redesign report by hnyan

Tutor: Tong Wang Group 1

AR2R036 Re-design: Complex Redevelopment Projects 2020/2021 Management in the Built Environment, Delft University of Technology

Ilse van Milaan, Krystof Kratochvil, Hannah Yan Alexandra de la Vega, Steven Donkers

Zuidplein Circular Hart van Zuid, Rotterdam

ZUIDPLEIN CIRCULAR redesign proposal shopping centre Zuidplein

Redesign Proposal Complex redevelopment projects

Zuidplein Circular Hart van Zuid, Rotterdam

Group 1 Ilse van Milaan (4445740) Krystof Kratochvil (5357462) Hannah Yan (5320607) Alexandra de la Vega (5223318) Steven Donkers (5248965)

Redesign: Complex redevelopment projects AR2R036 Tong Wang April 16, 2021

“Circular economy is an economy constructed from societal production-consumption systems that maximise the service produced from the linear nature-society-nature material and energy throughput flow. This is done by using cyclical materials flows, renewable energy sources, and cascading-type energy flows” Korhonen et al., 2017, p. 39

Redesign Proposal Complex redevelopment projects

Zuidplein Circular Hart van Zuid

Table of contents Abstract

Introduction

Circular aim

Construction in EU Member States

Definition of main concepts

Case description

Problem statement

Event case study

Redesign proposal

Product level

Process level

Risk analysis and mitigation plan

Conclusion and discussion

References

Apendix

Figure 1: Hart van Zuid area (Hartvanzuid.nl, n.d.)

Redesign Proposal Complex redevelopment projects

Zuidplein Circular Hart van Zuid, Rotterdam

Abstract In this paper, a redesign proposal is developed for the shopping centre Zuidplein, located in Hart van Zuid Rotterdam. Literature reviews and primary sources such as interviews with key stakeholders were used to classify the challenges. Social and environmental sustainability issues in the region were identified through event case studies and SWOT analysis. The redesign proposal aims to provide solutions to these issues by implementing circularity. The Zuidplein shopping centre could be a pilot project integrating circularity into commercial buildings that seek to supplement Hart van Zuid’s core social goals.

The proposal focuses on two pillars from the “7 pillars of the circular economy” - materials and human culture and society. A plan of action is developed at both the product and process level. Innovative solutions implement circularity during the planning phase, design phase, execution phase and operational phase too. Thereby, three new parties will be introduced: investor for circularity, circular expert, and waste manager. Both levels are assessed and evaluated by a risk analysis at the end.

Keywords: Rotterdam, Hart van Zuid, redesign, shopping centre, circularity, social sustainability

Map 1: Connections within Hart van Zuid area (Hartvanzuid.nl, n.d.)

Redesign Proposal Complex redevelopment projects

Zuidplein Circular Hart van Zuid, Rotterdam

Introduction Rotterdam South deals with socio-economic issues, including criminality, inadequate school performance, high unemployment, and poor-quality housing (Dol et al., 2019). Hart van Zuid (HvZ) is a complex urban redevelopment project located at the centre of Rotterdam South, which aims to strengthen the neighbourhood profile, enhance outdoor space, and establish a popular location for Rotterdam South. This redesign proposal focuses on the shopping centre Zuiplein and its relationship with the entire Hart van Zuid area. The Zuidplein shopping centre is facing several social issues, including safety concerns and changes in customer behaviour. The rise of e-commerce is putting even more pressure on the shopping centre. It results in severe changes in indoor vibrancy (Deloitte, 2020). Furthermore, the current sustainable goals of the shopping centre have become obsolete due to low sustainability standards. Therefore, this redesign proposal seeks to provide solutions to the environmental and social sustainability issues identified. The research question is formulated:

Figure 2 shows the methodology of this proposal. First, the main concept of circularity including social sustainability, circular economy, and circular procurement will be described and defined. Secondly, the case of Zuidplein and the problems will be further characterized through SWOT analysis. Subsequently, lessons learned from the event case studies will be specified and used in the implementation plan. The final product reflects the social and environmental goals. Circularity is used as a tool for the redesign process to achieve these goals. Both levels are assessed and evaluated by a risk analysis at the end. The redesign proposal strives to solve the problems that are described in the case description.

‘How does the integration of circularity to the shopping centre Zuidplein contribute to the social and environmental goals of the Hart van Zuid area?’

Figure 2: Methodology of the redesign proposal (own illustration)

Redesign Proposal Complex redevelopment projects

Zuidplein Circular Hart van Zuid, Rotterdam

Circular aim Before introducing the redesign proposal, the background of the circular economy in the EU and the main concepts used will be described.

Construction in EU member states The EU is increasingly focussing and stimulating circularity mainly through the EU Waste Framework directive and Europe’s circular economy agenda. However, the current situation of the Netherlands regarding minerals policy, regulatory framework and other relevant legislation is that they are not as elaborate as in other EU member states (EU science hub, 2016).

Moreover, circular procurement is defined as follows:

“Circular procurement can be defined as the process by which public authorities purchase works, goods or services that seek to contribute to closed energy and material loops within supply chains, whilst minimising, and in the best case avoiding, negative environmental impacts and waste creation across their whole life-cycle“ (European Union, 2017, p. 5). For its implementation, figure 3 shows the three types of models that need to be followed. Figure 3: Circular procurement models (European Union, 2017)

Definition of main concepts For understanding the concept of circular procurement, first, a definition for a circular economy (CE) is given:

This approach was chosen because the characteristics of building circularity allow its achievement in all sustainable aspects, including social, economic, and environmental (Korhonen et al., 2017). Since Zuidplein is becoming a future centre of Hart van Zuid (Gemeente Rotterdam, 2011), the social sustainable benefit of circularity is the leading focus of this re-design proposal. Circular construction can be regarded as a tool that benefits all people who visit the shopping centre. The concept of social sustainability is defined by Vallance et al. (2011) as a threefold scheme comprising: a) development sustainability: concerned with meeting

basic needs, the creation of social capital, equity, and so on, b) bridge sustainability: focused on building better bridges, or connections, between people and the biophysical environment, and c) maintenance sustainability: refers to the preservation and acceptance of socio-cultural characteristics and how people live.

Redesign Proposal Complex redevelopment projects

Zuidplein Circular Hart van Zuid, Rotterdam

Case description The shopping centre Zuidplein is a part of the Hart van Zuid complex redevelopment project. The Hart van Zuid project is located in Rotterdam-Zuid. This is a southern part of the city with over 200,000 inhabitants (Gemeente Rotterdam, 2011). The area development includes expansion of Ahoy, construction of a swimming pool, theatre, and library (Heijmans, n.d.). The project is being executed by the municipality in a public-private partnership with Heijmans and Ballast Nedam (Heijmans, n.d.; Heijmans, Ballast Nedam & Gemeente Rotterdam, n.d.). The Zuidplein shopping centre was built in 1972 as one of the first large, covered shopping malls following the American example (Hart van Zuid Rotterdam, 2018a). With all its facilities the Zuidplein shopping centre is the largest covered shopping centre in the Netherlands (Hart van Zuid Rotterdam, 2018b). According to the current plan, it is expected that the makeover and expansion of five thousand m2 of the shopping centre will be executed between the years

Stakeholders

Figure 4: Artist impression. (TomDavid Architecten, n.d.) Figure 5: Current situation. (AD, n.d.) Figure 6: Thematic areas and aspects for social dimension within a circular economy. (Padilla-Rivera et al., 2020, p. 6)

2021-2022. The extension will include adding two supermarkets and various smaller retailers, creating a new entrance, and constructing over two hundred parking spaces. (Ballast Nedam, 2021). Social sustainability is crucial for a place like a shopping centre. According to Figure 6, the literature shows the social dimension of circular economy can be categorised into labour practices and decent work, human rights, society, and product responsibility (PadillaRivera et al., 2020, p.6). These aspects are indeed the weak points of Hart van Zuid in its sustainable social development. The living environment, social and safety goals of Hart van Zuid (Gemeente Rotterdam, 2011) suggest the combination of green and people’s well-being. The social benefit not only lies in the project scope but also benefits all stakeholders involved. Table 3 shows the potential social benefit of existing stakeholders in the shopping centre.

Social Benefits

Municipality of Rotterdam

Increased awareness of different user group, obtain reputation, public finance saving.

Heijmans and Ballast Nedam

Improvement in corporate social standing, improvement in asset management, stability of tenancy and service provision.

Owner of the shopping centre

Improvement in corporate social standing, stability of tenancy, skill development, improvement in asset management.

Sub-contractors

Skill development, efficient service provision and related savings.

Investors

Regular income, Improvement incorporates social standing.

Residents

Improvement in well-being, health, and social inclusion.

Entrepreneurs

Improvement in well-being, social inclusion, obtain friendly start-up environment, stability of tenancy.

Table 1: Social benefit for the circular economy in terms of each stakeholder. (own table based on Zero Waste Scotland, 2018)

Redesign Proposal Complex redevelopment projects

Zuidplein Circular Hart van Zuid, Rotterdam

Problem statement The shopping centre plays a central role within the Hart van Zuid area (Gemeente Rotterdam, 2011). Therefore, it is necessary to address its issues during the renovation. In the coming years, the area will continue dealing with social issues. Thereby, the development of social sustainability and circularity is increasingly relevant. A challenge for Zuidplein is safety. Over the years, security has been increased (Stadskrant Rotterdam, 2007), but concerns remain today, especially in the evenings. It follows from interviews with some stakeholders (e.g., van der Meulen, personal communication, February 15, 2021) who mention that the shopping centre and the surrounding area is completely abandoned after seven o’clock when the shops close and the people moving around do not feel safe. Previous research (e.g., van der Meulen, 2021) shows that both static changes and deep structural adjustments are needed to strengthen security (Deloitte, 2020), as well as its openness towards the rest of the area (van der Meulen, 2021). Shopping centres have been facing changes in customers behaviour for many years, but the major hit came with the coronavirus pandemic. The most significant issue we can point at is the rise of e-commerce. Before the pandemic, mall foot traffic was already falling (Deloitte, 2020). According to research from Deloitte (2020), 78% of consumers expect online shopping to become more popular post-COVID-19, whereby 58% of consumers expect enclosed-mall shopping to become less popular after the pandemic. Retailers and mall owners must rethink their strategy.

Another topic is the role a shopping centre plays within its location. The survey conducted by Deloitte (2020) showed that most customers increasingly prefer one-stopshop destinations for daily essentials. They find them more convenient than enclosed centres. In this regard, two areas need to be addressed. The first is the locality. Services and products that do not travel worldwide but local should appear in the mall offerings. This type of service promotes social and environmental sustainability. The second way to attract people is related to a general change in customer behaviour. Younger generations value access to functionality over ownership and demonstrate a clear and growing preference for experiences over the acquisition of “stuff” (Kearney, 2020). This shift also contributes to the decrease in foot traffic. The study by Deloitte (2020) suggests several steps on how to combat this shift. In the creation of shopping centres strategies, they are recommended to focus on mixeduse spaces. Shopping centres that manage to diversify their business and offer more entertainment to their customers become more resilient (Deloitte, 2020). One of the interviews with stakeholders showed that compared to the original contract more emphasis is now placed on environmental sustainability (W. van de Braak, personal communication, February 15, 2021). Nevertheless, these changes need to be thoughtfully planned, so it is necessary to learn from already completed projects in Hart van Zuid, such as the swimming pool, where sustainability was addressed3 only during construction (R. van Ombergen, personal communication, February 15, 2021).

Strengths -

Weaknesses

Size (the biggest in the Netherlands) Large user base Connection to the transport network Many job opportunities The current structure can be reused (circularity) Diversification of revenue generation

Opportunities -

Less focus on sustainability Low recognition The mall doesn’t relate to the surroundings. The routes inside the shopping centre are not always evident. After the closing of the shops, it feels unsafe. The big structure breaks up the fabric of the urban tissue (lack of human scale) Too many stakeholders involved. Hardly recognisable entrances

Threats

Vibrant location E-shopping trend Policy support for sustainable development Changing the role of the mall (diversify functions)

Safety concerns Shrinking retail economy E-commerce

Table 2: SWOT analysis for the shopping centre Zuidplein. (own table)

Environmental sustainability has become part of public awareness. According to Blake et al. (2015), customer preferences may reflect the focus on sustainability to some degree. Therefore, elements of the circular economy can help the shopping centre to be more resilient in the future (Blake et al., 2015). A SWOT analysis (table 2) is conducted to gain more knowledge about the current situation main problems and the strengths and opportunities that the redesign proposal needs to consider. Analysis results show some aspects affecting the socially sustainable credentials of the area. For example, the fact that shopping centre Zuidplein is a large structure and

has a negative effect on the human scale at the Hart van Zuid area. Furthermore, the shopping centre has a lower focus on sustainability. However, some strengths and opportunities could give solutions to the main issues. For instance, the main structure can be reused, and the job opportunities that the redevelopment of the shopping centre could bring. The mentioned ideas could bring back the liveability to the Hart van Zuid area in the circularity implementation in its redevelopment. The situation of Hart van Zuid is subject to time. Many changes can occur during the development. Events Cases are studied to have a comprehensive understanding of complex projects and learn lessons to redesign.

Redesign Proposal Complex redevelopment projects

Zuidplein Circular Hart van Zuid, Rotterdam

Even case study The group members studied different events that may occur during the development of Hart van Zuid. Table 3 shows the most crucial outcome of each event case study. Event case study shows that the alternative public financing instrument and Total Cost of Ownership can be seen as financial support to circularity. Also, to achieve circularity, the project needs to redefine the goals and create new circular programs. Regarding Event case topic

Redesign proposal social sustainability, public participation and transparency contribute to both project success and the well-being of the actors involved. With the assistance of a well-designed brief and contract, public involvement can be legally guaranteed. Therefore, two main focuses: circularity and social sustainability can be further confirmed.

Description

Alternative public financing instruments

Ilse van Milaan (2021) focused on London Docklands, she concluded that Dutch local authorities could try and experiment with external alternative public financing instruments. Alternative financing instruments such as DBFM/Concession Light, Crowdfunding, Urban Development Trusts, Business Improvement Districts, and Urban Reparcelling. Through partnerships with the local business community and civil society organisations, they can promote urban development.

Public participation

Krystof Kratochvil (2021) studies Mexico City New International Airport. He noted that: In all cases, the search for an ideal place to expand air transport capacity in Mexico City proceeded without much regard for the environment and the opinion of the locals. Protests and escalated situations resulted in scrapping projects and required billions of dollars. The lesson learned from this case is that participation and transparency are crucial for a successful project. Also, the public deserves to be informed about events happening in their neighbourhood, and it is necessary to consider public opinion and treat it well in project development.

Application of Total Cost Ownership

Hannah Yan (2021) researched the influence of the Total Cost Ownership (TCO) in Brummen Town Hall. Using a TCO approach in the built environment means that the cost of the entire building lifecycle will be considered, including the cost of construction, maintenance, operation, etc. The lesson learned is that a circular building (circular economy) can well combine the finance and sustainable aspects under TCO.

Partnership divorce

Alexandra de la Vega (2021) focused on the topic of partnership divorce in the International Airport at Chinchero case. During the briefing process, the country did not count on an institution to consider sustainability issues when this kind of infrastructure project was arranged. Therefore, the lack of such an institution led to designing the brief without considering and balancing all stakeholders’ interests. The lack of public participation allowed basing the decision-making only on political criteria and provided conditions in which several forms of corruption could happen, for example, favouritism or conflict of interest. The lessons learned from this case include the importance of a well-designed brief and a thought-through contract.

Changing program of requirements during the process

Steven Donkers (2021) studies the process evaluation of the Stedelijk Museum in Amsterdam. During the process, the client was unsatisfied with the cost of the project as the clients were unable to finance the large cost. The solution to this situation was to hold an intervention. In this situation, it is important to redefine the goals and create a new program of requirements based on those goals. To limit sunk cost a committee can be created that objectively decides what elements of the previous contract (in this case the architect) can be retained and what must be erased.

Table 3: Event case description (own table)

The following chapter describes the redesign proposal of the Zuidplein shopping centre based on circularity. This proposal aims to promote the use of circular strategies within the built environment in the Netherlands as well as promote the benefits and lessons from the circular economy applied to the industry. The goal is to add to the integration of the circular economy within the construction sector in the Netherlands. This escalation can be achieved through knowledge and experience sharing during the whole development process and the use phase of the shopping centre. The product level and the process level of this redesign proposal will be introduced in the following chapters:

Product level Some concepts can be used to accomplish a circular approach to a construction project. This proposal uses two of the “7 pillars of the circular economy” from Kubbinga et al. (2018). This approach is based on the optimal use of resources for materials, energy, and water, while maintaining

the positive impact on biodiversity, culture and society, health and well-being and the creation of multiple forms of value. Due to limited time and length, the paper will focus on the two pillars ‘materials’ and ‘human culture and society (Figure 7). Ultimately, the most significant advantages of a circular economy are the expenditure of the building lifespan and the reuse of higher-quality components and raw materials (Drift & Metabolic, 2018). Most building materials in the province of Zuid Holland are not reused or are reused only at a low level (Drift & Metabolic, 2018). Thereby, the development of a circular economy is not entirely dependent on technical innovation. In this transformation, the socio-economic side, as well as the social and cultural influence, are critical (Drift & Metabolic, 2018). In a circular economy, all activities happening within the limits of the earth carrying capacity, while ensuring that certain minimum social conditions are met (Raworth, 2017). In an ideal circular economy, economic activities deliver social added value with abundance and diversity (Lodder et al., 2016).

Figure 7: Framework based on seven Pillars of the Circular Economy (Kubbinga et al., 2018)

Redesign Proposal Complex redevelopment projects

1. Materials The material cycles of a building must be closed as far as possible during its construction, use, and end-of-life periods. Kubbinga et al. (2018) established thirteen circular sub-strategies, divided over the four circular building strategies within the material impact category (Table 4).

1.1 Optimal material use A feasibility study will have to be carried out into the possibilities of minimising the surface area to be built/renovated within the set requirements. Then, there will have to be investigated opportunities of minimising the total amount of mass material within the set requirements (Kubbinga et al., 2018). Until now, buildings have rarely been designed with disassembly and reuse in mind. Circular buildings place additional demands on architects and contractors. The design, engineering and construction largely determine how flexible and futureproof the structure will be, but also how circular it will be (Vos, Oostra, & van Oppen, 2020)

1.2 Reutilisation of products In a circular economy, preference is given to the reuse of materials. Reuse refers to the materials used and components currently on the market also they do not need to be custom-made for construction (Vos et

Zuidplein Circular Hart van Zuid, Rotterdam

al., 2020). The aim is to reuse materials in the most effective way possible. The best method is to process the commodity that is more valuable than it was before. ‘Upcycling’ and ‘superuse’ are related principles. Favourably, these are processed in a modular way. They can be used again after the current life cycle while maintaining the original quality and complexity. Aside from technological and economic considerations, used products are subject to arbitrary appraisal in aesthetics and presentation terms. It must be carried out in cooperation with skilled architects and engineers.

1.3 Circular materials When building materials are released from buildings (after renovation or demolition) and reclaimed they may not be compliant with new revised technological building specifications, or they may not be comparable with improved, certified, and cheaper new products (Icibaci, 2019). If reused products are not sufficient, new materials must be used to achieve the required functionality. During the selection of new materials, renewability, toxicity, scarcity, and the effects on the environment and society must then be considered (Kubbing et al., 2018). Mineral products such as cement and concrete, steel and glass, stone, plaster, and aluminium currently dominate the construction industry. These goods are made from scarce raw materials and perform high in various

Table 4: Thirteen circular sub-strategies for material. (Kubbinga et al., 2018)

impact categories, including global warming, acidification, and ozone depletion (van Dam & van den Oever, 2012). The goal of this strategy is to maximise the number of renewable materials using recyclable and bio-based materials. The bio-based building makes use of renewable building materials. These are plantbased raw materials that absorb CO2 from the atmosphere by photosynthesis (van Dam & van den Oever, 2012). The most prominent example is timber and wood materials. There are renewable insulation materials on the market that can substitute glass, rock-wool and plastic insulation. The technological output of cellulose-based goods (flax, kenaf, hemp, cotton, etc.) is comparable (van Dam & van den Oever, 2012).

1.4 Knowledge development and sharing In a circular economy, information about the materials and components stored in buildings is critical (Drift & Metabolic, 2018). A material passport can enable future material reuse and recovery. Also, it brings a better understanding of the effect of bought materials and the current value and status of materials and components. Madaster can be used as a platform that acts as a public, online library of materials in the built environment. It registers and stores data based on the info provided by building owners about the amount and type of materials used in the construction. Zuidplein Circular thus has the opportunity to become a pioneer between commercial buildings. Circular economics is about sharing knowledge. The project can set an example that it can spread not only in Rotterdam but also in South Holland.

Case 1: Triodos Bank Reehorts (RAU Architects) To illustrate how materials can be applied circularly, an example of Triodos Bank Reehorts will be further examined and explained. According to the Architects, a circular building is a temporary assembly of products. As a result, the structure of the bank is held together by 165,312 screws. It can be disassembled at the end of its useful life. Components and materials are accurately documented for reuse in Madaster (Vos et al., 2020). Besides, the Triodos Bank office gives a sustainable and economic impulse to the surrounding area. The financial benefits of ecological and cultural-historical values cannot be estimated (Triodos, n.d.). The case study of Triodos bank (n.d.) elaborate on the success factors of the project. By setting a clear joint ambition from the start and striving together for the highest achievable result (BREEAM Outstanding), the project team was able to make integrated decisions. Years of planning and preparation preceded the moment when construction began. All choices made in the design phase were tested for their impact on life cycle cost (TCO) over 40 years, to promote the use of robust materials with low maintenance frequency and long-life cycles.

Figure 8: Triodos Bank Reehorst (Bert Rietberg, n.d.)

Redesign Proposal Complex redevelopment projects

2. Human Society and Culture Buildings can lead to the enhancement of the community and its diversity. These values need to be considered during the construction process, as well as during the procurement and supply of goods and the use phase. A well-designed mall will allow individuals to meet and help the users to organise themselves (Kubbinga et al. 2018).

2.1 Avoid the loss of unique cultures and social diversity The Hart van Zuid is based in Rotterdam South, a neighbourhood of over 200,000 residents of 169 different nationalities, including 85,000 young people. Rotterdam South’s comparatively young and enterprising demographic represents a huge opportunity (Gemeente Rotterdam, 2011). The design of the various shops and activities should keep the shopping centre accessible and affordable for current residents.

2.2 Facilitate shared amenities and services According to Deloitte (2021), shopping centres have the potential to become new destinations. The mall must become the community’s new gathering spot where shops can be blended with other compatible uses to provide guests with an immersive

Zuidplein Circular Hart van Zuid, Rotterdam

experience. A multi-purpose destination with a wide range of recreational opportunities as well as offices, shopping, and cultural facilities. It will have to offer activities throughout the day and evening so that safety is also guaranteed after closing time.

2.3 Knowledge development and sharing The design of the shopping centre can stimulate meeting and knowledge exchange. All residents deserve the chance to develop their skills and actively engage in society. Zuidplein can stimulate and organise the creation, sharing and accessibility of knowledge and stories. In various labs, for example, visitors can work together, learn, and try things out. Connections are made through programming. Programming is mainly developed in collaboration with partners and citizens.

Case 2: LocHal Tilburg (Civic Architects) LocHal houses a new type of hybrid library, in which visitors can not only view and borrow books, media, and evolving collections but also participate in the collaborative creation of new information (Civic Architects, n.d.). A programmed, motorised system allows textile fabrics reaching up to the roof to assume different positions to define spaces and improve acoustics. The redesigned and recently opened LocHal has become the beating heart of the railway zone in Tilburg.

The garden library was critical in the place-making process as it created a multi-purpose, accessible shared space within the undeveloped central city, reaffirming the library’s potential position as a meeting and exchange space. Thereby, the library collaborated with several parties in an intensive programme, including the police, social agencies, neighbourhood associations, and, most notably, the former railway workers’ union.

Figure 9: LocHal Tilburg (Civic Architects)

According to White (2020), the project’s success was dedicated to careful consideration of the users by reaching out to current customers and communities. To that end, the Kennismakerij, a temporary ‘garden library’ was created in the Spoorzone that existed until just before the LocHal’s opening. Table 5: Three circular sub-strategies for Human society and culture. (Kubbinga et al., 2018)

Redesign Proposal Complex redevelopment projects

Process Level The roadmap to a circular shopping mall To visualise the actions during the different phases of the process a roadmap is created. This will show the effects and relations between the different circular implementations. The phases are the same as in the traditional project life cycle (Figure 10).

Planning phase During this phase, clients must implement their desire for circularity to the main goals of the project. It also means that circularity must be included in the tender. To ensure that circularity is implemented into the project the way the client has envisioned it, the client can uphold these recommendations (BNA, 2019). The first recommendation is that the client must present a clear and detailed description of the concept of circularity. This formulation must support this kind of project. A transformation project demands a different set of circular solutions than a new developing project. The description must be shared with other stakeholders to create alignment. In the Hart van Zuid case, this recommendation should be implemented to meet the desired circularity degree. According to the Event case studies, it is relevant to hold an intervention at the moment the client changes its goals. During the intervention, this new formulation of circularity and its solutions should be used as a basis for the redesign.

Zuidplein Circular Hart van Zuid, Rotterdam

The second recommendation is to choose a procurement method in which the different stakeholders are cooperating intensively. In the current Hart van Zuid project, the various parties are already cooperating intensively with a DBFM contract (Ten Kate and Van den Braak, 2020). The third recommendation is to give the involved parties a proper amount of time to implement their expertise to the overall project. The fourth recommendation is to integrate sustainability as a whole and not focus on one aspect of circularity. Circularity is relatively new and still difficult to measure objectively. Therefore, a certain amount of caution is needed when setting goals. The fifth recommendation is to include maintenance in the procurement contract. To invite the parties, it might be a good idea to extend the term of the contract from 10 to 15 years. The current Hart van Zuid project is under a DBFM contract. In this contract, form maintenance is included. Other arrangements that have maintenance included are variants of the DB model with maintenance like DBM, DBFMO and DBFMOD (Het integrale platform, 2015). The sixth recommendation is to collaborate on equal terms with the other contractors. The last recommendation is for the client to be fully involved if the desired outcome is to be reached. Instead of focusing on traditional aspects of project development, such as time and budget, it is appropriate to focus on maintaining circular ambitions. In the Hart van Zuid case, this would mean that the municipality, Ballast Nedam and Heijmans must take a more active role in determining the project goals.

Figure 10: Roadmap to circularity (Own figure)

Redesign Proposal Complex redevelopment projects

Zuidplein Circular Hart van Zuid, Rotterdam

Design phase

•

To create a circular building the starting points mentioned before can be formed into four strategies. These strategies (table 6) are reduction, synergy, production, and management. These strategies are derived from seven base points of creating a circular economy and are hierarchical (DCBC, 2018). By applying these four strategies on the focus points of material and energy the circularity of the mall is increased. The focus will be placed on materials and human culture.

• •

Materials

The first design concept is to design with flexibility in mind. By implementing flexibility in the original design, the building can be transformed during its lifetime to a new purpose. It extends the lifespan of a build and thereby reduces the number of materials used for that project. The second design concept is to design with adaptability in mind. By implementing adaptability, the designer creates a design that can be changed according to the demand of the future. This new demand could arise from a change in the climate, weather, heat, and surroundings. By applying this concept, the building would not require a large transformation to meet the new standards thus saving materials. The third design concept is to design

To reduce the most of materials usage an investigation must be completed that shows the importance of the new construction. In this consideration, other sustainable solutions must be included, and the decision must contain an explanation that indicates that this was not an option. Secondly, the designer must consider the need for the total volume of the building and must be aware of the option to limit this volume (DCBC, 2018). Examples of this could be: •

Can the users take advantage of nearby facilities to reduce the amount of space? Can the multiple users share the available space (e.g., meeting rooms)?

•

Can the users work with new organisational concepts (e.g., flex workers)? Optimising the available space. Reducing the oversizing.

After the first steps, a conclusion can be made that a new building is necessary. If this is the case, the first strategy can be applied to reduce the number of materials used even further. Three design concepts are suggested for this purpose. These design concepts are originating from Table 4 in the previous chapter.

Reduction

The first step is to reduce the demand for products. Research has shown that this step has the largest impact on the reduction of resources. Also, many resources can be saved by having an intelligent design that optimises the amount of space.

Synergy

After the demand for resources is reduced by the first step. The second step is to use the wasted resources from the surrounding area. This relates to water management, heat management and the use of materials from demolished products.

Production

Only after exhausting the locally available resources can new resources be created. These new resources must be sustainably created, are created from reused sources, are locally fabricated and are created from ecological sources.

Management

The last step is to create a feedback loop to optimise the system. This should contain information about the change in the behaviour of the users and the demand for resources during the operational phase.

Table 6: Four strategies of circularity (DCBC, 2018)

a demountable building. A demountable building does not limit the number of materials used during the lifespan of the building, but it does make it relatively easy to reuse the elements.

Culture and society These two values are essential for the built environment, and buildings can positively influence diversity. It is crucial that in the design of a building not only materials are selected that have the lowest impact during its lifetime but also contribute to cultural heritage preservation. It is also relevant that space is created where functions can be located that mitigate the negative social impact (DCBC, 2018). As part of the redesign challenges, the aspect of materials, energy and culture and society and the corresponding design solution should be used as a basis from which the new design is created.

Execution phase The same four strategies are used to implement circularity in the execution phase of the process. The focus in the execution phase will focus on material reduction and the topic of culture and society. During the execution phase, the material cycle should be as close as possible to minimise waste production. It is a part of the first strategy reduction. It can be done by choosing an alternative technique to use a material (DCBC, 2018). An example of this is the 3D printing of concrete. Also, a different application of the material than in the traditional technique can reduce the number of materials needed to create the same element (Weber, 2018).

If the needed materials cannot be optimised further, the contractor should look for the materials in existing projects as part of the second step Synergy. The contractor should start looking for whole elements from other projects that can be reused. Examples of this are structural walls and roofs. Secondly, the contractor should look for components. Examples of this are windows, interior walls, and ceilings. In this process, the idea that the materials must be reused again after the completion of the new project should be integrated. It also means that demountable elements can be used instead of the traditional way of building with static alignments (DCBC, 2018). After the point where the materials cannot be extracted from the existing project anymore, the materials may be fabricated. New materials must be created based on the circular principles mentioned in the third step Production. Firstly, if new material is produced then it must be created from sustainable sources. To find out if a material is sustainable, the findings from horizon 2020 can be used. It is an initiative of the EU to provide information about eco-efficient materials (Pacheco-Torgal, 2014). Secondly, if that material is scarce or certified as a critical material, the usage should be minimised. Thirdly, the positive impact the material has on the environment should be maximised (DCBC, 2018). By following these steps, negative effects of the materials are mitigated. Lastly, according to the step management should the materials be documented (DCBC, 2018). This can be done in the form of a material passport mentioned in the previous chapter.

Redesign Proposal Complex redevelopment projects

Operational phase The operational phase differs from the previously mentioned phases in that most of the time the user is not the same party as the party in the other phases. Figure 11 is a diagram visualised that describes the circular process. The parts manufacturer, product manufacture and service provider are part of the design phase. The usage of the products takes place in the operational phase. This figure shows that despite the user is not part of the production process users involvement is essential in the circular building/economy creation (Ellen Macarthur Foundation, 2019). The users must follow a set of strategies similar to the strategies mentioned in the previous parts. These strategies are also based on reducing, reuse and recycling (Circulair.com, 2021).

Zuidplein Circular Hart van Zuid, Rotterdam

Because the users are not part of the contract, they are not obligated to follow these rules. It is possible to influence the users (Burn, 2006). Four approaches are mentioned that can influence the behaviour of the users. The first approach is to provide incentives to increase recycling. It means that through positive reinforcement the users can be stimulated to recycle their waste. Examples provided are coupons and lottery tickets. In this case, the building owners (Cur de sud) can provide financial incentives if users recycle their waste. The second approach to stimulate recycling and sustainable thinking is with environmental education and persuasive communication. It means that ecologically responsible behaviour is induced using educational

Figure 11: Circular economy systems diagram (Ellen Macarthur foundation, 2019)

campaigns. In this case, it could mean placing posters near the garbage bins to show the users where to place their waste. The third approach to increase recycling is with the commitment of the public. It means that a group decides to work on reaching sustainable goals. People will be more committed to keeping the promise because they can experience social pressure to be consistent. In the redesigned case, this could mean that the users sign a statement saying that they will reduce the amount of waste they produce and recycle the waste as much as possible. The fourth approach is to influence the users through social stimulation. It means that people are willing to change their behaviour if there is more social support for recycling. Schwartz (1970) mentioned that because people do not experience the negative consequences of their behaviour, they are not motivated to change them. In this project, it can mean informing users about the negative impact they have on the environment through presentations and posters (Burn, 2006).

Stakeholder analysis in the redesign process Three new parties are introduced in the process level of this proposal: investor for circularity, circular expert, and waste manager. Those new stakeholders have a designated focus on circularity and can provide support in the process. The investors for circularity adopt a wider scope of investment to manage the risk profile of the circular building (Thelen, et al., 2018). They invest in both construction materials and building facilities. Besides, a circular expert is responsible for designing customised circular plans (Thelen et al., 2018). Experts are involved starting the planning phase to the operational phase. They provide valuable advice such as reduction in raw materials and recycling of by-products to the project consortium. Since circularity requires long-term systematic thinking, a waste manager is introduced during the construction and operational phases to manage resources for recovery, recycling, and reuse (Thelen et al., 2018).

1. Refuse

Making the use of a product obsolete by refusing to use that product.

2. Rethink

Intensify the use of a product.

3. Repair

Repair and maintain the product for the current purpose.

4. Refurbish

Updating the product during its lifetime.

5. Remanufacture

Using parts of older products inside a new product with the same function.

6. Repurpose

Using parts of an older product inside a new product with a new function.

7. Recycle

Letting the product be disassembled into materials of the same or higher quality. Table 7: Own table based on the seven R’s of circularity (Circulair.com, 2021).

Redesign Proposal Complex redevelopment projects

Zuidplein Circular Hart van Zuid, Rotterdam

Risk analysis and mitigation plan The relationship between new and existing actors should be emphasised to contribute to the integrated circular approach. For example, the municipality and SPC should actively involve the circular parties in an early discussion. Suggestions from those parties can be included in the planning and tender phase. Also, architects and circular experts should make a joint effort with construction parties and the supply chain. In this way, the suppliers can provide satisfactory building components, and the constructors can build and install those materials that can be reused in the future.

Changes in stakeholders A circular economy requires changes in the role of every party that is involved (Appendix 1). The municipality plays a leading role to drive the built environment towards circularity and encourages market mechanisms for incentives that benefit the circular solutions.

The developers will need to use their leverage to create sharing platforms and support circular business models. Certifications and benchmarks such as BREEAM and LEED will increasingly influence the plan proposed by the project consortium. Since the shopping centre will become a ‘resource bank’, the building owner would need to develop skills managing contracts and data and create smart solutions to support optimal utilisation. Future users, including residents, entrepreneurs, and tourists, will engage in the co-creation process sharing platforms and show more sustainable behaviour aiming for better long-term operation of the shopping centre.

The final part of the implementation plan includes risk analysis. A risk register (Table 8) was made by using the PESTLE framework to identify certain risks that are associated with the six factors of the framework. The risk analysis aims to define a mitigation plan that imposes certain actions that can reduce the probability and impact of a risk. An estimation was made on a scale from 1 to 10 (the higher number, the more severe it is), to quantify those two dimensions. The reason for that is to be able to assess the relative importance of each risk and the impact a mitigation plan can have on it. The redesign proposal of the shopping centre faces several challenges. The main concern is overall feasibility. From the examples given in the text, it can be said that Risk

the proposal is feasible in its form but concerning the carrying out of accompanying studies and proper preparation. Furthermore, it is necessary to choose an appropriate procurement model that considers the longevity of the project. The proposal is unique in its concept; therefore, municipality participation is crucial, especially in matters of total life-cycle costs or the mentioned creation of a materials’ passport (Madaster). A prerequisite for feasibility is a continuously updated risk register. This paper elaborates on the stakeholder changes to enhance the feasibility of the redesign. Detailed suggestions can be seen in the above chapters and Appendix 1. It is crucial to fulfilling those suggestions as a part of a mitigation plan for this project.

Intensity (before mitigation) Probability

Impact

Intensity (after mitigation) Probability

mpact

A new policy framework may contradict the current ones.

Adopt a plan of approach that abides by the current policies but also allows for room for manoeuvre.

Revenues continue to fall.

Adopt a plan to diversify sources of revenues.

High maintenance costs for the building.

Long-term contract on maintenance, quality control.

Customer rate drops.

Organise periodical promo activities, stay up to date.

People will not like the new centre.

Participation in the design and promotion of new features.

Technical

Circular elements are less reliable.

Testing new elements before acquiring.

Legal

The current legal framework obstructs the development of the shopping mall.

Collaborate with a legal consultant to thoroughly assess any possible legislative limits.

Environmental

Solutions to environmental sustainability develop faster than it is possible to adopt.

Prepare modular circular elements to keep up with progress.

Political

Economical

Social

Figure 12. Stakeholders’ relationship (own illustration)

Mitigation plan

Table 8: Risk analysis (source: authors).

Redesign Proposal Complex redevelopment projects

Zuidplein Circular Hart van Zuid, Rotterdam

Conclusion and discussion This redesign proposal aims to answer the following research question:

‘How does the integration of circularity to the shopping centre Zuidplein contribute to the social and environmental goals of the Hart van Zuid area?’ It is achieved through focusing on two of the “7 pillars of the circular economy” from Kubbinga et al. (2018): ‘materials’ and ‘human culture and ’society’. The circular procurement has social benefits to improve the Hart van Zuid area social challenges (including criminality, inadequate school performance, high unemployment, and poor-quality housing). Also, the circularity integration provides a future-proof solution to the specific challenges of this case (including insecurity, the growing trend of e-commerce, and the lack of sustainability). Due to the limited knowledge and expertise within the circularity field, integration in the process is of significance. In the 1) planning phase: defining quality can be difficult due to the lack of standardisation. Therefore, as a client, it is critical to present a clear and detailed description of circularity. The description must be shared between the stakeholders to provide an alignment between them. In this phase, dialogue is crucial to achieving common grounds. It is advised to give more space for innovative ideas to the contractors instead of specific requirements. In the 2) design phase: the performance-based thinking primarily concerned with the process, product, and

services is critical. This can be achieved by transferring the risk to the contractor and encouraging them to focus on the long term; it is recommended to test the design proposal against the brief. During the 3) execution phase: the contractor must actively look for solutions for circular materials. Changes can happen in any phase. The use of tools as BIM is essential to maintain every adjustment up to date and manage all changes; 4) operation phase: what would happen to the asset after its completion is one of the main circularity challenges. Since the users are not part of the contract, they are not obliged to apply circular strategies (e.g., reduce, reuse). In this case, incentives should be provided to the users to stimulate the application of the circular approach. As the manufacturers have the most knowledge about their products, extending its responsibility is also one way to encourage a circular economy. As Zuidplein Circular is a pilot project, one of its main objectives during the operation phase is to share knowledge of the integration of circular economy in the construction sector. To sum up, Zuidplein is undergoing several challenges. As a pilot project, shopping centre Zuidplein seeks feasible solutions towards circularity and social sustainability. The action plans and the mitigation plans should both be taken into consideration to ensure feasibility. It is welcomed that this redesign proposal can benefit the shopping centre and the Zuidplein area at different levels.

Figure 13: Artist Impression (TomDavid Architecten, n.d.)

Redesign Proposal Complex redevelopment projects

Zuidplein Circular Hart van Zuid, Rotterdam

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Redesign Proposal Complex redevelopment projects

Zuidplein Circular Hart van Zuid, Rotterdam

Appendix 1: Proposed stakeholder changes Stakeholder

Change of role

Municipality of Rotterdam

• Implement measures that drive the built environment towards circularity • Improve awareness about the circular built environment • Drive market mechanisms aiming at incentives that create benefits for circular solutions over linear solutions. (Thelen, et al., 2018)

SPC: Heijmans & Ballast Nedam

• As a joint effort to reduce CO2 emissions and the total footprint of a building. • Use their leverage to convene sharing platforms and to stimulate integrated design. • Developers will need to stimulate and support new business models such as product as a service • Their actions will increasingly be influenced by certifications and benchmarks such as BREEAM, LEED, GRESB and WELL Building standard. (Thelen, et al., 2018)

Financer

• Incorporating the externalities in the risk assessment of non-circular alternatives • Accounting for new financing models like crowdfunding, which are adapted to more innovative businesses. (Thelen, et al., 2018)

Architect

• Familiarise themselves with new material solutions and options to use secondary materials and reusable products. • Understand the lifecycle costs involved • Consider the availability of existing materials at the start of the design • Participate in sharing platforms and be aware of resource recovery • A database and market venue (real-time or digital) for reusable material supply and demand is crucial to connect with suppliers. (Thelen, et al., 2018)

Supplier

• Develop renewable or recyclable materials, products and services in co-creation • Phased out single-use, virgin materials and toxic elements as much as possible. • Expand business model to add more service-based solutions, such as resource recovery in products and materials • Transparent communication about the sustainability performance of products (material passports). • Suppliers will need to better understand the environmental and social impact of their products and be able to communicate this to clients. (Thelen, et al., 2018)

Contractor

• Contractors may provide – especially for larger and more complicated projects – BIM models that can be transferred to or used by the building control system. • Contractors revaluate the different companies involved in the design and build to assure the circularity of the building. • Extending the use phase of the building becomes a key objective with an increased focus on user health and wellbeing. (Thelen, et al., 2018)

Circular investor

• Include residual material value and product streams in their business model • Apply a broader scope to an investment to better manage risks associated with the circular economy. • Second-hand materials can be considered a technology risk and investors will apply new models to deal with increased risk profiles of circular buildings. • Invest also in a stock of materials within the circular building. The valued residual materials and components within the building will become available at the end of life. (Thelen, et al., 2018)

User

• Users demonstrate more sustainable behaviour which can be facilitated (e.g., by smart technical solutions and smart building infrastructure) and stimulated (e.g., by smart tools to better manage energy and water consumption). • Users will engage in co-creation through sharing platforms with architects, investors, and developers to achieve tailor-made solutions. (Thelen, et al., 2018)

Owner of the building

• As buildings become resource banks consisting of service agreements, the owner’s role inherits responsibilities like contract management, data management, provider of smart solutions and support for optimal use. (Thelen, et al., 2018)

Waste manager

• Take over the responsibility for waste management from their clients and apply sophisticated technical solutions to separate waste streams into individual components. • Waste treatment companies are suppliers of secondary materials. This may be complementary to demolition companies or deconstruction companies. • Manage resources for full recovery, recycling, reuse, etc, and need to connect to the market to sell their resources that will get a new application. (Thelen, et al., 2018)

Circular expert

• Circular economy experts assist companies to analyse their processes and identify closed-cycle opportunities like reduction in raw materials, use of renewable energy, and recycling of byproducts. • Since the circular economy is highly subjective, circular economy experts create highly customised closed economy plans optimised for specific industries and companies. • Circular economy experts help companies adopt systems thinking, an approach that allows a company to see how its actions potentially influence other interconnected parties. Through systems thinking, circular economy specialists help companies identify processes and practices that may have short- or long-term consequences on one or more parts of the value chain and adopt more responsible ones. (Consultport GmbH, 2021)

ZUIDPLEIN CIRCULAR

redesign proposal shopping centre Zuidplein

Group 1 Ilse van Milaan, Krystof Kratochvil, Hannah Yan Alexandra de la Vega, Steven Donkers AR2R036 Re-design: Complex Redevelopment Projects 2020/2021 Management in the Built Environment, Delft University of Technology Q3 2020/2021

redesign report

Articles inside

Introduction

Case description

Event case study