The reality of net-zero construction seems to sit firmly in the realms of pilot, trial, or demonstration. Solutions that are already possible are seldom part of the programme. This Tarmac-hosted round table looked at how we can drive and accelerate change

Changing from short-term to long-term thinking

Clients are now actively seeking sustainable solutions for their projects and are relying on contractors to provide green solutions. This shift in approach presents a significant opportunity within the industry to propel and expedite change.

But despite numerous trials on sustainable construction practices, they often do not progress beyond the trial phase due to clients feeling that they do not meet their specifications. Additionally, scaling these trials to an industrial level remains a challenge.

Councils tend to be risk-averse and should adopt a more forward-looking approach. While sustainability is partially embraced, more local authorities need to fully integrate green thinking into their processes. For instance, the utilisation of Reclaimed Asphalt Pavements (RAP) dates back to the 1980s, yet its volume has not reached the desired level even after 40 years.

Barriers, and the opportunities used to drive change

The group deliberated on whether achieving net zero should be driven by clients rather than contractors. The cost implications of lower-carbon solutions are acknowledged, making it challenging to remain competitive. It was emphasised that clients must accept the ‘green cost’ associated with projects. The construction industry lags behind in sustainability and net zero compared to other sectors, primarily due to a focus on delivery cost rather than the overall life cost of projects. Clients need to shift their value focus towards long-term thinking and be encouraged to do so.

Procurement process

A cultural shift is imperative during the procurement process, as it currently poses a barrier to progress. The sustainability section on tenders tends to primarily focus on electronic data interchange technology (EDI), with little emphasis on other aspects of sustainability. During the discussion, the group highlighted the importance of considering the cost of driving efficiency and emphasised the need for risk sharing among all stakeholders in the supply chain. Additionally, they emphasised the significance of momentum in the manufacturing sector to facilitate price reduction.

Policy and mandating through central Government

It was believed that central Government should support their words with actions to facilitate the achievement of net zero. Without this support, it would be much more difficult for the industry to make the necessary changes. Clients tend to prioritise cost over other factors, so it was felt that implementing a fiscal structure would encourage them to adopt more sustainable options. Policies that promote the use of sustainable alternatives, along with recognition and rewards, would incentivise clients to make these choices.

There was mention of agencies within the same region using different specifications, highlighting the need for standardisation across the industry and supply chain. It was felt that the Government could play a role in mandating this standardisation, with all agencies involved in the supply chain modernising and standardising their practices to promote greener efficiencies. A collective shift in mindset would be necessary to address this issue, with improved collaboration between local authorities and government bodies being essential to ensure that recommended outcomes are achieved collectively.

Helping clients achieve their Net Zero ambitions

To achieve net zero, it is crucial to have a strong commitment and ambition from top-level decision-makers, and ultimately contractors can only provide what clients demand. To drive change early in the process, architects, surveyors, and other suppliers can play a role in influencing clients to consider both the cost and carbon impact of their choices. Promoting the carbon impact poses its own challenges though, and impending legislation from the European Parliament will require companies to substantiate their green credentials to prevent greenwashing. There is, however, a communication problem where clients and suppliers are hesitant to openly discuss their efforts in this area for fear of criticism. Collaborating with suppliers on green advantages would be beneficial, starting with planners at the beginning of the process, and it should not solely be the responsibility of suppliers to solve clients’ net zero challenges.

Delegates emphasised the importance of identifying and understanding the barriers that clients face in achieving net zero. By delving into the reasons behind these barriers, we can work together to overcome them and reach a consensus. Without high-quality client data, it becomes difficult to incorporate sustainability options into contracts.

There are also issues regarding awareness and complexity within the industry, prompting questions about the role of training in the broader context.

Next generation

Hydrogen solutions are still a distant reality, and it is crucial for broader society to actively participate in adopting cleaner and more sustainable alternatives. The existing ways of working within organisations are deeply ingrained, and it is essential to maintain pressure to enable the younger generation within these organisations to generate innovative ideas. It has been acknowledged that current practices are predominantly manual, such as the long-standing method of filling potholes. This kind of process requires modernisation through the implementation of automation and artificial intelligence (AI), along with a transition from hardware to software solutions wherever feasible.

There were varying viewpoints among the attendees as to whether net zero is achievable. While significant progress is expected, the public sector plays a crucial role in reaching this goal, with local authorities and government entities being both part of the solution and part of the challenge. Increasing the pace and efficiency of construction should be more economically viable, and incremental progress and small victories can lead to greater efficiency. However, ultimately, more comprehensive actions are necessary.

With thanks to our participants:

Emma Hines, Sustainability Director Tarmac

Brian Kent, Technical Director Tarmac

Tony Carney, MD Huyton Asphalt

Simon Milner, Highways Manager Stockton council

Luke Winch, Low Carbon Manager Galliford Try

Phil Webster, Partner, Arthur DLittle

Paul Fox, CEO Fox Brothers

David Marchington, MD Marchington Group

Mike D’Alton, Director of Strategic Growth WSP

Matthew Tooby ,Strategic Growth Director Rail, Earth and Environment WSP

Jamie Gillmore, Senior Solutions Specialist Onwave