Cities4PEDs Atlas_November 2021.pdf

15 years ago. Additionally, the buildings
reduced their grey energy through the
integration of wooden material and clay,
increased their insulation thicknesses,
improved their monitoring and were
planned flexible to change usage. Lyon-
Confluence concerns also many projects of
environmental building energy retrofit in the
existing and historic neighbourhood.
• Monitoring: In several projects energy
consumption and production is recorded
to compare outcomes and to find ways
for improvement. Waste management,
wastewater treatment and transport &
infrastructure are in responsibility of the city
of Lyon and several small cities around, not
the development company.
• Waste management: Wastewater treatment
and transport & infrastructure are the
responsibility of the Greater Lyon Authority
and cannot be steered by the Lyon
Confluence development company.
Mobility concepts
A busy highway in the north and east of the
district separates the inner city and Confluence.
A railway station is located within the district.
As mentioned above, the authorities are
responsible for transport and infrastructure
(buses, trams). Still, mobility is part of certain
projects for “last mile logistics” in the district.
The development company forbid the
construction of underground parking between
building blocks in the land selling contracts.
It is only allowed under the building itself to
prevent area-wide sealing and to keep green
spaces. A mutual car park was built as well
to have dedicated parking spots for people
and “shared” ones for people living there and
people working there. Developers who buy
ground have to contribute financially to public
facilities and public spaces. In new buildings,
some of the inhabitants will have parking spots
underneath the building and some at the mutual
car park. Other measures, such as increasing the
frequency of public transport, can only be taken
by the Greater Lyon Authority.
Learnings & Success factors
• The special purpose company is able to act more agile on the development process.
• Setting strict criteria in land selling contracts and support developers contributed to
implementing high quality solutions and environmental performance.
• No labelling or certification of the district in order to stay flexible and to adapt the concept,
when needed.
• Key persons, like the mayor in the parallel role as president of the development company,
offered agency and therefore simplifications of the development processes.
• A bad reputation of a district could be changed through creating visibility by international
cooperations (such as European projects) and incentives for active citizenship.
Working document
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