Mainstreaming sustainable constructionthe journey of one business - - PDF document

Skanska UK plc

1 (1)

Skanska Integrated Projects

Our contact

Matthew Janssen

Date

23rd January 2006

INTERNAL INFORMATION

F:\Presentations\Green Alliance seminar 30 Jan 06 Abstract M Janssen.doc

Mainstreaming sustainable construction…the journey of one business

Matthew Janssen Company Environmental Manager Skanska Integrated Projects matthew.janssen@skanska.co.uk

Abstract of Presentation for the seminar by Green Alliance and The Eden Project Sustainable Construction – are we closing the loop? 30th January 2006

Introduction The construction industry uses a significant proportion of energy and other resources in the United Kingdom and produces the more waste than any other industrial sector. The makeup of the industry is also very complicated, with relatively few major players, a range of mid-level companies and many small companies operating in sectors from small-scale building to billion pound infrastructure

• development. Therefore, mainstreaming sustainable development is necessary to minimise the harm

and maximise the opportunities facing the construction industry – and close the loop. In one short presentation, it is not possible to untangle the policy, financial, cultural and attitudinal issues surrounding the current ‘open loop’ in construction. Of course, these all vary depending on a person’s ‘position’ in the industry. About Skanska Integrated Projects This presentation focuses on how one organisation – Skanska Integrated Projects – has moved several steps towards mainstreaming sustainable construction. With 700 staff and £xxx million revenue in 2005, Skanska Integrated Projects is the operating unit of Skanska UK Plc specialising in Public Private Partnership, Private Finance Initiative and Prime Contracts. Our core business is the delivery and management of major assets – such as hospitals, schools, defence and custodial facilities – working effectively through the whole project lifecycle to create world-class facilities, while managing risk and enhancing opportunities. As the focus of this seminar is on waste and resource issues, other elements of sustainability, such as social and economic regeneration and biodiversity are not specifically included, although it is recognised that they are equally important and connected. Worldwide, Skanska has a focus on sustainable development. For example, one of the corporate requirements is that all Skanska businesses are certified to the international standard on environmental management, ISO 14001.

Skanska UK plc

2 (2)

Skanska Integrated Projects

Our contact

Matthew Janssen

Date

23rd January 2006

INTERNAL INFORMATION

F:\Presentations\Green Alliance seminar 30 Jan 06 Abstract M Janssen.doc

Key elements for success Obtaining ISO 14001 certification required the building blocks for mainstreaming sustainability into the company, for example:

• Demonstrating top management commitment, which is critical for any change management and

business improvement programme;

• A review of major impacts and opportunities, so that people are clear on what issues are

important to manage now and those that can be left for later;

• A systematic approach, where environmental considerations are incorporated into decision

making at all levels and functions;

• Understanding the legal requirements so the minimum baseline is set;
• Education and training so people know what to do;
• Monitoring progress to see if it is in the right direction and pace; and
• Providing resources to make sure it can be done.

However, as many businesses now realise, ISO 14001 certification does not guarantee the ‘mainstreaming’ of sustainability or even environmental considerations into construction. Other elements are required. Over the last four years, further key elements for success have been identified such as:

• The importance of client focus. What the client wants (and will pay for), they get. If waste and

resource criteria are included in client requirements and enforced, construction companies will respond;

• Setting a strategy at a business and project level that incorporates measurable sustainability
• bjectives and an action plan on how they will be achieved;
• Gaining middle management commitment so that the top management commitment is not diluted
• r, worse still, blocked from improvements on the ground;
• Engaging with the supply chain and incorporating sustainability into contractual requirements;
• Engaging with others and forming partnerships with organisations such as WRAP, The Natural

Step, the Construction Industry Environmental Forum, Green Alliance, Sustainable Procurement Taskforce etc etc;

• Enabling and rewarding innovation so that improvements in sustainable performance are owned

throughout the business and not just by the environmental, health and safety or sustainability ‘team’

• Reporting progress so that the organisation is held accountable.

Skanska UK plc

3 (3)

Skanska Integrated Projects

Our contact

Matthew Janssen

Date

23rd January 2006

INTERNAL INFORMATION

F:\Presentations\Green Alliance seminar 30 Jan 06 Abstract M Janssen.doc

Examples of success The presentation will highlight some areas where Skanska Integrated Projects has succeeded in closing the loop on resource and waste management. Some examples include:

• Preparing waste minimisation plans for all projects, no matter how large or small;
• Onsite waste segregation and recycling, achieving a recycling rate in excess of 70%;
• Incorporating high recycled content materials into the building design, for example we worked

with Akristos and incorporated over a million Eco-bricks into the Education Building on our Derby Hospital Project;

• Off-site pre-fabrication, for example the cladding system for the Scottish Prison Service

Houseblocks, bathroom pods at 23 Engineer Regiment, Woodbridge and pre-cast units at Logford Immigration Removal Centre;

• Seeking waste reduction through the supply chain, for example by ordering plasterboard to size

and minimising and re-using packaging;

• Developing a web-enabled waste monitoring tool;
• Designing the Coventry New Hospitals Scheme to use 22% less energy compared to a standard

design; and

• Purchasing 100% renewable energy for the head office and majority of construction projects.

Areas to improve There are many opportunities for improvement in resource use and waste production, such as:

• Reduce the use of hazardous materials that are so common in construction;
• Minimising the amount of waste built into the design and supply chain;
• Transferring the learning from and between projects so the innovation becomes mainstream; and
• Challenging the current behaviour of the individual in both their professional and personal lives.

The presentation will outline how Skanska Integrated Projects will focus on these over the coming year.