This is where our own layer of separate requirements comes in. Our Sustainable Building Standard sets out specific targets for energy and carbon reduction, optimised resource use, and healthy, productive spaces, all within the context of demonstrable life cycle value (specifically going wider than life cycle cost savings). We are determined to provide a clear business case for all our environmental initiatives, avoiding the dreaded “eco-bling” approach! This requires processes and technology to ensure we are able to measure, monitor, report and improve performance. The drive for environmental best practice is also reflected in the rising expectations of our staff and students and we’re determined to plan ahead, anticipating regulatory obligations and demonstrating leadership within the sector.
Our new projects transition team has been established to help coordinate this process and set the standards for efficient design, effective delivery and seamless transition into operation. The team consists of engineers, a clerk of works, a moves and a decant manager, a standardisation manager, a senior sustainability manager and a risk, health and safety manager. They collectively provide delivery and governance oversight across all UCL construction projects to ensure that agreed stakeholder expectations are effectively delivered.
It’s a team effort
This dedicated team also works hand in hand with the engineering, sustainability, fabric and facilities experts located within UCL Estates to further support this culture shift and embed this collaborative approach to capital delivery and operational transition. Our aim is to develop sector-leading expertise on project transition and integration and, as part of this, UCL is keen to share professional experience and learning with other institutions in order to improve quality and Soft Landings practices. Sustainable growth of the UCL estate is vital to facilitate increased high-quality research, to accommodate more students, and to deliver more world-class teaching in an environment with efficiency, innovation and wellbeing at its core. Embedding a strategic approach to Soft Landings is a key factor in this process.