Articles:

The projects have served as catalysts for change, helping to progress us further toward our goal of modernising and positively shaping the future of construction..

The focus now is about how we construct our assets and how we operate.. We have important questions to answer: how do we drive greater levels of manufacturing (DfMA) and more productive growth into the sector?How do we use data in a way that supports not just better construction projects, but also better operational assets?

How do we drive that path to net-zero carbon emissions with greater impact on social value?These things are crucial to strategic policy, both in terms of the new assets that we build, and how we operate the existing ones.As an industry, we have a moral obligation to do better.

The current opportunity for transformation and progress in construction has arrived at a critical time..Evaluating Risk and Driving Value.

That said, there will be risks going forward and we need to guard against them.

We’ve got to try and avoid bad practices -and report them.As such, we see that it’s simultaneously an easy thing to do, and a very difficult one.

Toyota, who are fantastic at lean manufacturing, welcome competitors to look at their processes.They realise that it's not just about understanding the how, because what Toyota are doing requires a different mindset, a different set of ambitions.

Without those things, understanding the process won’t help..The bottom line with respect to our current situation is that the world isn’t going to become any less uncertain, any time soon.