I remember my first Futurebuild—then called Ecobuild—like it was yesterday. The lively conversations and visionary presentations back in 2009 set the trajectory for my career. Since then, the construction industry has made strides in ways we couldn’t have imagined, but we seem stuck in the same discussion cycles in other areas. Today, as we stand at the cusp of another transformative decade, it’s clear that the UK construction industry is at a crossroads. Driven by increased industrialisation and a renewed focus on purpose and impact, this moment offers vast potential for enhancing productivity and efficiency through digitalisation and innovative technologies. The formation of the National Infrastructure and Service Transformation Authority is a promising step, aiming to bring together existing organisations to set strategic priorities and ensure the efficient design, scope, and delivery of projects.

Transformative Drivers for Change

This pivotal moment calls for a shift from merely setting targets to being purpose-driven, embedding societal and environmental responsibility at the core of every project. The benefits of such a shift are immense, creating inspiring spaces to live and work while driving regenerative behaviour far beyond targets like Net Zero. Reflecting on the strategic level of change, several key drivers will shape our thinking as a business:

• Rising Inequalities: Addressing disparities in health, well-being, and access to quality services and open spaces. As we fight for cost-efficient projects, we also ensure that we don’t select suppliers who don’t hold the same values as we do and have modern-day slavery in their supply chains.
• From Radical to Ultra Transparency: Aligning future generations’ values with the built environment’s brands.
• Volatility in Global Markets: Navigating supply chain disruptions and legislative changes such as the Carbon Border Adjustment Mechanism (( UK) CBAM).
• Beyond Shareholder Value: Emphasizing purpose-driven initiatives.
• Collaboration as Transformative: Fostering partnerships to drive innovation.
• Adaptive Spaces: Creating buildings and communities that evolve with changing needs.

If the rate of change since my first Futurebuild has been varied, I expect the next decade to see even faster transformation. Relying solely on regulation and competition will be inadequate. Instead, we must balance shareholder interests with wider societal ones. This isn’t a new concept. From Ancient Rome to Medieval monasteries and the City of London, corporations have long been purveyors of education, civic administration, public works, philanthropy, and spiritual enlightenment. However, in the last sixty years, profit maximisation has become the sole purpose of business. We need to return to a model where the built environment sector solves societal and environmental problems profitably, rather than profiting from their creation.

Drawing on insights from the “Enacting Purpose Initiative” report by the University of Oxford’s Saïd Business School and thought leadership from Harvard Law School, it’s clear that businesses must integrate purpose into their core operations to succeed in the modern economy. Purpose-driven companies outperform their peers by fostering long-term thinking, attracting better talent, and building stronger customer loyalty. This aligns perfectly with the construction industry’s need to evolve and embrace a model where societal and environmental benefits are integral to business success.

Embracing Digitalisation and Innovative Technologies

Over my career, the industry has been traditionally slow to adopt new technologies, but this trend is rapidly changing. Integrating digital tools and innovation, such as augmented reality (AR), drones, 3D scanning and printing, Building Information Modelling (BIM), autonomous equipment, and advanced building materials, is revolutionising the sector. Companies themselves should spearhead this transformation. Applying new technologies, materials, and tools can create tremendous opportunities.

To unlock the potential, the industry must also adopt relevant processes. For instance, the benefits of BIM are reinforced if companies exploit the new collaborative opportunities it offers. Significant productivity improvements can be achieved by optimising existing processes. Early project planning is another core lever. Drawing on the knowledge of all stakeholders early and exploring new contracting models can significantly improve outcomes. A minimal increase in upfront costs to support optimised design can lead to life-cycle savings of 20% on total costs.

Shifting the Narrative to Purpose-Driven Business

While technological advancements are crucial, the construction industry must also undergo a cultural transformation. The narrative must shift from mere targets to being purpose-driven, ensuring regenerative behaviour. Embracing the principle that the built environment sector’s purpose is to solve societal and environmental problems profitably rather than profit from their creation is essential. The UK government should lead by example, embedding these values into procurement criteria and ensuring that future developments serve both people and the planet. Public sector projects should prioritise sustainability, community impact, and long-term benefits over short-term gains.

The Role of the UK Government

The UK government plays a crucial role in driving the transformation of the construction sector. By setting clear policies and regulations, it can create an environment conducive to innovation and sustainability.

• Leading by Example: Government projects should serve as exemplars of sustainable and purpose-driven construction. By adopting green building standards, utilising innovative technologies, and engaging with local communities, the government can set a benchmark for the private sector.
• Supporting Innovation and Collaboration: The government should support innovation through funding and incentives for research and development in construction technologies. Collaboration between academia, industry, and the public sector can accelerate the adoption of new technologies and practices.

Building a Sustainable Future

The path forward requires a collective effort, with the government leading by example and industry players committing to sustainable and inclusive practices. The UK construction sector can build a sustainable and prosperous future for all through collaboration, innovation, and a focus on societal and environmental responsibility. However, to do this, the construction industry must evolve to meet the demands of a rapidly changing society. By integrating advanced technologies, adopting sustainable practices, and shifting to a purpose-driven mindset, we can create a built environment that enhances quality of life and addresses the pressing challenges of our time. The journey ahead is filled with opportunities, and it is up to us to seize them.