IN COLLABORATION WITH: UK-GBC FUTURE LEADERS · The UK Green Building Council (UK-GBC) is a charity...

UK-GBC FUTURE LEADERS2017 INNOVATION YEARBOOK

IN COLLABORATION WITH:

The Future Leaders programme would not be possible without the continued support of UK-GBC’s Leadership Programme Strategic Partners:

CONTENTSPAGES

INTRODUCING THE PROGRAMME 3

INTRODUCING THIS DOCUMENT 4-5

INTRODUCING THE FUTURE LEADERS 6-9

INTRODUCING THE BUSINESS MODELS 10-21

BUSINESS MODEL ONE: MilFord Homes 10

Ritu Rajashekar, Canary Wharf Group Nicole Campbell, The Crown Estate Matthew Pitt, Gentoo Lee Lambley, Saint-Gobain

BUSINESS MODEL TWO: BE Aware 12

John Taylor, Carbon Credentials Matthew Blanks, John Lewis Partnership Camilla Read, Overbury Rachel Cakebread, WSP

BUSINESS MODEL THREE: Blueprint UX 14

Lee French, Cundall Tamara Wright, ISG Tom Fisher, Lendlease Natalia Ford, UK-GBC

BUSINESS MODEL FOUR: Whole Life Homes 16

Lucy Darler, Carillion James Golding, Heathrow Mark Fenton, High Speed Two Jo Dobson, Useful Projects

BUSINESS MODEL FIVE: Built to Care 18

Vanessa Wall, AECOM Meital Ben Dayan, Architype Emily Hamilton, Grosvenor Michael Cross, Willmott Dixon

BUSINESS MODEL SIX: Green Starter 20

Giudi Veneri, Barr Gazetas Ru Bellew, EP&T Global Lewis Matthews, Sir Robert McAlpine Sherleen Pang, XCO2

The Future Leaders programme has been developed in collaboration with our delivery partner Switch On. Switch On is leadership consultancy - born from a disruptive innovation agency - dedicated to equipping leaders with everything they need to find and seize opportunities for continuous business breakthroughs that create value and drive impact within the Volatile, Uncertain, Complex, Ambiguous, Networked and Stressed (VUCANS) world.

www.ukgbc.org/FutureLeaders UK-GBC Future Leaders: Innovation Yearbook 2017 | 3

INTRODUCING THE PROGRAMMEThe UK Green Building Council (UK-GBC) is a charity and an industry-led network with a mission to radically improve the sustainability of the built environment.

With over 400 member organisations spanning the entire value chain, we represent the voice of the industry’s current and future leaders striving for transformation change. We inspire, challenge and empower our members, helping them to identify and adopt the most sustainable, viable solutions.

The Future Leaders programme brings together the sectors’ most talented individuals to take part in a unique programme of leadership and innovation. It is a powerful programme unlike any other that gives tomorrow’s leaders the chance to grapple with the most critical emerging issues that the sector will face, challenges participants to work collaboratively to address them, and equips them to drive innovation and lead sustainable businesses of the future.

Over the course of the nine-month programme, Future Leaders:

are introduced to new perspectives from expert speakers which both challenge and inspire.

are paired and, through a peer coaching experience, build powerful relationships which long outlast the programme.

each develop a personal leadership plan, define their purpose, and embark upon their own journey of leadership breakthrough.

have a unique opportunity to try their hand at entrepreneurship as part of a close-knit innovation team, and develop a new and sustainable business model before finally working to hone their storytelling techniques to inspire others.

As a whole, the programme has delivered three main types of learning as demonstrated below:

We continue to support all Future Leaders well beyond the end of the programme through the alumni network. With regular get-togethers, mentoring opportunities, and knowledge sharing, the network ensures the learning and support continues, giving every Future Leader the opportunity to make the biggest impact possible in their own lives, their business, and the built environment.

In the last year, we have empowered Future Leaders to champion UK-GBC’s mission more widely, building their own profile, but also working to engage and inspire others. A Future Leader alumnus has joined the UK-GBC Board of Trustees, and the growing alumni network encourages the sharing of cutting edge innovation through quarterly meetings. The programme and resulting network is supporting our vision of futureproofing leadership in the sector, ensuring that going forward sustainability is central to business leadership.

A powerful form of peer coaching, delivered through buddy coaching

Eight sessions covering leadership topics such as finding creative flow, creating change, creative leadership, decision making etc.

PeerCoaching

A bespoke personal leadership plan that sets goals against a series of traits and skills, to be followed over the programme and beyond.

Personal Leadership

Teams of four or five people working to develop a sustainable business model

Business models developed through three innovation labs plus guided learning and group work

Innovation Teams

PART 1JANUARY 2017

INTRODUCTION TO INNOVATION & LEADERSHIP

PART 2 APRIL 2017

BUSINESS MODEL

DEVELOPMENT

PART 3 JUNE/JULY 2017

STORYTELLING

INDUSTRY PRESENTATIONS

PART 4 SEPTEMBER 2017

LEADERS’ BREAKFAST

LEADERSHIP

JOIN THE FUTURE LEADERS ALUMNI

NETWORK

THE JOURNEY

4 | UK-GBC Future Leaders: Innovation Yearbook 2017 www.ukgbc.org/FutureLeaders

INTRODUCING THIS DOCUMENTThis document introduces the 24 Future Leaders from the 2017 programme, shares some of the insights of the journey they have been on, and summarises the business model concepts they have developed since the beginning of the nine-month programme.

Prior to the formal programme launch in January 2017, UK-GBC hosted a workshop where the six challenges were identified. The Future Leaders’ task was to respond to these challenges through the creation of a new sustainable business model. The six challenges were identified at the workshop which was attended by senior business leaders from the organisations that had a Future Leader on the programme. The process began with a review of future operating conditions for the built environment sector, and then detailed discussion led to a long list of challenges, which were then filtered down to these six:

CHALLENGE 1: Housing shortages in the UK are a well publicised issue, and government has set ambitious targets of 250,000 new homes a year. What innovative models could be adopted for low cost sustainable housing be developed at scale?

CHALLENGE 2: The built environment sector is struggling to attract and retain talent. How could we transform this into a highly attractive industry for people?

CHALLENGE 3: Off-site manufacturing in the UK is well established, but how could we rethink and improve our approach learning from other industries (e.g. the car industry)?

CHALLENGE 4: How could we consider buildings and infrastructure as services?

CHALLENGE 5: Buildings are currently not designed to look after people. How could they monitor and improve health?

CHALLENGE 6: What does the building of the future look like? How could this be commercialised now?

These six challenges were presented to the 2017 cohort in January, and the 24 Future Leaders set about developing innovative new business models. Working in six innovation teams, they worked through a structured programme to understand how to rigourously define a problem and challenge existing assumptions to develop a new, innovative and sustainable business model.

This process enabled each team to devise sustainable business models, which challenge current operating conditions, and ensure the environmental and social aspects were fully integrated alongside the revenue generating potential. The challenge was then to communicate the business model in an interesting and compelling way, so storytelling skills proved to be a major area of focus for participants.

This document showcases the six business models, developed using these processes and tools, in summary form. If you would like to learn more about any of the business models presented within this document, please get in touch at [email protected].

THE PROCESS OF INNOVATION The Switch On framework for innovation was used by the Future Leaders to address the challenges they were set:

1. Problem definition

Global challenges Understanding who’s affected, why it’s a

problem and why it hasn’t been solved yet

2. Breakthrough innovation

Proposition Assumptions Breakthrough insight Breakthrough proposition Breakthrough vision

3. Concept development

Concept definition Market insights Competitor review

4. Business model development

Brand and scale strategies Value proposition Assumptions and risks Cost structure and revenue streams

5. Storytelling

Creating a connection Communicating the purpose and vision

mailto:leaders%40ukgbc.org?subject=More%20information%20on%20Future%20Leaders%20business%20model%20innovations


FUTURE LEADERS 2017

The programme has not been what I expected it to be, in the best of ways! The leadership aspect of the programme has been the most interesting and totally redefined my thoughts on what type of leader I want to be and has given me tools I don’t think many people toeing the same old line are aware of. It has taught me to take a step back and look at the bigger picture, met some great colleagues and formed some really lasting relationships.- Lee French, Cundall

Future Leaders has connected me with an

inspiring group of like-minded professionals

who have encouraged me to redefine my role

in sustainability. The group workshops have expanded

my thoughts on leadership and innovation, giving me

tools to develop and sell ideas, and have empowered me

to picture an exciting career ahead.

- Vanessa Wall, AECOM


INTRODUCING THE FUTURE LEADERSVanessa Wall, Senior Consultant, AECOM - Vanessa is a Senior Consultant in AECOM’s Sustainability and Advanced Design Group. She is a qualified BREEAM, CEEQUAL, DREAM and the Code for Sustainable Homes assessor with 9 years’ experience providing sustainability and energy efficiency advice

for buildings and infrastructure. Prior to joining AECOM, Vanessa was Environmental Manager at Pozzoni Architects leading the sustainability agenda across a range of sectors, working with project teams to ensure passive environmental design principles were integrated efficiently and unobtrusively. She has completed over 200 domestic energy assessments and provided numerous Display Energy Certificates.

Meital Ben Dayan, Project Architect, Architype - Meital is part of Architype Architects in London and has over 13 years of experience in architecture working in the UK, Ireland, Los Angeles and Israel leading the design of educational buildings, offices, transport facilities and

urban schemes. She specialises in environmental design and regularly engages in research, publishes papers and lectures in universities and international conferences. Meital has completed MSc in Sustainable Environmental Design with distinction at the Architectural Association School of Architecture. She has completed professional experience examinations in University College Dublin and Bachelor of Architecture (Hons) in Bezalel Academy of Art and Design, Israel.

Giudi Veneri, Associate, Barr Gazetas - Giudi joined Barr Gazetas in 2013, becoming an Associate in 2017. She is an experienced Architect in both new build and listed buildings, having worked on complex mixed-use and retail redevelopments. Giudi has trained and worked in Italy, Sweden and

the Netherlands where she joined a sustainable design-led firm where she deepened her interest, and knowledge of, sustainable architecture and the use of innovative technologies and materials. For the past few years, she has been working on listed buildings and refurbishments, always trying to apply sustainable measures to the buildings while respecting their fabric.

John Taylor, Head of Delivery, Carbon Credentials - John is a member of the Executive Management Team at Carbon Credentials, accountable for Quality, Resilience and Client Satisfaction across the delivery team. John has over a decade of consulting experience, including energy

strategies, change management, technical engineering design, energy auditing, carbon management planning, and building services. John brings his wealth of experience and technical understanding to help organisations realise their full energy performance potential. One of his key strengths is his ability to quickly understand client needs and identify optimised solutions. He can effectively demonstrate the commercial and technical investment case, and manage solutions through to completion.

Lucy Darler, Group Sustainability Manager, Carillion - Lucy joined Carillion 3 years ago and is primarily responsible for reporting, engagement and benchmarking. Inspiring and involving Carillion’s people in sustainability is key to her role, as well as helping to keep sustainability relevant, fresh

and a focused commercial benefit. Lucy delivered Carillion’s multiple award-winning Annual Sustainability Report, led its international Sustainability Week and produced submissions such as FTSE4Good and BiTC’s Corporate Responsibility Index. She’s had a diverse career to date, developing analytical and problem-solving skills through a Forensic Science degree, as well as embracing different cultures whilst teaching in Taiwan for 3 years.

Ritu Rajashekar, Sustainability Programme Manager, Canary Wharf Group - Ritu is the Sustainability Programme Manager at Canary Wharf Group Plc. Her key role involves working closely with internal and external stakeholders to set targets, influence and adopt sustainable practices and promote

positive collaboration. She is an Architect by training with over 8 years of experience in the field of Sustainability and the Built Environment and has successfully delivered a number of landmark sustainability projects in the UK. Before joining Canary Wharf Group in 2017, she worked as sustainability professional both in the UK and internationally. She has also worked as a lecturer teaching Sustainability in India.

It has challenged my perception on leadership, innovation, team work and enabled me to get out of my comfort zone and face my fears. It has also helped me see that innovation is not just about the single big ‘Eureka’ moment, but about achieving breakthrough moments by making small positive changes in everyday habit and thought process. - Ritu

Future Leaders has developed me in a range of ways, from product innovation to the way I communicate ideas. I am continually applying

the tools and techniques from the programme to my

everyday life. In particular it has given me confidence and

capability to drive innovation forward, ensuring good

ideas are turned into successful products and services.

I really believe that every hour I have put in has been

valuable. - John

The programme has taught me to dissect a problem in an untraditional way, starting with understanding the root causes, then

continuing to find an innovative solution for it, all

without fear. I have since start using this approach and

tools for every aspect of my work becoming a more

confident leader. - Giudi

The Future Leaders programme was an

inspiring and empowering learning journey

both personally and professionally. The unique

combination of challenging current ways of thinking and

acquiring new skills and tools through doing was extremely

powerful. I look forward to continue and implement these

skills and insights day to day in my practice and through

continuous involvement in the UK-GBC. - Meital


Ru Bellew, Commercial Manager, EP&T Global - Ru is a Chartered Energy Manager and Member of the Energy Institute with a passion for optimising the performance of new and existing buildings. He combines technical, commercial and project management proficiency to bring emerging

technologies to the wider market. Prior to joining EP&T Global, Ru worked at Turner & Townsend managing energy efficiency budgets for public and private sector clients. His career began at JLL where he laid the foundations of the Energy Reduction Programme and supported the integration of sustainability in to JLL’s Property & Asset Management services.

Matthew Pitt, Technical Supervisor, Gentoo - Matthew has been working in the renewable and sustainability sector of the housing industry for the past five years. He is currently running the Gentoo Energy Team which manages several PV portfolios across the country and in house energy projects.

Matthew gradated from Trinity College Dublin in Mechanical and Manufacturing Engineering in 2006 and returned to education in 2011, completing a MSc in Renewable Energy Technology at Newcastle University. Shortly after graduating from Newcastle University, he began working at Gentoo driving innovation and renewable technologies into the group. His efforts resulted in the installation of the groups’ first micro combined heat and power unit, biomass boiler as well as a multi million pound refinancing of the Groups PV panels.

Emily Hamilton, Sustainability Manager, Grosvenor - Emily is the Sustainability Manager for Grosvenor Britain & Ireland. In her current role she leads the implementation of ‘Your Contribution,’ the business’ rolling five year sustainability plan, designed to catalyse action and support Grosvenor’s

‘Living cities’ philosophy. She also runs the company’s Sustainability Steering Group which has representation across the business, and is involved in several industry groups. Emily is particularly interested in the role of accessible green space in ensuring cities are resilient to future changes.

James Golding, Project Manager, Heathrow - James is Lead Project Manager for Future Portfolio Planning at Heathrow, responsible for developing the airport’s capital expenditure plans beyond 2019. James joined Heathrow in 2011 having read Geography at University College London (UCL), initially

leading a number of passenger experience projects with a focus on premium security and lounge products. More recently, James led the portfolio of redevelopment projects to transform Terminal 4, and the £490m portfolio of engineering projects delivered across the Heathrow campus. James now leads on the development of the pipeline of Heathrow’s future capital projects.

Nicole Campbell, Asset Manager – Regional Portfolio, Crown Estate - Nicole is an asset manager for The Crown Estate, which manages a UK leading portfolio of prime retail and leisure assets valued at £2.2bn. The portfolio includes 15 retail parks, interests in three shopping centres

and two leisure assets, and currently has a 2m sq ft development pipeline underway. Nicole is asset manager for CrownGate Shopping Centre in Worcester, Banbury Gateway Shopping Park in Oxfordshire, Crown Point Shopping Park in Leeds and Chester Castle. Prior to joining The Crown Estate, Nicole was a Leasing Director at CBRE Ltd.

Lee French, Associate (Civil Engineering), Cundall - Lee is an Associate within the Civil Engineering Team at Cundall. He is a Chartered Civil Engineer (CEng MICE) and Chartered Construction Manager (MCIOB). Lee has led and managed design teams and projects in the UK, Middle East & Africa

including a prestigious waterfront masterplan development in Manama, Bahrain. He mainly manages the design and coordination of masterplans, external works and infrastructure based elements with a particular focus on drainage and flood risk. Lee is also a keen researcher and writer in the fields of urban drainage, flood resilience and environmental impacts. His highlight being co-authoring the book “Flood Hazards: Impacts and Responses for the Built Environment”, 2011.

This programme has been an insightful

reminder that I am part of a much larger

industry, with the ability to positively shape the

built environment.

I have learnt how to think differently about solving

problems and the assumptions that lead to a lack of

innovation in companies.

Most importantly, I have discovered my purpose as a

leader and the steps I need to take to realise this. I now

feel equipped to make a significant contribution to the

leadership in my organisation. - Nicole

The UK Green Building Council has equipped

us to be able to tackle some of the built

environment’s most significant challenges

and shown the power of storytelling. It’s been one

of the most immersive experiences of my career and

invigorating and inspiring to be surrounded by such

passionate people. I’m looking forward to joining

the alumni network and continuing to develop ideas

which can be applied to my organisation and the wider

industry. - Emily

Future Leaders has been a unique opportunity to collaborate with professionals from across the built environment sector, allowing me to develop my leadership qualities with a focus on building support for and ultimately landing innovation. I have particularly found benefit in the coaching opportunities afforded by the programme; the opportunity to develop individual coaching skills at the same time as learning through being coached is rare but highly valued. - James


The Future Leaders programme has been a great experience which I have had the fortune to enjoy with some inspiring people – the Future Leaders cohort and the programme collaborators. It has frequently been challenging, but I now feel better equipped to lead change and deliver more purposeful and impactful outcomes. - Mark

The programme has been both a challenge

and an inspiration. It has been fantastic to

work with and learn from others across

the industry, in a variety of roles, all working towards

a more efficient, effective and sustainable built

environment. - Camilla

It has changed the way I think for the better.

Being away from your job and being given

the time and space to think differently has

inspired me to challenge people and improve processes

at work with confidence. I am a different person to the

one at the start; developing skills and learning about

concepts that I wouldn’t have heard about without

this experience. It is refreshing to mix with like-minded

ambitious young leaders within the industry. - Tamara

Mark Fenton, Climate Change Specialist, High Speed Two Ltd - Mark is a Climate Change Specialist at High Speed Two (HS2) Ltd. He joined HS2 in March 2013 and works in the Technical Directorate leading on the development of the technical specifications, standards and processes to reduce the

carbon footprint of HS2. Before HS2 Mark worked at CH2M as a Sustainability Consultant in their Sustainable Buildings team. In this role he worked with asset owners, developers, designers and contractors to develop and deliver sustainability objectives across a variety of residential, non-domestic and mixed-use developments. Mark graduated from the University of Liverpool with a Masters degree in Environment and Climate Change.

Tamara Wright, Senior Estimator, ISG - Tamara is part of ISG’s Preconstruction team and is responsible for pricing up new work with an aim to submit a competitive tender on behalf of ISG to win projects to build. Tamara’s career began as a receptionist and admin support to estimators at Vinci

construction but within 6 months had committed to a 2 year national certificate in construction on day release to train to become an estimator. Following a break from college and starting a new role as an Estimator, Tamara enrolled on a 3 year foundation degree in construction in order to gain the relevant qualifications to back up her role. In addition to her day-to-day role, Tamara has trained staff, mentored others, taken on the responsibility in her current team for managing the graduates and trainees and more recently completed ISG’s internal futures group.

Camilla Read, Environmental & Sustainability Manager, Overbury - Camilla has worked in an environmental capacity on both the design and contractor side over the past six years, following a background in sustainable transport. As an experienced BREEAM AP, SKA Assessor and

LEED advisor to Overbury & Morgan Lovell Camilla guides project teams, from pre- to post-construction stage, to obtaining their environmental goals. Inspired by sustainable refurbishments which take a life cycle approach, Camilla represents the Fit Out divisions on Morgan Sindall’s Carbon and Energy Forum, implementing Science Based Targets for reducing carbon across the business, and working in particular with the supply chain. She is the Sustainability Young Leader for Core Net UK and a Chartered Environmentalist who is passionate about engaging communication on environmental, health and wellbeing issues.

Lee Lambley, Habitat Strategic Relationship Leader/British Gypsum TAC manager, Saint-Gobain - Lee graduated from Nottingham Trent University with a degree in building & construction management. After graduating he worked as a site manager within the commercial

construction sector for Willmott Dixon before joining British Gypsum (Saint-Gobain). Within British Gypsum Lee has worked for both sales and marketing to commercialise technical solutions. Lee’s largest and most prestigious projects on behalf of British Gypsum have included the likes of Media city at Salford, Glasgow commonwealth games and a number of acute hospitals. Lee has recently added further responsibilities to his current role as Technical Advice Centre Manager in the delivery of Saint-Gobain Multi-COMFORT education sector projects demonstrating sustainability and health benefits.

Matthew Blanks, Construction Project Manager, John Lewis Partnership - Matt is a member of the RICS and has been employed as a Project Manager by the John Lewis Partnership for 5 years. During this time he has been responsible for the delivery, cost, programme, quality and health and safety for

both Waitrose and John Lewis new build stores. Schemes include Horsham, Battersea, High Wycombe and Chelmsford. The role also involves feasibility studies, specification and Agreement for Lease negotiations, planning applications and full end to end Project Management duties. Prior to JLP, Matt spent 5 years working for a Project Management company delivering multi-million pound Further Education schemes.

Tom Fisher, Development Manager, Lendlease - Tom is working on the International Quarter London in the role of Development Manager, Lendlease. His imagination is ignited by the possibilities urban development allows, from a small house renovation, to a modern conversion

of a heritage building or a large urban regeneration scheme. The possibility of better built environments is his ongoing objective. Since relocating from Australia to London in 2015, Tom has worked across three commercial office buildings, which are currently in delivery and conversion, totalling 1.3msq ft NIA. His qualifications in finance, construction management and carpentry, reinforced by onsite construction experience, small business ownership and entrepreneurship, provides a wide-ranging skillset that he actively draws upon in his role at Lendlease.


Michael Cross, Principal Sustainable Development Manager, Willmott Dixon - Mike is a Principal Sustainable Development Manager within Re-Thinking, Willmott Dixon’s award-winning internal sustainability consultancy. Since joining Re-Thinking in 2014 he has been responsible

for providing strategic advice on resource efficiency and carbon reduction, helping the Willmott Dixon Group address the risks and opportunities of a low-carbon and more sustainable built environment. Under Mike’s leadership the Group has become the first in its sector to be accredited to the Carbon Trust Supply Chain Standard, and he is now developing innovative supply chain partnerships to reduce supply chain carbon. Mike is a regular industry speaker on carbon and energy management and is a Chartered Environmentalist (CEnv.).

Sherleen Pang, Associate, XCO2 - Sherleen’s role at XCO2 involves managing project delivery and development of internal standards, as well as the daily operations of one of the environmental teams. She specialises in energy and sustainability strategies and environmental assessments,

and has a broad range of UK and international project experience covering a variety of building sectors. She has a keen interest in working with design teams to develop integrated strategies incorporating passive design principles, sustainability measures and renewable technologies into building designs from early project stages. Sherleen is a BREEAM AP and a certified SAP assessor, with an MSc in Environmental Design and Engineering from the University College London and an MSc in Environmental Engineering from Imperial College London.

Rachel Cakebread, Principal Consultant, WSP - Rachel is a principal consultant at WSP working to inspire project teams to embrace and deliver sustainable design. Within the Environmental Planning business she provides strategic advice to a range of projects to achieve BREEAM accreditation. Having

previously worked on development of the sustainability method at BRE, she is now influencing how project teams improve social and environmental outcomes. Her background in civil engineering drives her interest to broaden the business offering of BREEAM to civil and infrastructure projects. She is determined to improve sustainable infrastructure delivery and create a system of future ready assets.

What a fantastic learning experience. From

gaining an understanding of the breakthrough

innovation process and practicing storytelling

techniques, to developing a new business proposition

in a team – there is so much that I will now apply in

my work, to benefit my company and my clients. The

network of like-minded ‘leaders of change’ that I am

now a part of is a bonus.- Jo

Future Leaders has connected me with my

purpose and showed me the importance of

challenging assumptions we all hold. It has

has given me a great buddy who has helped to build my

confidence and spurred me to make positive changes in

my professional and personal life. - Rachel

The Future Leaders programme is demanding but incredibly rewarding. It has helped me understand how to tackle the big challenges facing the built environment and to focus on truly understanding a problem before looking for solutions. I have learnt that innovating is disruptive and uncomfortable but persevere and you can achieve real breakthroughs. This is something that I will be striving to do in the future. - Mike

Lewis Matthews, Construction Manager, Sir Robert McAlpine - Lewis is a Construction Manager for Sir Robert McAlpine where he works within the project delivery team, managing complex commercial projects at site level. Duties include managing and implementing sustainable design and

construction procedures that improve the build process and deliver high quality results for our clients. Lewis has been actively involved with various initiatives that address some of the latest issues within the industry including off-site manufacturing and the current skills shortage. He is currently undergoing the CIOB professional review and holds a BSC in Construction Management.

Natalia Ford, Sustainability Advisor, UK-GBC - Natalia joined UK-GBC in 2012 as part of the Industry Engagement team and has worked on the launch and operation of UK-GBC’s knowledge sharing platform Pinpoint, the Embodied Carbon Conference 2015, a 360 Sustainability Review of UK-

GBC members, as well as publishing the report on Health and Wellbeing in Retail Spaces. Currently, she is responsible for UK-GBC’s first piece of action-oriented guidance, Embodied Carbon: Guidance for Clients. She is an active member of the 2050 Group’s carbon working group as well as part of the digital innovation network dotBuiltEnvironment. She is a keen advocate for community action, especially anything involving digital innovation, and participated in the 2016 AEC BIM Hackathon and is working on an IoT community project in her local neighbourhood as part of the Open City Makers programme.

Jo Dobson, Associate, Useful Simple Trust - Jo is a sustainability consultant and Chartered Environmentalist with over 10 years’ experience. She works for Useful Projects, a boutique sustainability consultancy, which is part of the Useful Simple Trust group of companies. Prior

to this, she was the Waste Manager on the Olympic Park during design and construction. Jo provides practical advice to major clients on how to develop and implement sustainable development approaches on projects. Sustainable procurement and supply chain management, and the circular economy are her current areas of focus. Jo won the Women in Science and Engineering (WISE) Excellence Award in 2013 and was listed as one of Building Magazine’s Top 50 Rising Stars of Sustainability in 2012. She is on the Institution of Civil Engineers London Circular Economy Panel and an active STEM Ambassador.


There are over 300,000 millennials resigning themselves to being ‘renters for life’, spending a large proportion of their income on rent. The gap to home ownership is being widened further given wages are growing by 1.8% per year, whilst house prices are growing at 7.5%. The ‘parental bank’ currently supports a third of first-time buyers and is expected to hit 40% by 2019. For everyone else, the average period for saving a deposit is 24 years (The Guardian, 2015).

It is clear the housing delivery model is broken and offers little choice, flexibility and high levels of debt.

MilFord Homes offer a transparent and affordable housing solution aimed at first time millennial buyers, with ambitions to operate throughout the UK. Sustainability, affordability, the community and integrated design are the four pillars of our business model.

MilFord Homes offer:

An app to allow eligible first time buyers to register their interest in developments.

Crowdfunding to purchase land at a reasonable cost from landowners (e.g. local authorities).

Off-site manufacturing to deliver quality affordable homes (approximately 20-30% lower than market value).

An airtight sales agreement giving buyers access to a share of profits from the sale of their home. Resales only take place within the model, allowing future generations to get access to their own affordable first home.

MilFord Homes believe homeowners should be at the heart of the home delivery process and not shareholder profit.

MilFord Homes

Crowd FundingPurchase land through crowdfunding alongside your new neighbours, with land sourced from local partners.

CommunityInfluence design of homes, communal space locations and be fully supported through the process - reducing the stress of buying your first home!

Free Virtual AppDownload app, set up a profile and register interest. Then view property availability, pricing, and delivery dates.

Resale takes place through the same model to secure

homes for the future.

1 2 3

Delivering homes up to 30% below market value

Your New

Sustainable Home Your new home is

and delivered quickly and

featuring recycled, local material; aiming to be zero carbon.

4

You areeligible

BUSINESS MODEL ONE:

MilFord Homes Ritu Rajashekar, Canary Wharf Group Nicole Campbell, The Crown Estate Matthew Pitt, Gentoo Lee Lambley, Saint-Gobain


Taking the idea furtherInitially we want to work closely with a local authority or other partners to conduct further feasibility studies and exploration of the financial model. In addition, we would pilot test the app.

We believe there is huge potential for MilFord Homes to help bridge the affordability gap. Our research indicates millennials are suffering the most, at the hands of the current housing delivery model but recognise they are not the only group.

Consequently, ideas for taking this idea further include:

Developing on brownfield sites Targeting other demographic groups Selling the model to other developers to utilise Delivering high rise apartment blocks.

Environmental and Social Benef itsMilFord Homes aims to provide a truly sustainable community with quantifiable environmental and social wellbeing benefits:

Sustainability

Each dwelling will achieve good levels of sustainability aiming to be zero carbon, reducing energy bills for the home owner.

Prefabricated design maximises use of recycled, local materials and minimises use of materials, water and waste generated.

Spaces will create positive impact on the physical and mental wellbeing of the occupant.

Affordable

Prefabricated homes will be fast to erect and adaptable. On average they are up to 25% cheaper than traditional build (RIBA, 2017).

Land is bought in partnership with local stakeholders thereby keeping the price affordable.

Community

The app provides choice and enable buyers to be involved in the design of their homes.

MilFord Homes will support the buyers through the process to reduce stress associated with home buying.

The design will focus on creating communal spaces, allotments and terraces promoting social interaction.

Integrated Design

The design will allow for a fully integrated intelligent home maximising energy efficiency, minimising water usage and other resources.

The building specification will be standardised to ensure it is environmentally sustainable and exceeds Building Regulations, NHBC design standards, Code for Sustainable Homes, Secure by Design and Lifetime Homes.

Costs and RevenueInitial appraisals have shown potential savings of up to 50% of open market value, being passed on to the homebuyer. MilFord Homes will charge a consultancy fee of 20% of each of the home’s value, payable upon purchase (with the cost of infrastructure factored in).

Primary costs relates to the development of an app allowing potential homeowners to register their interest in developments, thereby cutting down on marketing costs.

Time and effort will have to be expended in identifying partners such as potential land owners and off site manufacturers - who will ultimately allow us to deliver affordable homes.

Once new homes have been delivered, we will provide a range of revenue producing services such as energy supplies, maintenance of communal areas, food growing allotments and gyms to name a few.

£

Market ConditionsAn imbalance exists between the supply and demand of quality affordable homes in the UK. A handful of developers provide new homes at the highest possible cost, at the right time in the market cycle, to maximise profits to shareholder. The UK housing market is hugely valuable to the UK at 3.65 times GDP, equating to £6.79 trillion (Savills, 2017).

Consequently, most models (e.g. Help to Buy and Shared Ownership) seek to improve affordability for first time buyers by reducing the initial outlay associated with buying a home - but still operate inside of the current market system, keeping prices high. There are a couple of innovate developers (e.g. Pocket Homes and Igloo Homes) offering some disruption to the model, but there is room for further innovation to satisfy growing demand.

RisksThe risks associated with our business model:

Supply of sites – at a viable price, which provides the minimum level of profit required and maintains affordability.

Planning approval – may be required for some sites, which can be a protracted process - thereby impeding delivery and addressing need.

Partnership approach – relied upon from stakeholders engaging and partnering with us to supply sites.

Lack of commitment from potential homeowners – due to this being a new model.

Scalability of model – untested model for additional audiences.

Programme – unforeseen factors during delivery of homes.

Credibility – support from institutions providing finance, insurance and warranties (e.g. NHBC) would need to be forthcoming.

Assumptions Stakeholders and partners are reluctant to disrupt the current

model, as this would impact the value of the housing market within our economy.

Traditional construction methods are still desirable to deliver new homes although their affordability has decreased due to growth in land and material costs, along with a reduction of skilled labour.

Traditional homes are now more likely to have major defects and therefore quality concerns arise when purchasing.

Cost of home ownership is not aligned to current wages, which is resulting in longer term debt for home owners.

The current housing model is for the privileged first time buyers in the ability to raise the deposit.


The places that we create, and how they are built, will change more in the next ten years than they have in the last 100. But who will be imagining, designing and building them?

The built environment has an ageing workforce, yet only 3% of young adults actively search for roles in our industry. Worse still, only 1% of those searching for roles are women. The lack of diversity in our sector will make us less competitive compared with our peers, as diverse companies are known to be 35% more profitable (YouGov, 2015).

Our company, BE Aware, will use existing digital technology and social media to connect people with built

environment roles, that will inspire them to create sustainable places of the future. Rather than blanket messaging to the masses, data driven social media technology allows us to target people who are looking for careers based on their interests.

The next generation of built environment thinkers and doers will see our tailored adverts and will be led to our platform where a diversity of exciting roles will be showcased. Aspiring and driven people will become aware that the perfect role for them is in the built environment.

Green Roles

Ecologist

Management Roles

Automation Director

STEM Roles

Life Cycle Cost Consultant

Digital Roles

4D Visualiser

Click to the BE AWARE website which shows info on purpose

driven roles & relevant courses (unis, industry bodies)

Adventure AdamTech Savvy

SallyOrganisedOmar

ScienceSabeena

BUSINESS MODEL TWO:

BE Aware John Taylor, Carbon Credentials Matthew Blanks, John Lewis Partnership Camilla Read, Overbury Rachel Cakebread, WSP


AssumptionsToo often the built environment sector is represented as male-dominated and physically laborious. Images of muddy boots and hard hats increasingly feature in job adverts. This image does not represent the incredible breadth and opportunity we have as place makers.

There is a wide range of industry bodies offering skills and training in the industry, but they mainly target the 3% of job seekers already aware of the sector (YouGov, 2015). These existing campaigns assume that people understand the wide range of roles the built environment has to offer. A lack of diversity and a draining talent pool is exacerbated by parent and teacher perceptions.

Taking the idea furtherWe aim to widen the scope to target a greater number of people based on feedback from the initial campaign. The ability to rapidly evaluate success and the collaborative digital nature make this proposition simple to scale effectively.

The same social media technology can be used to expand to different audiences that have an influence on young people entering the industry, particularly parents, teachers and careers advisors. A future campaign could also look at a different demographic, targeting those looking for a career change or re-entering the workforce.

As the organisation learns and develops, we will continually seek opportunities to build awareness of the built environment.

Costs and RevenueThe business plan allows for two part time staff, the creation of four videos and a website. The videos will be advertised through platforms such as Facebook, Instagram and Twitter using a pay per click model. The campaign will last for six months when students are actively looking for opportunities. The overall investment required to start the business is £100,000.

The concept requires funding from businesses predominantly, as it is their longer term growth that is dependent on getting young people into the sector.

Data on the number of clicks and shares achieved will be leveraged to seek further funds through sponsorship and advertising on the website.

£

Environmental and Social Benef itsAs a digital organisation there will be a low footprint from our operations, which will be more than covered by the environmental and social benefits of greater and smarter employment in the built environment. The model will be instrumental in filling current and emerging roles, growing the sector and enabling a wider pool of talent to contribute to a smarter and more sustainable built environment.

Our campaign will target individuals from more diverse backgrounds, based on their existing interests, asking them to be part of a sector delivering critical social and physical infrastructure, homes, hospitals and other built assets. We will ensure social and environmental challenges will be solved by those representative of our society, by raising awareness of how our industry is evolving and enhancing the places we live, work and play in.

Our purpose is to inspire the next generation to embrace worldwide challenges such as climate chaos, health and obesity issues and to evolutionise the built environment.

Market ConditionsThere are numerous organisations focused on bringing people into the built environment, working at all levels and across a wide range of skills. These organisations are doing great work and having success, but ultimately the problem of recruitment into the built environment is still there, so more must be done.

Our approach will support and modernise existing campaigns, and we welcome collaboration with future thinking organisations. Of particular interest would be industry bodies like the ‘Construction Industry Training Board’ (CITB) and the ‘Chartered Institute of Building’ (CIOB), and schemes like ‘Class of Your Own’ and ‘Go Construct’.


The model assumes personal data will continue to be available to marketers through social media channels and that the data is relevant to the objectives of our campaign. Other industries have shown this is a low risk through successfully implementing similar campaigns. This will be carefully monitored.

There is also a risk of other companies or bodies replicating the idea, which would be relatively easy to do. This does present a risk, but success for others would support our not-for-profit organisation’s aims. We will actively look to partner with existing businesses to fulfil our purpose of inspiring new talent into the sector.


The built environment industry assumes that every time a building is designed, we have to start from scratch. Considering that everyone involved in the construction process is under constant pressure to deliver more in less time, why do we continue to accept this?

Imagine if you could virtually walk straight in to any building and have access to project, design and construction information just like you were walking around Google street view?

Local authority planning portals hold lots of information but offer poor user experience, counter-intuitive platforms and fragmented information. These only serve a limited purpose to the public because they think this information is not useful to other built

environment professionals. This results in missed opportunities and limited transparency and learning in our industry.

We have realised that we have the potential to unlock this information, encourage sharing and innovation that will change our industry for the better.

So, we offer a new digital platform which uniquely provides unrivalled previously inaccessible project information. This therefore will create transparency, knowledge sharing, innovation and collaboration so that you never have to start from scratch again.

To support this we invite you all to join us on a journey to change the business as usual culture of the construction Industry.

BlueprintUX

2

BUSINESS MODEL THREE:

Blueprint UX Lee French, Cundall Tamara Wright, ISG Tom Fisher, Lendlease Natalia Ford, UK-GBC


Taking the idea furtherIn the medium-term, the project will reach a scale where the data delivers high levels of value to other audiences and stakeholders including the public.

Long term, the platform will turn into a databank populated by millions of designs, giving rise to a bespoke algorithm which informs better design and construction methods. It encourages sharing and learning by creating more efficient, sustainable and better built assets.

A potential offshoot project is to put the learning into practice on the ground. The algorithm will determine an optimum design and offsite manufacturing will be explored to assemble the asset. The chaotic nature of the design and build itself is tackled by creating a new process, subject to a different kind of contract which enables deep collaboration and removes the combative nature of construction.

Ultimately the intention is that the design data being shared will go beyond the planning requirements as transparency and collaboration becomes second nature.

Costs and RevenueThe costs identified include:

Upfront investment for website design and programming.

Partnering with technology companies to design and build the platform.

Ongoing platform and database maintenance, management and updating.

Typical overheads including hosting, servers, computational power.

Potential revenue streams explored are:

Primary revenue via a membership model to the platform by design and engineering companies.

Accessing different levels of detail of the data priced accordingly.

Secondary revenues identified through creating gateways from the platform to company websites and advertising.

£

Environmental and Social Benef itsThe environmental and social benefits include:

Creating a step change in environmental and social design standards. Over time the minimum standard for buildings is raised and poor design choices are phased out.

A significantly increased level of transparency through increased collaboration and sharing, shifting the mindset of professionals to one whereby mutual benefits are achieved through sharing of designs.

A reduction in organisational “cultural” costs and build costs, which could potentially affect the affordability of housing.

A shift towards design and build professions being able to deliver a happier process to both employees and clients, with greater levels of trust between organisations.

Market ConditionsMarket scanning has not revealed any direct competitors. However, research has revealed that digital innovation is underway at multiple stages of the value chain and the terms #FutureofPlanning and #PlanTech show that technology “incubators” are also becoming commonplace and data sharing is also becoming more acceptable between organisations. Examples of innovations that are complementary to the platform include:

Flux.io which connects models, planning tools, and spreadsheets for easy collaboration and information access.

“Collective Learning”, which focuses on how organizations, cities, and nations learn.

“Concrete Action” enables local authority planners and developers to decode the planning process.

Additionally, organisations such as Barbour ABI and Glenigan are data competitors which could be threatened by the data access provided by the platform.


“Rubbish in, rubbish out” is especially critical to the platform, as well as being able to identify quickly the level of quality being inputted.

Businesses stuck in a protective mindset and a “refusal to share”, potentially leading to a failure to achieve a critical mass of designs, affecting traffic and useful data on the platform.

The security issues around sharing sensitive asset information around geolocations and critical infrastructure.

Obtaining skills sets and expertise around: available softwares, user interfacing (UI) and user experience (UX).

Out of date data.

AssumptionsCompanies work on the basis that:

Intellectual property (IP) is commercially sensitive and should not be shared for free.

Design must start “from scratch” every time, despite this not being necessary.

Every building has to be completely unique, both inside and out.

Sharing lessons and learning from previous mistakes and good design is difficult due to silos.

The more complex the design and build process, the more opportunity there is for profit.

The mandatory information shared on Local Authority planning portals is not valuable to anyone other than planners, and especially not the design community or the public.


The cost of household bills has risen twice as fast as salaries over the last decade. Gas and electricity have been the biggest drivers of this increase – rising more than 70%. This is creating a real and intensifying cost of living crisis for millions of working people in this country; particularly for those living in the private rented sector where 1 in 7 tenants pay more than half of their total income towards rent.

In recent years, there has been a significant shift in consumer values from ownership towards greater collaboration and access. Collaborative consumption – enabled on a scale never before possible through the power of ‘Big Data’ technology – provides enormous opportunity to transform the way we live for a more affordable, fulfilling and sustainable quality of life.

To achieve this on Private Rented Sector (PRS) developments, the role of the managing agent needs to change.

Whole Life Homes is a different kind of residential managing agent. We offer a complete property management service, but we are also experts in designing and delivering collaborative consumption based solutions which reduce residents’ energy bills and create affordable, convenient and sustainable living environments. In doing so, we also seek to make Private Rented Sector tenancy more attractive to prospective tenants and improve tenant retention rates, ultimately reducing rental void periods for landlords.

A complete property management

service, we are experts in designing

and delivering collaborative consumption based solutions. These

solutions aim to reduce energy bills

and create affordable, quality,

convenient and sustainable living

environments.

High quality of living

Community cohesion

Reduces cost of living

Personal and customisable management service

Flexible and customisable model

Attractive market differentiator

Increases tenant retention

Higher likelihood of planning approval

Supports sustainable development ambitions

Reduces carbon emissions

Reduces material use and waste

Enables a sustainable built environment

FO

R R

ES

IDE

NT

SF

OR

DE

VE

LOP

ER

SF

OR

TH

E W

OR

LD

The Challenge

The BenefitsWhole Life Homes

4. Drives a sustainable living agenda

8. Improves living environment

2. Combines purchasing of services

1. Building maintenance& facilities management

3. Facilitates sharing of rental products

6. Invests percentage of profit in community

& events

7. Achieves operational efficiencies

5. Focuses on saving residents money

Whole Life Homes

The cost of household bills has risen twice as fast as salaries, particularly for those in the private rented sector.

BUSINESS MODEL FOUR:

Whole Life Homes Lucy Darler, Carillion James Golding, Heathrow Mark Fenton, High Speed Two Jo Dobson, Useful Projects


AssumptionsOur business proposition is viable based on the following assumptions:

Developers and landlords are broad-thinking enough to partner with a different kind of residential managing agent; to challenge the norm of what management encompasses whilst also engaging with Whole Life Homes early on to allow us to shape developments’ sustainability through design.

Whole Life Homes can reach regulatory agreement to choose services on behalf of residents provided these are provided at the most cost-effective price for them.

Residents are willing to have some services chosen and managed for them, safe in the knowledge that they are getting a genuinely good value for money deal by doing so.

There is collective market desire to take part in the collaborative consumption economy; that ultimately sharing is a good thing.

Taking the idea furtherThe immediate next steps are to:

Conduct further market research and stakeholder engagement to develop our proposition and business model further. This includes engagement with our target market of tenants, utility providers, PRS developers, and experts in collaborative consumption models.

Develop a minimum viable product (MVP).

Commence discussions with potential PRS developers that we could partner with.

Explore opportunities to share cost savings with tenants.

Provision of energy as a service is just the start. We see great potential to offer other utilities as a service, and to facilitate the sharing of space, skills, cars, bikes, tools, and equipment or household items that are only used occasionally, across the development. We believe our business proposition could also be very appealing to existing developments.

Costs and RevenueCosts include those common to traditional residential managing agents, for example; advertising, administration (e.g. credit checks, tenancy agreements, rent collection, etc.) and managing maintenance and repairs. Beyond this, the key cost is associated with the provision of utilities; energy, water and broadband/TV.

The main source of revenue stems from rent collection, a portion of which we retain before paying the remainder – or an agreed rate – to the landlord. Additional revenue streams include consultancy fees to design utility connections and provide advice on designing for operation and maintenance. Opportunity also exists to trade in ‘Negawatts’ – negative electricity which the National Grid will buy to optimise the efficiency of their energy network.

£

Environmental and Social Benef itsReduced loneliness and improved community cohesion: Loneliness is an increasing problem in modern life and may be the next biggest public health issue. Collaborative consumption is known to foster values-related benefits including building strong communities and encouraging more face to face interaction, reducing feelings of isolation.

Reduced living costs: Through cheaper energy prices and more energy efficient homes, living costs will be reduced for tenants.

Positive behaviour change: Increased environmental and social awareness amongst residents may encourage behaviour changes in other aspects of their life, reducing negative impacts upon the environment and the community in which they live.

Reduce over-reliance upon declining resources: Collaborative consumption lessens the need to purchase new goods, slowing down over-production and natural resource depletion. This is in addition to the reduction of water consumption and energy demand brought about through initiatives and efficiencies.

Tackling climate change: Through energy conservation measures there will be a reduction in the amount of carbon dioxide generated by homes.

Market ConditionsNew models for renting are appearing (e.g. The Collective at Old Oak and Tipi at Wembley Park), but their focus is more about social interaction and convenience than environmental benefits and reduced living costs for tenants. Market forecasts indicate that new, large scale Private Rented Sector (PRS) developments will grow significantly over the coming years. PRS developers recognise that to attract and retain tenants, the right lifestyle setting, and provision of amenities and services is important. However, they also need to deliver value for money and preserve affordability. Multi-utility service providers have delivered cost reductions and environmental benefits in the commercial sector, however this success has yet to be replicated in the private rented sector.

RisksAs with any business, the risk of competition is always present; there is a risk that existing traditional managing agents start to offer bundled services. This will be mitigated through early targeting of utility suppliers to secure best in market deals for our landlords and residents.

The property market is notoriously fluid; there is a risk that ownership becomes affordable for the majority once again and that the private rented sector suffers a decline in potential landlords and residents. This will be mitigated through Whole Life Homes developing an ownership option to our unique sustainable service offering; we can channel our expertise where it is required to deliver the most sustainable impact, whether that be in the private rented or ownership sectors.


Today 1 in 6 people in the UK are over 65. By 2030 this will increase to 1 in 4 (ONS, 2017). We are living longer and, as a consequence, our needs are changing dramatically whilst our hospitals are not.

Many older people are staying in hospital unnecessarily for minor treatment, diagnosis, or simply to rest and recover because there is no alternative. 6,000 hospital beds a day are taken up by people who are medically fit (NHS, 2017).

The conventional solution no longer solves the problem. There is a gap between medical and social care provisions.

Built to Care offers a new type of healthcare building - one focusing on older people who do not need a hospital bed but who are unable to go home and live independently straight away.

Our building is designed to enhance recovery through social connection, physical activity, good nutrition, good sleep and focused medical support where needed.

Built to Care provides better care, better value and ongoing support through a ‘helping hands’ alumni network. But most importantly, this patient-led facility offers people a swifter route home.

BUSINESS MODEL FIVE:

Built to Care Vanessa Wall, AECOM Meital Ben Dayan, Architype Emily Hamilton, Grosvenor Michael Cross, Willmott Dixon


AssumptionsToday’s hospitals were designed to deliver medical treatment. They do not have the flexibility required to meet the complex needs of the ageing population who are far more likely to be living with chronic illnesses and vulnerabilities.

Consequently, the health and social care systems are under severe pressure and people do not always receive the service they need. On top of this, opportunities to accelerate people’s rehabilitation are missed which often results in a deterioration in mental and physical wellbeing and loss of independence making people more likely to need further medical support in the future.

Taking the idea furtherThe next steps will involve identifying opportunities in regions where delayed transfer of care is at its highest and working with their Care Commissioning Groups to pilot Built to Care on an existing hospital site.

If this model works for the ageing population, there is no reason why this model couldn’t be rolled out for other users so everyone can benefit. A longer term ambition is to develop the business model to address retrofit and refurbishment options as well.

Costs and RevenueOur business model will be delivered through a Company Limited by Guarantee comprised of an NHS Trust, local authority, community group and a property management company.

Capital investment will be provided by the Local Authority or via the newly available Sustainable Transformation Partnership (STP) central government fund. A typical Built to Care facility will have 50 bed spaces operating 24 hours a day all year round. Revenue will be generated by renting 60% of the bed space to the NHS Trust at a cheaper rate than the cost of a hospital bed with the remaining 40% made available to the NHS Trust if needed, or to other users such as private individuals, charities and private healthcare providers. Additional income could be generated through ground floor retail units.

Care will remain free at the point of use to all NHS patients. Surplus revenue will be allocated to preventative healthcare and assisted living community grants as well as maintaining our ‘Helping Hands’ network.

£Environmental and Social Benef itsBuilt to Care is a new build solution proposed for brownfield sites on or around existing hospital estates where rapid medical support can be provided if required. The building’s low carbon design will provide natural light, good ventilation and comfortable spaces focused on occupant well-being to enhance recovery and recuperation. Biophillic design will connect residents with the natural world and provide welcoming and restorative areas. Wellbeing focused design provides a better environment to improve health.

Our exemplary care programme will address mental and physical wellbeing to provide a better quality of life. Users won’t feel disconnected or isolated because loved ones can stay with them. The facility will become a community hub, for anyone to use, with coffee shops and convenience stores creating a vibrant, socially-inclusive building. When patients are ready to leave, they will be offered a place on our Helping Hands programme to assist transition home and facilitate an ongoing support network.

Our success will be demonstrated by hospital patients returning home faster, healthier and happier; and with a support network to enable independent living for longer. The likelihood of re-admission to hospital will reduce so hospital beds can be better utilised by people with acute medical needs and the NHS will be able to reach more people with fewer resources.

Market ConditionsThere is growing public awareness of this problem. The Department of Health (DoH) has announced a £325 million capital investment programme, Sustainability and Transformation Partnerships (STP), for projects that will help the NHS to modernise and transform care for patients. Reducing ‘delayed discharge’ of patients is as a priority for this fund.

A few operators already provide a similar service to ours, such as community hospitals in rural areas, but there are currently no scalable solutions in the UK. Other recovery facilities do exist; such as the Maggie Centres for cancer care, but wellness focused general care facilities are not yet mainstream. Built to Care can change this.

RisksIt is essential to have a thorough assessment process at the referral and discharge points to avoid simply moving the problem of ‘stranded patients’ from one bed to another. If customers are wrongly referred, they may not be able to benefit from the rehabilitation and support offered, regain independence and return to their communities. A successful return home will involve a gradual transition and continuous support.

With a relatively high initial cost, we will need a long-term commitment to consistent support to ensure Built to Care is sustainable proposition. Securing such a commitment from the NHS partner for the majority of bed spaces will be crucial for the success of the model.


There are millions of young professionals who dream of owning and upgrading properties but are financially unable to do so.

Despite being known as ‘generation rent’ there are two reasons why property ownership is still an aspiration for younger generations. Firstly, they understand that 40% of carbon emissions come from the built environment and care about making a difference in this regard. Secondly, they want to be able to access the unrivalled capital gains that only property ownership has historically been able to offer.

Conventionally, a prospective property owner could ask family and friends to help them with their deposit and then go to the bank for a mortgage.

Alternatively, if they fit some strict criteria they could use a government help to buy or shared ownership scheme. The problem with these current propositions is that sustainability improvements are not embedded within the purchasing model.

That is why we have created Green Starter. It is a crowd-funding investment platform that will connect prospective property owners with a network of crowd-investors. These crowd-investors will provide the additional capital required to help buy the property and make the necessary sustainability improvements. In return, the crowd investors will own a percentage of the property which they can trade with other crowd-investors throughout the investment term.

Project Owner

Improvements determined by Sustainability Experts

Terms & Conditions set out by Legal Consultants

TRADE SHARES

£ RESALE VALUE

OWNERS BUYING SHARES

Crowd funding secured(£ FEES)

SELLREVALUE

Project Owner

reenStarterA crowdfunding investment platform for responsible property owners and investors

£ ROI

£ FEES

£ FEES

£ FEES

TRADE SHARES

£ ROI£ FEES

Project completeProspecting for funding

Project starts

BUSINESS MODEL SIX:

Green Starter Giudi Veneri, Barr Gazetas Ru Bellew, EP&T Global Lewis Matthews, Sir Robert McAlpine Sherleen Pang, XCO2


Environmental and Social Benef itsLooking firstly at the residential market, there are 15 million privately owned homes which could benefit from investment via Green Starter. These homes make up 15% of the UK’s carbon emissions. It is envisaged that the model would also be expanded into other property sectors such as office, retail, restaurants, hotel etc. This would open up a further 25% of carbon emissions from the built environment sector.

The platform will help building improvements becoming the norm for refurbishments and projects at all scales. This will lead to significantly reduced carbon emissions from buildings, which will positively impact on the built environment as a whole. The model could help creating new sustainability standards which could be shared and incorporated in national building standards. Tangible data to demonstrate that energy savings have an economical value and generate revenue could be extracted. Proofing this will increase investments in eco-friendly developments and refurbishments and provide evidence of sustainability economical values.

From a social perspective, the platform will help get people on the property ladder and on the property market by being able to own building shares without having to have a consistent capital to start with. It will generate a community feeling by promoting a shared economy and people will also benefit from having warmer, more comfortable homes and workplaces.

AssumptionsGreen Starter tackles a number of assumptions which are embedded within the current property acquisitions market. It is assumed that:

Only the super rich can invest in property.

One only invests in property for financial gain.

Greening a building doesn’t add any value to a property.

Green Starter seeks to tackle these assumptions by opening up the property investment market to the masses and by demonstrating that investing in tangible sustainability improvements will add long term value to a property.

Taking the idea furtherIn order to take this business model further it would be necessary to seek independent financial and legal advice and feedback on the business model. This would give upmost clarity on the value proposition to prospective property owners and crowd investors. It would also be necessary to decide if the banks should be included within the financial proposition. The pros of having banks involved would be access to greater levels of capital. The challenge with having banks included is deciding who has the first and second charges.

Further research for setting sustainability standards to keep costs realistic but also drive true and tangible market improvements will have to be carried out. The value potential of the data that would be generated from the improvements and the investments could help doing so.

With regards to scalability, there may be potential to expand the proposition to developers and traditional property investors in order to access greater levels of capital. It would be also worth investigating the possibility of creating a framework of preferred suppliers that includes consultants we work with so that we can enable building refurbishments to be completed to consistent standards.

Costs and RevenueIt is calculated that building the website platform would cost around £20,000. Developing the mobile App would follow which would cost an additional £20,000. Additional costs would include legal, financial and technical consultant fees.

Revenue streams would be made up of:

1. A percentage of the investment amount once the crowd-funding target has been met.

2. A percentage of the amount of shares traded on the platform.

3. A percentage on the sale of the property.

4. A mark up on the external consultants’ fees, which include for legal, financial and sustainability.

£

Market ConditionsGreen Starter is positioned between two key areas of existing crowd-funding platforms. Competitors include non-property crowd funding platforms which raise money for a good cause, mostly with no returns; and property crowd funding platforms which are focussed on financial outcomes alone. The former have a personal, friendly interface while the latter are mostly very corporate.

Green Starter sits in between the current crowd-funding propositions on market and offers to its customers an alternative way of accessing funds and developing a property portfolio while improving the built environment by embedding sustainability into each project. It also feels approachable and professional at the same time.

RisksA property market crash would pose a risk to the business as it would mean fewer transactions on the platform. As a result, the income of the business would be diminished.

Market research shows that the business would face significant competition from existing property crowd-funding platforms. The risk is that crowd investors put their money in a competing platform which does not have a focus on sustainability improvements.

In addition, if the business model incorporates monthly re-payments back to crowd investors, then this poses a risk to the investors if the property owner defaults on their payments.

Further risks include high running costs from undertaking numerous site surveys and potentially complicated legal ownership arrangements.

CONTACT USWebsite: www.ukgbc.org/FutureLeadersEmail: [email protected]: @UKGBCPhone: 020 7580 0623

UK Green Building CouncilThe Building Centre 26 Store StreetLondonWC1E 7BT

With thanks to our Leadership Programme strategic partners:

Date post:	04-Jun-2020
Category:	Documents
Upload:	others
View:	1 times
Download:	0 times

IN COLLABORATION WITH: UK-GBC FUTURE LEADERS · The UK Green Building Council (UK-GBC) is a charity...

Documents