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Learning Legacy
Lessons learned from the London 2012 construction project
Foreword In July 2006, the Olympic Delivery Authority (ODA) published an ambitious timetable for the ‘big build’; the construction of main venues and infrastructure for the London 2012 Olympic and Paralympic Games. Just five years later, the project has been delivered on time and within budget.
The success of the construction project has been the result of the hard work and dedication of the staff at the ODA and our Delivery Partner, the 40,000 people who have worked on the Olympic Park and Athletes’ Village and the thousands of businesses and suppliers who contributed to the ’big build’ from across the UK. Together, we have delivered a world-class performance.
The area around the Olympic Park has already changed beyond recognition and I am sure that, as well as being a worthy stage for the world’s greatest athletes, it will continue to be a fantastic new quarter of London for decades to come.
To capture the lessons learned from the London 2012 construction project the ODA has worked closely with contractors, industry partners, government bodies and academia to document these lessons, innovations and best-practice examples across 10 Learning Legacy themes.
Using the Learning Legacy website, publications and associated events, our aim is to share the knowledge from the construction of the Olympic Park to help raise the bar within the sector and act as a showcase for UK plc.
John Armitt ODA Chairman
About Learning Legacy
The ODA’s Learning Legacy project has been developed to share the knowledge and lessons learned from the London 2012 construction project for the benefit of industry projects and programmes in the future, academia and government.
A range of free material is available to download on the Learning Legacy website, including tools and templates used on the programme, reports written by contractors, peer-reviewed case studies and academic research papers: www.london2012.com/learninglegacy
Additionally, the ODA has worked with industry to create a calendar of more than 50 events to be run throughout 2012, providing the opportunity for the ODA, the Delivery Partner, contractors, designers and others to share lessons learned from the London 2012 construction project with their peers and other practitioners in the industry. A list of organisations delivering these events is on page 22.
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The key challenge for the ODA was to deliver designs that met the requirements of the Games and legacy, while providing value for money, meeting the constraints of an immovable deadline and also London 2012’s challenging aspirations for sustainability, accessibility, employment, diversity, safety and security.
An area of significant design innovation driven by the ODA was the planned use of temporary Games-time elements, such as the Basketball Arena, alongside permanent legacy facilities, like the Olympic Stadium, the Aquatics Centre and the Central Park Footbridge, which will be easily converted to a more sustainable size after the Games. A careful and concerted focus on design has maximised legacy benefits and minimised waste.
Design and
engineering innovation
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The ODA has delivered venues that combine flair with functionality.
The ODA has worked with designers and contractors to capture innovations from the design and engineering on the Olympic Park and these are documented on the Learning Legacy website and in a series of papers due to be published by the Institution of Civil Engineers throughout 2012.
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Equality, inclusion,
employment and skills
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Leaving a legacy of sustainable employment and skills was a priority.
By the end of the London 2012 construction project, around 40,000 people will have experienced work on the Olympic Park or Athletes’ Village, with thousands of new jobs and training opportunities created. Leaving a legacy of sustainable employment and skills was a priority for the ODA, as was its ambition to leave an equality legacy: to improve the construction industry’s approach to equality and inclusion, increase the diversity of the workforce and establish fair and transparent job and business opportunities.
At the end of the ‘big build’, 20 per cent of the cumulative workforce employed on the Park was from the local area, with 15 per cent black, Asian or minority ethnic. Three per cent were women and 1.5 per cent were disabled people.
Other successes include implementing the skills programme on the London 2012 construction project, the role of the Job Brokerage in increasing diversity and employment of local people, and the collection of data to inform the ODA’s strategies.
The material on the Learning Legacy website reviews the strategies employed to drive the equality, inclusion, employment and skills agenda, to meet the challenging targets on the project and how these can be applied to future projects and programmes.
Equality, inclusion,
employment and skills
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h Healt nd safety
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The ODA has achieved an accident frequency rate of less than 1.7 reportable accidents per one million working hours.
Preventing accidents and protecting the health of the workforce was, from the start, the ODA’s number one priority and recognised as essential to the success of the construction programme. By implementing a robust policy and weaving health and safety considerations into every activity, from planning, design and procurement, to on-site management and clear leadership, the ODA has achieved an accident frequency rate of less than 0.17 (1.7 reportable accidents per one million working hours) – significantly better than the industry average and comparable to all UK employment sectors.
As well as focusing on preventing accidents, the ODA operated a full occupational health service, Park Health, to ensure the well-being of all involved in the project. More than 2,000 workers were seen each month by the health teams on the Park and in the Village and occupational hygienists supported every project team.
The ODA has worked with the regulator, industry, contractors and academia to produce a body of independent research on factors that influenced the health and safety performance on the London 2012 construction programme.
2,000+workers were seen each month by the health teams on the Park and in the Village.
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Masterplanning
and town planning
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In 2007, the ODA submitted one of the UK’s largest ever planning applications.
In 2005, when London won the bid to host the 2012 Games, the ODA was faced with the huge task of transforming a deprived and derelict area of east London into an Olympic Park within a very short timeframe.
A year later, the ODA published two revised Olympic Park Masterplans for Games time and legacy transformation. This early agreement of masterplans helped to increase cost opportunities, minimise potential cost increases and enable post-Games legacy planning to be built in from the beginning.
In 2007, the ODA submitted one of the UK’s largest ever planning applications, outlining the delivery of the venues and infrastructure for the Games. Innovative approaches to securing planning permissions within the tight programme constraints were achieved through a dedicated Planning Decisions Team working closely with an ODA town planning promoter team.
An extensive arts and culture strategy was implemented on the Olympic Park, which aimed to reflect the diversity of the Park and the people who will visit it and use it.
Together, the ODA masterplanning, town planning and arts and culture strategies have set a new direction for the way major regeneration projects can be delivered in the UK and internationally.
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Procurement and supply
chain management
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8,000+subcontracting opportunities were created by the ODA’s construction programme.
Procurement and supply
chain management
The fundamental aim of procurement was to deliver the required London 2012 contracts in time for construction. Engagement of a Delivery Partner was key to this success, enabling fast mobilisation of high quality resources. Also at the core of the ODA’s procurement policy was the delivery of the ODA’s wider policy objectives in areas such as sustainability, diversity and health and safety.
More than 8,000 subcontracting opportunities were created by the ODA’s construction programme. The supply chain was required to advertise all contracts on the CompeteFor website and the ODA provided support to small and medium enterprises (SMEs) and local businesses to apply for these contracts.
The lessons learned in the procurement include best practice around working effectively with a Delivery Partner, embedding policy objectives into tender processes and contracts, supply chain management (including insolvency prevention) and tools and processes used to ensure effective, transparent procurement.
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Project and programme
management
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The rigorous application of a suite of ‘best practice’ controls within a strict monthly cycle was key.
The venues and infrastructure were delivered via a complex programme of around 50 major, interrelated projects. These required extensive integration to manage within the physical, financial and planning constraints. As well as delivering the physical assets, the ODA was committed to use the construction programme to realise a suite of policy objectives in its priority themes of sustainability, design, accessibility, employment and skills, equality and inclusion, safety and security, and legacy.
In order to ensure that all of the programme outcomes were delivered on time, within budget and high quality, the ODA appointed a Delivery Partner, with experience of large-scale construction projects, to be responsible for project and programme management.
Effective programme management including the rigorous application of a suite of ‘best practice’ controls within a strict monthly cycle of performance reporting was key in providing senior management with objective information with which to manage the programme and drive its successful delivery.
The Learning Legacy project captures lessons learned on the processes used, how these were applied and the structure required to support them.
Project and programme
management
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98%of materials from demolition were reused on the Olympic Park.
From the outset, the ODA aimed to minimise adverse impacts on the environment and create venues, facilities and infrastructure for the Games that leave a lasting social, economic and environmental legacy for London and the UK.
To achieve its sustainability goals, the ODA set itself and its contractors working on the Park a challenging and comprehensive range of targets that were embedded in systems, processes, tools and the culture of the project.
As a result, the ODA delivered new energy infrastructure and low-carbon venues as part of its strategy to reduce carbon emissions by 50 per cent. The Park also hosts the largest non-potable water network in the UK, which distributes reclaimed waste water to the venues and contributes to a 57 per cent reduction in potable water use. More than 98 per cent of materials from demolition were reused on the Park and over 1.5 million cubic metres of soil has been cleaned on site in the UK’s largest clean-up of contaminated land, resulting in the creation of more than 100 hectares of open space and an enriched biodiversity.
The ODA and its Delivery Partner worked extensively with industry and the supply chain to capture lessons learned on sustainability and how they can be applied to future projects and programmes.
The Park hosts the largest non-potable water network in the UK.
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During the Games, systems and technology will enhance spectator experience and safeguard their comfort, safety and security. The vast majority of the competition and management technology required to deliver the Games will be provided by London Organising Committee for the Olympic and Paralympic Games (LOCOG) and its sponsors, which will build on venue and Park systems and services spaces enabled by the ODA.
The ODA‘s System and Technology (S&T) team was responsible for the development and implementation of a strategy for the delivery of systems that were fit for purpose, capable of supporting LOCOG’s overlay, and minimising redundancy after the Games. This strategy focused on designing spaces to enable fit-out by others, to accommodate emerging requirements into venue designs.
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Information management was key in handling the huge amount of data produced during the construction of the Park and handed over to Games and Legacy operators.
Lessons learned on S&T include issues relating to the management of systems integration, use of information and communication technology (ICT) tools and systems and geospatial technology on the programme, as well as data handover processes.
Information management was key in handling the huge amount of construction data.
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It was recognised at the bid stage that creating strong transport links in and around the Olympic Park in east London, and providing an integrated transport system was vital to the success of the Games.
The ODA invested more than £500 million in infrastructure improvements such as the upgrade of the North London line and the enhancement of Stratford Station, to create a safe, reliable and accessible transport system for the increased numbers of passengers during the Games. Extensive integrated planning on public transport and close working with delivery partners, including Transport for London and Network Rail, has been fundamental to success. The result will be an enhanced public transport network to deliver spectators to the Games, while keeping London and the rest of the UK moving. The improvements will also benefit east London for decades to come.
The ODA, along with the wider transport industry, also focused on the delivery of accessible transport and in meeting sustainability objectives. For example, advancements have been made in the field of carbon management: planning transport arrangements to minimise journey requirements, and scheduling events to maximise the available capacity on the public transport networks.
The transport Learning Legacy will be developed more fully as the operational aspects of the transport challenge come to fruition in 2012.
The transport improvements will benefit east London for decades to come.
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Part of the legacy of the Games has been the creation of an archaeological record preserving the past of the Olympic Park: its origins, history, and the story of the varied communities who have contributed to its distinctive character.
Between 2005 and 2009, a programme of archaeological and historical investigations was undertaken within the Park to record, map, excavate and analyse different aspects of the site’s past.
Before construction work began, a series of excavations were undertaken to look for archaeological remains on the Park site. In total, 122 evaluation trenches were excavated across the Park with some exciting results. One of the most spectacular finds was a 19th-century clinker-built boat, preserved to a length of over 4.5 metres in the silts near the former head of Pudding Mill River.
Projects were also undertaken within the community to record the memories of the local population’s present generations. These provided a unique record of the area’s recent past – its social life, cultural diversity, work in its industries and growing up during its war-time years.
122evaluation trenches were excavated across the Park.
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Further information The ODA has worked closely with a number of industry and professional bodies on the Learning Legacy project. During 2011/12, the following organisations will be holding a series of events to help disseminate the lessons learned from the construction of the Olympic Park.
Association for Project ManagementThe Association for Project Management (APM) is a registered charity that develops and promotes the professional disciplines of project and programme management. With over 19,000 individual and 500 corporate members, it is the largest professional body of its kind in Europe.
APM will be holding a series of events in London, and potentially elsewhere in the UK, on the lessons learned and best practice associated with the approach the ODA’s construction programme took to project and programme management.
Further details are available from www.apm.org.uk
Chartered Institute of BuildingThe Chartered Institute of Building (CIOB) represents professionals in the construction industry. Its mission is to contribute to the creation of a modern, progressive, and responsible construction industry; able to meet the economic, environmental and social challenges faced in the 21st century.
The CIOB’s events will focus on the lessons learned within the leadership, project and programme management themes of London 2012.
Further details are available from www.ciob.org or follow on Twitter @TheCIOB.
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Health and Safety ExecutiveThe Health and Safety Executive (HSE) is Britain’s national regulator for workplace health and safety. It aims to prevent death, injury and ill health. It does so through research, information and advice, promoting training, new or revised regulations and codes of practice, and working with local authority partners by inspection, investigation and enforcement.
HSE will use its existing programme of events plus a full range of communications channels to disseminate to the construction industry the health and safety good practice and lessons learned from the London 2012 construction project.
Further details are available from www.hse.gov.uk/aboutus/london-2012-games
Institution of Civil EngineersEstablished in 1818, the Institution of Civil Engineers (ICE) has 80,000 members and provides a voice for civil engineering, continuing professional development and promoting best practice throughout the industry.
As well as holding a series of lectures, the ICE has produced two London 2012 special journal issues, an online OS map of the Olympic Park and a short film to promote the Learning Legacy project. Topics to be covered include the masterplanning, contaminated land treatment, venues, bridges and structures, water-use management and transport.
Further details are available from www.ice.org.uk
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Institution of Occupational Safety and HealthThe Institution of Occupational Safety and Health (IOSH) is an international professional health and safety organisation. A membership body, IOSH supports, develops and connects members with resources, guidance, events and training, as well as setting standards for health and safety.
Forthcoming events will focus on the application of behavioural safety systems, and will give delegates the chance to hear about ODA strategies for occupational health and safety, contractor approaches and selected research findings.
Further details are available from www.iosh.co.uk
Royal Institution of Chartered Surveyors The Royal Institution of Chartered Surveyors (RICS) is a membership body that provides the professional qualification in land, property, construction and associated environmental issues. RICS acts in the public interest to regulate high standards of competence and integrity among members, and provides impartial, authoritative advice for business, society and governments worldwide.
RICS will be holding a series of events on procurement issues surrounding the construction of the Olympic Park. Key areas include: design and masterplanning, supply chain management and sustainability.
Further details are available from www.rics.org/London
The Institute of Engineering and TechnologyThe Institute of Engineering and Technology (IET) is Europe’s largest professional body for engineers and technicians, with more than 150,000 members in 127 countries and offices in Europe, North America and Asia-Pacific. The IET provides a global knowledge network to facilitate the exchange of ideas and promote the positive role of science, engineering and technology in the world.
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The IET will be holding a series of events in London, and potentially the UK, on the lessons learned, innovations and best practice on engineering for sustainable utilities on the Olympic Park.
Further details are available from www.theIET.org
The Landscape InstituteThe Landscape Institute (LI) is an educational charity and chartered body responsible for protecting, conserving and enhancing the natural and built environment for the benefit of the public. It champions well-designed and well-managed urban and rural landscape. The LI represents 6,000 members who include chartered landscape architects, academics, scientists and students.
The LI will be holding a series of events around the UK on the planning, design, construction and legacy management of the parklands and public realm on the Olympic Park.
Further details are available from www.landscapeinstitute.org
UK Green Building CouncilThe UK Green Building Council (UK-GBC) is a membership organisation that campaigns for a sustainable built environment through leading industry action, building capacity and influencing government policy.
UK-GBC will be holding a series of events to disseminate the sustainability lessons learned from London 2012 construction project. The series will capture a strategic and detailed account of the successes and challenges in constructing a sustainable Games.
Further details are available from www.ukgbc.org
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Acknowledgements The ODA would like to thank the following organisations for their contribution to the Learning Legacy project.
Action Sustainability Chartered Institute of Building Services Allies and Morrison Engineers
Art in the Open Chartered Institute of Arup Environmental Health
Association for Project CIRIAManagement Contaminated Land: Atkins Applications in Real
Environments (CL:AIRE)Balfour BeattyCLMBAM NuttallConstructing ExcellenceBarhaleConstruction Products BDSP Association
Bentley Construction SkillsBip Solutions Community and Trade BioRegional Union Learning Centre
Bravo Department for Environment, Food and Buckingham Group Rural Affairs (Defra)
Building Research Department for Work and Establishment Pensions (Job Centre Plus)Business in the Community Equality and Human Buro Happold Rights Commission
Commission for Entrepreneurs in ActionArchitecture and the Built Engineering Construction Environment (CABE) Industry AssociationCambridge University Environment AgencyCardiff University Expedition EngineeringCarillion Fenton HollwayChartered Institute Frontlineof Building
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G4S
Greater London Assembly
Health and Executive
Safety
Health and Laboratories
Safety
Homes and Agency
Communities
Hopkins Architects
Imperial College, London
Institute of Engineering and Technology
Institute for Sustainability
Institution of Civil Engineers
Institute Studies
for Employment
Institution of Occupational Safety and Health
ISG
Klassnic
KLH Sustainability
Lagan
LDA Design Hargreaves
– Associates
Lend Lease
London Borough of Hackney
London Borough of Newham
London Borough of Tower Hamlets
London Citizens
London Concrete
Loughborough University
Major Projects Association
Manchester Business School
Natural England
Philips
Populous
QinetiQ
Reading University
Royal College of Art
Royal Institute of British Architects
Royal Institution of Chartered Surveyors
RPS Group
Skanksa
Southfacing Services
Sir Robert McAlpine
Sutton-Vane Associates
The Landscape Institute
Thames Water
Transport for London
University College London
UK Green Building Council
UK Power Networks
Up Projects
Waste Action
& Resources Programme
Waterwise
Wessex Archaeology
Zaha Hadid Architects
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Recognition The ODA is proud to have won the following awards that acknowledge the successes and achievements of the London 2012 construction project.
2008Remediation Innovation Awards: Best use of a combination of techniques
2009RTPI National2009: ToAward
Awards day’s Leaders’
RTPI National Awards 2009: Equality and Diversity Awards
Association for Project Management: Project of the Year – Power Lines Underground (PLUG)
Noise Abatement Society: John Connell Awards
Edie: Sustainable Construction Award
Landscape Institute: Urban Design/Master Planning Category
Constructing Excellence National Awards: Legacy Award – Sustainability
Regen and Renewal Awards 2009: Environmentally sustainable regeneration scheme of the year
Procurement Leaders Awards: Best Procurement Team
2010Opportunity Now: Innovation award
ICE London Civil Engineering Awards: Greatest Contribution to London Award: London 2012 Olympic Park Enabling Projects
First Women Awards: Business of the Year
PPMA Awards: HR Awards
British Construction Industry Awards: Major Project category – Enabling works
Breakthrough UK Independent Living Awards: Accessible Public Transport
Structural Steel Design Awards: Structural Steel Design Awards 2010 – Aquatics
Women of the Future Awards 2010: Women of the Future Corporate Award
Building Public Trust awards: Excellence’ in Reporting in the Public Sector
Institution of Civil Engineers: Edmund Hambly Medal – EnablingWorks
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2011ICE London Civil Engineering Awards: Building Award – Velodrome
Faculty of Medicine: Award
Occupational Wilf Howe
Building Magazine: – Personality of the Year (then ODA Chief Executive David Higgins) – Client of the Year – Integrated Supply Chain
of the Year
Business Commitment to the Environment (BCE): The Sir Peter Parker Award
RIBA: London Awards (shortlisted for Stirling Prize) – Velodrome
Chartered Institute for Purchasing and Supply: – Best Public Procurement – Overall Winner
Constructing Excellence (London and South East): – Project of the Year – Health and Safety
Award
RoSPA Occupational Health Award: The Astor Trophy
The British Safety Council: Sword of Honour
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Olympic Delivery Authority23rd Floor, One Churchill PlaceCanary Wharf, London E14 5LNReception +44 (0) 20 3 2012 000Fax +44 (0) 20 3 2012 001london2012.com
This publication is available on request in other languages and formats. To obtain these please:Email [email protected] +44 (0)3 2012 000Quoting reference number ODA 2011/263This document can be found in the publications section of london2012.com
© 2011 Olympic Delivery Authority. The official Emblems of the London 2012 Games are © London Organising Committee of the Olympic Games and Paralympic Games Ltd (LOCOG) 2007. All rights reserved.
The construction of the venues and infrastructure for the London 2012 Games is funded by the National Lottery through the Olympic Lottery Distributor, the Department for Culture, Media and Sport, the Mayor of London and the London Development Agency.
The emblems of the National Lottery, the London Development Agency, the Department of Culture, Media and Sport, and the Mayor of London are reproduced with the permission of the Crown and the other copyright holders respectively. All rights reserved.
This document is printed at an environmentally aware ISO14001-certified printer on recycled paper. Published October 2011. ODA 2011/263
