1. Tom Bell, Consarc & Steve Blackshaw, Winvic Construction iCon: The making of a new beacon for the low carbon economy

3. iCon: The Making of a new beacon for the low carbon economy

5. Joined up design team thinking. The team was selected as a result of an anonymous and international design competition chaired and judged by the RIBA (Royal Institute of British Architects) and the BRE (Building Research Establishment); of which there were 72 submissions.

9. It must achieve the highly respected EU accreditation for buildings environmental performance of Breeam Excellent.

10. It must continue to champion and enact these goals ‘in-use’ through the operation of the building, long after the architect, engineers and construction teams have gone.

12. BRE Environmental Building: 34.0kgCo2/m2

13. Lincoln Innovation Centre: 29.0kgCo2/m2 ECON 19 “Best Practice” 28.1kgCo2/m2

14. Rivergreen Offices 24.5kgCo2/m2

15. iCon Daventry 12.2kgCo2/m2

16. Passive Ventilation

17. Super Insulation / Timber Structure

21. Principles of Design: Ongoing building monitoring -We intend to learn from this building data -University of Northampton PhD monitoring-Carbon Buzz

22. Impact: Thermal Mass becomes equivalent of concrete: making timber viable

25. Adversely poor design with environmental bolt-on can achieve higher grades

27. Zero Carbon V Low Carbon –quality V quantity?

28. It’s time to get tough on unregulated carbon loads?

30. Sustainability in the UK Waste and Resources Sector Daventry iCon Event 30th June 2011 Peter Jones, OBE ecolateraljones@btinternet.com

31. KEY SECTORAL DRIVERS End of PFI support Private Balance Sheets to take the strain Carbon taxation Resource Efficiency Agenda Global Warming Impacts Electricity Market Reform Economics of Jobs EU Producer Responsibility Energy Security Transfer of Value and profit from gatefees to outputs.

32. C O S T Plastics Recovery Tax by 2010 Landfill Tax Recycling Logistics (glass/paper/metals/ card/news/compost) Landfill Gate Fee Transport to Landfill zero I N C O M E Compost Card Paper Metals Plastics UK Landfill Inputs Collapse

33. 1 tonne bale of waste floc The Resources Hierarchy Compost/fertiliser soil fuels Recycling into new Materials Pyrolysis to Carbon Anaerobic Digestion Gasification/steam turbine Gasification/internal combustion Gasification/hydrogen/fuel cells Value by Financial and Fossil Carbon Tradeoffs

34. SPATIALS for PLANNERS 200 landfills @ 20 hectares=4000 ha 1500 Resource Parks @ 10 hectares = 15,000 ha. 60 million tonnes consumed, 60 million tonnes disposed What is built now is not necessarily that which is viable 2015 plus.

36. Market Led Decisions in Scrap Resources 2010 UK Energy Market £108 Billion as electricity,gas,heat & transport fuels 2010 Recycling market £1 billion for 15 -20 million tonnes Composting soils market £0.1 billion for 4 million tes

38. Anaerobic digestion (AD) Anaerobic digestion (AD) is a method of waste treatment that produces a gas with high methane content from organic materials. The methane can be used to produce heat, electricity, or a combination of the two. 34

39. New Thinking in Waste Define the fossil energy sinks That defines the energy need That defines the technology That defines the ‘fuel’ mix That defines the logistics That defines the collection discipline

40. The Lights Go Out??? Source: DTI

41. GAPS in the WASTE REVIEW Material Flow Tracking Material resources Standards Producer Responsibility Scotland & Carbon Evaluation Energy Linkage Water Linkage

43. Diversified industrial estates

44. Hospitals

45. Prisons

46. Bus and truck complexes

47. Docks and Airports and Distribution

48. Data centres

49. Energy distribution pipes and wires

50. Confectionery factories

51. Sewage plants

52. Road fuel distribution depots

54. Why is there an Investment Hiatus in Waste? Innovation Risk comprises those on- ………Feedstock supply ………Site and Land ………Technology ……..Exit markets for output ……..Funding THERE IS NO PLc with a singular approach to these risks!

56. Grid Backup

57. Grid Inputs

58. Regulatory Risk

59. Infrastructure

60. Contracts

61. Locations

62. Economic Rolein Communities

63. Carbon CSRAgenda

65. Process Technology

66. Conditioning Technology

67. Supply Chain

68. Strong Balance SheetsSolutions&ESCOs

69. Forward Issues Linking Waste , energy, property and technology single wire or grid injection entities A coherent Planning approach Strong NGO Support & transparency Standards of feedstock Carbon protocols Context of other markets-hydrogen The “spark gap”

70. Peter T. Jones OBE ecolateraljones@btinternet.com

71. Guy Battle Dcarbon8, Deloitte Next generation business thinking

72. Re-Imagining BusinessSustainability Transformation

73. Sustainability Services Centre of Excellence Sustainability Services A unique blend of industry leaders At Deloitte, we bring together the vast breadth of the firm to provide a range of integrated and holistic services and solutions for all businesses. Whether your challenge is sustainable consumption, climate risk planning or even the design of a sustainable eco-city we have the in-depth knowledge and passion to help you make the right choices for long-term success. Deloitte has significantly enhanced its dedicated Sustainability Service team during 2010 with the acquisition of the leading carbon management consultant dcarbon8 and through its groundbreaking merger with the leading international real estate advisors Drivers Jonas Deloitte. Our core advisory services and solutions are divided into three principle divisions. Responsible Business Forward looking businesses are considering how to integrate sustainability into their organisation and the opportunities this offers to create economic value. Our Responsible Business Services team can help support your organisation by providing you with the following services: corporate strategy; operational integration and implementation; and reporting, assurance, communication and branding. Climate Change & Carbon Management Businesses have now realised that the low carbon economy is not something to be shied away from, but rather an opportunity to embrace. We offer a full range of climate change and carbon management services that include: climate risk and adaptation planning; carbon strategy; carbon accounting, assurance and CRC compliance; carbon footprinting and reduction; Carbon Trust services; and carbon markets and offsets. Sustainable Property & Real Estate We can offer a one-stop shop for all sustainability issues relating to the built environment. Our work covers building carbon management services; sustainable property investment, design advisory and certification, occupational estate strategy; and planning advisory for the development of major eco-developments. 46

74. Sustainability ? Sustainability: from the verb to sustain meaning: to hold up; to bear; to support; to provide for; to maintain; to sanction; to keep going; to keep up; to prolong; to support the life of. (Chambers Concise Dictionary

75. 48 Sustainability is not just about the Planet Reducing costs/Improving efficiency Growth/New Markets Increased Margins and Profits Shareholder and Customer Value

77. Carbon is being taxed

78. Resources are becoming more scarce

79. New and better market penetration

80. Brand enhancement

81. Innovation and new product development

82. Value-chain partnerships

83. Consumer loyalty

84. Asset value

86. Potential design on-costs

88. Zero carbon development by 2016 and 2019

89. Reduced material costs

90. Reduced operational costs

91. Improved construction efficiency

92. Reduced staff non-productivity

93. Reduced planning costs and timer

95. Talent attraction in a global marketplace

97. Rise of ethical brands

98. Increasing demand for transparency49

100. 7 6 5 4 3 2 1 0 2020 2030 2040 2050 2060 2070 2080 2090 2100 Predicted Global Changes IPCC - Predicted global mean temperature change ºC under 3 scenarios Temperature ºC High (A1F1) Med (A1B) Low (B1) World Stabilisation Scenario (-4%/ yr from 2016) Year

101. Climate Modelling The following is a graph of the initial outputs from the modelling of possible heat waves (using the standard UK definition of at least consecutive 5 days over 25C). . Outputs: Heat Waves . 52

102. Climate Modelling The following graphs show the predictions of the likelihood of heat waves in 2020, 2050 and 2080 under the low, medium and high scenarios (using the standard UK definition of at least 5 consecutive days over 25C). . Outputs: Heat Waves . 53

104. Customer Expectations Consumers ~60% of consumers rated environmental impact as more important than a product’s brand name. European Commission (2009) 63% of people are more likely to buy a product if they know action is being taken to reduce its carbon footprint. Carbon Trust Research (2009) 22% of consumers will actively spend more to buy green Green consumers are more 29% loyal and spend more than other consumers There is a large latent market for green products and services, which companies will be keen to exploit. 95% of consumers “willing to buy green” Deloitte (2009)

105. What is driving sustainability? There are a number of factors driving sustainability across business What should you be thinking about? Increased legislation, regulation and regulatory divers. Mirrored in a patchwork way across the world leading to significant complexities when operating across multiple jurisdictions Increased regulation Stakeholder & media pressure Increasing pressure for companies to have a sustainability strategy and share it transparently with their stakeholders Resource constraints There is an increasing awareness amongst consumer facing of the growing constraints on resources There is increasing market evidence that a sustainability programme can lead to material cost savings in some areas Cost savings Customer Expectations Customers are increasingly aware of sustainability and demand more sustainable products Disclosure Increase in voluntary reporting and participation in sustainability indices. Reporting requirements will continue to expand from carbon to all sustainability areas including supply chain management 56

106. Where is the Market?

107. What is driving sustainability - CEO’s are setting the pace Paul Polman, CEO Unilever, United Kingdom Maurice Levy, CEO Publicis Group France Mark Parker, CEO Nike USA “We are living in a resource-constrained world in which we need to look at fundamentally new business models. This platform is not about rhetoric. It’s about action.” “We need to walk the talk on sustainable consumption before we regain the trust of consumers” “As a CEO, if you want to plan for success you need to decouple your growth strategy from environmental impact” 58

108. Many companies are now demanding disclosure from their supply chain Disclosure “If a supplier cannot be compliant with requirements on the environment and sustainability, we’ll stop doing business with them.” John Paterson, IBM Chief Procurement Officer, 2010

110. Working with customers and supply chains to:

111. Combat climate change

112. Reduce waste

113. Use sustainable raw materials

114. Trade ethically

116. Reduced 10,000t of packaging

117. Diverted 20,000t of waste from landfill

118. Saved 100 million litres of waterJune 2011 Marc Bolland Report a Net annual cost savings of around £70m (£50m in 2010)

120. This implies a de-coupling of growth from environmental impact

121. Unilever have carried out detailed LCAs of many products, including detergents, hygiene and food products and using this measure as a strategic methodology to measure and reduce

122. Benefits will include reduce costs, increased efficiencies

123. www.sustainable-living.unilever.com/the-opportunity/ww.sustainablel-iving.unilver.com 61

124. 62 6 Ideas (For The construction industry)

126. Set business strategy to meet changing shale of the market

127. Good practice and targets

129. Leadership and Employee engagement

131. Ensure compliance with responsible sourcing and future resilience

133. Map environmental impact and costs through value chain

134. Develop reduction/good practice strategies including marketing stories

136. Plan for risks within the supply chain related to global climate change

138. Scope 3 reporting

140. Key Questions for the study What is the definition of a zero embodied carbon building? What strategies may be adopted to deliver a zero carbon outcome? Is zero carbon feasible without offsetting? What role does the supply chain (materials manufacturers and contractors) have in delivering the solution? How can designers help deliver real time and future visions for such a solution and what would such a store look like? Do low carbon buildings cost more? 65

141. What do we mean by embodied carbon Direct and Indirect economic data collection 66

142. What do we mean by embodied carbon Direct and Indirect economic data collection As operational efficiencies increase, the importance of embodied carbon also increases. 67

143. 3. Embodied Emissions are more important than operational 68

144. The Baseline

145. Baseline Assessment 70 The graphs above show the embodied carbon of a store over a 60year lifecycle. This shows the relative importance of raw materials (shell & Core) and maintenance (fit-out).

146. Baseline Assessment 71 Fit-Out Base Build The breakdown of materials shows the prominence of steel, concrete, aluminium and waste in the Shell & Core, and the steel, vinyl flooring and aluminium in the Fit-out.

147. Baseline Assessment Base Build Fit-Out 72

148. Baseline Assessment 73 The graph shows the breakdown of carbon emissions associated with the notional M&S store within each year of the 60year lifecycle. The orange line illustrates the cumulative carbon emissions associated with the building.

149. Strategies for achieving Zero Carbon

152. Low Carbon Materials Definitions 77

155. Key Findings

156. 81 AukettFitroyRobinson, Darnton ESG, FieldenCleggBradley, Sheppard Robson, TTG Architects

158. A 50% reduction in embodied carbon results in an increase of approximately 7%. In time this is expected to reduce as low carbon materials become more cost effective

159. Although future and evolving technologies will make achieving 75% reduction possible, it is not presently viable to achieve further incremental reductions cost effectively82

161. Incentivise supply chain by taxing carbon content of all products and services

162. Developed community offset strategy that permits local investment to local projects e.g. The M&S Community Carbon Fund. 83

164. Lightweight design to minimise foundation requirements

165. Flexible floor layout

169. Approaches to Zero Carbon Living buildings & Sequestration The use of products that either act as carbon sinks or sequester carbon over their lifecycle How? A living building is a building which absorbs more carbon over its lifetime than is emitted . The building is either constructed from organic materials that sequester carbon during their growth (e.g. timber, hemp, straw, bamboo), or man-made materials (for example, lime cements) which react with carbon dioxide through carbonation However, in order to account for the carbon sequestration, it is essential that the carbon is not re-emitted back into the environment at the end of its life, i.e. through decomposition (land filling) etc To ensure transparency and accountability, tracking/logging systems need to be implemented to adequately manage renewable materials throughout their lifecycle. 86

170. 4. Approaches to Zero Carbon Closed loop approach Closed loop approaches draw on innovative sustainability concepts such as industrial ecology, cradle to cradle design and bio mimicry to minimise and eventually reduce to zero impacts harmful to the environment. 87 Closed loop systems are a conceptual sustainable approach to managing the entire life-cycle of a product, whereby all materials not safely consumed in the use of the product are designed to be a valuable input into the same or other processes at their end of life . In this way waste is eliminated, materials never leave the M&S ecosystem and are either: a) recaptured and reused in the process of making the same or other products, or b) bio-degraded/bio-composted to become useful inputs to the broader biosphere.

171. Logistics waste and auxiliary products reuse Manufacturing process reuse Waste from consumption Product and by-product reuse Raw materials Closed Loop Manufacture and Supply Open Loop Manufatcure and Supply Manufacturing Manufacturing Manufacturing Material sourcing Material sourcing Distribution Logistics Distribution Logistics Distribution logistics Materials Sourcing Materials Sourcing Sales and Retail Sales and Retail Reverse logistics Reverse logistics Product Recycling and Materials Recovery Sales and retail Sales and retail Consumption and Use Consumption and Use Consumption / use Product disposal (e.g. landfill) Source: World Economic Forum in collaboration with Deloitte

173. The store will be entirely dismountable at its end of life and all components may be reused within the M&S ecosystem with no (or minimal) reprocessing. Zero Waste

175. Modular components

176. Prefabricated unit s which are capable of using a variety of materials purpose dependent.

178. Portable building component (Victoria Line)

179. Key Recommendations 93

180. Key recommendations for developers/designers/procurement teams Encourage supply chain engagement and innovation Incentivise use of low carbon materials (allowable solutions) Facilitate low carbon design Develop closed loop systems and materials management Develop corporate strategies around offsetting, sequestration and zero carbon 94

181. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.co.uk/about for a detailed description of the legal structure of DTTL and its member firms. Deloitte LLP is the United Kingdom member firm of DTTL. This publication has been written in general terms and therefore cannot be relied on to cover specific situations; application of the principles set out will depend upon the particular circumstances involved and we recommend that you obtain professional advice before acting or refraining from acting on any of the contents of this publication. Deloitte LLP would be pleased to advise readers on how to apply the principles set out in this publication to their specific circumstances. Deloitte LLP accepts no duty of care or liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication. © 2011 Deloitte LLP. All rights reserved. Deloitte LLP is a limited liability partnership registered in England and Wales with registered number OC303675 and its registered office at 2 New Street Square, London EC4A 3BZ, United Kingdom. Tel: +44 (0) 20 7936 3000 Fax: +44 (0) 20 7583 1198. Member of Deloitte Touche Tohmatsu Limited

182. Tea/coffee break & Exhibition

183. Simon Cox Prologis Embracing the green agenda

184. Embracing the Green Agenda Simon Cox – First Vice President Project Management and UK Sustainability Officer

185. 99 Prologis Prologis is the leading global provider of industrial real estate, offering customers more than 600 million square feet of distribution space in markets across the Americas, Europe and Asia. The company leases its 3,500 industrial facilities in 22 countries to manufacturers, retailers, transportation companies, third-party logistics providers and other enterprises with large-scale distribution needs. Since merging with AMB Property Corporation on June 3, 2011, Prologis now manages combined assets valued at more than $44 billion.

186. 100 Corporate Responsibility – Three Dimensions Prologis takes pride in being a responsible global citizen. Our approach to corporate responsibility comprises three dimensions of care: for the planet, for people and for the pursuit of excellence in business.

187. Corporate Responsibility Carbon Disclosure Leadership Index

188. 102 UK Approach – Sainsbury’s RDC - Pineham Northampton

189. 103 Award Winning Sustainable Development Property Week Green Award (2007) IAS Sustainable Achievement (2007) Estates Gazette Green Award (2008)

190. 104 BREEAM Excellent

191. 105 Embodied Carbon LCA – Planet Positive

192. 106 ProLogis Key Metrics – BREEAM Excellent

194. BREEAM ‘Outstanding’ (Interim) - 88.85%

197. 7.6 kgCO2e/m2/annum

198. Building Regulations:

199. 18.0 kgCO2e/m2/annum

200. Existing Buildings

201. 39.0 kgCO2e/m2/annum

202. Carbon Savings (30 years):

203. 14,376t compared to Building Regulations

205. 23.0 kWh/m2/annum

206. Building Regulations

207. 55.7 kWh/m2/annum

208. Existing Buildings

209. 118.0 kWh/m2/annum

210. Potential annual cost savings:

211. £ 99,144 compared to Building Regulations

212. £ 508,764 compared to Existing Buildings(Based on Electricity at 9.5p / kWh and Gas at 6.6p kWh)

213. Life Cycle Assessment – Standard Product

214. Embodied Carbon Profiling - RICS

215. Emission Reduction

217. Recycled and recyclable

218. Reused and reusable

220. 116 Embodied Carbon – DIRFT 2

221. Our Contribution to Cool Earth Amazon Rainforest 622 acres protected 161,629 t/CO2 stored Each acre protects: 6 endangered mammals 322 types of plants 11,000 species of insects 44 mature trees DIRFT 2 Warehouse 817,594 sq/ft 18.77 acres 29,387 t/CO2

222. 118 DIRFT 2 – Zone 1 – Tesco Intermodal Facility

223. 119 840,000 square Feet – Dedicated Rail Served Site

224. 120 DIRFT II – Rail Connectivity

225. 121 DIRFT II – A5 Bridge Slide

226. 122 DIRFT II – A5 Bridge Slide

227. 123 DIRFT II –A5 Rail Tunnel Complete

228. 124 DIRFT 2 - Rail Freight Strategy

229. 125 DIRFT 2 – Tesco goods in yard

230. 126 DIRFT 2 – Tesco

231. 127 The end of the Line?

232. 128 DIRFT 3

233. 129 Thank you

234. Paul Fryer IBM Bringing a smarter planet to life

235. June 2011 BRINGING ASMARTER PLANET….to life !Paul FryerIBM

236. A Smarter Planet …..?

237. April 2010

238. The Transistor

239. Chips in Everything

240. Connecting Everything

241. Growth of Computing Power

242. Perfect Storm Transistors in Everything Telecommunications Computing Power

243. Something Else ?

244. So what is a Smarter Planet ? + + = A smarter planet: Is about thinking and acting in new ways to make our systems more efficient,productive and responsive. BUT What does that mean ?

245. What a smarter planet is NOT? + + = A smarter planet: Is not an IBM product.

247. 2016

248. Renewable Energy

249. What else do we need to create a smarter planet ? + + = A smarter planet: Also requires imagination and foresight. A smarter planet will be conceived and built by brilliant minds, creative thinking using world class technology and systems, partners and clients. The world has all of these…..

250. Watson

251. Watson

252. Watson This poet laureate's “Enoch Arden” sold 17,000 copies on its publication day in 1864

253. What could be smarter ? Smarter Traffic Smarter Money Smarter Food Smarter Cities Smarter Retail Smarter Water Smarter Communications Smarter Oil Smarter Power Smarter Health Safer Citizens

254. Bringing a Smarter Planet to Life

255. Workshops 1.15pm & 2.15pm

256. Lunch & Exhibition

257. Panel Discussion Hosted by Northamptonshire Institute for Urban Affairs

258. Thanks Tours of the iCon Building