Constructing the Future

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Constructingthe Future

Built Environment andTransport Panel

Construction AssociateProgramme



Contents

Chairman’s Foreword ...........................................................................................................4

1 CHANGING THE FUTURE OF CONSTRUCTION ........................................6

Overview and recommendations for action

2 FUTURE SCENARIO ...................................................................................................................9

The output from the issue groups’ deliberations

3 RECOMMENDATIONS FOR ACTION .....................................................................14

Recommendations in detail - the benefits and issues of each

4 MAKING THE FUTURE HAPPEN................................................................................27

Summary

5 ANNEX 1...............................................................................................................................................28

Aims, objectives and methodology

6 ANNEX 2...............................................................................................................................................29

Panel membership

7 The Foresight Programme...........................................................................................31

www.foresight.gov.uk 3

Constructing the Future



Foresight – Construction Associate Programme 4

Construction is one of the most important industries in any developed country,

not only in economic terms but also in the way it helps shape the built environment

and provides the physical infrastructure for civilized society. Despite its sometimes

tarnished image, the industry has always excelled at managing complex

programmes, often involving groups of people necessarily brought together

for one-off projects and working in hazardous or inhospitable places. As a result,

the industry has developed both flexibility and good skills in problem solving.

What it is not so good at, however, is planning for the future.

Until recently, this lack of forward thinking has been practically a virtue.

With uncertain cycles of demand, the ability to respond quickly to changing

economic drivers has perhaps rightly been seen as more important than scanning

ahead. The signs are that that is now changing. With construction clients

increasingly seeking ‘lifetime’ solutions provided by stable supply chains, and

the growing importance of both sustainability and globalisation, there is now

both the opportunity and the need for the industry to think ahead.

Chairman’s Foreword

Professor Tim Broyd

Chairman

“For I dipt into the future, far as human

eye could see, Saw the Vision of the world,

and all the wonder that would be.” Tennyson



Tennyson wrote Locksley Hall, from which the words opposite have been drawn,

at a time when dipping into the future generally required a crystal ball. These days

we are learning to use structured approaches within a national initiative known

as Foresight to think intelligently about the issues that will affect the future up to

20 years hence - not to predict what will happen, but rather to prepare for it and

influence it as much as we can.

Over the past few months, people from a broad spectrum of construction industry

backgrounds have been employing such techniques. Their aim has been to develop

sets of issues that will need to be addressed if the industry is to answer the needs

of its customers, its users and its workers. The results are set out in this document,

and include the responses from a widespread consultation exercise conducted last

Autumn. I hope the findings will stimulate a debate both nationally and within your

own organisation. We have concentrated on some of the big issues - housing, re-use

of buildings, globalisation, sustainability, the use of IT and site safety.

The Construction Associate Programme (CAP) forms part of the wider Foresight Built

Environment and Transport Panel, which has reported separately. It also doubles as

the Futures theme group of CRISP (the Construction Research & Innovation Strategy

Panel), through which it is linked to the entire construction industry.

In a very real sense, the future doesn’t just happen, but is largely the work of mankind.

It is up to us - all of us - to decide whether we want to help create the future or just

to be changed by it. Seen in this light, Foresight is not fanciful academic dreaming,

but hard-nosed business reality.









and supply, to cope with globalisation and to harness the technology required to manage it will improve

business co-operation and create competitive advantage.

7. Embrace sustainability

Sustainable construction and whole-life principles will increasingly be client-driven. By shifting its culture

to embrace sustainable thinking at every level, the industry can save energy, reduce waste and pollution

and cut the lifetime costs of property ownership.

8. Increase investment returns

Seek innovative methods of demonstrating the value of built assets and lessening project risk.

By better understanding ‘risk and reward’ principles the industry will increase profitability, improve

the way it is perceived and valued, and encourage new types of funding and investment.

9. Plan ahead

Anticipate and plan for change. Greater awareness of the cyclical nature of construction economics,

better long-term strategic thinking, future forecasting and co-ordinated planning will enable the

industry to better meet future customer needs, remain competitive and improve its contribution to the

UK economy.

AUDIENCES AND SECTORS AFFECTED

Architects and designers Government

Component / materials suppliers

IT and technology Consultants Insurance companies / insurers

Contractors / sub-contractors Manufacturers

DIY industry Planning authorities

Education / academia Plant industry

Financial institutions / funders Property owners / occupiers

General public Researchers

All of these audiences are affected in some way or other by every recommendation.

Everyone is responsible in one way or another for their successful implementation.

Inevitably it may be thought that the onus on action rests with some groups more than others.

However, to ensure a healthy, profitable and competitive construction industry for the future,

each one of these audiences needs to recognise that they have an important role to play in bringing

about the changes highlighted in this report.

Consequently, no one group should take the view that action is the responsibility of the others.

Each should assess the contribution that they can make, if necessary co-operating with the others

to achieve the desired results - after all collaboration and co-operation are vital needs for a revitalised

construction industry of the future.

Foresight – Construction Associate Programme8













A process of distillation

Our recommendations for action have been distilled through a process of assessment, feedback

and refinement, including:

Reports by the study groups which examined housing, repair and refurbishment, sustainable

materials, ICT, business and commerce, and safe construction

Feedback from the many interested parties who read our initial consultation report

Final evaluation and assessment by the steering group

This has resulted in the identification of nine distinct recommendations, which have been prioritised

according to their potential impact and relative ease of achievement.

The recommendations are as follows:

1. Promote ‘smart’ buildings and infrastructure

Accelerate the introduction of new technologies, ‘intelligent’ products, standardised

pre-assembled components and advanced materials into every level of the built environment.

This will create new business opportunities, improve living / working environments and enable

information feedback to improve construction quality.

Technology will enable almost anything, so deciding how best to apply it is the critical skill. Significant

long-term advantages that benefit sustainability and improve design by feeding back information will

be achieved by using intelligent, data gathering materials and components. Costs will be saved throughuse of standard components and factor y-automated pre-assembled units.

Innovation is the key to the future success of construction, using technology as the enabler. The industry

needs to embrace a complete technology and innovation culture change so that research and

development is seen as the core value for the future of construction and essential to business success.


3 Recommendations for action

Pointers to an innovative future

NEW COMPONENTS AND MATERIALS

New composite materials such as fibre cement and light alloys

‘Smart’ technologies for identity, data collection and management

Decorating paint that electronically changes colour and warns of stress points

Super-strong paint for crumbling concrete that cuts repair / maintenance costs

Pre-wired looms which enable house wiring completion in one day




BENEFITS TO BE GAINED

New business opportunities, especially for component manufacturers

More efficient industry with higher productivity

A key contributor to better living, future health and social care

Improved competitiveness for UK services and products

A global desire for products and services that are more reliable and effective

Young people are likely to be attracted to an industry that is perceived to be at the leading edge

of technological use

ISSUES TO CONSIDER

There is no shortage of technology, but the industry needs a greater will, more performance data,

increased investment and a receptive environment to apply it

A concerted effort is required to effect rapid technology transfer from research into practical

application

There is no shortage of good examples of technology in use. Many applications already exist

in other industries, and these can be looked to for ideas.

Use of appropriate technology has to demonstrate that it can improve profitability

Key applications will be use of sensors and ‘smart’ robotics in construction and in adding

‘intelligence’ to components and materials so they can all communicate

Greater mechanisation, automation and off-site assembly with machine tools will significantly

reduce construction costs

New opportunities in construction innovation lie in converging technologies where the mobile

phone will also be the fax, the portable computer and camera

Third generation (3G) wireless technology will lead to less hard wiring and greater demand for

in-built fibre optic connectivity

Biomimetics and nanotechnology concepts will enable us to challenge our conventional

understanding of construction materials

Integration of computing into the built environment instead of it being restricted to the desktop

or laptop computer will provide opportunities for greater information gathering as part of the

construction life-cycle process





2. Improve health and safety

Improve the health and safety of people working on site. Enhance safety awareness and thinking

throughout the entire construction process - design, manufacturing, build, operations

and maintenance. Ensure better safety training, health monitoring, and near-miss reporting,and introduce safety-driven construction automation. This will save lives, minimise health problems

and improve productivity.

Nurture the workforce and improve safety to enable better recruitment and retention

of people. It is well known that a healthy workforce is a happy one.

Undertake more research into the long-term health impacts of construction site working. Automation

in the shape of pre-fabricated component manufacturing and on-site robotic assembly, together with

site modelling and simulation, have a major role to play in improving construction safety.

Introduce a ‘no blame / no fault’ compensation system. This would encourage near-miss reportingand feedback on other site-related health issues.


Safety can be design-driven and hazardous jobs undertaken by robots

A substantial reduction in deaths and serious injuries across the industry

A reduction in longer-term health impacts on construction employees

Qualitative as well as quantitative measures of productivity

Better welfare provision and safety in the workplace will improve the perception

of the industry by prospective joiners

ISSUES TO CONSIDER

Sixty percent of fatal construction site accidents can be attributed to decisions

made before site work began

Increasing client awareness of the risks means that company safety records could become

a factor in awarding contracts

Products and process are changing, meaning safety is also a changing issue

Increased multi-skilling of people and new construction t echniques will require

ongoing safety training

Safety issues can be integrated into technology-enabled design to minimise

accidents on site

Growing use of site simulation could help assess risk and safety issues

Health monitoring technology is becoming more transportable and easier to use

Off-site manufacturing implies stringent factory safety practices,

whilst pre-fabricated assembly may significantly reduce on-site activity

Criminal liability is becoming an increasing issue






ISSUES TO CONSIDER

E-business is here to stay and the ‘open’ availability of essential information and data

is important to facilitate on-line customer decision-making

Technology can bridge the traditional gap between design and production

Joined-up manufacturers, suppliers and off-site production can lead to greater resources for

research and development into new products and processes

Industry standard models may enable automated information sharing across the entire value chain -

from products to projects

It is essential for the UK construction industry to play an active part in setting the world standards

that everyone will eventually need to use

Specialist contractors, suppliers, contractors and the design team will use web-based project portals

to manage the project and its associated information

For an industry susceptible to adversarial approaches, the issue of trust in the supply chain will

be critical

Greater operating effectiveness and supply-chain efficiency needs new skills and talent that must

be attracted through better prospects and changed perceptions



INFORMATION AND COMMUNICATIONS

Process, not project-based, construction teams linked by web-technology

5-D modelling (x,y,z, time and cost) and visualisation on hand-held computers

Use of the Internet for fast ‘intelligent’ planning submission / approval

Remote data collection on the maintenance and operation of facilities

Creation of supply-chain research partnerships with manufacturers





ISSUES TO CONSIDER

People availability. With a reduction in population growth9 there is a danger of a shortage

in people availability for the future

With the an ageing population re-skilling is become an issue

Lifelong learning requires investment and commitment by employees and companies,

as well as the industry and Government

An accreditation scheme for workers could acknowledge health and safety awareness

and skills and knowledge capability

Web-based platforms are already facilitating knowledge management

Establishing vertical and horizontal skills alliances within and across different disciplines

in construction industry education and training could foster increased collaboration and

innovation for the future

A consequence of the industry having many small individual businesses is insufficient critical mass

and motivation leading to a lack of investment in training and research and development

There is an imbalance of ethnic and female representation in the industry which may

be due to the perceived image of the industry

A company’s people are its most valuable asset, yet the assets of human knowledge

are not valued on the balance sheet. These may be included in take-over valuations and reflected in

share prices, but are mostly undervalued

Improve the image of the industry and you invest in the quality of the people entering it.



METHODS AND PEOPLE

Creation of innovation teams and technology clusters

Wide use of virtual reality and simulation for safety purposes

Computers for on-site training and fitting guidance

Use of robots for hazardous or monotonous work

Intelligent clothing to communicate, protect and react to changing conditions

9 Worldwide, Europe has the slowest population growth (0.2% for 1990-95 and -0.4% for 2045-50). Source: UN.








Wider information availability and data standardisation communicated electronically

will diminish misunderstanding

ICT-driven systems and knowledge sharing will need new skills and increase the intellect

needed for competitive advantage

7. Embrace sustainability

Sustainable construction and whole life principles will increasingly be client-driven.

By shifting its culture to embrace sustainable thinking at every level, the industry can

save energy, reduce waste and pollution and cut the lifetime costs of property ownership.

The design, construction and operation of the built environment should be sustainable in its use, re-use

and recycling of materials and energy. Whole life thinking needs to prevail from design and throughout

manufacture, to build, operation, maintenance and disposal of facilities.

Sustainability is increasingly being seen as embracing not just long-term environmental viability but

also economic and social issues. Issues of sustainability will therefore increasingly be ‘market-driven’

and a concerted effort will be required to change the embedded culture of construction industry

thinking to one which embraces sustainability at every level. Inherent within this change will be the

need for sustainability to be able to be more clearly ‘valued’ and supported by the financial community,

clients and public alike.


Reduced use of non-renewable energy sources

A reduction in waste

Lower ownership costs by making the costs of operation more transparent

Uncertainty over future ownership costs will be ‘designed’ out

Reduced pollution during construction, operation and disposal



SUSTAINABILITY

Site waste reduction with manufacturers required to collect / re-cycle materials

Embedded chips to contact repair / maintenance teams before breakdown

Efficient, low-cost micro power generators / fuel cells for local power networks

Smart concrete that senses real-time vibration of bridges and structures will highlight early

repair requirements






Higher quality and better construction standards

A change of image from low-tech to high-tech will improve perception of the industry by its

investors and customers

ISSUES TO CONSIDER

The move from public to private is happening all over the world and requires a change

in investment culture

Changing the perception of the industry has to embrace all of society, from primary school

to the elderly

New ways need to be found to express the ‘value’ of construction technology

in financial and intellectual terms

Institutional funders are risk averse and are not always conducive to innovation

and invention

Greater transparency is required by investors

Standardisation of construction processes and components would increase margins

and reduce the risk of re-work being required

Improving industry communication is needed not only within the sector but in promoting its

attributes to wider audiences as well

9. Plan ahead

Anticipate and plan for change. Greater awareness of the cyclical nature of construction

economics, better long-term strategic thinking, future forecasting and co-ordinated planning

will enable the industry to better meet future customer needs, remain competitive and

improve its contribution to the UK economy.

The industry needs to anticipate and plan for the future through long-term strategic thinking, better

forecasting and investment, and new customer framework agreements.

This requires the industry to change the business structure to reflect a longer term perspective.

Think about how buildings and facilities will be in twenty years, consider future technology trends and

impacts, and determine the future shape of competition. These actions are needed so that construction

companies can recognise and create opportunities for the future rather than just reacting to the present.

The changing business structure should reflect local and global issues and drivers. It also needs to

recognise the inherent lack of business skills within many smaller construction firms. The industry needs

help in planning and preparing for the future, to ensure it is always in the best possible position to

manage economic downturns and remain globally competitive.





Longer-term strategies that are sustainable, not only environmentally but also for the companies

involved

An increase in business planning and management skills across the industry

Expensive short-term gains replaced by a long-term ethos

A better focus for customers and new forms of long-term agreements

A healthy construction industry that contributes positively to the UK economy

ISSUES TO CONSIDER

Affordability of UK projects in overseas markets

Overseas firms will acquire and collaborate on projects in the UK. They will influence the UK system,

introducing changes to design and construction processes and new ways of working, with different

management and site skills

The small amounts of working capital required and low (academic and statutory) barriers to entry

currently result in many smaller firms being unprepared for and unable to cope with shifting

economic cycles

Industry standard forecasting would enable co-operative planning of product and service demand

across the entire supply chain

Integrating construction processes and applying new technology will result in better information

feedback and enable faster reactions

Specific UK Foresight programmes targeted at individual construction industry sub-sectors could

help many firms to forecast, prepare for and better manage economic crisis

Forecasting involving the client base could result in better supply-side product and service

alignment, longer-term alliances and more framework agreements

Multinational companies, trading across international boundaries, are increasingly undertaking the

role of supplying components and materials




5 Annex 1



Aims, Objectives and Methodology

The Construction Associate Programme (CAP) is a joint initiative between the Foresight

Built Environment and Transport panel and t he Construction Research & Innovation Strategy Panel

(CRISP), a national forum for the development and promotion of research and innovation in the

construction industry.

Its remit was to:

Consider the construction industry, its process, people, technology and materials;

Explore the issues that affect us now and speculate on the issues up to 2020;

Produce a report that would stimulate debate;

Make recommendations for action.

In developing the report CAP study groups examined the issues covering: Housing, Repair,

refurbishment and re-use of facilities, Sustainable materials, Information and communications

technology (ICT), Business, globalisation and commerce, and Safe construction.

From this a consultation document, ‘Building our Future’ - URN 00/689 - was prepared and made

available in September 2000 to a wide range of interested parties. The numerous responses received

were taken into account in preparing these recommendations.

Details of those views can be found on the DTI website at www.foresight.gov.uk


5 Annex 1


6 Annex 2



Panel membership

Composition of the Foresight Construction

Associate Programme Panel and sub-groups

STEERING GROUP

Professor Tim Broyd (Chair)

WS Atkins

Phil Burnell*

EPSRC

Roger Flanagan

University of Reading

Malcolm Fletcher

Halcrow

John Kerman

Highways Agency

Herb Nahapiet

UKDS - resigned Autumn 2000

Vince Osgood

EPSRC

John Stambollouian

DETR

* replaced Vince Osgood

SECRETARIAT

Peter Guy*

BRE

Mike King

OST

* replaced Mike King

REPORT AUTHOR

Eddie Coulter

Issues Groups

BUSINESS, GLOBALISATION AND COMMERCE

Ronald Edmonson

Waterloo Air Management

Max Halliwell

BRE

Dr Tarek Hassan

Loughborough University

Mary Mitchell

Transco - NTS Operation Development

Russell Smith

RCS

David Stein

Morrison Construction Limited

Dr David Bartholomew

Co-ordinator

HOUSING

Barry Cleasby

SPRU Sussex University

Susan Francis

South Bank University

David Holliday

Ward HomesJames Honour

BRE

Steve Irving

Oscar Faber

Ian Liddell

WSP Development

Rod Rennison

W S Atkins Mobile Telecommunications

Alistair Walker

Watkins Gray InternationalRichard Hodkinson

Co-ordinator


6 Annex 2



INFORMATION AND COMMUNICATIONTECHNOLOGY (ICT)

Robert Amor

BRE

Martin Betts

University of Salford

Roy Bishop

Laing Technology Group Limited

Nygel Humphrey


Charles McBeath

Whitby Bird & Partnership

Sebastian MacMillan

Eclipse Research Consultants

Dr Laurence Marsh

Bovis Europe

Royston Nutley


Alan Penn

University College London

Chris Woods

Wates Construction

Dr David Bartholomew

Co-ordinator

REPAIR, REFURBISHMENT AND RE-USE OF FACILITIES

David Allen

Gardiner & Theobald

David Bevan

Hawkins-Brown

Roger Hawkins

Hawkins-Brown

Carolyn Hayles

BRE

Dr Georg Herrmann

University of Westminster

Eunice Maytorena

The Bartlett School of Graduate Studies, UCL

Peter McLennan

The Bartlett School of Graduate Studies, UCL

Tim Quick

Foster & Partners

Simon Smith

Whitby Bird & Partners

David Stanley

Wates Construction

Lisa Varey

Thames Water Engineering Divison

Andrew Edkins

Co-ordinator

SAFE CONSTRUCTION

Trevor Allan

HSE

David Bevan

Morrison Construction Limited

David Churcher

CIRIA

Mike Dryburgh

HSE

Peter Hobson

Bovis Lend-LeaseThouria Istephan

Foster & Partners

Andy Wright

Thames Water

Bob Simpson

Co-ordinator

SUSTAINABLE MATERIALS

Suzy Edwards

BRE

Paul Livesey

Castle Cement

David Martin

Corus plc

Duncan Price

Whitby Bird & Partners

Roger Ridsdill-Smith

Ove Arup Partnership

Chris Senior

London Underground Ltd

John Southgate

Railtrack

Simon Vaughan

Corus plc

Anthony Wilson

Oscar Faber

Hywel Davis

Co-ordinator

John Goodburn

Co-ordinator



7 The Foresight Programme




Foresight is about being ready for the future. The UK’s Foresight programme is the Government-led

initiative that looks at what might happen in the future and what we need to do now to secure long-term

competitive advantage and enhanced quality of life.

Foresight brings together the voices of business, Government, the science base and others to identify

the challenges and opportunities that we are likely to face over the next ten to twenty years or more.

In doing so, Foresight aims to bring about a culture change for the better in the way business and the

science base relate to each other and to the future.

The programme was launched in 1993 following the white paper on science, engineering and

technology, Realising our Potential . It has a panel-based structure and operates on a five-year cycle.

The current round of Foresight began in April 1999 and work is being taken forward through three

thematic and ten sectoral panels, each looking at the future for a particular area.

All panels consider the implications of their conclusions for education, skills and training

and sustainable development.

This report - and those of the other panels - represent the culmination of over a year’s intensive

research, debate and discussion. They provide the basis from which panels and others will work to help

turn the recommendations into action.

Foresight panels:

Ageing Population

Crime Prevention

Manufacturing 2020

Built Environment & Transport

Chemicals

Defence, Aerospace & Systems

Energy & Natural Environment

The views expressed in this document should not be taken to represent those of the Office

of Science and Technology or the Department of Trade and Industry.

The views and recommendations expressed in this document represent the broad consensus reached

through the work of the Construction Associate Programme, and its consultation with key stakeholders.

They do not reflect the personal views of the members or the organisations they represent.

The Office of Science and Technology or the Department of Trade and Industry does not accept

responsibility for any action taken based on the views and recommendations in this document.

g g

Financial Services

Food Chain & Crops for Industry

Healthcare

Information, Communications & Media

Materials

Retail & Consumer Services



Printed in the UK on recycled paper with a minimum HMSO score of 80.

June 2001. Department of Trade and Industry.

© Crown Copyright. http://www.foresight.gov.uk/

DTI Pub 5567 3k/06/01/NP. URN 01/884

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