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This document sets out a sustainable development strategy for the Steel Construction Sector.
In
accordance with current national initiatives, it sets the scene for sustainable construction within
the wider context of sustainable development, and defines the agenda for the strategy. The sector
and its importance to both the economy and the achievement of sustainable development objectives,
are described. Progress achieved by the sector is documented and future priority actions, together
with relevant on-going initiatives, are set down as a coherent strategy for the future of the sector.
The Steel Construction Sector Sustainability Committee recognises that the nature of sustainable
development, coupled with the diversity of the sector, makes it difficult to distil and present key
messages from this strategy for different target audiences within one document. Therefore an
important action under the strategy is to disseminate key messages to specific target groups.
Foreword
Foreword
Statement by Brian Wilson, Minister of State for Energy and Construction
This strategy will strengthen an industry that is, in many areas, already operating efficiently, and
it will provide the basis for further progress. The strategy is designed to ensure a healthy future for
the sector, where businesses can operate profitably and with due consideration for environmental
and social issues.
Steel construction has a great deal to offer sustainable development. It is important for us all that
the sector flourishes in a way that allows the implicit qualities of steel and steel construction to be
fully realised and to contribute to the broader construction industry. This in turn is of vital importance
if we are to achieve together our wider sustainable goals and ensure a better quality of life for
everyone now and for future generations.
I am pleased that this strategy recognises the need for periodic review of the plans it outlines, and
that the steel construction industry is making a long-term commitment to do this. I wish the steel
construction industry every success in achieving greater sustainability, and look forward to learning
of further progress.
Statement by Roger Plank, Corus Professor of Architecture/Structural Engineering,

University of Sheffield and Chairman of the Steel Construction Sector Sustainability
Committee (SCSSC)
Development of this strategy has been led by the Steel Construction Sector Sustainability
Committee which comprises representatives from Corus, the Steel Construction Institute (SCI)
and the British Constructional Steelwork Association (BCSA). These organisations convened a
team representing steelwork contractors, designers, steel suppliers and information providers to
prepare this strategy that has been widely consulted on by the sector.
A review of current practice indicates an industry with a good record in relation to the principles of
sustainability, but it is recognised that more can be done. The plans for the future, based on
careful consideration and debate, are outlined in this strategy. I am convinced that, if these are
adopted widely across the sector, we will continue to develop a successful and progressive industry
that can maintain its position as a world leader. I therefore commend it to you and urge you to
consider how you and your organisation can contribute to its successful implementation.
Key Messages
This strategy develops the following key messages:
1.
The steel construction sector's long term commitment to greater efficiency and
competitiveness has already delivered many of the actions required to achieve a
sustainable future as defined by Government.
2.
The plans for the future outlined in this strategy will, when adopted across the
sector, promote the continued development of this successful and progressive
industry and enable it to become a major asset in achieving the goal of
sustainable construction.
3.
The sector accepts that long term commitment is required to understand the
developing demands of sustainable construction, to set goals which address
relevant issues and to align its activities to meet these goals.
4.
Sustainable construction is achievable only when the industry can make

decisions based on high quality information and an understanding of whole life
considerations. The steel construction sector sets out its commitment in this
document to support the construction industry in its efforts to achieve this.
5.
In modern construction, the key issue is how the choice of materials can
create scope for reducing burdens. The sector recognises that there is an
onus on manufacturers and suppliers to develop systems and methods for
using their products that will allow design for reduced impacts. There is a
further onus on specifiers to use these properly.
Executive Summary
Executive Summary
This document reports on a strategic review of how the sustainable development agenda is being
addressed by the UK Steel Construction Sector. The review, undertaken under the aegis of the
Steel Construction Sector Sustainability Committee, has investigated the sectors current position
in terms of the four principal sustainable development objectives defined by the UK Government.
These are:
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Maintenance of high and stable levels of economic growth and employment;
Social progress which recognises the needs of everyone;
Effective protection of the environment;
Prudent use of resources.
A review of progress made by the sector has demonstrated that:

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Steel construction is efficient, competitive and makes a significant contribution to

the national economy.
Buildings can be rapidly constructed using steel-based components that are efficiently
manufactured off-site and therefore are of high quality and with few defects.
Steel framing and cladding systems provide the scope, in association with other
materials, to design buildings with low overall environmental impacts.
Steel-based construction systems provide flexible spaces which have the potential
to be easily modified and adapted so that the life of the building can be extended by
accommodating changes in use, layout and size.
At the end of the useful life of buildings, steel components can be dismantled relatively
easily. Reclaimed steel products can be re-used or recycled without degradation of
properties.
Off-site manufacture facilitates fewer itinerant workers that, in addition to being safer,
promotes stability in the workplace, encourages skills development and fosters good
local community relations.
More remains to be done however and to move forward, twelve steps have been identified to
actively promote and demonstrate practical progress towards a more sustainable future for steel
construction. These steps address the need to engage the supply chain, to inform decisionmakers about what is important for sustainable steel construction, to align commercial and national
priorities and to establish the means to measure and report progress.
For steelwork contractors, steel producers and component manufacturers there is a need to act
as the focus to engage commitment to sustainable development by the whole supply chain. This
will be achieved by:
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The adoption of environmental reporting;

The establishment of a sector sustainability group to pioneer the adoption of
sustainability;
The encouragement of supply chain reporting.
Clients and designers need to develop design solutions that address sustainable development
issues. To assist this, the sector will:
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Provide accurate information for environmentally friendly and resource efficient design;
Executive Summary
Increase the appreciation of recyclability;
Improve the selection of responsible contractors.
Business leaders in the sector need to ensure that the objectives of commerce and government
are aligned. Commercial organisations in the sector need to develop products that address the
sustainability issues raised by the market. Government agencies need to be apprised of what
regulatory objectives industry can realistically meet. This will be achieved by:
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Developing products that meet the markets ambitions for sustainability;
Making re-use of steel components more practical;
Engaging in dialogue with Government and other stakeholders.
The Steel Construction Sector Sustainability Committee has accepted the responsibility to act
as a forum for assessing progress by:
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Reviewing the effectiveness of ongoing initiatives that support sustainability in the

areas of R&D, best practice and dissemination;
Measuring awareness of sustainable development issues by clients and designers;
Developing measurable targets for use as Key Performance Indicators for Sustainable
Steel Construction.
Falkirk Wheel
Architect - RMJM
Award-winning boatlift design centrepiece of The Millennium Link
canal project
Contents
Contents
FOREWORD ........................................................................................................................ 1
EXECUTIVE SUMMARY ......................................................................................................... 3
INTRODUCTION .................................................................................................................. 7
SUSTAINABLE DEVELOPMENT ............................................................................................... 9
THE STEEL CONSTRUCTION SECTOR .................................................................................... 11
TOWARDS SUSTAINABILITY: THE JOURNEY SO FAR .............................................................. 15
Maintaining high and stable levels of economic growth and employment ............................... 15
Effective competition ............................................................................................. 15
Productivity .......................................................................................................... 16
Innovation ............................................................................................................ 16
Social progress that recognises the needs of everyone ..................................................... 17
Health and safety .................................................................................................. 17
Working conditions ................................................................................................ 17
Skills development ................................................................................................. 18
Effective protection of the environment .......................................................................... 19
Steel-clad buildings ................................................................................................ 19
Residential buildings ............................................................................................... 19
Commercial buildings .............................................................................................. 20
Construction processes .......................................................................................... 20
Environmental management systems ......................................................................... 20
Paints and coatings ................................................................................................ 20
Prudent use of natural resources .................................................................................. 23
Efficient design ..................................................................................................... 23
Material efficiency and recycling .............................................................................. 23
Reusing steel products ........................................................................................... 24
Brownfield land redevelopment ................................................................................. 24
Eliminating coatings ............................................................................................... 24
Providing information .............................................................................................. 24
A SUSTAINABLE FUTURE: THE WAY FORWARD ..................................................................... 27
Ongoing initiatives ..................................................................................................... 27
Maintaining high and stable levels of economic growth and employment ........................... 27
Social progress that recognises the needs of everyone ................................................. 28
Effective protection of the environment ..................................................................... 28
Prudent use of natural resources .............................................................................. 29
New initiatives .......................................................................................................... 30
Supply chain engagement ........................................................................................ 30
Informed decision-making ........................................................................................ 31
Aligning solutions with priorities ............................................................................... 33
Measuring progress ............................................................................................... 34
CONCLUDING REMARKS .................................................................................................... 37
REFERENCES ..................................................................................................................... 38
APPENDIX A MORE EFFICIENT SUPPLY CHAIN .................................................................... 39
Introduction
Introduction
In recent years, problems associated with climate change have pushed environmental issues into
the mainstream of public consciousness. Few people now question the validity or seriousness of
the threats involved. These issues have brought an increasing awareness of a wider sustainability
agenda and a significant part of the debate now revolves around the nature and use of nonrenewable resources and the implications of future changes in accessibility to, and distribution of,
these resources.
Change must come. The UK Government has recognised this and has made sustainable
development a central theme of its social and economic programme. Within this, construction
has been identified as being particularly important.
In 1999, Government set out its policies for developing a more sustainable future in the publication
A Better Quality of Life - A Strategy for Sustainable Development for the UK [1]. This identified
four main objectives:
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Maintenance of high and stable levels of economic growth and employment;
Social progress which recognises the needs of everyone;
Effective protection of the environment;
Prudent use of resources.
These have been developed with particular reference to sustainable construction in Building a
Better Quality of Life [2], and Towards Sustainability - A Strategy for the Construction Industry
[3].
A consortium representing Corus, the Steel Construction Institute (SCI) and the British
Constructional Steelwork Association (BCSA) has taken the opportunity provided through the
Governments Sustainable Pioneers Group to further these ideas specifically for the Steel
Construction Sector. This has been done in consultation with a wider group representing users of
steel in construction. The Group is supported by the DTI and includes the Sustainable Development
Commission (SDC), which was set up to encourage the adoption of sustainable development and
reports directly to the Prime Minister. The SDC has also developed a self-assessment methodology
for sector strategies, and this has been used to test the strategy set out in this document.
The vision of those who have developed this strategy is one of a competitive and flourishing
industry that values its workforce and local communities and which is committed to improving
environmental performance and the prudent use of resources.
The strategy has been created to set out the means by which two objectives will be achieved:
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To gain the commitment of organisational leaders within the sector, to accept

sustainability as a business objective and the obligations which this places on their
planning, funding and resourcing.
To identify those actions that are necessary to ensure that the sector will be a
leader in the development of sustainable construction good practice and that the
commitment to carry out those actions is clear and unambiguous.
Sustainable Development
With the worlds population doubling every 40 years, and material consumption doubling every 20
years, the need for sustainable development, which ensures a better quality of life for everyone,
now and for generations to come, is becoming increasingly important. We should consider the
legacy we leave for our grandchildren and touch the earth lightly. Construction is an important
industry for achieving sustainable development, because of both its contribution to the UK economy,
and the significant environmental and social impacts that buildings and other structures can have.
Sustainable construction encompasses a wide range of issues, such as re-use of existing built
assets, design for minimum waste, minimising resource and energy usage, reducing pollution,
and respect for people and their local environment. Moreover, the very quality of much of our lives
depends directly on the quality of the built environment. There is also a recognition that economic
aspects are important, thereby defining a triple bottom line, embracing environmental, social and
economic dimensions. In some cases changes in practice result in improvements in more than
one of these dimensions. For example, reducing energy consumption will normally improve both
environmental and economic performance. In other cases there may be a conflict, but even where
there is no direct economic gain, there is often a business case for sustainable development,
since society increasingly expects companies and market sectors to contribute to social progress
and to the wider good, i.e. a better quality of life.
The challenge is for business to move towards socially and environmentally responsible policies
whilst, at the same time, maintaining economic viability. Many leading companies are doing just
this and in doing so are creating new markets and opportunities to meet the needs of a rapidly
changing world. Indeed the business case for adopting sustainable policies is increasingly being
recognised, and the World Business Council for Sustainable Development [4] has recently stated
its unequivocal support Business can benefit from pursuing sustainability in two basic ways
by generating top line growth through innovation and new markets, and by driving cost efficiencies.
There is also a growing interest in socially responsible investment industries and organisations
that do not respond to these trends risk compromising their own future.
The details of sustainable development are still evolving but it is widely recognised that sustainability
will demand major changes, not only in the design, manufacture and provision of goods and
services, but also in the behaviour of consumers, business and government. This strategy reflects
the views of stakeholders obtained through a series of consultations during 2001-02. It is certainly
not intended to be the end, but rather the beginning of a continuous process of improvement.
The Magna Centre, Rotherham

Wilkinson Eyre Architects
Regeneration of a former steelworks into
UKs first Science Adventure Centre.
Winner of the 2001 RIBA Stirling Prize
The business case for sustainable construction

Improved environmental performance is being driven by legislative changes such as the Landfill
Directive and the Environmental Protection Act. Fiscal measures including the primary aggregates
and landfill taxes and the climate change levy are also having a major impact on organisations
within the construction sector. Companies that do not comply with relevant legislation or change
their business practices to minimise the impact of fiscal measures will find it increasingly difficult
to survive, let alone prosper.
A sustainable business must be a well run, efficient and profitable enterprise; its long term
viability relies upon its relationships with its stakeholders. Whether investors, owners, suppliers,
employees or customers, the aspirations of all stakeholder groups need to be understood and
balanced to ensure the long-term success of an organisation, i.e. its sustainability!
Investors
The business benefits of sustainability are increasingly recognised by investors. Socially
responsible investment, increasingly being adopted by large institutional investors, is putting
pressure on companies to adopt more sustainable practices. As the financial sector continues to
adopt environmental and social issues in its investment decision-making, the message is clear;
companies will increasingly need to demonstrate their sustainable credentials to secure investment.
Financial markets throughout the world now monitor the sustainability performance of companies
and the evidence is mounting that sustainability pays. The Dow Jones Sustainability Index (DJSI),
which includes the worlds most sustainably managed companies, outperformed the standard
Dow Jones Index by 15% over the last seven years.
Owners
In smaller firms, the shareholders who own the business, determine the philosophy of their
organisations. To them the clearest business case is that they will lose clients if they do not
respond to the increased attention being paid to sustainability. Often corporate social responsibility
translates into concern for the interest of the family members who will inherit ownership of the
firm.
Suppliers
Businesses committed to corporate social responsibility are passing their commitment down
their supply chains. This means that suppliers are being required to consider, and often improve,
their sustainability performance to match the highest standards within their supply chain.
The construction industry comprises many long, diverse and complex supply chains. As companies
implement more sustainable strategies, those suppliers not improving, measuring and reporting
their sustainability credentials to their customers will lose business.
Employees
Awareness of the importance of the social agenda is also increasing. Employees are a central
part of any successful sustainable business or sector and how they are looked after and managed
is a key constituent of any corporate sustainability strategy. Health and safety of employees is of
paramount importance, particularly within the construction industry which, relative to most other
sectors, has a poor track record. Staff skills, personal development and retention are also key
issues which need to be considered to ensure the sustainability of organisations in the construction
sector.
Customers
Customers are key drivers in implementing change. Not only should companies understand the
needs and wishes of their customers, but also they must be able to respond to this by offering
new products and services at affordable prices. Everybody uses products supplied by the
construction industry. Therefore, as sustainable development becomes more widely and
publicly accepted, the construction industry must respond to this new agenda. This challenge
represents significant opportunities to the industry rather than a threat. The steel construction
supply chain has made good progress in providing solutions to satisfy these demands and
looks forward to exploring the opportunities with their customers still further.
10
The Steel Construction Sector

Steel is an essential component of building and civil engineering structures; it is used in a wide
range of applications in the commercial, residential and industrial building sectors and in civil
engineering infrastructure such as bridges, car-parks, stadia, wind turbines and masts. The
emphasis of this strategy is on buildings sustainability within the broader civil engineering
context has recently been addressed by the Institution of Civil Engineers [5]. This strategy does
not address sustainability issues relating to iron and steel making or related upstream activities
including mining.
A wide range of carbon, stainless and specialist steel products are covered by the sector, but
principally these include:
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the structure including the frame and metal floor decking;
the envelope including roofing and wall cladding;
substructures including foundations and sheet piling;
internal fit-out including wall partitions and service ducting;
furnishings, fittings and finishes.
Structural components are fabricated from hot-rolled, I, or tubular sections, welded plates or coldrolled light gauge sections. Flat products such as floor decking, roof and wall cladding are produced
by cold roll-forming sheet steel. More complicated, smaller products such as lintels, door and
window frames are produced by cold-rolling and press-braking sheet steel.
The Steel Construction Sector has an annual value of 3.5 billion and employs some 42,000
people. The total output of construction steel has remained steady over the last few years at
around 2.5 million tonnes. This total excludes 0.8 million tonnes of steel bars and mesh used in
reinforced concrete.
Steel has become the most popular framing material in the UK, especially for multi-storey and
single-storey industrial buildings. The most common reasons cited for choosing steel are speed
of construction and lowest overall cost. Steel is also a popular cladding material for single-storey
industrial buildings.
Steel construction is not only a significant industry in its own right, but can also contribute to the
sustainability of other sectors. For example, the efficiency of steel construction can encourage
new building to higher standards, improving the economic and environmental performance of the
activities within. Furthermore, steels inherent adaptability provides flexibility for an unpredictable
and rapidly changing future.
The Steel Construction Sector encompasses a wide range of activities including:
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manufacture, design and delivery of constructional steel products and components;
fabrication and assembly of steel components and systems;
end-of-life processes including dismantling of buildings and structures and recycling

and reuse of components.
The sector recognises however, that its responsibilities do not end simply with a finished building.
Sustainable buildings are those that are adaptable and flexible, thus reducing the burdens of
refurbishment; they allow users to reduce operational energy consumption and provide environments
conducive to healthy working and high productivity. They also allow sites to be cleared without
blighting the site for redevelopment and facilitate easy deconstruction and encourage re-use of
components.
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To meet the commitments that these responsibilities place on it, the sector acknowledges that it
will work to provide:
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design guidance and information to allow designers to create buildings which will
reduce the lifetime costs and environmental burdens associated with buildings;
design guidance and support to encourage the industry to design for easy demolition
and reuse of components.
This is consistent with recent initiatives such as Latham [6], Egan [7], and Rethinking Construction
[8], which have been concerned with the broader issues facing the construction industry.
The initial life-cycle stages of design and construction are very disparate with the specification,
design, fabrication, and erection usually carried out by different organisations over a period of time
and involving a complex combination of materials and components. These activities are
interdependent and represent a relatively short part of the overall life of a building compared with
its subsequent operational use. Life spans can be up to hundreds of years but 50 to 60 is typical,
even for temporary structures, which are often re-used several times. This means that the operational
aspects of the building almost invariably have the most significant impacts on its sustainability.
For these reasons, an integrated approach, that takes an hollistic view of the whole life costs, is
necessary for sustainable construction to be achieved. This strategy therefore sets out to identify
what actions should be taken directly by those within the sector, and how they can best interact
with the broader construction supply chain to realise even greater improvements.
Whole life design and construction is a key feature of sustainable construction. It may cost more
initially but, if properly carried out, can yield excellent returns. The designer is the key person in
implementing whole life thinking since 70% of the cost of a building is committed as soon as they
have completed their initial work. The signatories to this strategy are committed to putting the
tools into the hands of designers to enable them to make correct whole life decisions but the rest
of the industry must commit to changing the culture so that they has the opportunity to use them.
This strategy for sustainable steel construction addresses the various stages of a buildings life
cycle as follows:
Design
The briefing and design phases are crucial, because the decisions made have a fundamental
effect on all other aspects of a buildings life, particularly occupation and eventual deconstruction
and disposal. Designers are part of a broader construction industry, but steel construction specialists
can provide advice and information on the most appropriate use of products and technologies,
including briefing for clients, economic solutions, and procurement processes such as prefabrication
and off-site assembly.
Manufacture and Construction
Steel is produced by either the blast furnace or the electric arc furnace routes, both of which
generate cast products for subsequent rolling and finishing. The end products, which are
manufactured to recognised International standards, can be purchased from either producers or
stockholders in the form of hot-rolled sections, tubes, plates or coils of strip. These can then be
fashioned by cutting, drilling, welding, cold rolling, coating, etc. into components that are assembled
in factories and then transported and erected on site. The sector must control the processes
employed, the health and safety aspects of their work, the way they train and treat their staff and
the effects on the community around the factories and construction sites.
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Operational Phase
This is the phase that usually has most economic, social and environmental impact - in particular:
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energy consumption and associated greenhouse gas emissions;

the effect on people, including their comfort, well-being and productivity, in and around
the building;
the long-term viability, including maintenance and refurbishment, before demolition
is deemed necessary.
These factors are largely determined by the quality of the design, the changing needs of the
owners and users and the ability of the building to be adapted to suit them. It is important for the
sector to understand and address these issues.
End-of-Life
However adaptable a building may be, it is inevitable that any building will eventually have to be
demolished or deconstructed. Current evidence suggests that 94% of construction steel is recovered
with 10% being re-used and 84% recycled [9]. With appropriate controls and better design, even
greater re-use can be achieved. It is recognised that to improve the sustainable credentials of the
entire sector, end-of-life actors, such as demolition contractors and scrap merchants, must be
encouraged to adopt more sustainable practices and sign up to the principles set out in this
strategy.
Arup Campus, Blythe Valley Park, West

Midlands
Buildings should be considered as a
warehouse of its parts. Treating the
individual components as being hired rather
than used will encourage a philosophy of
re-use. (Image courtesy of Arup Associates)
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Towards sustainability
Towards Sustainability: The journey so far

The Steel Construction Sector is a major contributor to the UK construction market. In developing
this strategy it has been necessary to critically review what has already been done within the
sector. Many of the initiatives have been in place for years and some are more recent, responding
to the emergence and evolution of the sustainability agenda. Relevant initiatives that form the
platform on which this strategy is built are described in this section. Further actions, building
upon this platform, are set out in the later sections. The sector does not just work in isolation
however and is active in a range of industry-wide sustainability initiatives including involvement
with the ICE, BRE and CIRIA.
The objectives of the UK Sustainable Development Commission [10] are included under each of
the relevant headings as a reminder of the wider context of the strategy.
Maintaining high and stable levels of economic growth and employment

Sustainable Development Commission's Objectives:
Contribute to economic growth
Invest in modern plant and machinery as well as research and development to achieve prosperity
Maintain high and stable levels of employment
Effective competition
Economic construction methods are seen as important for the UK economy by reducing costs for
the businesses that use them and for attracting overseas organisations to invest in the UK.
Furthermore, the well-established link between the quality of the built environment and the
productivity of workers who use buildings, emphasises the need to improve the quality of
construction without detrimentally impacting the environment. This will contribute to the growth of
the national economy.
There has been a concerted effort, particularly over the past 30 years, to improve the
competitiveness of all parties in the sector. The productivity of steel manufacturing has been
improved, new fabrication technologies have been introduced and client needs addressed with
research and development into new forms of construction and new products. The economic
benefits of this collective effort is demonstrated by steels healthy market shares of 70% of multistorey buildings and 95% of single storey industrial structures.
Cost breakdown of
multi-storey structural
steel; 1981 and 2000
50% cost reduction in
real terms since 1981
15
The figure above shows the cost breakdown of structural steel in multi-storey buildings for 1981
and 2000. Compared to 1981, the total cost of structural steel has been cut by 50% (in real terms)
as a result of improved efficiency by all parts of the sector.
Steel cladding is also the material of choice for more than 90% of industrial and semi-industrial
buildings. As for structural steel, efficiency in the production of hot-rolled coil, from which flat and
light gauge construction products are made, have meant that the real costs have fallen by 31%
over the last 20 years.
Productivity
Steelwork contractors, product manufacturers and designers have invested heavily in CAD systems
and their integration into fabrication and construction processes. Extensive use is made of 3D
modelling systems which effectively prototype the structure and generate all manufacturing and
scheduling information. The use of these technologies has reduced errors and construction
timescales thereby reducing cost and improving overall efficiency. The development of the CIMsteel
Integration Standards (CIS) for electronic data transfer facilitates the integration of design and
manufacture.
The provision of single-storey industrial buildings is a core activity for the sector and over the past
25 years a number of novel approaches to the design, production and supply of frames, components
and cladding have been developed. This process is a world-class example of efficient and economic
construction that has provided major benefits to UK industry.
Innovation
The steel industry and other parties in the Steel Construction Sector have a programme of innovation
to deliver sustainability. The portfolio of R&D projects includes enhanced design for adaptability,
composite floor decks, standard connections, maintenance, disassembly and re-use/recycling,
the thermal performance of buildings, joining technology, fire resistance engineering, protective
coatings, etc.
Alongside these initiatives in structural steel there has been significant developments in the use
of light gauge steel. Cold rolled sections have been widely adopted for structural elements such
as purlins and rails, floor decking, supports for infill walls and demountable partitions and as
framing for residential and modular construction. These innovations have the further advantage of
providing factory-made components that remove the need to resource site-based finishing trades.
The development of high performance, coated, steel cladding systems has encouraged the greater
application of what was once industrial forms of construction, to areas such as retail and leisure
facilities.
Royal Northern College of Music,

Manchester
Architect The Design-Buro
The largest modular building
constructed in the UK
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Social progress that recognises the needs of everyone

Help build sustainable communities
Equip people with skills to fulfil their potential
Achieve fairness at work
Maintain a safe and healthy environment at work
Tackle poverty and social exclusion
Raise the quality of life in global supply chains
Steel construction has always involved off-site manufacture of components for site assembly and
the adoption of widespread use of prefabrication, extending to modular construction, has led to
increasing amounts of work carried out under factory conditions; generally providing a safer and
less hostile working environment than the construction site.
Health and safety

The Construction (Design and Management) Regulations clarified the responsibilities of all parties,
including clients, involved in the construction process. Guidance for both specifiers and contractors
has been developed and disseminated and the sector continues to be active in researching and
implementing good health and safety practices together with safer forms of construction. The
BCSAs Health and Safety Group was formed in 1997 and it has been the focus for a number of
initiatives to improve the safety of day-to-day activities at both factories and construction sites.
This Group has good working relationships with the HSE, the Major Contractors Group and the
Construction Skills Certification Scheme and, in March 2002, launched the Safer Steelwork
Construction Scheme.
Working conditions
Factory-based working is conducive to accurate, quality workmanship and also fosters the
development of family life and local community relationships. This additional stability, compared
to site working, encourages employers and employees alike in skill developments. Furthermore,
it helps to reduce congestion and environmental impacts arising from the transportation of workers
to construction sites.
Murray Grove Housing

Hackney, London
Cartwright Pickard Architects
Fast-track modular construction
leads to reduced local disruption
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Skills development
Emphasis is placed on education and training for skills development of both the direct employees
in the sector and those who specify and design steel construction. The sector has actively promoted
its own training organisation [11] and in response to Government encouragement the intention is
now to establish a Metals Sector Skills Council alongside similar organisations for other sectors.
Organisations within the sector are encouraged to participate in the Investors in People (IiP)
initiatives.
The sector has long recognised the importance of formal education for training designers and
specifiers about steel construction products and techniques. This starts at school age with a
practical competition under the Schools Challenge banner. Liaison with, and support for, university
teaching has been in place for over 25 years and more recently the SCI has introduced an Internetbased student membership scheme. Sponsored professorships are located at both Sheffield and
Oxford Brookes universities.
In addition to the provision of teaching packages such as the Structural Steel Teaching Package,
the Architectural Teaching Resource and the European Steel Design Education Programme
(ESDEP), there is the recent development of SteelCAL [12] which, as the name suggests, is a
computer aided learning resource. For many years undergraduate courses have been supported
by the provision of technical guidance literature. Continuing Professional Development is supported
through evening courses at eight regional universities and direct provision of both in-house and
open courses and seminars. In addition the SCI organises a programme of courses on a variety
of topics ranging from design based on Codes of Practice, the introduction of innovative ideas and
concepts and sustainable construction. These are given at regional centres and in-house to both
design and contracting organisations.
The sector recognises the need to attract and retain skilled personnel within the sector and
employers have recognised their obligations by sponsoring prizes and bursaries such as the
Graham Wood Prize, the Rowen bursaries and Corus undergraduate prize awards for structural,
substructure and bridge design. To encourage high quality design in steel for practising professionals
there are annual awards for the Young Architect of the Year and Structural Steel Design and
Colorcoat Awards schemes.
Computer numerically controlled

(CNC) cutting and welding equipment
Efficiently producing high quality
structural steel under safe factory conditions
18
Effective protection of the environment

Reduce emissions/greenhouse gases now and plan for reductions in the future
Reduce air pollution and ensure air quality continues to improve
Improve water quality in rivers, estuaries and the sea
Maintain and enhance biodiversity
Reduce noise
Reusing previously developed land in order to protect the countryside and encourage urban
regeneration
Improve choices in transport, reduce need for travel
Assess environmental impacts, set targets and ensure progress is publicly available
Some 50% of the energy consumed nationally is used in the construction and operation of buildings.
With the current predominant use of fossil fuels in the UK, energy usage and emissions of
greenhouse gases are closely coupled. The energy associated with the occupation of buildings
(operational energy) dominates that used in their manufacture and construction (embodied energy);
the ratio typically ranging from 4:1 to 10:1 for a commercial office building over 60 years. Attention
has therefore to be focussed on this aspect which is governed more by the design and use of the
materials than by the construction process, although this should not be ignored. In civil engineering
construction, operational energy is however generally minimal and the converse is true; although
maintenance issues can be significant.
There are two main issues for the sector in minimising operational energy in buildings. These are
the prevention of heat loss through the envelope and the use of the structure to moderate
temperature gains as part of the heating and ventilation strategy. Maintaining comfort levels will
reduce energy requirements for cooling and improve the productivity of occupants.
Steel-clad buildings
The biggest market for the sector is cladding for single- storey structures used for industrial and
out-of-town, retail-type structures that use large areas of steel-faced cladding. New products and
systems that meet, or go beyond, the recently revised thermal requirements of the Building
Regulations [13] have been developed, addressing, in particular, air-tightness and thermal bridging.
Residential buildings
Light steel framing systems which form the basis of rapid, dry, site construction from off-site
manufactured assemblies, provide a stable structure and make high levels of insulation and airtightness easy to achieve both initially and throughout the lifetime of the building. With increasing
demand for apartment buildings in urban areas, framing systems incorporating composite flooring
systems are being adopted.
In residential construction the key issues for energy efficiency are the insulation levels, thermal
bridging and air-tightness of the envelope. Tests have been carried out on a series of light steelframed buildings to demonstrate that high levels of thermal and acoustic insulation can be achieved.
The sector has also collaborated with BRE, and others, to develop robust details for residential
construction to address thermal bridging and air-tightness issues.
19
Commercial buildings
In commercial buildings, cooling is often the most significant energy use. By careful detailed
design, including appropriate levels of thermal mass, steel-framed buildings can reduce or eliminate
the need for air conditioning. Such buildings make use of the thermal mass in the composite steel
floor slabs, which provide sufficient thermal capacity to achieve comfortable conditions. Research
has also led to the development of innovative systems where air or water is passed through the
slab to increase the cooling effect [14].
Construction processes
The Steel Construction Sector has recognised the importance of protecting the environment by
minimising the impact of its operations and products, by the adoption of sustainable practices
and through continuous improvement in environmental performance and control. The measures
used to achieve this include the implementation of environmental management systems, off-site
manufacture, noise reduction, waste minimisation strategies and recovery, recycling and re-use
initiatives.
The development of offsite manufacture for all types of steel construction, particularly in modular
forms, has led to better quality, increased efficiency and fewer defects. Combined with the use of
computer-based detailing, advanced scheduling and information management systems and
improved erection techniques, these methods have resulted in better logistical planning and
minimised disruption to areas surrounding both production facilities and construction sites and
have shortened construction times.
The steel sector assists its customers in understanding the environmental impacts of its products.
Life cycle assessment (LCA) studies have been undertaken to provide accurate and objective
information on the environmental credentials of steel construction products.
Environmental management systems

The steel construction sector has commenced a programme to encourage companies to introduce
Environmental Management Systems to ISO 14001 [15] to complement the quality management
systems that are already widespread in the industry. One of the principal tools in the process is
an audit of the operating environment in which checks are made on air and water waste quality,
energy usage, noise, VDU screens and buildings. Steel manufacture in the UK currently has
around 60% of sites accredited to ISO14001 and a programme of auditing and reporting is well
established.
Paints and coatings

Reductions in volatile organic compound (VOC) emissions to the atmosphere, from liquid applied
paint, have been achieved by the progressive change to coatings with low organic solvent contents.
The sector has readily complied with the EPA limits that are applicable to the painting of steelwork.
Additionally, in co-operation with the paint industry, the sector has removed coatings that contain
toxic materials, such as lead, from specifications. Ongoing research is examining alternatives to
sensitising curing agents, in coatings, to address concerns over the health and safety of operatives.
20
Wessex Water Operations Centre,

Architect - Bennetts Associates
A steel frame with a 15m width floor plate allows natural ventilation. The
external steel and aluminium screens create an external arcade and act as
solar shades. Thermal mass within the floor structure provides sufficient
night cooling.
21
Prudent use of natural resources

Energy efficiency
Greater resource efficiency
Move away from disposal of wastes towards waste minimisation, recycling and recovery
Avoid storing up pollutant problems for the future
Use consumer information to encourage movement in the market towards sustainability
A key concern for designers specifying products is not to use up limited, non-renewable resources.
Precious metals are an obvious example and they have always been precious just because they
are in short supply. This is not a problem that should concern designers specifying the use of
steel in construction as it is a close approximation to state that we are riding on an iron planet.
Carbon, the next most common constituent of steel, is another particularly stable element and
hence common in the composition of the Earths crust.
Despite high recovery rates worldwide for scrap steel, the increasing demand for steel means that
some steel must inevitably be resourced from iron ore. The need for prudence in the use of iron
ore as a natural resource concerns the impacts of extraction and conversion of the ore into steel.
Extraction affects the environment around the mines. Conversion requires energy and contributes
to carbon dioxide emissions. These issues are global ones and are not the focus of this strategy.
Internationally, responsible steel manufacturers are framing policies [23] to meet agreements to
limit emissions and encouraging the use of market mechanisms, like carbon credits, to regulate
the process.
Efficient design
Steel construction is carried out using a number of codes and standards that govern its design,
manufacture, erection and maintenance. These have been developed over a considerable period
and encapsulate the best practice of both designers and contractors and so provide a basis for
efficient and safe design. The sector has produced a range of guidance in the implementation of
codes and standards and in many cases has enhanced their effectiveness by developing extensions
to the prescribed rules so enabling more innovative designs to become widely accepted. The
review of codes, standards and industry guidance continues, and the need is to ensure that all the
wider issues, raised by sustainability, are addressed in this process. For example, over-specification
of loads may add safety and improve future adaptability but may also waste resources.
Material efficiency and recycling

Steel can be recycled again and again without any degradation in terms of properties or
performance. Recovery rates of steel construction products from UK demolition sites are currently
84% for recycling and 10% for re-use; this contributes significantly to sustainability. Scrap can be
processed through two routes to make new steel; one which supplements steelmaking from
basic ores (blast furnace route) and one which is solely scrap based (electric arc furnace route).
In global terms, the overall demand for steel currently exceeds that which can be derived from
scrap alone, mainly because of the steady increase in steel demand (200 million tpa in 1950 to
800 million tpa in 2000). So, for the time being, ore-based or virgin steel production is essential for
contributing to the developing infrastructure. Providing that this steel is recycled in future, virgin
steel today can be regarded as an investment into efficient resource use for the future. It is critical
that recycling and re-use are main considerations in building design to help make sure that this
resource investment is fully exploited.
22
A current misconception is that specifying recycled steel leads to improved sustainability. The
International Iron and Steel Institute (IISI) has provided guidance on the sustainability of steel
product applications and has concluded that the specification of recycled content for steel has no
impact on sustainability; what is crucial is the level of recycling at end-of-life [16].
Reusing steel products

The proportion of recovered products that are reused will increase as design for deconstruction is
better understood and a stronger market for reused steel construction products stimulated. The
ability of steel construction to respond to these advantageous processes has been enhanced by
the standardisation of components and connections and the ability to prefabricate assemblies
often incorporating other components such as services.
The use of steel substructures is increasing. Steel piles can be fully retracted from the ground
and re-used. This not only means that the materials themselves can be 100% reclaimed but
perhaps more importantly, this does not blight the land for redevelopment. Urban regeneration is
therefore made easier and the development pressure on our greenfield sites reduced. (See page
41).
Brownfield land redevelopment

Steel is a ductile material and this property is exploited in the design of buildings which can be
situated on reclaimed or brownfield land where ground conditions, and hence settlement, are
variable. It also has applications in semi-permanent and re-usable structures which will be moved
from site to site and where foundation conditions are uncertain.
In situations where a site is already blighted by concrete piles that cannot easily be removed, the
inherent lightness and flexibility of steel framing can be exploited to redevelop the site by reusing
the piles in-situ.
Eliminating coatings
Traditionally, coatings have been used to provide corrosion and fire protection but recent research
has shown that, in appropriate circumstances, bare steel can be used while maintaining prudent
levels of safety and durability. Research into how whole buildings behave under fire conditions
has provided increased safety through a better understanding of the phenomenon and enabled
more efficient design and use of protection systems.
Providing information
The nature of the sector is such that the design of a building is often carried out by separate
organisations, such as architects, engineers and cost consultants. It is imperative therefore that
technical guidance is provided to ensure that the capabilities of the various parties and the advances
that they have made, are communicated to the specifiers and the clients.
New ways are being introduced to make information more accessible and dissemination more
efficient. A web-based information and advisory system known as Steelbiz [17] was introduced to
the sector in 2002.
23
2000 Olympics Aquatic Centre, Sydney, Australia

Scott Carver Architects
The extension to the Sydney Olympics swimming venue (left) was dismantled after completion of the
Games and re-erected, 100 km away, as an 8,500-seat grandstand for a football stadium in
Wollongong, New South Wales (Images courtesy of BHP Steel).
24
A Sustainable Future
A Sustainable Future: The way forward

The previous sections illustrate how the Steel Construction Sector has moved towards sustainability
on many fronts in recent years. However a review of the current position of the sector in relation to
the four principal sustainable development objectives set out by the UK Government has identified:
l
Existing initiatives that should be extended or enhanced as part of the sectors

future strategy and so will be ongoing;
Initiatives that are needed to support a more complete and coherent strategy and so
will be new.
Together these two sets of initiatives represent a comprehensive and coherent strategy which, if
implemented, will deliver more sustainable construction.
Murray Grove Housing, Hackney, London

Cartwright Pickard Architects
Innovative light steel-framed social housing
project on a brownfield site in North
London. Modular construction using
prefabricated units delivered to site with
services, finishes, kitchens and
bathrooms pre-installed. Fast
construction time with assembly of
main units in 3 weeks.
Ongoing initiatives
The sectors ongoing initiatives that support sustainable steel construction are focused on three
areas of activity:
l
Research and development projects undertaken by the sector;
Best practice initiatives for steelwork contractors and product manufacturers;
Dissemination of design guidance through education and CPD.
From a much wider portfolio, below are listed 25 of the most relevant initiatives that are currently
taking place and are being extended. What is needed is that these initiatives are regularly reviewed
to establish how they are addressing sustainabilitys triple bottom line objectives.
Maintaining high and stable levels of economic growth and employment

l
l
Improved use of e-working (BRE/BCSA METIS Project);

Economic implementation of the Eurocodes (Corus/BCSA/SCI Joint Implementation
Project);
Improved long term efficiencies from product re-use (SCI/Corus Landfill Tax Credit
project: Market Transformation for Adaptable Re-usable Buildings and Components;
25
Efficiency gains from more accurate assessment of fire risks (European joint research
programme into the behaviour of multi-storey steel framed buildings in fire);
Financial best practice for SMEs (BCSA Financial Handbook for Steelwork
Contractors);
Standard reference document for steel construction in fire (SCI Partners in Innovation
project).
Social progress that recognises the needs of everyone

l
City of Tomorrow review of the future prospects for steel in housing, urban
redevelopment, transport, water supply, renewable energy sources, etc. (Mandix
review for Corus/SCI);
Development of a Sector Skills Council leading to a fully qualified workforce (Metals
Forum/Metskill Joint Proposal for Sector Skills Council);
Expansion of the work of the H&S Group on best practice guidance on Erection of
Steel Framed Buildings;
SCI in-house CPD seminars for architects and engineers;
Steelbiz technical website (www.steelbiz.org).
Baglan Energy Park industrial

building
Built on reclaimed industrial land,
this air-tight, steel-framed and steelclad building was constructed using
local steel suppliers.
Effective protection of the environment

l
26
Environmentally friendly coatings (Corus research examining alternatives to chromate

pre-treatments for strip products and new coatings for recoverable steel piles);
Development of life cycle assessment decision support tools for designers (Joint
European project);
Development of innovative products and construction technologies including integrated
services and structural flooring systems, prefabricated offsite systems and light
steel framing systems;
Greater use of prefabrication to move work off site to more controllable conditions
(SCI Publications Light Steel Framing in residential construction and modular
construction using Light Steel Framing: Residential Buildings);
Practical input on the development of the EPA Regulations (BCSA EPA Group Liaison
with Regulators);
Guidance on economic solutions to meet Part L of the Building Regulations (SCI/
MCRMA/NFRC/Corus/DTI PiI Project Design requirements for lightweight cladding
solutions to meet the new Part L requirements of the Building Regulations);
Extension of good practice design guides to encompass eco-design issues (SCI
publication The role of steel in environmentally responsible buildings).

l
Technologies for cost effective recycling of steels coated with zinc, organics or
panels filled with organics (Various collaborative initiatives);
Optimisation of investment using higher strength steels and more efficient construction
processes (IISI initiative);
Encouragement of solutions using less paint and less applied fire protection
(European joint research programme into the behaviour of multi-storey steel framed
buildings in fire);
Less resource use in structure and foundations from light steel and modular
construction solutions (SCI publications: Value and benefit assessment of light steel
framing in housing and Case studies on light steel framing);
Design guidance on re-use of piling (SCI publication on the environmental assessment
of steel piling);
Guidance on over-cladding and over-roofing to re-use buildings (SCI publications
Over-cladding of existing buildings using light steel and Over-roofing of existing
buildings using light steel and ongoing Case Studies);
Encouragement of market mechanisms to facilitate the re-use steel (CIRIA/SCI et
al, PiI project Principles of design for deconstruction).
Light steel framing for

residential construction
Light steel framing offers
the potential for off-site
manufacture, fast
construction and high build
quality.
27
New initiatives
The challenge now is to ensure that the initiatives identified above are brought together in a way
that more coherently embraces the sustainability agenda set out in this document. This requires
active steps:
1.
To engage the whole supply chain;
2.
To inform decision makers about what is important for sustainable steel construction;
3.
To ensure that new initiatives align market solutions with national priorities;
4.
To establish the means to measure and report progress.
Supply chain engagement

It is clear that no industrial sector or part of a sector can expect to advance the sustainability
agenda in isolation. Economic growth, community involvement, environmental protection and
resource use all involve commercial organisations in interaction with others. This strategy
represents a step forward taken by some of the leading organisations in the Steel Construction
Sector, but it is recognised that the parties involved in the development of this strategy need to
engage all of the steel construction supply chain. The box below illustrates the diversity and
breadth of the supply chain.
Supply Chain for Steel in Construction:
Clients and their advisors
Designers
Detailers
Steel producers
Suppliers and stockists of rolled steel products
Manufacturers of welded profiles
Preprocessors - straightening, cambering, curving and bending steel products
Manufacturers of proprietary products - Cold formed purlins and rails, Cellular beams, Fabsec
beams, Porthole beams, Open-web joists, Durbar plate, Flooring systems, Handrailing, Steel
staircases
Suppliers and installers of metal decking, steel sheeting, roof and wall cladding
Kits and systems suppliers - Light steel framing, Modular steel buildings
Suppliers and processors of special steels - Stainless steel items, Machinists
Manufacturers and stockists of bolt assemblies and other standard fasteners
Proprietary fastener manufacturers
Welding consumable suppliers and stockists
Fabricators
Erectors
Applicators of metal treatment - Corrosion and Fire Protection
Suppliers of paint and other metal coatings
Transport companies
Plant suppliers - Cranes, Access equipment
Suppliers and installers of steel piling
Suppliers and installers of complementary products - Precast slabs, Glazing
Property maintenance contractors
Demolition contractors
Scrap merchants and processors
Steel recyclers
28
There are many SMEs in the sector who are used to responding to changes in their business
environment. To them the clearest business case is that they will lose clients if they do not
respond to the increased attention being paid to sustainability. What is required is not an
abandonment of profit as an essential measure of success, but a shift of focus towards looking at
business as part of the whole interdependent economic, social and environmental system.
In smaller firms, drivers for change should also emerge as owners and employees adopt the
sustainable ideal for themselves. It matters not whether this is seen as either corporate social
responsibility or simply concern to weigh the effects of business decisions on the lives of others
including ones grandchildren.
To improve engagement of the supply chain, three steps have been identified for action now.
Adoption of environmental reporting
The environmental management system BS EN ISO 14001 [15] has been adopted by leading
companies in the sector and they are reporting on their experience. Other companies are being
encouraged to adopt the standard and the sector will support the exchange of best practice
information for management in this area.
Establishment of an internal sector sustainability pioneers group
Leading companies in the sector will now be encouraged to become signatories to the formal
adoption of a sustainability policy and to act as advocates of the business case to others in the
sector.
Supply chain reporting
The sector is involved with integrated supply chain initiatives prompted by the Egan Report [7],
and it is now accepted that there is a need to develop sustainability reporting along the supply
chain. A satisfactory response to the generic question What can you show to demonstrate a
commitment to sustainability? should be a necessary pre-qualification to becoming a supplier to
any organisation espousing sustainable objectives.
Organisations within the sector will be encouraged to promote supply chain reporting by developing
their own reporting policies. Suggested questions to pose prospective suppliers are shown in the
box below. This process is already underway as demonstrated in the Appendix which set out the
response by Corus and the MCRMA to this set of questions. (Corus is a major supplier of
construction products and services within the sector, MCRMA is the Metal Cladding and Roofing
Manufacturers Association).
Informed decision-making
Clients and their professional advisors develop their design solutions based on the knowledge and
experience they have acquired and information that is available from publications, the internet,
advisory services and discussions with potential suppliers. It is imperative therefore that the
information provided on sustainable development is objective and of the highest quality.
Although, in whole life cycle terms, the construction phase of buildings has a relatively small
sustainability impact, it can have significant health and safety, social and environmental impacts
on those involved directly in construction activities and communities nearby construction sites. It
is therefore essential that responsible contractors are selected to carry out work.
29
Sustainability reporting: The questions to ask

Economic issues
What contribution is made to the UK economy?
What investment is being made for the future?
Social issues
What commitment is there to health and safety?
What training and development is given to the workforce?
What involvement is there with local communities, educational establishments, charities, etc?
Environmental issues
What commitment is there to environmental protection?
What certified environmental management systems do you have?
What measures are taken to improve energy efficiency and reduce the consumption of natural
resources?
Stakeholder Engagement
What partnerships does the company have?
What information does the company provide to customers?
How does your company demonstrate transparent reporting?
The review of current practice has identified that there are three new steps to be taken that will
improve decision-making, and so contribute to more sustainable construction.
Provision of accurate information for more sustainable design
Quantified information about the environmental credentials of steel construction is essential. This
requires that the sector provides information on steel that is comprehensive and reliable. Furthermore
this needs to be based on methods that are consistent with agreed international standards such
as those for life cycle assessment [18].
Credible, whole life impact assessment tools will be developed to enable designers to understand
the sustainability impacts of their design choices and to give confidence that their decisions are
sound. These tools will be accompanied by design guidance about how steel can be used to
improve the overall sustainable credentials of buildings.
Increased appreciation of recyclability
As scrap steel arising from construction is nearly wholly recovered for reuse or recycling, it is the
legacy of todays design decisions on future recyclability that matters, not whether the particular
steel product used today was made from scrap or iron ore. This requires that information is
provided to designers to enable them to pay more attention to design for recyclability and reuse in
contrast with the legacy of past design decisions that inhibit recyclability.
Improved selection of responsible contractors
The holistic approach that sustainability demands favours the use of partnering and the sector is
actively encouraging this practice [19]. In selecting responsible steelwork contractors and product
manufacturers the question to be posed along the supply chain is What can you show to
demonstrate a commitment to sustainability? The expected answer from steelwork contractors
should include a commitment to improve practice and measure performance using the criteria
established by the Register of Qualified Steelwork Contractors [RQSC], BS EN ISO 9001[20], BS
EN ISO 14001 [21] and OHSAS 18001 [22].
30
Aligning solutions with priorities

The secret of success of mixed economies is to ensure that beneficial market mechanisms are
mobilised in a way that supports wider, national priorities. The objectives of commerce and
government need to be aligned. Commercial organisations in the sector need to develop market
solutions that address sustainability issues. Government agencies need to be apprised of what
regulatory objectives industry can realistically meet.
Newbury Racecourse Grandstand

Architect - Foster and Partners
An innovative design that blends
pleasing aesthetics for users with
efficient material use and
potential long term demountability
and re-use for the steel
components used.
Sustainable market solutions

Appreciation of the business case for sustainability will lead commercial organisations to develop
products that address the markets ambitions in terms of sustainability. The immediate need is to
capitalise on the sustainable aspects of existing products, and then to develop product
improvements that build on those aspects.
Re-use practicalities
There is a clear message from the market that the technical ability to re-use steel components
needs to be facilitated by market mechanisms for reusing more construction steel. A steel-framed
building is well suited to being a warehouse of its parts, but a detailed inventory of relevant
information on those parts is needed that addresses:
l
Traceability of products;
Enhancement of performance through refurbishment;
Fitness for purpose and reuse of recovered products;
Reuse of whole buildings.
Dialogue with Government and other stakeholders

The task of re-aligning national priorities to address the issues raise by sustainability is significant.
Government will rely on industry to deliver answers. Industry needs to be able to continue profitable
wealth creation to be able to respond. Over-zealous regulation or untimely intervention by
Government could be disastrous. Business leaders in the sector and representatives of Government
31
TNT Fastrack, Lutterworth

Architect - Chetwood Associates
Use of a contractor with proven credentials
led to exemplary attention to H&S such that
practice was not compromised by the rapid
speed of erection.
need to establish and maintain a formal dialogue on the topic of sustainability built around this
strategy and aimed at continued future improvement. The opportunity should be taken to include
all stakeholders in this ongoing dialogue.
Measuring progress
The Steel Construction Sector Sustainability Committee (SCSSC) has the role of coordinating
the activities of the various organisations active in the provision of steel construction products and
services with respect to this strategy. The Committee also undertakes to engage with relevant
NGOs to seek their input to the development and delivery of the strategy. As the body responsible
for implementing the strategy, the Committee will continue to review its constitution and terms of
reference to meet the needs of the evolving sustainability agenda and has undertaken to review
and report the progress towards the agreed sustainability objectives of the sector on an annual
basis. Three initial actions have been identified as requirements.
Review of ongoing initiatives
In the development of this strategy, existing initiatives have been reviewed and a list prepared of
those that make the most significant contribution to sustainable construction.This list will be
reviewed and updated on an annual basis for continuing relevance to the sustainability agenda.
Any gaps, necessary changes of direction and follow up initiatives will be identified and promoted
according to the priorities at that time.
Measurement of awareness
The sector already uses market research to gauge the attitudes of clients and designers to steel
construction. This methodology is being extended to measure how the sustainability message
is appreciated, interpreted and implemented. For example, the spread of the recyclability message
will be monitored. Furthermore, the sector is undertaking a survey of client attitudes to sustainable
construction and the sector needs to respond. All these measures will be reviewed by the SCSSC.
32
Development of measurable targets

The need to measure and report improvement in performance is understood but at present the
sector does not have sufficient data or a monitoring system in place. Specific objectives need to
be established and monitored. Over the year following the formal launch of this strategy, the
SCSSC will be developing Key Performance Indicators for Sustainable Steel Construction. In line
with other relevant initiatives, the structure for these KPIs has been established and pilot
questionnaires for steel producers, steelwork contractors, clients and designers will be used to
gather data to benchmark the sustainability performance of the sector in ten areas as set out in
the following table.
These KPIs will be used to measure progress achieved in the implementation of this strategy and
will help to set and prioritise new objectives for the sector as the sustainability agenda evolves
and the performance of the sector is better understood.
Plashet School Footbridge,

Newham London
Structural engineer - Techniker Ltd
This 67m long steel footbridge
links the two sides of Plashet
School across a busy London road.
The project was short-listed for
the Prime Ministers Award for
Better Public Building.
33
Topics to be surveyed for use in benchmarking KPIs for Sustainable Steel Construction
Objective
To ensure the sector's

economic health
To create a safe and

healthy working
environment
To undertake appropriate
training
To adopt sound
environmental
management
Topics for steel producers
Topics for Steelw ork

Contractors
Size (turnover, employment and

tonnage)
Size (turnover, employment

and tonnage)
Investment in fixed assets
Investment in fixed assets
Taxes paid
Taxes paid
Success in terms of client

satisfaction
Success in terms of client

satisfaction
Health & safety management

system
Health & safety management

system
RIDDOR statistics
RIDDOR statistics
Employee care
Employee care
Local community relations
Local community relations
Training expenditure
Training expenditure
IIP accreditation
IIP accreditation
Equal opportunities policy
Equal opportunities policy
Ethical trading policy
Ethical trading policy
Environmental management
system
Environmental impact
assessments
VOCs statistics
To minimise energy use

and carbon dioxide
emissions
To use resources
efficiently
To select suppliers with

sustainable policies
Environmental impact
assessments
Contractors with OHSAS

18001 accreditation
Contractors with IIP

accreditation
Contractors with BS EN ISO

14001 accreditation
VOCs statistics
Spill records
Total energy use
Vehicle fuel usage

Steelwork load sizes delivered
Greenhouse gas emissions

(Kyoto 6)
Electricity usage
Heating fuel demand
Effect of structural form on

operational energy
Appreciation of recyclability
Total waste
Solid waste disposal
Proportion of residual material

reused/recycled
Scrap steel recycled from

works
Effect of prefabrication on
sustainability
Water used
Control of scrap steel arising

on site
Uptake of best practice for

adaptable/flexible design
Water recycled
Adoption of corporate social

responsibility policy
Adoption of sustainability
policy for business
Monitoring of targets
Adoption of sustainability
policies for development and
d e si g n
Community involvement
Community involvement
Partnering opportunities
Partnering opportunities
Use of partnering
Requirement for suppliers with

policies
Requirement for suppliers with

policies
Extent of supplier engagement
Extent of supplier engagement
To promote the selection

of responsible steelwork
contractors
Not Applicable
To facilitate the thorough

exchange of information
and ideas about
sustainability
Information exchange about

sustainability issues on
projects
34
Effect of structural form on

whole life return
Environmental management
system
Specific energy use
Compliance with water

emission limits
To encourage the
adoption of sustainable
objectives
Topics for Clients and

Designers
RQSC accreditation
Quality management system
Information exchange about

sustainability issues on
projects
Effect of UK preference on
sustainability
Effect of material selection on
sustainability
Ranking of contractor using
credentials
Use of RQSC
Contractors with BS EN ISO
9001 credentials
Information availability
Discussion of criteria for
specific projects
Concluding remarks
Concluding remarks
The strategy set out in this document has been developed to promote action towards more
sustainable development both within the Steel Construction Sector and as part of the wider
construction industry.
Implementation of this strategy, throughout the supply chain, will produce a modern, efficient and
viable industry responsive to the demands of its stakeholders and the evolving demands of
sustainable development. Beneficiaries will include all parts of the sector and owners and users of
buildings.
The strategy demonstrates the commitment of the sector to become more sustainable and the
partners look forward to working together with all parts of the supply chain to deliver more sustainable
construction for the benefit of all.
National Maritime Museum, London

Architect - BDP/ Mather Architects
The impressive atrium steelwork
ensures an extended life for the
buildings that surround it in a way
that reduces the operational energy
use of the whole complex.
35
References
References
[1]
[2]
[3]
[4]
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36
DETR, A Better Quality of Life a Strategy for Sustainable Development for the UK, May
1999.
DETR, Building a Better Quality of Life, April 2000
Towards Sustainability - A Strategy for the Construction Industry, Sustainable Construction
Task Group/Construction Confederation, June 2000.
Holliday,C and Pepper, J., Sustainability through the market: Seven keys to success,
World Business Council for Sustainable Development, 2001.
Society, sustainability and civil engineering A strategy and action plan 2002-2003,
Institution of Civil Engineers, 2002
Latham, M., Constructing The Team, Final Report of the Government / Industry Review of
Procurement and Contractual Arrangements In The UK Construction Industry HMSO,
London, 1994.
Egan, J., Rethinking Construction, The report of the Construction Task Force to the Deputy
Prime Minister, John Prescott, on the scope for improving the quality and efficiency of UK
construction DETR, London, 1998.
Rethinking Construction website (www.m4i.org.uk)
Ley, J., Sansom, M. and Kwan, A. (2002): Material flow analysis of the UK steel
construction sector. Conference proceedings from steel in sustainable construction: IISI
World Conference 2002, Luxembourg. 259-266.
Sectoral sustainable development strategies: self assessment guide, UK Sustainable
Development Commission, May 2002
Metskill (www.metskill.org.uk)
SteelCal (www.steelcal.org)
DTLR, Conservation of Fuel and Power, Approved document L1, The Stationery Office,
2001
Environmental Designs in Steel: Guide to thermal capacity in buildings, Corus
BS EN ISO 14001: 1996. Environmental management systems. Specification with
guidance for use.
New Steel Construction, Mar/Apr 2001, Vol 9 No 2, p 19
Steelbiz (www.steelbiz.org)
BS EN ISO 14040: 1997. Environmental management Life cycle assessment
Principles and frame work.
BCSA Partnering Report
Quality management systems. Requirements
Environmental management systems. Specification with guidance for use
Occupational health and safety management systems. Specification.
Corus Environmental Report, 2000
Appendix - A more efficient supply chain
Appendix A more efficient supply chain

Supply chain issues need to be addressed in the context of sustainability. The main supplier of
steel to the UK construction industry is the Corus Group, which is proactive in its approach to
sustainability. Some elements of Corus contribution to sustainable development are outlined
below, though it is recognised, within the company, that ongoing improvements must take account
of social, environmental and economic factors to further develop its contribution. Corus is registered
on the Dow Jones sustainability index.
Economic issues
Contribution to the UK economy
l
The company provides direct employment for 26,500 people in the UK and economic
well-being to various stakeholders (e.g. the nation, local communities, shareholders,
suppliers and others) via its contribution to GNP, foreign currency earnings, taxes,
purchases, etc.
The company supplies products and services to its customers on a low cost platform,
which enables them to compete effectively within their own markets.
Investment for the future

l
A significant proportion of company expenditure is invested in new product and

process development that aims to improve the cost effectiveness of the companys
products, across the whole life cycle. Total R&D budget for 2001 was 66 million.
Total capital investment, for the steel business, amounted to 126 million in 2001.
Social issues
Commitment to health and safety
l
The company is committed to setting and maintaining high standards of health and
safety for its employees and its neighbouring communities by a range of measures,
including: promoting safe behaviour, health and well being, measuring performance
and improvement and fully involving managers, employees, contractors and local
groups.
Training and development of the workforce

l
Company employees are highly valued and much emphasis is placed on training
and development. In 2001 the total training investment was 55 million, providing an
average of 11 days of training per employee.
Over 50% of the company businesses have obtained accreditation to the Investor in
People (IiP) scheme.
Involvement with local communities

l
The company believes it is an integral part of the communities in which it operates

and is committed to making a positive social contribution by providing charitable
donations, finance and/or facilities for play areas, sports clubs, nature trails, heritage
sites, etc.
37
It is active in supporting education, working with schools, universities and other

academic institutions. The company operates a range of activities from providing
advice and resources for teaching, to actual classroom support.
As the UK steel industry has been restructured, the company has tackled the
consequences through its subsidiary, UK Steel Enterprise Ltd, which was established
solely to create jobs for redundant steelworkers and to re-energise the communities
which have been affected.
Environmental issues
Commitment to the environment
l
There is a company environmental policy which commits the business to

environmental care and protection by minimising the impact of its operations and its
products, through the adoption of sustainable practices and through continuous
improvement in environmental performance, with over 230mpa being spent on
environmental improvement. This includes optimising the use of natural resources
(by minimising inputs of raw materials and energy), reducing emissions to air and
water, minimising solid waste arisings and controlling noise to acceptable levels
from both new developments and existing sites.
The company supports the regeneration of former manufacturing sites; e.g. the former
Ravenscraig steelworks will become one of the most important regeneration projects
in Europe, potentially creating 12,000 new jobs.
Certification of environmental management systems

l
Over 60% of the manufacturing sites have been certified by independent verifiers to
the international environmental management standard, ISO 14001, thus ensuring
continual improvement in environmental performance.
All major suppliers and contractors are to be audited by the end of 2002 to establish
their environmental credentials, in accordance with ISO 14001 (or equivalent).

l
The energy used in steel-making has been reduced by 40% since 1970 and a further
energy reduction programme is in place to reduce total energy consumption by
10%, at UK sites, before 2010 (as compared to 1997).
All steel products contain significant quantities of recycled material, ranging from
typically 20% for blast furnace route steel to almost 100% for electric arc furnace
route steel.
In recent years, techniques have been developed to process and recover many other
materials and a high level of recycling and reuse of process residues and by-products
is achieved at all plants. This includes the use of blast furnace and electric arc slags
for civil engineering applications.
Stakeholder engagement
External partnerships
l
38
The company is a leading supplier to many of the most demanding customers

around the world. It pursues a wide portfolio of R&D projects to deliver market-driven
cost effective solutions to these customers.
The company is involved with several UK initiatives including the City of Tomorrow
project to help planners, architects and the construction industry to improve urban
sustainability.
Customer information provision

l
Advice is provided to designers in order to help minimise the use of scarce natural
resources, whilst maximising the potential of low energy, recyclable products.
The company acknowledges that life-cycle assessment (LCA) is an important tool
for sustainable development and, in conjunction with the IISI, provides reliable and
transparent life-cycle data on a wide range of steel products.
Transparent reporting
l
The company is committed to reporting all aspects of economic, social and

environmental issues. It communicates widely, both internally and externally, through
its Annual Report and Accounts and its Corporate Environment Report.
39
Metal Cladding & Roofing Manufacturers Association (MCRMA)

The membership of MCRMA comprises 28 companies who manufacture and market metal roof
and wall cladding systems and components in the United Kingdom. They produce around 65% of
the total volume (by weight) of all metal roof, floor and wall sheeting manufactured in the United
Kingdom. The metal cladding and roofing sector has embraced the philosophy that underpins
sustainable development and is committed to its fundamental principles.
All members of the MCRMA are committed to increasing the use of factory-produced systems so
reducing the amount of site-applied trades and associated problems. They are engaged constantly
in the improvement of product efficiency and increasing the benefits of the sectors products to
the customer. A continuous programme of investment in plant and machinery is operated by all
members; many of whom over the last few years have invested hugely in the installation of large
continuous operating lines.
The Association is at the forefront of arranging training and skill enhancement for the employees
of its member companies. Courses are organised with the help and expertise of the Construction
Industry Training Board.
The MCRMA is especially cognisant of health and safety issues and recognise the difficulties
inherent in being a product provider in what can often be a high-risk area of construction. This
Association has responded to this and has worked with the Health and Safety Executive over a
number of years to introduce working procedures which
reduce the accident level in the industry. Safe working practices in the manufacturing facilities of
it members is also a high priority.
As a member of the Construction Products Association, MCRMA has been involved in the
development of key performance indicators; information on this has been circulated amongst the
membership.
On the 1st April 2002, Building Regulation Approved Document L For the Conservation of Fuel and
Power in Buildings came into force. MCRMA has worked for the last two years to produce
Guidance for the design of metal roofing and cladding to comply with Approved Document L2:
2001. These guidance notes are listed as an Approved Document with the Regulation and are
designed to ensure compliance with the result that emissions from buildings other than dwellings
are reduced to comply with Government requirements.
The MCRMA manufactures products which are often inherently recyclable and reusable. In the
composite panel industry, panel off-cuts are regularly sold into the agricultural sector for the
purpose of animal husbandry and a thriving industry exists in the UK recycling industrial panelling
into the agricultural industry.
All MCRMA members subscribe to equal opportunities legislation.
40
Reusable steel piles

Concerns about the reuse of brownfield sites which are in some way affected by their former use
highlights the need to ensure that substructures are not left in the ground to hinder future
development. Steel sheet piles have been used in temporary works for a number of years, over
which time a range of successful techniques for their extraction using readily available equipment
have been developed. The economic value placed on scrap steel, or the opportunity for reuse of
steel substructure components, makes extraction economically viable. Piles which have been in
service for over 25 years or more have been extracted and found to be in almost as new condition
and reused elsewhere. The market for second-hand piling has been well developed over the
years; especially for sheet piles used in temporary works, but also for those used in longer term
projects. These sheet steel piles were found during reclamation work at an old steelworks in
Manchester. The piles had been buried for 40 years. After extraction, ultra sonic tests found that
the thickness of steel had varied very little from the nominal manufactured thickness and the piles
were good enough to reuse in construction work at Widnes rugby ground.
41

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This document sets out a sustainable development strategy for the Steel Construction Sector.

Statement by Roger Plank, Corus Professor of Architecture/Structural Engineering,

Sustainable construction is achievable only when the industry can make

Maintenance of high and stable levels of economic growth and employment;

Social progress which recognises the needs of everyone;

Effective protection of the environment;

Prudent use of resources.

A review of progress made by the sector has demonstrated that:

Steel construction is efficient, competitive and makes a significant contribution to

The adoption of environmental reporting;

Increase the appreciation of recyclability;

Improve the selection of responsible contractors.

Developing products that meet the markets ambitions for sustainability;

Making re-use of steel components more practical;

Engaging in dialogue with Government and other stakeholders.

Reviewing the effectiveness of ongoing initiatives that support sustainability in the

Maintenance of high and stable levels of economic growth and employment;

Social progress which recognises the needs of everyone;

Effective protection of the environment;

Prudent use of resources.

To gain the commitment of organisational leaders within the sector, to accept

The Magna Centre, Rotherham

The business case for sustainable construction

The Steel Construction Sector

The Steel Construction Sector

the structure including the frame and metal floor decking;

the envelope including roofing and wall cladding;

substructures including foundations and sheet piling;

internal fit-out including wall partitions and service ducting;

furnishings, fittings and finishes.

manufacture, design and delivery of constructional steel products and components;

fabrication and assembly of steel components and systems;

end-of-life processes including dismantling of buildings and structures and recycling

The Steel Construction Sector

The Steel Construction Sector

energy consumption and associated greenhouse gas emissions;

Arup Campus, Blythe Valley Park, West

Towards Sustainability: The journey so far

Maintaining high and stable levels of economic growth and employment

Royal Northern College of Music,

Social progress that recognises the needs of everyone

Health and safety

Murray Grove Housing

Computer numerically controlled

Effective protection of the environment

Environmental management systems

Paints and coatings

Wessex Water Operations Centre,

Prudent use of natural resources

Material efficiency and recycling

Reusing steel products

Brownfield land redevelopment

2000 Olympics Aquatic Centre, Sydney, Australia

A Sustainable Future: The way forward

Existing initiatives that should be extended or enhanced as part of the sectors

Murray Grove Housing, Hackney, London

Research and development projects undertaken by the sector;

Best practice initiatives for steelwork contractors and product manufacturers;

Dissemination of design guidance through education and CPD.

Maintaining high and stable levels of economic growth and employment

Improved use of e-working (BRE/BCSA METIS Project);

Social progress that recognises the needs of everyone

SCI in-house CPD seminars for architects and engineers;