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1、09/06/2022INDEPENDEN T P U B L I C AT I O N BY#0811R AC O N T EU R.NE TFUTURE OFCONSTRUCTIONTHE ABSURDITIES OF PLANNINGGO OFFSITE TO GO GREEN1206LESSONS AFTER GRENFELL18R A C O N T E U R.N E TF U T U R E O F C O N S T R U C T I O N0302/future-construction-2022raconteurraconteur.storiesDistributed in

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5、:10he construction industry faces a perfect storm of challenges,from the cost-of-living squeeze to supply chain dis-ruptions.The sector must learn the right lessons from recent years to seize the opportunities of the future.In many ways,the past couple of years have been record-breaking for construc

6、tion.Annual construction output increased by a record 12.7%in 2021,compared to the year before.This was the largest increase since records began,though it followed the pandemic-stricken 2020,which saw the largest decline in annual growth at 14.9%.On top of that,pric-es charged on work in the constru

7、c-tion industry increased 7.3%in the 12 months to March 2022 the strongest annual rate of output price growth since records began in 2014.But these figures dont tell the whole story.The recent dramatic rise in inflation,rising energy pric-es,materials shortages and uncer-tainty stemming from the war

8、 in Ukraine have driven extreme price fluctuations.The latest data from the BEIS materials tracker suggests that year-on-year prices for all building work rose by 24.5%from March 2021 to March 2022.Roof tiles rose 24%in a year,steel was up 25%and concrete reinforcing bars jumped an astounding 63.6%.

9、Add in question marks over labour availability,a cost-of-living squeeze and ongoing supply chain disrup-tions that many attribute to Brexit and you have a perfect storm for the building industry,one that seems incredibly difficult to navigate.Many sectors emerged from the turbulent months of the pan

10、demic with renewed focus and a different perspective on their operations.Digital transformation is said to have been accelerated,plunging sectors such as retail and banking into brave new worlds of efficiency and customer-centricity.The construction sector was a stalwart of the economy during the pa

11、ndemic,enduring while many others could not.Could the indus-try also experience a new dawn,learning the lessons from these darker days to emerge stronger,leaner and better in the future?There is no quick fix.Recent events have tested the sector to its limits,revealing some fundamen-tal shortcomings;

12、more digital effi-ciency looks like its nowhere near enough to turn things around.Iestyn Jones is director at C2J Architects&Planners,which has a range of focuses,from domestic extensions to large-scale projects across residential,retail,leisure,healthcare and education.“Were facing two major issues

13、,”he sug-gests.“The first is the bottleneck in the planning system and the sec-ond is the cost of materials and uncertainty in the market.”For many industries,the increased attention on work from home and the move to hybrid working has been a boon,leading to better productivity and an improved emplo

14、yee experi-ence.These are both essential during The Great Resignation.But the transition isnt so smooth or even feasible in construction.Construction company Jehu Group is a third-generation family busi-ness in the commercial and hous-ing sector.CEO Simon Jehu agrees that conditions are tough.“Every

15、 day is like swimming through trea-cle.Theres a Covid hangover.The legal system,the banking industry,local authorities or utilities:no-one is back to normal.”Even on sites,theres a marked dif-ference in attitudes towards a work/life balance,he says.“If were honest with ourselves,were on a three-day

16、week,”he says,noting that this seems to be more apparent in Wales,where Jehu is based.It seems as if the planning sector has yet to work out what hybrid working means,Jones reckons.“When there are problems that need resolving its a lot easier to do face to face with a big,red marker pen.Its a brains

17、torming exercise we work in a creative industry.”Despite todays widespread use of Teams or Zoom,videoconferenc-ing still isnt an adequate replace-ment for getting everyone in the room and hashing out a problem.“Council planning departments are reluctant to bring people back into the office.Thats whe

18、re the breakdown is happening.”Still,with so much talk of digital transformation,youd think that two years of pandemic-accelerated inno-vation would have provided some kind of solution.Martyn Wallace is chief digital officer for the Digital Office for Scottish Local Govern-ment,whose latest digital

19、planning strategy focuses on better data and intelligence for decision-making.“The trouble in councils is due to cuts where we have had to let go of a lot of admin folk,including people who used to be able to answer all the enquiries for planning applications.In some councils,the actual planners hav

20、e to deal with information requests,including Freedom of Infor-mation(FOI)requests,which means the whole process is slowed down.”Delays bring more than just frus-tration.With prices currently so vol-atile,its becoming almost impossible to manage client expec-tations.The fixed price contracts that co

21、uld absorb moderate price fluctuations and the low inflation of the past couple of decades is sud-denly no longer fit for purpose.“We are used to sub 2.5%infla-tion and have got into the position of using fixed price contracts,”says Jehu.“There have been Morag Cuddeford-JonesAnne Owen12.7%Office for

22、 National Statistics,2022increase in annual construction output in the UK in 2021Every day is like swimming through treacle.Theres a Covid hangoverSophia AkramJournalist with an interest in human rights and global development and their crossover with business,featured in Al Jazeera,Vice and other ou

23、tlets.David BenadyWriter,editor and analyst who specialises in media,marketing,retail and IT.His work appears in The Guardian,on B and NYT.Morag Cuddeford-JonesBusiness journalist with 20+years experience delving into evolving topics covering major commercial and transformation issues.Sean HargraveF

24、ormer Sunday Times innovation editor who now works as a freelance journalist covering technology,business issues,and financial services.Jim McClellandSustainable futurist,speaker and writer,committed to exploring space where economics,environment and social equity meet in business.Charles Orton-Jone

25、sPPA Business Journalist of the Year,former editor of EuroBusiness,specialising in fintech and high-growth startups.Johanna ParsonsAward-winning journalist covering all aspects of supply chain,transport,and logistics through the warehouse,the cloud and beyond.ContributorsFUTURE OF CONSTRUCTIONConstr

26、uction seeks stronger foundations for the futureThe construction sector endured the pandemic but is now beset with crises.It must learn from recent years to adapt for the futureS E C T O R O V E R V I E WTraconteur-mediaPublishing manager Jean-Philippe Le CoqDeputy editorFrancesca CassidyManaging ed

27、itorSarah VizardSub-editorsNeil ColeGerrard CowenChris RyderCommercial content editorsLaura BithellBrittany GolobReports editorIan DeeringDesign/production assistant Louis NassDesignCelina LuceyColm McDermottSamuele MottaSean Wyatt-LivesleyDesign directorTim WhitlockIllustrationElisabetta Calabritto

28、Kellie JerrardHead of productionJustyna OConnellPublished in association withR A C O N T E U R.N E TF U T U R E O F C O N S T R U C T I O N0504fluctuations in inflation,but that fixed price cost was still managea-ble.Now you cant get long-term prices for key materials.The quote would only be valid f

29、or today.”James Nevin is partner at Blue Engineering,a London-based structural engineering firm.Despite the challenges,he sees cause for optimism“Its very busy,meaning we can command good fees and make good money.But where do we go from here?”Nevin sees first-hand from clients the nervousness of bal

30、ancing cost and client expectations.“Builders are scared about going up another percentage because modern con-tracts just dont have that much wiggle room.Everyone is worried about getting ripped off and they want a simple contract.”He points out that the builder now feels the need to price with a mu

31、ch larger margin.If they win the job but pric-es go up,they havent just lost prof-it,its eating into wages.Although smaller contractors are potentially nimbler,theyre experi-encing the same difficulties.Simon Plummer,owner of Reading-based Ruscombe Design&Build,says the average client had their job

32、priced up nearly a year ago.But within six months,such a job had seen a 20-30%price rise.“How do you go back to the client and say that?In jobs that youve taken,you have to take the fallout.”An inflated market means its even more difficult to get boots on the ground,with contractors expecting to be

33、flooded with work in the near term.“When customers are asking when builders can start,were giving lead times of at least 15 months.How can we possibly say how much its going to be at tender when thats traditionally a three-month lead in?”asks Anne Owen,whose eponymous architecture practice focuses m

34、ostly on domes-tic projects in the Berkshire region.In practice,this means compa-nies like Plummers are advising clients to move from the typical 10%project contingency in case of overspend to at least 20%.Shifting tack mid-job because certain mate-rials have become prohibitively expensive is not po

35、ssible for small-er contractors,“if something has already been approved,its not easy to go in and change it.”Owen agrees that clients must be much more pragmatic about their contingency planning.On more than one occasion clients have been shocked to discover their original plans have come in“probabl

36、y a third more than they wanted to pay”.This necessitates a return to draw-ings,a return to planning and another trip through the system.The scarcity of certain materials isnt helping to take the heat out of the market.Bricks that would nor-mally turn up in four to five days are taking up to 26 week

37、s to arrive,says Jehu.Hes even taken to rationing materials on site.Smaller contractors say managing product availability and price can often come down to personal relationships at builders yards,with the cost of materials var-ying even from one outlet to another,depending on how well the trader is

38、known to the manager.There is a sense that the industry is working flat out to keep up,despite all the challenges.Con-struction appears so in demand that it could,in theory,take its pick of projects.And yet,its not showing up in profit.“Were still turning over 50%of what we were during lockdown but

39、its not through a lack of work.Even though we kept going during the pandemic,very few contractors were profitable but kept going.Now a lot of balance sheets need to recov-er.We have the biggest pipeline weve ever had,we just cant deliver on stuff,”Jehu reveals.The architecture business also seems to

40、 be motoring.“Probably the biggest challenge we face is availability of builders,particular-ly here in the southeast,”Owen warns.“The way people live in their space has had a dramatic shift from pre-pandemic so the demand for this kind of work has gone through the roof.”software that can streamline

41、and automate tasks,“freeing us up to focus on more creative things,com-municating with clients”.Ultimately,communication is key.This is perhaps where many other sectors have taken lessons from the pandemic that the con-struction sector is yet to fully appreciate.Jones agrees,for exam-ple,that using

42、remote tools effec-tively means he saves many hours which used to be spent on the road,travelling to meetings.Owen says that while she has good relationships with her local planning team and can often pick up the phone to them,this tends to be the exception rather than the rule.Rigid form filling wh

43、ere the architects version of the approval list is different to the planners is just one aspect of a system that still uses old structures to deal with modern expectations.Jehu explains that 75%of a pro-jects lifecycle,in terms of time,occurs before a spade even enters the ground.“There is very litt

44、le we do have control over,”he admits.“But if technology can do a self-drive car,perhaps it can do a self-administering planning department?Our industry needs to evolve.It isnt going to die,but we must adapt.”C2J Architects&Plannersrevealing that the company is reporting how much steel is used on ea

45、ch project at the front of its client documents and offering the option to offset its carbon.“What that means is clients are asking how they can move to timber which is more sustainable and cheaper.”“If we learn anything from all of this,its that we should be more independently sustainable,”Jones ad

46、ds.“Surely its got to be more sustainable to get it from 10 miles away than from China?”Efficiency is also a key point.While rationing bricks is an extreme approach to reducing waste,Jehu cautiously welcomes the ability to take stock some-times literally and find ways of being a leaner operation ove

47、rall.“It is encouraging better planning.From an overheads level,were get-ting by with far less.”Technology is expediting the process to a degree,as all parties involved in projects begin to use more collaboration software or look for innovations that will build in efficiencies.Nevin points to the fa

48、ct that“during lockdown it made us really think about processes and where we can cut fat without cutting people.”Blue Engineering has created its own software division to develop Its very busy,meaning we can command good fees and make good money.But where do we go from here?But this could be a false

49、 dawn,according to Nevin,who says unex-pectedly high prices are causing potential clients to cast their nets wider in search of an acceptable quote.That means more builders are quoting for more work,yet the actual volume of projects hasnt changed much.“The conversations Ive been having with my archi

50、tects is that we have to remind builders that they might be pricing on 10 pro-jects but that doesnt mean thats the number of projects out there.”In fact,Nevin calls for a more widely available database that lists the projects going through plan-ning;this could be shared with builders and business ow

51、ners so they can better understand the true size of the market.“That might help them reduce their pric-es and feel more confident.”Plummer says that good old-fash-ioned word of mouth has given his firm a realistic view of his market.“Were fortunate because we dont advertise so the people who approac

52、h us are genuinely looking to get started.There may have to be a funda-mental rethink of how the sector is organised.C2Js Jones points to a need to bring the supply chain much closer together.“We should probably be more self-sufficient,something the pandemic showed everyone when it came to shopping

53、locally.Construction has started to push towards using more local sup-pliers and building up relationships so that everything is on a smaller footprint.”This would also help address growing demands around sustainability,he adds.With prohibitive steel pricing per-haps giving the industry a nudge in t

54、he right direction,Nevin agrees,14.9%6.2%Office for National Statistics,2022decline in annual growth in 2020,the largest in recorded historyincrease in prices in the construction industry in the 12 months to December 2021Commercial featureecarbonisation is now a pri-ority,not only in construc-tion,b

55、ut across the entire design-build-operate lifecycle of real estate assets.Developers and property portfolio holders are looking to reduce their carbon footprints to achieve net-zero goals and reduce operational costs,as they grapple to mitigate the climate impact of their buildings and deal with ene

56、rgy price shocks.Many organisations have committed to sustainability pledges including Race to Zero and SBTi,says Sadaf Askari,sustain-ability partner manager at IES,but most still have some way to go in defining and implementing decarbonisation strat-egies.“With buildings accounting for almost 40%o

57、f global emissions,compa-nies and portfolio holders need to make decarbonisation investment decisions based on data they can trust,”she adds.What they may not know is that tech-nology referred to as digital twins can provide just that.By enabling the creation of real-time digital counter-parts of bu

58、ildings and portfolios,com-panies can analyse their carbon output and find ways to reduce it.IES,which develops digital twin technology to reduce the environ-mental impact of buildings and cities,sees several ways the technology can support decarbonisation;helping inform net-zero investments,divest

59、from fossil fuels,mitigate rising energy prices,and even optimise conditions for building occupants.IES ICL digital twin suite has helped companies simulate entire building portfolios to monitor operational per-formance in real-time,understand the impact of net-zero investments and identify ineffici

60、encies and improve-ments.This can help inform decarbon-isation roadmaps,showing what actions are needed to meet client targets or by identifying shortfalls in existing plans.“Our digital twin is a model of the actual building representing its performance at any point in time,”says Askari.“We use dat

61、a and physics powered simulations to understand a diverse range of scenarios and support decision-making.”As countries seek to cut reliance on Russian gas and the need to divest from fossil fuels gathers pace,many are also turning to digital twins to identify alternative energy solutions.“The techno

62、logy can be used to sim-ulate whole energy systems and assess how groups of buildings integrate with heating and cooling networks,How digital innovation supports sustainable building portfoliosDigital twin technology can play a key role in decarbonising built assets,helping companies meet net-zero t

63、argets and drive down rising energy costsrenewables,EV charging stations and demand optimisation solutions,”says Askari.“We can identify ways to reduce reliance on the grid,share energy locally and increase the capac-ity of renewable energy generation and storage to improve resilience.”Thats without

64、 even mentioning the ability to support the regulatory mine-field that is ESG.Like many sectors,real estate owners are facing pressure to bolster their ESG credentials,with 60%according to Deloittes 2022 Commercial Real Estate Outlook believing ESG initiatives bring new opportunities and give them a

65、 compet-itive edge.“This is another area where digital twins can help,”says Askari.“Portfolio owners can measure and continuously monitor ESG KPIs,identi-fying improvements via bespoke dash-boards.That helps them meet reporting and disclosure requirements,but also minimises potential investment risk

66、s.”Using technology to boost your build-ings environmental credentials can raise their value and lower associated climate risks,but the business bene-fits extend to occupants too.Research suggests better indoor air quality can lead to productivity improvements of 8-11%.In organisations where 90%of t

67、ypical overheads are spent on employees,minor improvements in productivity can substantially impact turnover and profit.Portfolio owners can balance energy use with occu-pant needs,using their digital twin to monitor and improve air quality,comfort and ventilation.“The wellbe-ing of occupants remain

68、s a top prior-ity of building management.You cant reduce energy use to the level that occupants are unhappy,”adds Askari.There is no“one size fits all”approach to decarbonisation.However,the power of digital twins for real estate lies in their ability to handle complex and dynamic building portfolio

69、s,ana-lysing data and producing highly accu-rate simulations to inform business decisions.“To have a real-time under-standing of your portfolio you need to accumulate multiple sources of data in one place,”says Askari.“Our digital twins allow companies to make sense of that data,predict a diverse ra

70、nge of scenarios and ensure they are on track to reach their decarbonisation goals.”To find out more,please visit twins allow companies to make sense of their data,predict a diverse range of scenarios and ensure they are on track to reach their decarbonisation goalsDI N S I G H TSteve BrattCEO of EC

71、A and member of Actuate UKActuate UK was created to foster a greater sense of collaboration within the industry why is this so important?Engineering services-the things that go into an infrastruc-ture project and make it work-repre-sent about 40%,by value,of the initial build cost.Many of the things

72、 at the top of the governments priority list are significantly impacted by these services.The green agenda,energy efficiency,net zero and the ongoing monitoring of fire and safety systems.Theres a strong correlation between what we do,where the money is spent and whats important to society.Given thi

73、s,it was an easy decision for us to say“If were going to have a voice and influence in these critical areas,then we must come together”.Forming Actuate UK was about our sector saying:“hang on a minute,lets not make government and stakehold-ers talk to 15 different people,when they want to talk to us

74、,lets let them talk to one body that can represent not just contractors,but the people manufacturing products,doing the design,installation,maintenance,the whole footprint.”AQHow can greater collaboration drive the sustainable agenda?The construction industry is a complex and fragmented arrangement.

75、We build a new prod-uct in a new place with new people every time.Imagine trying to build a car that way.You end up with a long chain from funders through to specialists.The problem is that those at the top want to fix the price and pass the risk on.So,at tiers two and three,the primary concern is h

76、aving risk handed down.Their focus turns to cost and risk management,rather than innovation or investment in skills.We need mod-els to be more collaborative if were to become more sustainable.On a practical level,we have things like integrated project insurance and the Construction Playbook and Actu

77、ate UK has launched a net zero working group.But there is still a way to go.You need to bring the chain together so when we build this new thing in a new place with new peo-ple,they feel joined up,they feel like theyre working for the same aim.You cant just focus on getting greener,safer,or fairer.T

78、hese things are interdependent Steve Bratt,CEO of the ECA and founding member of engineering services alliance,Actuate UK,on how to make the construction industry a better place to workAQAQWhat does the industry need from the government,to ensure constructions future is greener,safer and fairer for

79、all?Fundamentally,we want to see them enforce things.Were going through a review of the Building Regulations.Currently,a responsible business will make sure that what they design is compliant with building regulations on the assumption that when its installed,someone will check.The reality is that t

80、hat doesnt happen.Theres a perception that the indus-try is anti-regulation.Its not-what it wants is regulation thats properly enforced,so the people doing it prop-erly are rewarded.In terms of“safer”:competence is a critical component of the building safety regulations.Its a word that means differe

81、nt things to different people,and we would like to end up in a place where the industry knows what competence looks like.The gov-ernment needs to get this sorted.In terms of“fairer”-we need to cre-ate a fair commercial environment.I described the structure where you work your way down the tiers and

82、the risk gets dumped.If we can create an environment where people feel able to invest in themselves,we will see a much better outcome.You cant just focus on getting greener,or safer,or fairer.These things are interdependent.If we can create an environment where peo-ple feel safe to innovate and inve

83、st,youre much more likely to get an outcome which is greener and safer and fairer for all.One of C2J Architects&Planners projects in LondonR A C O N T E U R.N E TF U T U R E O F C O N S T R U C T I O N0706The application went to appeal and the school opened a few years later.Last,but not least,is th

84、e develop-ers bane:section 106 of the Town and Country Planning Act 1990.In theory,the provisions of section 106 ensure that developers contribute to the community to compensate for the extra burden their projects are likely to place on local infra-structure.It should be a sum thats calculated objec

85、tively,but thats not always the case in practice.“The process has been weap-onised,”says one commentator,who prefers to remain anonymous.“If councillors want to block a devel-opment for political reasons,they make the section 106 obligations so onerous that the developer declines.”The not in my back

86、 yard(Nimby)instinct thrives in this environ-ment.Even cabinet ministers can throw a spanner in the works.Back at Enfield,the Labour-run council approved the plan pro-posed by Transport for London(TfL)to build four tower blocks,including 132 affordable flats,next to Cockfosters Tube sta-tion.Yet the

87、 project was vetoed in February by Grant Shapps,the transport secretary,at the behest of his colleague Theresa Villi-ers,the MP of Chipping Barnet,a neighbouring marginal constitu-ency.Her objections focused on the design and scale of the devel-opment.Shapps used his powers under the Greater London

88、Author-ity Act 1999 to block the project on the grounds that it would sig-nificantly reduce the number of car parking spaces on the site.The mayor of London,Sadiq Khan,has instructed TfL to“consider all options”for get-ting the decision overturned.One of these could be to seek a judicial review.The

89、overall cost of this byzan-tine system to the industry and nation is incalculable.The gov-ernment itself readily acknowl-edges that change is needed.The housing secretary,Michael Gove,has been vocal about the“barriers that can gum up planning applications”.His pre-decessor,Robert Jenrick,recent-ly a

90、dmitted that the system“clearly doesnt work.It doesnt produce outcomes that anyone seems to support.”The reforms that have been proposed for instance,a revi-sion of design codes and an infrastructure levy on big devel-opers to fund local projects are not enough,according to Jenrick,who believes that

91、 deeper changes are needed to“make any dent on the housing crisis”.An effective solution will be tricky to find.For one thing,it will take political commitment to counter entrenched interests.Building more houses means tak-ing on the powerful Nimby lobby and councillors who may have been elected on

92、the strength of their opposition to local develop-ments.Even simple improvements such as permitting mansard roofs demand a rethink from planners who decided fairly arbitrarily on design principles favouring flat linear skylines.lanning rules in this coun-try are not designed to shape development.The

93、y are designed to prevent it.”Thats the view of Freddie Poser,director of PricedOut,a pressure group lobbying for more affordable housing.But anyone in the construc-tion business could be saying this.The UKs planning system pro-vides a frustratingly slow and unpredictable process for property develo

94、pers.And its getting worse:in April,the governments con-servation watchdog,Natural Eng-land,demanded that plans to build 120,000 homes around the country be put on hold until the developers can prove that these wont pollute local watercourses with phosphates and nitrates.Even the Commu-nity Planning

95、 Alliance a group campaigning for environmentally friendly developments has called the situation“a complete mess”.The most obvious consequence of this dysfunctional regime is the UKs continuing housing shortage.Vacant dwellings comprise 2.6%of the nations total stock by far the lowest proportion amo

96、ng com-parable countries.In France,for officers recommendations.This is frequently done for a non-planning reason,obliging the local author-ity to find a policy to which it can attribute their decision.“Applications refused on politi-cal grounds often end up being suc-cessful when taken to appeal,bu

97、t this is a time-consuming and cost-ly way to get permission,”she says.Research published by floor-ing retailer Leader Floors in March exposed something of a postcode lottery in the UK when it comes to obtaining planning approval.It con-ducted a nationwide audit of local authorities planning decisio

98、ns over eight years and found that some councils were far more obliging than others.For instance,in East Hertfordshire,the London Borough of Hillingdon and the Essex town of Maldon,barely 60%of applications were approved,whereas more than 95%were signed off in the City of London,Wigan and even North

99、um-berland National Park.To illustrate the subjectivity built into the system,Manning-Marsh tells the story of a planning com-mittee in Oxford,run by Labour councillors,that opposed their planning officers recommendation and vetoed the proposed construc-tion of a primary school.The development at is

100、sue was a so-called free school,part of the Conservative Partys education policy.One member of the plan-ning committee declared that they couldnt support a Tory initiative.seeking its members views.Near-ly three-quarters of respondents agreed that constant tweaks to the system by various governments

101、 had hindered their effectiveness.Alister Scott,professor of envi-ronmental geography at Northum-bria University,is a vocal defender of planning officers.He notes that the RTPIs 2019 Resourcing Public Planning report revealed that“total net investment in planning in Eng-land is just 400m a year.That

102、s 50 times less than local authority spending on housing welfare and 20 times less than the estimated additional uplift in land values that could be captured for the public during development.”Another key problem is the“very political”nature of planning,notes Grace Manning-Marsh,chief of staff at pr

103、optech firm LandTech.Decisions on all major applica-tions which involve 10 residential units or more are made by local councillors.These councillors have the power to override planning moodboard via GettyImagesFew people both in construction and beyond would disagree that the UKs rules are a mess an

104、d the outcomes are often poor.What should be done to improve the system?Time to redraw a flawed planning regimeCharles Orton-Jonesinstance,the figure is 8%.Homes are tiny too.The average new-build dwelling in England is 76m2,com-pared with 137m2 in Denmark.So where exactly do the main problems lie?“

105、Theres no one rulebook in the UK or rather England,Wales,Northern Ireland and Scotland as planning is devolved,”Poser says.“Instead,there are multiple acts spanning decades.There are endless sticking plasters,endless changes and endless levels of envi-ronmental and design reviews that councils must

106、consider.”Planning teams must take many factors into account,including ground conditions,land stabili-ty,flood risk,highway safety,sus-tainability,biodiversity,noise,air quality,energy,heritage and pub-lic engagement.Then theres the location:there are national parks,areas of outstanding natural beau

107、ty,green belts and conservation areas.Any land containing a listed build-ing brings its own set of problems.It all means that a relatively straightforward project such as the recent proposed replacement of a two-storey building in the Lon-don Borough of Enfield with four tower blocks generated 195 d

108、oc-uments.These included an esti-mate from Sport England of the likely increase in demand the development would create for lei-sure facilities in the area(0.04 of a swimming pool and 0.05 of an indoor bowling rink,it turned out).It is hardly surprising that plan-ners are becoming overwhelmed.Not eno

109、ugh of them exist and the few that do are usually under-resourced.The Royal Town Planning Institute(RTPI),which represents planning officers,recently conducted a survey If councillors want to block a development,the Section 106 is so onerous that no developer can tick all the boxesJenrick believes t

110、hat the will in Westminster to take on such chal-lenges is lacking,so it may be a while yet before the government applies itself to the task.Its just as well that the sector is accustomed to long waits.ARE WE SPENDING ENOUGH BUILDING NEW HOUSES?Construction output value of new housing in the public

111、sector in England,Scotland and Wales(in million GBP)Commercial featurets no secret that the con-struction industry has histor-ically been a laggard when it comes to the adoption of technology.Yet in the last five years,helped along by survival instincts during a global pandemic,companies have seen t

112、he monumental value of digitisation to their business.Of course,the Covid crisis was a major accelerant of digital transfor-mation across all parts of the econ-omy and society,igniting years worth of technology investment in a matter of months.But few sectors were as enlightened by the capabilities

113、of dig-itisation as construction.Forced to really embrace connected technology for the first time,construc-tion executives saw how advanced solutions can solve their most pressing challenges.These include labour short-ages and supply chain disruptions,both exacerbated by the pandemic,and the growing

114、 pressure on organisations to limit their impact on the planet by being more environmentally sustainable.“Almost every industry has been a faster adopter of technology than construction,but in the last five years the light bulb has finally gone off,”says Jamie Williamson,executive vice-pres-ident at

115、 Topcon Positioning Systems,whose technology significantly improves workflows.“Stay-at-home mandates necessitated the use of tools that gather data digitally and connect the office to the field,which demon-strated to construction firms how they can be more efficient and productive.“The smooth runnin

116、g of construction sites relies on supply chains operat-ing as efficiently as possible,driven by data.Beyond that,by saving on time and labour these tools can also help compa-nies deal with their well-known talent challenges,as baby boomers reach retirement and younger generations Connected construct

117、ion steps closerFollowing years of falling behind other industries,construction has woken up to the powers of digital transformation with companies moving closer to the vision of truly connected workflowsare less forthcoming,as well as enabling them to act more sustainably.”The holy grail of operati

118、onal excellence in the construction sector has long been viewed,though seldom accomplished,as an ability to establish truly connected oversight across all on-site operations,fed seamlessly back to the central office location.A silver lining of the pandemic was that it provoked vital awareness and ed

119、ucation that cost-effective tools now exist to achieve this.Further education is,however,still required.As well as offering tools with these capabilities,Topcon has built an e-learning platform filled with inform-ative content for its customers,distri-bution,support desks and sales teams.This is sup

120、ported by efforts to grow the distribution further to create more interaction points at which construc-tion firms can learn from the experts.One of the biggest technology chal-lenges in construction is trying to get the many disparate tools to integrate and talk with each other.Beyond its own intell

121、igent workflow technologies,Topcon has also formed a joint ven-ture with Bentley Systems,called Digital Construction Works(DCW),to help make connected construction a reality.DCW not only connects different tools but automates workflows with alerts and creates centralised dashboards full of rich insi

122、ghts,powered by data across construction sites,to inform better decision-making.DCW connects the job site machinery and tech with the office planning and design applications.“The most connected and successful construction companies will seamlessly connect workflows through their organ-isation,”says

123、Williamson.“Historically youd buy one control system for a bulldozer,that bulldozer worked every day to grade a building pad and then you moved onto the next task.Nothing came before and nothing connected after from a digitalisation perspec-tive-and therefore nothing was really learnt.Moving forward

124、,everything will be recorded digitally in real time by machines that constantly feed informa-tion about tasks back to the office.“That then allows,for example,the accounting group to invoice the work that was done that day,improving cash flow by weeks or months as well as enhancing understanding of

125、what hap-pened in the field and what needs to be done next.Thats a big evolution and for that reason the future of construc-tion is brighter than ever.The labour issue is not going away.The sustaina-bility issue is not going away.And the need to be efficient will not go away.To be competitive,compan

126、ies must adopt technology,and more and more of them are becoming aware of that fact every day.”For more information,visit IMoving forward,everything will be recorded digitally in real time by machines that constantly feed information about tasks back to the officeH O U S I N G“POffice for National S

127、tatistics,20212.6%of housing stock in the UK is made up of vacant dwellingsOnly3,8543,4833,5535,5595,6964,7545,0446,6885,6055,3266,2056,0417,0064,7074,997200720082009201020112012201320142015201620172018201920202021Office for National Statistics,2022R A C O N T E U R.N E TF U T U R E O F C O N S T R

128、U C T I O N0908Its important to have a diverse workforce because you get a more holistic view of how the buildings are used and need to be designedConstruction companies want to attract more women into the industry.But there is a lack of female role models and clearer routes to the top daily basis,s

129、o its important to have a diverse workforce because you get a more holistic view of how the build-ings are used and need to be designed and built to satisfy the people who are using them.This is how you get a richness of decision-making that isnt male-centric,”he says.He adds that there is evidence

130、that productivity goes up when you get more women in the workforce.Persuading more girls to con-sider careers in construction is a task for schools and parents alike.Lucy Ellis,a geotechnical engi-neer working on rail infrastructure at Laing ORourke,says she was encouraged by her father,himself an e

131、ngineer and able to help her get work experience.Her work for Laing ORourke involves problem-solving on sites,leading contractors and making sure work is undertaken in a safe manner.Ellis believes attitudes about women in construction are lagging behind the reality.“The outside perception of the ind

132、ustry is changing at a much slower rate than the industry itself.“Were also bringing in a wider com-munity of minorities,ethnic minor-ities and disabled people.Were making this industry more approach-able for people who previously didnt feel it was for them,”Ellis says.While there may still be a fai

133、r number of sexist dinosaurs in the industry,she says that in her expe-rience most male colleagues have been more than happy to help their female co-workers.“Females arent coming into the industry and being pushed out by males she says.During most of my career,the men Ive worked with have pulled me

134、up and helped me get to the position that I am in today and they are really encour-aging future generations whether that be their daughters or helping with recruitment events.”To attract more women,the con-struction sector needs to breed new kind of man too:those who are committed to making the aim

135、for diversity a reality.well-paid job and offers great opportunities for progression.”Overall,women make up about 12.5%of the UKs construction work-force,mainly in engineering,design and administrative jobs.The indus-try has launched a push to increase female participation with some firms committing

136、 to achieving a 50:50 male and female ratio.Construction com-pany Wates Group has announced it is working with WiC to bring 125 women into the industry by 2025.Women are put off the industry partly by fears of on-site sexism 72%of female construction workers in a survey said they had experi-enced so

137、me form of gender dis-crimination in 2019.Theres also a perception that it is back-breaking,dusty,dirty work.“Because there are so few women in the trades,there isnt much in the way of a role model for other women,”Moore notes.“We are certainly seeing more women interested in engineering,womans plac

138、e is on a building site,according to a growing number of female engineers,site managers,quanti-ty surveyors and architects.Women have made substantial inroads into construction industry jobs over the past decade,but theres a long way to go to make this male-dominated,testosterone-driven industry mor

139、e inclusive and diverse.Females are climbing to the top as crane drivers and showing their met-tle as steel fixers.But when it comes to trade roles such as bricklaying and pipe fitting,women make up a tiny proportion of the staff under 1%.Former carpenter Kath Moore is managing director of Women int

140、o Construction,a not-for-profit group which runs training schemes with building companies to help them hire more women.“There are real opportunities women can take part in and we have no trouble recruiting them,”says Moore.“Construction is a Jessie Casson via Getty ImagesDavid Benadyrepresentation,M

141、oore says.“We are lagging in this country,”she adds.WiC is working with construction companies to run courses for steel fix-ers,who arrange steel structures for buildings,and for form makers,who make the moulds for concrete.The industry still has few senior female leaders,though this is grad-ually c

142、hanging.Earlier this year,housebuilder Taylor Wimpey pro-moted operations director Jennie Daly to chief executive,working alongside chairman Irene Dorner.Meanwhile infrastructure services company Amey is led by CEO Aman-da Fisher.But there are precious few examples of female leaders among senior sta

143、ff in construction.To attract more women,having well-defined routes to promotion and some strong role models in sen-ior management roles will be vital.One advocate for female trade roles is TikTok influencer Darcie Richards,a bricklayer whose videos encourage women to get involved.She shows the fun

144、side of working on a building site working outdoors,the sense of achievement in finishing a job,the fascination with the different tech-niques involved.This type of social media advocacy is important in attracting a more diverse workforce into the industry.An important driver for increas-ing female

145、participation is the skills shortage which is hitting construc-tion.With fewer European workers after Brexit and the pandemic,and many construction and engineer-ing staff reaching retirement age,the industry faces a staffing crunch as many significant building and infra-structure projects get under

146、way.But improving diversity has broader pos-itive effects too,says a spokesman for construction company BAM.“The benefit of having more women is that it enriches the quality of decision-making on construction projects,”he says.As a building management com-pany,BAM works with clients and companies on

147、 building stores,hospi-tals,leisure centres and offices.“The public are using the facilities on a Caution:women at workquantity surveying and construc-tion management roles.Some of the women we have on site have said having more women in those senior positions makes for a much more pleasant site env

148、ironment and makes it easier for them as trades-women to be accepted and get on with their work.”Other countries are making strides in recruiting women to construc-tion.In the more heavily unionised US and in Australia and Scandina-vian countries,women have higher HOW TO GET WOMEN TO STAY IN CONSTRU

149、CTIONThe top three reasons identified by those working in construction roles as the most important factors to help women stay in the industry Randstad,2020D I V E R S I T Y A N D I N C L U S I O NACommercial featureInside the sustainability impact of dynamic glassCompanies looking to improve their s

150、ustainability credits in every aspect of their business shouldnt discount the impact of smart materials and productsSustainable design in action When the British Academy of Film and Television Arts(Bafta)looked to update its home at 195 Piccadilly building in London,it decided to implement instant s

151、olar shading technology for a newly created fourth floor.Using eyrises liquid crystal technology,it installed 82 windows of different shapes and sizes to glaze two restored Victorian rooflights in what are now known as the Richard Attenborough Rooms.Along with other improvements,the installation has

152、 helped the building built in 1883 and home to Bafta since 1976 achieve an Energy Performance Certificate(EPC)rating of B.“At the start of the project,our Victorian heritage building had old technology and original features which leaked heat,giving us a high EPC rating,”says Pauline Campbell,Baftas

153、head of property.“Putting in a fully glazed roof was a challenge if we wanted to concentrate on sustainability.She adds:“The new rooflight structures developed by eyrise can automatically adjust the shading of the glazing to reduce solar gain,resulting in a lower cooling requirement.This is controll

154、ed so that the solar gain can be limited when not needed but can also be actively allowed to heat the space when heating is required.”The project yielded a UK EPC rating of B48,comparable with that achieved by new builds.he problem for many busi-nesses seeking to reduce carbon emissions is that they

155、 have done many of the obvious meas-ures,such as reducing energy usage,recycling where possible and elimi-nating waste.But there are still plenty of ways in which to go further,includ-ing thinking about how offices are designed and used.One method is through the use of liquid crystal glazing,which c

156、an be deployed on both external and internal windows to help create the optimum conditions for people to work in.Solar shading glass,like that developed by eyrise,uses a transparent liquid crystal mixture which is placed between two glass sheets coated with a transparent conductive film.When voltage

157、 is applied,the crystals change their orientation and a spe-cific amount of light is transmitted,as requested by the user.This means workers can avoid having sun blazing in at the height of summer,reducing the need for air conditioning,while also being able to draw on its heat to warm the building i

158、n cooler conditions.For those commissioning buildings,such as architects or landlords,such technology can help comply them with a wide range of environmental stand-ards and certification including the Swiss National Sustainable Construction standard,the German DGNB certi-fication,Leadership in Energ

159、y and Environmental Design,Well certification,the French HQE accreditation and the Estidama standard in the UAE.Such technology can also help create better workplace environ-ments,where businesses and staff are more likely to want to work in a post-Covid environment.Research by Merck the parent comp

160、any of eyrise suggests an employee working for a year with a liquid crystal window will take 0.7 days fewer in sick leave and gain 4.4 days in productivity.Multiplied by hundreds of people,that can have quite an impact,and can help businesses hold on to talent they may otherwise risk losing in the g

161、reat resignation.“Weve seen the power in the battle for talent shift towards the employee,so employers need to create an office space which is nice to be in,”says Dr Celine Glipa,CEO of eyrise.Employees are now looking for a comfortable office space that is also environmentally friendly.”For investo

162、rs and landlords,offering such technology can help ensure they receive a premium rent from organisa-tions,in what remains a fiercely com-petitive market,or a high sale price.“Theres always a shortage of suitable buildings that can demonstrate a high standard of sustainability,”says Glipa.Swiss Prime

163、 Site Immobilien recently appointed eyrise to provide more than 3,000 m2 of dynamic liquid crys-tal glazing for the external facade of its 15,000 m2 Zurich building,which will eventually be occupied by Google Switzerland for a yearly rent of more than 10m Swiss Francs(just over 8m).“Dynamic glass fr

164、om eyrise combines certified,resource-saving properties with other advantages for us,”says Urs Baumann,chief investment officer of Swiss Prime Site.“The targeted control of the shading improves working condi-tions for tenants,which increases their wellbeing and should have a positive effect on produ

165、ctivity in the offices.”Alongside the s350 solar shading glass,eyrise also offers the i350 privacy glazing,which can be used to transform glass partitions or internal windows into private areas.Just like the solar shading glass,it uses licrivision,a transparent liquid crystal mixture that is put bet

166、ween two glass sheets coated with a transparent conductive film.When voltage is applied,the crystals have the freedom to move between the glass panels and create a perfect orientation,resulting in high transpar-ency.Without voltage,the crystals are in a random pattern that blurs the view.This gives

167、businesses the ability to transform areas that are either open-plan or breakout areas into private meeting rooms.From a sustainability perspective,this means better use of space,potentially reducing the need to take out larger premises or even to construct a new building entirely;something that crea

168、tes significant amounts of carbon.Employees ben-efit from greater flexibility around the use of space and light,while landlords again can offer a better facility.By rethinking how we design buildings and use our workplaces,its possible for investors,landlords,businesses and employees to play their p

169、art in helping to cut emissions and create more sus-tainable and pleasant working environ-ments.“As innovators in this space,its clear the winners will be the compa-nies that have the courage to embrace new technology,”says Glipa.“This is the future of sustainable offices.”To find out more about how

170、 eyrise could help your building or business,visit The winners will be the companies that have the courage to embrace new technology.This is the future of sustainable officesTPOTENTIAL CONTRIBUTION ON GREEN BUILDING CERTIFICATION WITH EYRISEGreen Building certification(project specific and subject t

171、o the interpretation of the certified auditor)Eyrise,20228/10Well v2concepts4/9LEED BD+Ccategoriescategoriescategories6/7HQE International8/14Estidama14%13%11%Flexible working hoursEqual growth opportunities for men and womenEqual payR A C O N T E U R.N E TF U T U R E O F C O N S T R U C T I O N1110

172、 STRONGFOUNDATIONS?According to the most up-to-date numbers from the Office for National Statistics,589 tradespeople died by suicide in 2020 in England and Wales,nearly two every day.From Covid to the cost of living crisis,the people who build our homes and cities are struggling from increasing exte

173、rnal pressures and mounting levels of stress and depression.So just how big is the problem and what should employers be doing to help?86%48%91%experienced a lack of self confidencehad taken time off work because of unmanageable stress and mental health issuesfelt overwhelmedThe Lighthouse Club,20219

174、%2%11%39%39%43%49%30%45%50%23%15%38%27%22%18%40%30%20%10%HOW COMMON ARE INDICATORS OF POOR MENTAL HEALTH?Percentage of UK construction workers who say they have suffered the following over the past year,due to their working lifeWHAT IS DRIVING THE MOUNTING MENTAL HEALTH CRISIS?Percentage of UK trade

175、speople who say the following are the top causes of stressFelt it sometimesFelt it oftenAnxietyIrritabilityDepressionOverwhelmedPoor concentrationLack of self confi denceHOW ORGANISATIONS CAN HELPPercentage of construction professionals who say their organisations offer the following support when it

176、 comes to mental wellbeingWHAT SIGNS COULD COMPANIES BE LOOKING FOR?Percentage of construction employers across the UK who say their companies could measure the following key wellbeing performance indicators for direct employees going forward.Currently only 22%of employers say that they do measure t

177、he health and wellbeing of their employeesSickness absence,due to poor mental healthLonelinessOtherLevels of self-confidenceLife satisfactionConcentration levelsLevels of anxietyLevels of depressionLevels of fatigueHappinessStress levelsJob satisfactionSafety-accident frequency rate2%21%26%26%27%28%

178、33%36%45%50%61%65%24%FatigueSuicidal thoughts45%39%STIGMA LEADS TO SILENCEMore than 2 in 3 construction workers believe theres a stigma surrounding mental health which stops them talking about it2in313%40%are considering self-harmwould“not dare”talk to a colleague about mental healthStressDoing the

179、best job for customersAbuse from customersRisk of catching Covid-19Making mistakesJob securityTensions with suppliersTensions with business partnersHigh workloadTensions with customersFinances38%Helplines38%Flexible working35%Mental Health First Aiders31%Training on mental health and the symptoms31%

180、Additional external support(e.g.Counsellors)28%Work from home policy26%Support structures26%Awareness week activities25%Scheduled 1-1 meetings7%Policy against checking emails during non-working hours5%Fatigue management plans3%Other Chartered Institute of Building,2020Ironmongery Direct and Mind,202

181、2Construction Industry Training Board,2021Chartered Institute of Building,2020Mates in Mind,202115%18%19%19%19%20%21%23%24%34%R A C O N T E U R.N E TF U T U R E O F C O N S T R U C T I O N1312onstruction is awash with sustainability targets,and the climate emergency means both regulatory pressures a

182、nd market expectations are rising like sea levels.The problems are not new,though.Back in 2013,the UK government published its industrial strategy Con-struction 2025,which set out clear tar-gets for lower costs(down 33%)and emissions(50%),plus faster delivery(up 50%).With a focus on productivity and

183、 labour issues,the Farmer Review fol-lowed in 2016,provocatively entitled unit repetitions,MMC became asso-ciated with no-frills hotels,student accommodation and prisons.While it might be perfect for schemes seek-ing economies of scale;it is also much more than that.Myth-busting is still required.Fo

184、r instance,there is a perception that a standardised approach to building could stunt the creativity of architects when the opposite is true,argues Russell Haworth,CEO of global technology platform NBS.“Take the example of Lego;its suc-cess lies in its simplicity.Yet,within that structured framework

185、,it opens the door for almost infinite crea-tive options building everything from Hedwig,Harry Potters owl,through to the Millennium Falcon,the iconic Star Wars craft.”Advances in robotics,automation and mass-customisation nowadays mean components can offer almost infinite design choices,with short-

186、er production runs.Versatility is booming,regardless of whether the primary building material is con-crete,timber or steel.The resulting award-winning designs come in all shapes,sizes and sectors.In education,for instance,there are the timber-clad curves of the 4.4m expansion to Addington SEN School

187、,Reading,designed by HLM Architects and built by Reds10.In housing,the sustainability skills of architects Bryden Wood won acclaim for realising the develop-ment potential of a problematic site at Churchwood Gardens,London.For delivery at speed and scale,though,investment is critical.Despite a chall

188、enging start,Legal&General has recently announced further multi-million-pound invest-ments into its modular housing arm.Housebuilder Weston Group has also sunk 35m into its British Off-site operation,creating more jobs at a This can make delivery faster,cheaper,safer and greener.So,whats not to like

189、?Well,anything that threatens the hegemony of business-as-usual will encounter resistance from the industry old guard.When the pal-ette of design options appeared lim-ited in the early days of MMC,offsite solutions were tagged as boxy.Pigeonholed as only fit for budget builds and projects with multi

190、ple dima sidelnikov via GettyImagesLabouring in the cold,wind and rain,short on skills and surrounded by skips,is not the future for sustainable construction.But there is another way:it is called MMC,and it happens offsiteOffsite construction builds in sustainability Jim McClellandModernise or Die.A

191、mong 10 head-line recommendations,the report challenged the industry to invest in R&D and innovation to support man-ufactured technologies,rather than traditional building methods,par-ticularly in the housing sector.These offsite systems and methods including modular and volumetric solutions,structu

192、ral insulated pan-els,plus design for manufacture and assembly(DfMA)offer the pros-pect of building and engineering in factory conditions with greater effi-ciency and less waste,more quality control and less snagging.The success of Lego lies in its simplicityDelivering building elements in a control

193、led environment allows us to get it right,first timebrand new factory alongside the facil-ity it already runs in Essex.Even Ikea is getting in on the act,partnering with Swedish construc-tion giant Skanska on its Scandina-vian BoKlok homes concept,which is fighting off the flat-pack associa-tion in

194、places like Worthing and Lit-tlehampton,in West Sussex.This creativity and growth need not come at the cost of quality.Being less labour-intensive,stand-ardisation not only helps drive up quality,but also shortens timeframes,especially when phases of work are undertaken concurrently in facto-ry cond

195、itions,with no delays due to inclement weather or skills shortages.Taking these multiple benefits together,projects utilising MMC can prove faster than traditional builds and require fewer deliveries to site,so minimising neighbourhood impact.Energy is another area of poten-tial efficiency gain with

196、 offsite in terms of embodied energy,thermal performance,and decarbonisation.Wider factors are in play here,though,explains Simon Richards,head of sus-tainability,at Sir Robert McAlpine.“Delivering building elements in a controlled environment allows us to get it right first time.This means we use f

197、ewer materials,emit less car-bon and drive efficiencies.The level of quality and performance control will also help us to drive down oper-ational energy emissions.”Ultimately,many of the barriers to uptake are not architectural or tech-nological,says Adam Sanford,opera-tions lead South East and Lond

198、on,at Southern Construction Framework.The issues are systemic and call for revolution,not evolution,he adds.“Offsite isnt just cabins and doesnt have to cost more.However,tradi-tional construction supply chains arent geared up for manufactur-ing-based solutions a sea change is required.The dire need

199、 to decarbon-ise the built estate poses challenges unique in scale and scope;it also pre-sents unparalleled opportunities for market disruptors.”Employing lean manufacturing techniques to minimise material consumption and waste is one such opportunity afforded by offsite solu-tions.This is a major i

200、ndustry con-cern and a critical sustainability metric,given official statistics that show construction,demolition and excavation generate more than three-fifths(62%)of total UK waste.Looking beyond mere factory effi-ciency,the onus is on the building sec-tor to take a proactive stance on waste by de

201、signing for deconstruction,con-cludes James Ellis,Construction Industry Group chair at the Chartered Institute of Marketing.“The future for offsite needs to embrace the circular economy making sure construction considers disassembly either as com-plete panels for reuse,or through the layering of sys

202、tems to allow for disas-sembly down to their singular parts.”This is construction reimagined as intelligent closed-loop manufactur-ing,complete with a product take-back.This is the built environment of today,leveraging digital tools to deliver on sustainability goals,for a net-zero tomorrow.This is

203、MMC.In Bristol,planning approval has just been awarded for an innovative proposal to create 15 new low-carbon,affordable eco homes,utilising modern methods of construction(MMC).But this is not your typical offsite build,as it will be constructed using straw-bale and timber panels up on the roof of t

204、he city-centre offices of the client,a charity that works with formerly homeless people.Complete with food-growing and shared amenity space,the scheme for Emmaus Bristol is being driven by the urgent need to respond to both the housing crisis and climate emergency.The design approach taken to tackle

205、 these sustainability concerns is different,though,suggests Craig White,CEO of project delivery partner,Agile Homes.“Agile goes about it by thinking small and scaling fast,to deliver housing as if people mattered.We work with MMC in a way that respects people,planet,profit and purpose.”Unlike scenar

206、ios involving capital-intensive investment in big factories,Agiles model of distributed manufacture optimises the making of build-systems for local job creation.Properties must also be constructed using renewable,carbon-capturing materials in this case,prefabricated panels made of chopped and compac

207、ted straw for insulation.In addition,by unlocking land on a rooftop site,the accommodation can be made affordable for those in housing need,via simple finance options.The aim of the project is to deliver people-centred solutions that are adaptive to need,performance and market demand.Small,but scala

208、ble,the versatility of MMC is what makes this vision possible.Small is scalable for rooftop livingCommercial featureonstruction has one of the highest carbon footprints of all the industry sectors.A McKinsey Sustainability report pub-lished in January found that 10%of global GDP is in sectors with h

209、igh-emis-sions supply chains,including construc-tion.And it is embodied emissions,as well as operational emissions,that must be reduced if the industry is serious about meeting net-zero goals.Embodied carbon emissions come from the carbon footprint of materials.This can be measured throughout the en

210、tire supply chain,taking into account extraction of materials,transport,refin-ing,processing,manufacturing,fabri-cation,usage and end-of-life disposal.For construction,carbon footprint cal-culation can be complex and embodied emissions need to be considered.The supply chain includes cement and steel

211、 industries,which together account for 14%of global CO2 emissions.The drive towards greener buildings requires con-struction companies to adapt to new techniques,technologies and materials.An important first step in decarbon-ising the construction industry is to ensure companies understand their car

212、bon footprints.Digital transformation has revolu-tionised how data is managed across multiple industries and construction is no exception.An engineering platform that enables data gathering and analysis will help construction industry profes-sionals understand the environmental impact of their proje

213、cts and make good decisions before anyone sets foot on a building site.KBR CleanSPEND is one Building a cleaner futureThe construction industry needs to reduce its carbon footprint urgently.A transparent,data-driven approach will help developers make the right decisions for a more responsible future

214、such technology that helps the con-struction industry from project incep-tion through to completion,with anal-ysis of lifecycle carbon emissions and data that distinguishes embodied and operational emissions.David Cole,director of KBR Project Solutions,said the proportion of embodied carbon emission

215、s is“rela-tively low,but it is expected to increase as the grid decarbonises,the pressure to build new energy facilities increases and operational emissions decrease.”Improving the entire process is essen-tial for a sustainable circular economy.Steel,for example,is 100%recyclable,but recycled steel

216、only accounts for 30%of global steel demand.Traditional pro-duction of one tonne of steel creates 1.9 tonnes of CO2,compared with 0.1 tonnes of CO2 from one tonne of recycled steel produced using renewable energy this stark comparison highlights the impor-tance of examining embodied emissions.Cole,a

217、nd the team at KBR Project Solutions,who invented KBR CleanSPEND,described recycled steel as“a permanent material that underpins the economy,while con-tributing to environmental goals by reducing the use of virgin raw mate-rials,as well as CO2 emissions.”Regulatory compliance with stringent environm

218、ental standards across differ-ent markets makes the need for respon-sible construction practices more important than ever.In the UK,for exam-ple,as well as rigorous new standards for buildings,construction processes need to become cleaner and greener.The Royal Academy of Engineerings September 2021

219、report,Decarbonising Construction:Building A New Net Zero Industry,recommends reusing building materials when possible,using non-fos-sil-fuel-powered machinery on con-struction sites and reducing reliance on imported building materials.Meanwhile,the EUs Carbon Border Adjustment Mechanism is a climat

220、e measure that will have an international impact on construction industry supply chains.EU importers will buy carbon certificates that correspond to the carbon price that would have been paid if the goods were produced under the blocs carbon pricing rules.In contrast,non-EU producers that can show t

221、hey have already paid for carbon used in the third-country production of imported goods can have the corresponding cost deducted for the EU importer.This aims to encourage non-EU operators to green their production processes.A recent McKinsey report,Seizing the decarbonisation opportunity in constru

222、ction,found:“Design is the most important factor in determining greenhouse gas emissions The ability to influence emissions is highest very early in a project and before construc-tion has started.”To do this effectively and transparently,finding best practice ways to calculate the carbon footprint o

223、f a construction process from the beginning is essential.Comprehensive,data-driven measurement solutions will give companies the insights they need to reduce emissions during the entire construction project.Underpinned by cloud data services and analytics,KBR CleanSPEND allows operators to enter int

224、ernal and external data and the carbon footprint is calculated based on rules set within the platform.Results,analysis and scenario analytics deliv-ered quickly in a clear format.If the construction industry is serious about meeting ambitious carbon goals in time for the 2050 net-zero deadline,it ne

225、eds the right tools for measuring and mitigating environmental impact.It is imperative that a data-driven pro-cess of measurement and analysts starts at the design and planning stage,rather than trying to reduce emissions on an ad hoc basis during construction.Solutions such as KBR CleanSPEND will p

226、lay an increasing role in making smart decisions at the right time for a greener global construction industry.To find out more,please reach out to David Cole best practice ways to calculate the carbon footprint of a construction process from the beginning is essentialCO F F S I T E C O N S T R U C T

227、 I O NCMMC PROGRESS AROUND THE WORLD8%of homes built in the UK were constructed using MMC in 202030%of all new buildings will be constructed off-site by 2026China has set an ambitious target that45%of their new homes off-site in factoriesSweden builds at least50yearsso Tokyo has the capacity to buil

228、d more houses per year than the whole of the UKJapan has been embracing MMC forre:build Britain and Womble Bond Dickinson,2022R A C O N T E U R.N E TF U T U R E O F C O N S T R U C T I O N1514considerable buying power,as a com-missioner of buildings and infra-structure,to insist on better practice.“

229、The government needs to align procurement with its environmen-tal aims,”she says.“Ive spoken to ministers and know how they truly want to make construction greener yet this isnt built into the design stage of the buildings and infra-structure they commission.One part of government just needs to talk

230、 to the other.When that doesnt happen,it means that if youre trying to do the right thing and be more environmentally friendly youre compared with bids that dont match your potentially more expensive greener proposal.”Such a move would see con-struction firms asked to bid on a like-for-like basis wh

231、ere the car-bon footprint of an entire project is considered when it comes to awarding the contract.The same policy could also be used by local councils when com-missioning buildings and infra-structure,as well as approving planning proposals.Without such a move,Laing ORo-urkes Loughrey-Grant fears

232、green aspirations will continue to be an afterthought,rather than an inte-gral part of the design specifica-tion.Like many in the business,she firmly believes positive change is coming.While the industry waits for the government to align environmental ambitions with greener building standards,possi-

233、bly with the addition of tax breaks,she believes the pace in adopting greener building standards will be led by investment firms.With financial institutions awash with funds earmarked for green investments,a future is dawn-ing where only those construction businesses with green credentials or a clea

234、r transition plan to net zero building will be the recipients of investors money.The rest will simply be“uninvest-able”,she predicts,and ultimately unable to compete.This is likely to be the reason why a previous Labour policy of making all new homes net zero from 2016 was scrapped by the Conservati

235、ve gov-ernment in 2015.The policy has now been watered down to requiring new homes to be“net zero-ready”from 2025.Instead of being net zero when released to market,houses will sim-ply need to demonstrate they are capable of becoming net zero.Richard Sterling is head of land and development at Willmo

236、tt Dixon.He sums up the problem as simple economics and is not con-fident of a solution anytime soon without government intervention.“Commercial viability is a key consideration,”he says.“Building greener comes with a premium,but it is difficult to capture any uplift in t is hard to find anyone in c

237、onstruction who does not agree the industry needs to be greener.According to the Royal Academy of Engineering,the industry is responsible for 11%of global CO2 emissions and,in the UK,the built environment for 40%of carbon emissions.Construction knows it needs to change.The question is,how?At the hea

238、rt of the challenge is a series of governments that have made policy promises to deliver new homes,such as Boris Johnson pledging 300,000 new homes each year.With little more than a half of that figure completed in 2021,it is a challenge for the government to insist on greener standards without impa

239、cting supply and affordability.imamember via iStockSean Hargrave“If the government is serious about helping the construction industry get to net zero,we need a robust benchmark that takes into account operational and embodied carbon,”he says.“Two of the most commonly used construction materials conc

240、rete and steel can be carbon-inten-sive.But a newly built,well-in-sulated home could feasibly be awarded an EPC A rating because of its energy efficiency.This would be entirely misleading because the climate impact of the construction process would be overlooked.”If the government genuinely want-ed

241、to have an immediate impact on greener house building,the most obvious tactic would be to reap-praise stamp duty,says Ian Pritch-ett,MD of Greencore Construction.“The government needs to look at the economic drivers that would encourage builders and buyers to go green,”he says.“If you didnt have sta

242、mp duty on a zero carbon house,developers would automatically start building them because it would make them more attractive to sell.Plus,every new house has a Community Infrastruc-ture Levy,or CIL.If you didnt have CIL on zero carbon housing,builders would be encouraged to build green-er homes.The

243、government just has to go back to the basic economics of making the things they want people to do more attractive and,and the things that you dont want people to do,less attractive.”In the commercial building industry,the tax system could sim-ilarly be used in promoting the ret-rofitting of building

244、s,according to Madeleina Loughrey-Grant,group director,legal,tax,governance and sustainability at Laing ORourke.New-builds may get a break on VAT,but retrofitting existing buildings does not,even though it is a significantly more environ-mentally friendly practice.Additionally,Loughrey-Grant believe

245、s the single biggest step the government could take is to use its Greener construction starts with governmentThe government should make building standards greener and offer tax breaks for companies taking the lead in more environmentally friendly constructionWILL CONSTRUCTIONS CARBON FOOTPRINT CONTI

246、NUE TO GROW?Greenhouse gas emissions from the construction industry in the UK (in 1,000 metric tons of carbon dioxide equivalent)revenue to offset it.The industry is relying on someone in the supply or value chain to take a greener view on a long-term investment.That is all well and good,but it will

247、 never ramp up to see industry-wide delivery of greener buildings.”For Sterling,the only solution is for the government to offer better incentives for builders and buyers.These could include preferential interest rates for mortgages on envi-ronmentally friendly new-builds,and harmonised standards on

248、 what constitutes green building so that tenders can be compared like for like on their sustainability credentials.Standards may sound like a small point but are the elephant in the room for an industry limited to a system focused on measuring the performance of a building once it is occupied.By mea

249、suring just the car-bon released by a new home after it is sold,rather than including the embedded carbon produced in build-ing it,the current system of Ener-gy Performance Certificates is little more than a“green herring”,accord-ing to Chris Gardner,joint CEO of property finance firm Atelier.He is

250、calling for the government to switch to a certification regime that covers a projects embed-ded emissions,those incurred in the building process,so certifi-cation can reward good practice and encourage investment from funds dedicated to financing green building projects.Will the pace in adopting gre

251、ener building standards will be led by investment firmsOffice for National Statistics,2021ICommercial featureonstruction has a problem:carbon.According to the World Green Building Council,the built environment is responsible for 39%of all carbon emissions.To put that in perspective,the global aviati

252、on industry accounts for little more than 2%of anthropogenic CO2.Climate action is now the new normalOf course,climate change is not a new problem for business,in general;or construction,in particular.Morgan Sindall Construction,for example,has been operating at the forefront of action to decarbonis

253、e the built envi-ronment now for more than a decade.The firm is part of the construction and regeneration business Morgan Sindall Group,which has set itself an ambitious target to achieve net zero carbon emissions by 2030.In rec-ognition of its efforts,the group was awarded an A score for leadership

254、 in 2020 from CDP,the not-for-profit charity that runs the global carbon disclosure system,and for the second year in a row,were recognised in the Financial Times Statista Climate Change Leader list,which looks at firms whove achieved the largest reduction in greenhouse gas emissions intensityIn tod

255、ays market,addressing corpo-rate responsibilities to both the planet and society are fast becoming the new normal for success in the built environ-ment and the business case is clear,says Pat Boyle,managing director at Morgan Sindall Construction:“Enhanced by a strong focus on social value,our ambit

256、ion is to be the mostsought-af-ter and sustainable business in our industry.Central to this vision is our strategy for decarbonising communi-ties,which underpins and aligns with our own net zero targets.”Bringing it all together under the banner of Intelligent Solutions,the overarching approach is f

257、or Morgan Sindall to combine digital and platform design capabilities,along with modern methods of construction(MMC)and innovative carbon reduction tools,to create unique,sustainable,and inspir-ing places for its customers.How do these principles actually manifest in practice,at a project level?Less

258、ons in fast-track school buildingIn 2021,Morgan Sindall had no fewer than 30 digital construction projects live on site,plus another 36 in pre-construction stage,with a total value of 1.55bn.In Aylesbury,the new 1,080-place Kingsbrook Secondary School,com-plete with sixth form and additional special

259、 educational needs unit,is on schedule to open in time for the new academic year in September 2022.Valued at 35m,this low-CO2 pro-ject is being built in accordance with Buckinghamshire County Councils commitment to achieving zero carbon by 2050.It features renewable energy generation from solar pane

260、ls that will produce around 28,600 kWh per year.As its Intelligent Solution,Morgan Sindall opted for MMC,using struc-tured insulated panels(SIPs)for all areas of external wall buildup.Made from a recycled material,SIPs are both quick to install and offer long-term energy efficiency.They enhance the

261、buildings thermal performance over time and improve air tightness.This will make the school easier and cheaper to heat and maintain,cutting CO2 emis-sions and running costs.Innovative modular technology has also been deployed to create much-needed pupil places across a trio of new primary schools in

262、 Derby.Hackwood Primary Academy,Highfields Spencer Academy and most recently Ravensdale Infant School,all needed to be designed,procured and delivered on a tight timeline,and off-site manufactured modules offered the perfect Intelligent Solution.On education sector projects where speed is of the ess

263、ence,Morgan Sindall can use its MySchool solution to fast-track the design stage.This was espe-cially important on the 600-place 17m Eden Girls Leadership Academy in Small Heath,Birmingham.An intelligent digital design tool,the MySchool platform is the result of 12 years of expert development and in

264、vestment in delivering automated and standardised solutions.It provides pro-ject teams with the freedom to choose between traditional or modern methods of construction(MMC)such as volumet-ric and panel structures,all while offering time savings and added cost-efficiency.For Birmingham City Council,t

265、his proved invaluable,as the existing city centre academy was failing to meet standards and deemed unfit for use.With temporary accommodation already hurried into use,achieving pro-ject completion five weeks early was a major boost.Teamwork and tools to target tonnesFundamental to such achievement o

266、n-site is a collaborative approach to project delivery.This way of working seeks to incorporate the skills and inno-vation of strategic supply chain partners at every turn,as well as the critical input of the industrys best consultants.In effect,sustainability is a team game.As good as any team migh

267、t be,however,it needs the tools to do the job.This is why,as part of its Intelligent Solutions approach,Morgan Sindall has developed its digital carbon modelling tool CarboniCa.Externally validated by leading global consultants Arup,CarboniCa meas-ures whole-life carbon emissions at the project desi

268、gn and construction stages,also entire building lifecycle.Since its launch last year,it has ena-bled Morgan Sindall to save hundreds of thousands of tonnes of carbon being emitted into the atmosphere.To render such volumes achievable,this tool pinpoints exactly where carbon savings can be made,putti

269、ng customers in a position to make environmentally friendly and climate-forward decisions based on meaningful and robust data.This is what makes solutions intel-ligent:they ensure responses to the climate emergency are informed by science and engineering,not just good intentions and guesswork.Why tw

270、inning is winning on carbonPushing the envelope still further on sustainability,Morgan Sindall has worked with leading businesses from across the built environment on a groundbreaking digital twin project.Known as Circular Twin,the initiative has involved digitally revisiting the build-ing process o

271、n an already-completed school,reworking the scheme to lower carbon,start to finish.The study was able to explore radi-cal experimentation with new work-ing methods,notably showing how the ultra-early alliance of designers,cli-ents,contractors,and the supply chain leads to significant cuts in whole-l

272、ife carbon for modest capital cost uplift.In comparison to the original school,built as recently as 2017,Circular Twin achieved a significant reduction in whole-life carbon,upfront embodied carbon,annual energy consumption and forest consumption,as well as delivering capital expenditure within stand

273、ard budgetary parameters over an assets lifetime.The project effectively broke the pro-curement conventions that typically shackle carbon-reduction innovation,to reap huge potential benefits.Tim Clement,head of carbon and environ-ment,at Morgan Sindall Construction,says:“Circular Twin represents a t

274、rue industry-first for innovation and a cred-ible template for a revolutionary new approach to project delivery in the built environment.It is possible to cut carbon and save energy,at accessible cost and we now have the hard data to prove it.”To find out more,please visit Intelligent solutions to d

275、igitally decarbonise constructionWith a climate emergency officially declared by over 300 councils around the UK,the public sector building programme is looking for answers to its carbon problemCIRCULAR TWIN TECHNOLOGY CAN HELP CONSTRUCTION FIRMS DECARBONISEMorgan Sindall Construction,2022C In effec

276、t,sustainability is a team game.As good as any team might be,however,it needs the tools to do the job reduction in whole-life carbonreduction in annual energy consumptionreduction in upfront embodied carbonreduction in forest consumption(including products and offsets)67%52%72%72%S U S TA I N A B I

277、L I T Y1990199520002005201020112012201320142015201620172018201999910,33311,68912,99912,37611,75912,37911,60812,06113,07513,54914,05214,23913,827R A C O N T E U R.N E TF U T U R E O F C O N S T R U C T I O N1716Are global supply chain issues merely temporary or here to stay?How can the sector overcom

278、e them?he construction industry has experienced a troubled recovery from the pandem-ic.Trade tariffs,congested logistics routes,labour shortages,the una-vailability of labour and even climate change are hindering recovery in the construction sector.But the most obvious legacies of lockdown are the s

279、hortages of construction materials and unprecedented price hikes.“The volatility in construction material prices experienced this year is unprecedented,”said Henry DEsposito,JLL Research Manager,Construction in the executive sum-mary to the firms 2021 Construction Outlook report.“The increases in lu

280、mber and steel prices are by far the largest recorded through available government data back to 1949.For other commodities the records are more recent:alumi-num prices have not increased this fast since 1995,plastic since 1976,cop-per since 2010.The inauspicious dis-tinction this year is that all th

281、e records are being broken at the same time.Average material prices for a commer-cial project increased an astounding 23%in the 12 months prior to August 2021,”said DEsposito.Its tempting to explain such stark statistics as Covid-related.But there are long-term issues at play and no sign of immediat

282、e bounce-back.“The speed of recovery from the pandemic is slower than hoped for as the Purchasing Managers Indi-ces indicate,”says Duncan Brock,group director of the Chartered Institute of Procurement and Sup-ply(CIPS).He believes that the scarcity of supplies is unlikely to abate any time soon.“The

283、 Bank of England governor has warned that the UK is likely to go into recession towards the end of the year.This is worrying and supply chain managers will have to draw on their creativity in the sector as hous-ing affordability rates for housing,for instance,are likely to be affected.”Trump adminis

284、trations trading tariffs contributed to price fluctu-ations,such as restrictions on Canadian timber.The effects of these are still playing out and there will surely be more to come.The shortage of lumber is anoth-er ongoing challenge,linked to a tangential cause:climate change.Planning for freak wea

285、ther events has always been a feature of supply chain management but difficult to Construction industry hammered by enduring material shortagesJohanna ParsonsCovid is an obvious reason for the shortages in construction materials.Worldwide lockdowns shut down building sites and factories alike.But wh

286、ile construction has reo-pened,the processes that facilitate the trade are still faltering.Ongoing lockdowns in China mean that much of its manufacturing is stalled.Of equal,if not greater impor-tance,the logistics and supply routes that run through the coun-try have been hit hard.Ports are congeste

287、d and many urgent sup-plies are stuck in the stacks.The labour required to ensure the smooth running of the worlds sup-ply chains is unavailable.But not all of this is due to Covid.The lack of available labour,and the cost of it,are long-term issues that Covid exacerbated.Geopolitical events are als

288、o long-term and difficult to forecast.The conflict in Ukraine may have been predicted by political experts but many construction firms were taken by surprise.Brexit bureau-cracy jammed warehouses and the The volatility in construction material prices experienced this year is unprecedented in contemp

289、orary historyS U P P LY C H A I Ntackle such a broad subject as cli-mate change when it is one factor among many.“Whats challenging is the cas-cade of disruptions we have right now.Its not just one,”says Abe Eshkenazi,CEO of the Association of Supply Chain Management.“Youre not just talking about re

290、routing around an ash cloud,which is temporary and maybe in a few weeks will dissipate.Were dealing with systemic issues as well as acute issues right now.”Addressing systemic issues is a complex task.As gifted as project managers are,reversing the labour shortfall,unclogging ports,rescinding tariff

291、s and solving cli-mate change is a lot to ask.But there are strategies that can address some of the worst effects of materials shortages and even have a positive impact on long-term con-cerns such as sustainability.“Its tough to take our eye off the ball in terms of the acute issues to focus on the

292、systemic,”says Eshke-nazi but says they shouldnt take a backseat.“We are not mitigating or minimising the challenges but climate change and the impact on our environment need to be addressed as we deal with the short-term issues.”It is easy to leave big change to large firms.They have the resources

293、to research and invest in new meth-ods and materials.But larger busi-nesses can use quick fixes that address systemic flaws but dont tackle the causative issues.Even if the big operators recover fast-er,businesses that have taken the opportunity to adapt their long-term processes may recover stronge

294、r.A longer-term approach includes exploring sources or types of materials.Brock says that CIPS research from late 2021 showed that supply chain managers were looking at local sourcing,which would speed deliv-ery times while viable alternative materials could improve sustaina-bility and reduce carbon

295、 emissions.Data and visibility are essential tools to manage supply chains.“If you havent developed your risk profile on key com-modities and supplies,do it now and use data to find additional risks potentially by geography and sector.Hire people who know how to build resilience into your sup-ply ch

296、ain,”says Brock.Solid,practical advice.But data itself is in short supply.Without knowing when the people of China will return to work,we cannot know when supplies will become available or where they will go.“The current unpredictability is creating significant challeng-es,”says Eshkenazi.Without da

297、ta,there is no end in sight to materials shortages.But,the cheapest and arguably the most effective tool for mitigating the crisis of materials supply is available to all levels of builders:commu-nication.Eshkenazi favours talk-ing to tier 1,2 and even tier 3 suppliers to anticipate and iron out bum

298、ps in the supply chain.re:build Britain and Womble Bond Dickinson,2022JLL,2021Whats challenging is the cascade of disruptions right now.Its not just one.Were dealing with systemic issues as well as acute issues right nowCommercial featureooking from the perspec-tive of other sectors,the construction

299、 industry must appear seriously Luddite in its seem-ing reluctance to embrace data.While studies suggest that many industries have enjoyed a trajectory of continual productivity gains over recent years in part down to their embracing of the cloud,IoT and other data-rich innova-tions the construction

300、 industry has sat on its plaster-coated hands.At least,thats the story you usually hear.“The tech sector has effectively argued that the construction industry just doesnt get the importance of data.But if the tech is not suitable for the context in which its meant to add value,then thats the tech co

301、mpanys fault,not the users,”argues Felix Neufeld,CEO of data solutions company Disperse,which launched seven years ago.Neufeld concedes that there are particularities to construction that can make common approaches to data dif-ficult.But he also notes that the tech industry has not been open-minded

302、in its incorrect assumption that because its products work in other sectors theyre also a shoo-in for construction.“One way Disperse has countered this challenge is by not taking a purely soft-ware-based approach,which unfortu-nately is something that is inherently unsexy to a lot of venture capital

303、ist investors,”Neufeld laughs.Rather it employs the latest data capture tech,including 360 cameras,to provide an out-of-the box,on-the-ground weekly data snapshot of a building project,using hybrid AI and human processing to make data actionable.The approach is made possible by a team of over 70 arc

304、hitects and civil engi-neers a core and crucial human ele-ment working in tandem with machine learning.This approach provides useful insights from the resulting overview to answer a range of questions.For exam-ple,what aspects of the project are Making data work for constructionTo bolster productivi

305、ty in construction,tech solutions must be fit for purposeahead of time and so may require an earlier order of materials?What bottle-necks are forming?Is labour in the right place for the coming week?Bernard McGarrity is director of strategy and performance at con-struction company John Sisk&Son,a Di

306、sperse client.Better data might be the solution in a pressurised market,he notes.“Access to real-time,accu-rate and relevant progress data on projects is paramount to effective decision making in the construction industry,now more than ever.Its crit-ical for firms to select those tech ven-dors with

307、which we can work as stra-tegic partners so we can get full value from that tech.”Certainly,the industry needs to make changes increased speciali-sation,value-chain control and cus-tomer-centricity,among them that will give it the scale to“allow higher levels of investment in digitalisation”,accordi

308、ng to a 2020 McKinsey report.“Digital innovations will change the way companies approach operations,design,and construction,as well as engage with partners.”Yet crucially,Neufeld argues,the tech sector has also failed to deliver data in a way that makes sense to individuals in the construction indus

309、try.“Its no good just giving the con-struction industry a business intelli-gence platform to look at the way the industry works means it needs a strong service element too,which is some-thing the tech sector hasnt accepted,”Neufeld suggests.“Typically in con-struction you most need clarity when you

310、least have it,”he adds.Might Disperse represent the tip of the spear in the construction sectors better-late-than-never embrace of the potential in appropriate data analysis?Certainly theres rapidly growing data awareness and demand.According to an FMI/Autodesk study,55%of respondents say they have

311、imple-mented a formal data strategy,with the volume of data available doubling over the last three years.But 30%of respondents reckon that over half of their data is bad,with massive cost implications.And inevitably,there remains an understandable element of resistance within the sector to any wooin

312、g from Silicon Valley.This will have to be over-come.Perhaps Disperses rapid growth suggests the tide is turning.“Competition in construction tech is already happening,”says Neufeld,“and thats a good thing,because the construction industry would benefit hugely.”Learn more at Disperse.ioL75%30%of res

313、pondents stated increasing need for rapid decision making in the fieldof respondents felt that more than half their data was“bad”Autodesk,2021If construction tech is not suitable for the context in which its meant to add value,then thats the tech companys fault,not the usersT97%20%50%rise in price o

314、f structural steel since 2020rise in materials costs in 2020/21increase in timber costs in the first half of 2021SKYROCKETING COSTS NOT A UK-ONLY PROBLEMThe percentage change in average cost of the following construction materials in the US over the last year Likewise,communication with cli-ents goe

315、s a long way.It is always difficult to go back on timelines and set prices,but providing time-ly information to clients may foster the respect that can keep the con-tract alive despite delays.Shortages of materials have acted as something of a wake-up call for the construction industry.The costs of

316、ignoring long-term issues have been made clear.Perhaps these unprecedented price hikes will prove to be an effective impetus for systemic change.Flat glass+7.1%Concrete+6.0%Insulation materials+17.2%Plastic construction products+29.6%Aluminium mill products+35.1%Steel mill products+123.1%Lumber and

317、plywood+15.9%Gypsum products+22.9%Copper and brass products+45.3%R A C O N T E U R.N E TF U T U R E O F C O N S T R U C T I O N1918t fifty-four minutes past midnight,14 June 2017,Behailu Kebede placed a 999 call to report a fire in Flat 16 on the fourth floor of Grenfell Tower,a 24-storey,67.3m bloc

318、k of flats in North Kensington,situated in the West London Royal Borough of Kensington&Chelsea.Within the hour,the flames had reached the roof of the building and spread horizontally.The fire esca-lated into a major incident that offi-cially claimed the lives of 72 people,left a community outraged a

319、nd in firm.“Unfortunately in construc-tion and engineering,it takes a catastrophe to change the way things are done.”Phase one of the Grenfell Tower Inquiry,which was created to examine the circumstances lead-ing up to and surrounding the fire,brought to light various refurbish-ment flaws.The use of

320、 polyethyl-ene-cored cladding panels on the tower walls was cited as the prima-ry cause of fire spreading so quick-ly,noting that using them breached building regulations.Then there were several tonnes of polyisocyanurate insulation(most-ly Celotex RS5000),combustible and toxic when it burns,used on

321、 the build-ings exterior.Combustible insulation was used around the windows,yet cavity barriers were missing,which would have stopped the fire from spreading in the gaps between insu-lation and cladding panels as per UK building regulations.Such hazardous materials were used in a bid to cut costs an

322、d keep within a designated budget while prioritising aesthetics over fire safety.Issues around safety wer-ent significantly considered and seemingly the architectural com-panies,contractors and sub-contractors including Rydon,Arconic,Studio E,Harley Facades,CEP involved in the refurbish-ment or its

323、supply chain all thought safety considerations were someone elses responsibility.What made the incident more hazardous was the fact that resi-dents previous concerns fell on deaf ears as they lived in a fire trap with exposed gas pipes and faulty lifts.“Theres a host of things that typ-ically go wro

324、ng when a catastro-phe happens.”Keyes says.Poor materials,poor workmanship,poor supervision and dismissal of residents concerns were part of the suite of problems occur-ring in the background as the prel-ude to the tragedy.Following the fire,a“lesson-learning”exercise was instigated in the form of a

325、n independent review led by Dame Judith Hackitt,whose final report was published on 16 May 2018.The investigation into building regulations and the fire safety of high-rise buildings,in particular,sought to look into the regulatory system around the design,construc-tion and ongoing management,compli

326、ance and enforcement.Hackitt damningly stated:“there is a need for a radical rethink of the whole system and how it works.This is most definitely not just a question of the specifica-tion of cladding systems,but of an industry that has not reflected and learned for itself,nor looked to other sectors

327、.”As Londons Lawrence Stephens solicitors outline,there already exists the Building Regulations,which provide detailed guidance on the safe construction of buildings generally.It has been criticised,however,for being ambiguous and unclear,particularly concerning cladding standards;it also con-sists

328、of 1,600 pages.The Defective Calls for accountability and change,dialogue and political efforts have initiated developments but theres a sentiment that pro-gress is slow and insufficient.If change is still wanting,what will stop a tragedy from repeating?Pre-Grenfell,sub-standard qual-ity and safety

329、in the construction of buildings were not uncommon.“I was aware of similar prob-lems with what happened to Grenfell,”says Sean Keyes,man-aging director of Sutcliffe,a con-sulting engineers and surveyors Bloomberg via Getty ImagesAn independent review,public inquiry and outpouring of rage;is it enoug

330、h to force safer construction in the UK?Has Grenfell changed the face of construction?Sophia Akrammourning,a country stunned and a whole industry in the grip of a dev-astating reputational crisis.The cause of the fire is widely believed to have been the wiring in Kebedes fridge-freezer but culpa-bil

331、ity for the scale of devastation has extended to the web of firms involved in the refurbishment of the tower between 2012 and 2016.The refit of the council-owned block fell short of safety standards,prompting questions about the culture of the construction indus-try and regulatory compliance.The key

332、 thing is that building control should be involved at the design and planning stages rather than retrofittingThe Grenfell Tower fire should never,ever happen again.Otherwise,those lives will have been lost for absolutely no reasonPremises Act 1972 has also been key but this has now been significantl

333、y amended by the Building Safety Act 2022(BSA),which received Royal Assent on 28 April 2022.The BSA also amends the Archi-tects Act 1997 and the provi-sion about complaints made to a housing ombudsman,and it has encompassed some of the 50 recom-mendations put forward by Hackitt.It essentially serves to provide clarity around those responsible for a buildings safety;key intro-ductions include the c