/2011 The Vision To be the ‘Greenest Games Ever’ ‘One Planet’ Olympics The Sustainable Development StrategyPublished in January 2007. Available on-line at 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 17
  18. 18. 26/09/2011The 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 constructionThe Sustainable Development StrategyIdentifies numerous non-SMART targets:Water: – Promote rainwater harvesting/greywater recycling where feasibleWaste: – Operate within the ODA’s waste hierarchy of eliminate, reduce, re-use, recycle, energy recovery, disposeEcology and Biodiversity: – Enhancing the ecological value of the Park through integration of habitat creation and landscape designLand, Water, Air and Noise: – Waterways planned to be improved for transport, amenity and biodiversitySupporting Communities: – Protect and enhance ‘sense of place’ and ‘sense of ownership’Health and Well-Being: – ODA will provide welfare facilities for a diverse workforce 18
  19. 19. 26/09/2011 Monitoring and Supporting Project Teams Project Champions (SPOCs) EnergyTechnical Champions Water Waste Materials Biodiversity The Ideal Team? Design Procurement ConstructionProject Management 19
  20. 20. 26/09/2011Communication 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 groupsCommunication 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 20
  21. 21. 26/09/2011Balanced 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 21
  22. 22. 26/09/2011Group ExerciseIn small groups determine a sustainability ‘vision’ for yourbusiness/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 yourvisionConsider:• 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? 22
  23. 23. 26/09/2011 Olympic Successes Design, Procurement and Specification of Innovation • Materials • Waste • Energy • Water • Biodiversity • Transport 23
  24. 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 Earthworks and Remediation Over 3,000,000m3 of soil ‘cut’, of which 2,400,000m3 have been placedSoil washing 800,000m3. Useful sands and gravel generated (and not so usefulcontaminated waste!) Chemical stabilisation 50,000m3 Bio-remediation of soils 38,000m3 Complex sorting 80,000m3 24
  25. 25. 26/09/2011Recycled MaterialsStockpiles of concrete, mixed masonry, asphalt, blended materials and general fill…Haul roads and temporary roads Gabion fill50,000m3 30,000m3 • Construction Platforms and piling mats 20,000m3 Recycled Materials • Capping under permanent roads • Structural fill • Earth retaining walls 25
  26. 26. 26/09/2011Reclaimed Materials are now being installed on site!Reclamation for Use Off-Site Sold for £148,000 290 tonnes of Carbon saved 26
  27. 27. 26/09/2011Embodied 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? Impacts / Recycled Content Reuse of steel 3000 tonnes – enough to build that massive roof! 27
  28. 28. 26/09/2011Embodied 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 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 28
  29. 29. 26/09/2011Responsible 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 (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 29
  30. 30. 26/09/2011Construction 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 dateEnergy: 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 30
  31. 31. 26/09/2011Water: 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?) 45ha of habitat, 0.4ha livingroofs/walls, 675 bird/bat boxes integrated instructures 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 31
  32. 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 externalitiesGroup 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! 32
  33. 33. 26/09/2011 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 matrixLimitations• 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 33
  34. 34. 26/09/2011Evaluating Sustainable SolutionsEcosystem Services Direct Resources: • Building materials • Food • Medicine • ClothingFunctional Services • Maintenance of atmospheric gases • Generation and preservation of soils • Disposal of wastes • Control of pests • Cycling of nutrients • Maintenance of the water cycle. Sustainable SolutionsTrade 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 34
  35. 35. 26/09/2011 An Example: Olympic Park Concrete Group Worked ExampleRemember these? 35
  36. 36. 26/09/2011A Worked ExampleWhat might be the consideration of plastic vsconcrete 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 implicationsHow can we address these consideration? 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 installation 36
  37. 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?’s Top Tips1. 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 like3. Interpret complex sustainability objectives into simple deliverables and empower the whole team4. Think differently. Expand your outlook to understand the value of sustainable solutions5. Never underestimate the value of a demonstration project and treat occasional failures as valuable learning exercises. 37
  38. 38. 26/09/2011 How well did we do? 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 38
  39. 39. 26/09/2011Government PolicyPolicy is all over the place!Driven by EU legislation on Climate Change, Waste, Water, Energyand Biodiversity3 key departments• DECC – Department for Energy and Climate Change• DEFRA – Department for Environment, Food, and Rural Affairs• DCLG - Department for Communities and Local Government 39