Innovation in Construction A Project Life Cycle Approach

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SCRI Research Report4Innovation in constructionA Project Life Cycle Approachn Roof lights: The pre-manufactured roof lightsystem comprises of polycarbonate which contains ananogel core preventing solar heat gain within thesales area of the store, but allowing the transfer ofdaylight. This helps reduce lighting levels in the storeby the introduction of natural daylight without thedanger of solar heat gain.n Combined heat and power (CHP) unit: The teamworked on alternative energy sources on site suchas wind, solar, bio-gas, CHP and combined cooling,heat and power (CCHP). This unit runs on CHP thatprovides heat and electricity to the store with the useof vegetable oil as an environmentally friendly theprimary fuel source.n CO2 refrigeration: Natural refrigerants improveenergy efficiency in comparison to conventionalsystems and have a greater advantage during themajority of the year when ambient temperatures arebelow peak summer values. CO2 is a highly efficientrefrigerant that improves the performance of heatexchangers and hence the temperatures of foodstuffs.n Wind catchers: These have been provided to providea vent for warm air build up with the store. Fresh air isthen sucked from the outside to provide a continuouscirculation of fresh and cool air.n Mechanical systems: CO2 sensors have beeninstalled which are linked back to the BuildingManagement System will allow the mechanicalsystems to ramp up or down dependent upon theoccupancy levels within the store. This helps to reduceenergy usage.Innovative Methods and ToolsTesco wants to play a leadership role in tackling climatechange. Their aim is to mobilise collective action amongcustomers, suppliers and employees, to help protect theenvironment and generate a mass movement in greenconsumption.Tesco has built a series of environmental stores in everycountry they operate since 2006, where they test newtechnologies and designs to save energy and reduce ourcarbon footprint. Their major objectives set in the climatechange programme regarding their buildings areto:n Help customers to understand their own carbonfootprint and what they can do to reduce it.Tesco supported its targets with a £100 millionSustainable Technology Fund starting in 2007 to supportlarge-scale carbon reduction technologies in their stores,distribution centres and supply chains worldwide. In2008, they invested around £60 million in energy-savingand low-carbon technologies, and over £26 million in47 CHP and CCHP plants for local generation, as wellas 27 wind turbines and one store installation for solargeneration. These technologies are expected to reducetheir carbon emissions by about 6,000 tonnes of CO2per annum.Taylor Woodrow’s Technology Centre combines aunique blend of experience and skills across a range ofdisciplines and offers solutions at every stage of theconstruction cycle aiming to increase the value ofcustomers through the provision of technicalexpertise. The Centre comprises a team of engineers,consultants and scientists dedicated to providing innovativesolutions for the construction industry. This centre actsas an internal centre of excellence and was involvedthroughout the construction process of CheethamHill. For example, Taylor Woodrow set up an internalconsultancy with them to develop a method ofworking out the consistency of grout mixes involved in theinstallation of the floor tiles and review information forthe nanogel filled roof lights.Taylor Woodrow developed a design manual andwebsite to share with other Tesco contractors toknowledge share experiences and learn from deliveryof the project. They also contributed by working alongsideTesco in collating information concerning materialusage and specifications, together with identifying how toreduce wastage through using certain types ofproducts. They delivered a presentation to the other Tescopreferred contractors on site as a work session over aperiod of three weeks. This involved a debate aboutmaterials and environmental initiatives integration. Thisdemonstrated their commitment to sharing knowledge.n Continue to reduce the footprint of existing buildingsby 50% by 2020 (compared with 2006),n Ensure all new buildings, on average, emit 50% lessCO2 by 2020 compared to an equivalent store in2006, and34
INNOVATION ACHIEVEMENTSTesco’s climate commitments through the combinationof new technology and good business lead to dramaticreductions in their carbon footprint. The Cheetham Hillstore’s carbon footprint is 70% less than an equivalentTesco store built in 2006. This has been achieved in thefollowing ways:n 31% through energy efficiency measures, such as rooflights allowing more natural daylight into the store,saving on electricityn 20% by using natural refrigerant, using CO2 insteadof HFCsn 19% by using a combined heat and power plantrunning on “recycled vegetable oil”, according toSymonds, enabling the store to generate its ownelectricity and make use of the waste heat.Other achievements by Taylor Woodrow related to thisproject include:n Zero tolerance on site for health and safety issuesn 89% Customer Feedback score on lessons learnt andfuture goalsn In the top 10 of the company house keeping leaguethroughout the last 4 months of the contractn BREEAM “Very Good” ratingn Over 500 visitors from client to other contractors whovisited the to learn about the technology they wereinstalling on the siteContribution to Quality of Life:Cheetham Hill was an area of high unemployment andsocial deprivation. This scheme targeted to employ40% of its staff who were currently unemployed localpeople. The scheme will have a significant impact upon theregeneration of this town and reenergize thecommunity. The store is also Tesco’s latest regenerationpartnership, with around half of the 260 employeeshaving previously been unemployed or on benefits forsix months or longer.The project was also notable in terms of communityengagement. Taylor Woodrow contacted the localprimary school and worked with them at disruptivetimes to ensure that noise was kept to a minimum andawareness was raised at all times within the programme.Over 150 letters were also hand delivered to ensure localresidents were made aware of vibration and road worksthat were being carried out.INNOVATION VALUE CHAINIdea Generation:The project was very notable for its use of a ‘clientdriveninnovation’ approach to idea generation. Tescorecognised the importance of delivering highenvironmental performance and set its agenda to reduceits carbon emission throughout its operations. Theydeveloped a climate change programme and startedbuilding environmental format stores that would helpthem design a repeatable store concept and increasethe likelihood of winning planning permission fromenvironment conscious Local Authorities to build newsustainable stores in the future. Being committedstrongly to carbon reduction, Tesco works ondeveloping and implementing green technologieswith their partners and supply chains.Tesco themselves can be seen to operate an openinnovation policy. The ideas are brought into the projectfrom all of their supply chain partners in a coordinatedfashion. As such, one of the main enablers of successfuldelivery of this project was the innovative use ofpartnering approach. Tesco established strategicpartnerships with its contractors dating back to 1999.The repeatability of the projects offered by Tesco wasanother advantage for the team members. They collectively worked to search for suitable products,invested in developing tailored products and tested themin their internal technology centres and on-site.Once the design for an environmental format storewas achieved, the project team looked for a costeffective solution that could deliver the sustainability andquality requirements. Product innovation is only onecomponent of the IVC in the construction supply chain, the responsibility of which lies with the suppliers to a largeextent. In this project, contractor also invested in R&Dand was involved in product innovations throughcooperating with its internal technology centre.Conversion of Ideas:A combination of open and scientific approaches wasused to bring ideas into the project. Idea generationis only useful if the ideas are then put into practice. Inthis regard, the strategic partnership between the clientand the contractor created a conducive environment totest the innovative products for their buildability. Thecontractor invested in R&D to satisfy the objectives setby the client, they committed considerable time andeffort to achieve a cost-effective design solution. TheTechnology Centre worked as a consultant for thecontractor and played a major role in innovating usinginternal resources that saved time and money.35
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Page 56: Professor Mike KagioglouSCRI Direct

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