Although already one of the leading industries for numbers of apprenticeships, greater emphasis must be placed on diversification of the workforce and Modern Methods of Construction (MMC).
This is significantly out of range for any of the prospects for renewables until 2050, largely because they are very dispersed, dilute energy sources.Despite building renewables in windy and sunny places, and combining them to increase the capacity factors, there’s still a cost to transport those fuels around the world, leading to high prices.
In contrast, with advanced heat sources, it’s possible to move into a shipyard based manufacturing environment to make offshore production platforms.These large, floating platforms are akin to what the oil and gas industries use today, and would enable us to achieve extremely low costs..In essence, the proposed model here is the same as for repowering coal.
We need to figure out how to make highly productive, manufactured products, in highly automated environments.Ultimately, this would create the opportunity to move away from electricity generation, which is tethered to a transmission system and the electricity market, towards a commodities based system, focused around the production of a product which can be stored, transported and exported to global markets.
This is how we can free up siting opportunities, and enable very scalable, offshore siting to really come into its own.. We should also be looking to appropropriate some of the existing petrochemical supply chain, adopting its relevant skills, and the existing oil and gas infrastructure, and moving these elements into a better space.
We’ll make the adoption of new, clean fuels much more likely if we create drop-in, substitute fuels that can be produced at a comparable cost, with the same performance, as the fuels we use today, and then distribute them through the existing supply chain infrastructure.. Reducing risk as we decarbonise.The answer is not to try to design the impossible but to help to re-structure the whole value chain..
The idea of analysing the value landscape may not occur to most architects, designers or project managers; being more comfortable in focusing on the asset, the aesthetics, the technical details or the physical deliverables.However, without this context there is an inevitability that the true opportunity for value delivery will never be achieved.. Our Design to Value book, gives many examples where a multitude of stakeholders are brought into the arena of problem definition, problem solving, and design.
When this happens not only are exquisite solutions found, but there is positive change enacted through the engagement itself..Professor John Dyson spent more than 25 years at GlaxoSmithKline, eventually ending his career as VP, Head of Capital Strategy and Design, where he focussed on developing a long-term strategic approach to asset management..