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The construction industry and CPD
Published in Greg Watts, Norman Watts, CPD in the Built Environment, 2021
Construction 2025 is an industrial strategy launched by the UK government in July 2013. It outlines the government’s long-term vision of how the government and construction industry will work together “to put Britain at the forefront of global construction…” (HM Government, 2013). The strategy sets ambitious targets for the industry such as lowering initial construction costs and whole life cycle by 33%, reducing the time taken from inception to completion of projects by 50%, lowering greenhouse gas emissions by 50%, and reducing the total trade gap between exports and imports by 50% for construction materials products. Construction 2025 also sets out what it wants to achieve by highlighting its clear vision with five aims. These are discussed in the sections that follow.
Infrastructure Megaprojects as Enablers of Digital Innovation Transitions
Published in Edward Ochieng, Tarila Zuofa, Sulafa Badi, Routledge Handbook of Planning and Management of Global Strategic Infrastructure Projects, 2020
Eleni Papadonikolaki, Bethan Morgan
In 2013, the government issued “Construction 2025: Industry Strategy,” reaffirming the strong position with regards to BIM and digital way of working in the built environment and emphasising a joint commitment to the BIM vision and programme through partnership between government and industry and close collaboration of these two institutions. The visions further explained the firm stand in ensuring all centrally (governmentally) procured projects would be delivered through a BIM-based approach, eventually leading to a wider offsite manufacturing strategy. In 2016, the 2016–2020 GSC was issued by the cabinet Office and the Infrastructure and Projects Authority (IPA), which built upon the 2011 strategy, emphasising on BIM and Digital Construction as “an important part of the strategy and is helping to increase productivity and collaboration through technology” (Office, 2016), as well as the reliance on infrastructure megaprojects for digitally transforming the sector.
Introduction
Published in James Harty, Tahar Kouider, Graham Paterson, Getting to Grips with BIM, 2015
James Harty, Tahar Kouider, Graham Paterson
Driven by a transformational vision which embodied digitisation and the use of advanced materials and new technologies, the UK Government’s Construction 2025 (Department for Business Innovation & Skills (BIS) 2013) strategy document set ambitious performance targets for the construction sector, including a 50 per cent reduction of greenhouse gas emissions. In 2010, the Government’s industry-wide consultative Innovation and Growth Team (IGT) (Anon 2010) reported on the means by which the UK construction industry could rise to the challenge of the low-carbon agenda. The IGT study envisaged a future, beyond 2020, in which holistically designed, low-carbon sustainable buildings and structures were the norm. This new world anticipated better control of waste, increased use of passive techniques which minimise depletion of resources, and more prefabrication of buildings and infrastructure.
Understanding policy and change: using a political economy analysis framework
Published in Construction Management and Economics, 2022
Brian Andreas, Scott Fernie, Andrew Dainty
In the UK, themes such as transformation, innovation, technological change, availability of skilled workers, and environmental constraints were all present in the Construction 2025 strategy (HM Government 2013) and repeated in the “sector deal” for construction (HM Government 2018). These strategies are a continuation of a long line of attempts at reform going back (in the UK) to 1944, a sequence which was described by Murray and Langford (2003, p. 201), who remarked that the industry appeared to be afflicted by “a long-term illness” in its resistance to change. From within the industry Wolstenholme (2009, p. 4), in reviewing the sector 10 years after Egan’s (1998) strategy for the industry, asked “So what will make the industry change now when it has failed to do so before?”. Some of this discourse may represent essentially the concerns of a “technocratic élite” (as suggested by Green 2001, and Fernie et al.2006). However, more recent events, exemplified by the disastrous Grenfell Tower fire of 2017 and its continuing repercussions (some of which were explored in Hackitt 2018), have left little doubt in the minds of practitioners and public alike that there is something seriously wrong with the performance of the industry at many levels – even when relevant policy in the form of regulations does exist.
Offsite HUB (Scotland): establishing a collaborative regional framework for knowledge exchange in the UK
Published in Architectural Engineering and Design Management, 2018
Robert Hairstans, Ryan E. Smith
In 2004, the ‘UK International Sectoral Productivity Performance’, construction was regarded as ‘weak’, ranking in the bottom five of ‘EU 15’ countries (Campbell & Garrett, 2004). Prior to the recession, this poor productivity and lack of innovation in the sector were sheltered by the health of the economy (Wolstenholme, 2009). Historically, productivity has been identified by a number of UK Government initiatives as a driver for improvement (Barker, 2004; DTI, 1998; Latham, 1994; MMC Cross Industry Group, 2006). The Construction 2025 Industrial Strategy: Government and Industry Partnership (HM Government, 2013) set a target for 50% faster delivery, 33% lower costs, 50% lower emissions, and 50% improvement in exports for the construction sector broadly. In addition, in the most recent Farmer Review (2016), the ‘extremely poor level’ of productivity was highlighted as a ‘critical feature of the industry’.
Twin tracks: The drive to create a smart digital model of the UK
Published in Construction Research and Innovation, 2019
From the point of view of the UK construction industry, of course, the digital twin looks like a radical upgrading of BIM, but even so it may not be immediately clear what benefits it will bring. But from the point of view of the UK government, it presents a way to push the industry to reach the optimistic goals set out in the 2013 Construction 2025 strategy, such as cutting the cost of building by a third and the time needed by a half. So, it is not surprising that government agencies have been taking the lead in exploring the possibilities of digital twins.