In his keynote, “Platform-based Construction Ecosystems”, Marc Colella, Strategy and Growth Lead Asia and ANZ, and ArchTam Fellow, examined how emerging technologies and global best practices can help global cities like Hong Kong build faster, cleaner and more sustainably.

Like many global cities, Hong Kong faces a challenging paradox: demand for high-quality, affordable housing is increasing, yet traditional construction methods are struggling to meet timelines, cost expectations and sustainability requirements. Across the industry, skilled labor shortages, supply chain disruptions and rising carbon targets are adding further pressure.

Key drivers guiding housing innovation and system reform

The shift toward an industrialized, platform-based housing model is guided by a set of core objectives that align productivity, cost, sustainability and quality with long-term public needs.  These include:

• Speed and efficiency – Improving delivery productivity to meet urgent housing demand.
• Cost-effectiveness – Reducing overall costs through scalable, repeatable and pipeline-aligned solutions.
• Sustainability – Supporting net-zero goals through low-carbon, circular and resilient design approaches.
• Technology integration – Using a unified digital platform to enhance outcomes across the full value chain.
• Social outcomes – Elevating livability, adaptability and long-term maintenance performance.
• Governance and quality – Strengthening approval processes and quality control through offsite manufacturing.

Emerging trends and constraints in the housing ecosystem

The global housing sector is being reshaped by intensifying pressures, including persistent productivity declines, skilled labor shortages, rising material costs and widening supply–demand gaps, all of which are driving a need to transform construction practices. At the same time, decarbonization imperatives and rapid digital transformation are compelling the industry to rethink conventional delivery models. Despite this momentum, significant challenges continue that constrain adoption. There are still gaps in regulatory frameworks in many jurisdictions, creating uncertainty around approvals and long-term policy commitments, supply chain fragmentation, while concerns around durability and design flexibility influence public and private acceptance. Developers face difficulties achieving cost certainty without stable volume pipelines, and manufacturers must contend with the operational demands of automation, workforce reskilling and maintaining consistent quality control across extended supply chains. Collectively, these trends and challenges illustrate both the urgency of industrialized housing innovation and the systemic barriers that must be addressed to achieve scale.

Insights from global industrialization efforts

International case studies such as Katerra, a Silicon Valley-based construction technology startup aiming to become world’s largest builder highlight both the promise and the limits of construction of industrialization. Early large-scale disruptors showed that technological ambition must be matched by strong execution, local adaptability and disciplined scaling. Models built on distributed micro-factories, repeatable product platforms and experienced delivery partners consistently outperformed fully centralized approaches, demonstrating that industrialization succeeds when it evolves incrementally and integrates seamlessly with existing industry structures.

Examples from modular programs in the UK, such as Camp Hill, Birmingham’s flagship modular build-to-rent project, as well as the global automotive, aerospace and shipbuilding industries reinforce the same message. Standardized chassis systems, digital catalogues and factory-built assemblies have accelerated delivery and improved quality, yet challenges remain around logistics, supply chain resilience and project complexity. A prime example of this is Tesla’s Model 3 and Model Y personalization — which share 75 percent of components, use software-enabled features, and are built on flexible lines that adjust automatically for different models — cutting waste, labor and assembly time while doubling output.

Other advanced manufacturing sectors, especially in cruise ships cabins, show what is achievable when precision, modularity and platform thinking are embedded at scale — offering a clear blueprint for how construction can achieve similar gains through digitized design, coordinated production and integrated assembly.

Advances in prefabricated components and engineered materials play a central role in the shift toward industrialized housing delivery. Global delivery experience demonstrates that lightweight steel frames, composite sub-assemblies, precast elements, bathroom pods and 2D panelized systems can significantly enhance performance when designed for factory-led workflows. These components enable faster installation, lower embodied carbon, reduced site waste, improved safety and greater consistency in long-term maintenance. ArchTam’s former offsite construction ecosystem platform ‘Inno’ further illustrates how digital design, manufacturing intelligence and supply chain optimization can operate as an integrated system by connecting component standardization with production efficiency to support scalable, repeatable and high-quality housing delivery.

How digital ecosystems unlock scalable housing delivery

A unified digital backbone is essential to scaling platform-based construction, linking policy, design, manufacturing, logistics, assembly and operations into a single data-driven workflow.

Digital permitting, automated compliance and blockchain certification accelerate approvals and feed directly into AI-enabled BIM, generative design and digital twin modelling, producing fabrication-ready designs optimized for performance and manufacturability.

Industry 4.0 factories then translate this intelligence into precision-built components through robotics, computer-vision quality control and automated production systems, supported by AI-driven logistics and real-time traceability. On-site, robotic assembly and IoT monitoring provide faster, safer installation with continuous performance visibility. Together, these integrated layers enable 20–30 percent cost reductions, 40–50 percent faster timelines and up to 80 percent less waste, while strengthening the potential for new export-oriented manufacturing.

The benefits extend across sustainability and people outcomes. Industrialized systems can halve embodied carbon, reduce lifecycle energy costs and deliver more consistent safety and quality. At the same time, new technology-focused roles are created, elevating workforce skills and fostering a more collaborative, data-led construction culture.

What comes next?

To accelerate this transition, there are several practical next steps:

• Digitize and standardize design guidelines into a unified kit-of-parts catalogue.
• Adopt a tiered production model, distributing fabrication across suppliers, sub-assemblers and co-located facilities.
• Modernize permitting and certification through automated, digital-first regulatory processes.
• Invest in local micro-factories to strengthen resilience and shorten lead times.
• Expand workforce development to equip practitioners with robotics, AI, Design for Manufacture and Assembly (DfMA) and digital management skills.

With coordinated action, cities such as Hong Kong can set a new global benchmark for how they deliver high-quality, sustainable housing at scale.

Contact Marc Colella to learn more.

The post Platform-based construction ecosystems appeared first on Blog.

Thomas is known for balancing constructability with operational continuity in dense, urban environments. His work spans construction management, project phasing, contract strategy and alternative delivery on multi-billion-dollar programs across some of the nation’s busiest transit hubs. Since joining ArchTam in May 2024, he continues to lead transformative transportation initiatives with a focus on safety, innovation and client satisfaction.

Why did you join the construction industry? What motivates and inspires you?

My entry into construction started with internships during college, where I found myself drawn to the dynamic pace of field work. I enjoyed the hands-on, connected nature of the work, from coordinating with different teams and personalities to managing a range of challenges. I relish seeing a project through from start to finish, watching our plans take shape and knowing I played a part in making it real. That sense of ownership and contribution is deeply rewarding.

I teach graduate courses in construction real estate and management at Fordham University, and I still see learning as a lifelong part of this field. One of the most important lessons I’ve learned is that communication is everything. I make a conscious effort to move beyond any historical disconnect between parties and bring everyone together as one team. Every perspective matters because every voice contributes to a successful outcome.

How do you approach the challenges of delivering construction in major urban transportation hubs?

In dense urban environments, balancing construction progress with ongoing operations requires precise phasing. Projects are often phased to minimize closures — but that can add time and cost. That’s why we conduct early constructability reviews and work with clients to align logistics with real-world conditions and long-term operational needs.

We identify where stages can overlap, compress timelines and build around client priorities. When builders are engaged from the outset — as they are in design-build projects — we gain critical insights early on, reduce disruptions and deliver smarter infrastructure.

Active transit environments require strategies that keep passengers and workers safe throughout construction. Sometimes we redirect pedestrians through specially designed paths to reduce disruption. Safety is always the top priority.

Why are alternative delivery methods, such as design-build, gaining popularity, and how does your experience support successful execution?

Unlike traditional design-bid-build delivery — which works best for more straightforward, repeatable work — design-build excels on complex, large-scale projects where designing and building in parallel improves efficiency. Successful design-build delivery depends on trust, early coordination and a shared commitment to outcomes. I know how to translate client goals into actionable program strategies and teams built to work together, not in silos. That’s what enables us to deliver sound, strategically aligned results that save time and money.

My experience spans over 30 years in construction management and in the owner’s seat. That dual perspective is helpful because I understand how projects — say, at the Port Authority’s three major airports — fit into an agency’s broader operational and financial goals, and how to manage risk without compromising client control.

What future possibilities or innovations excite you most?

People tend to think of technology as the end-user result, such as electric buses or autonomous systems. But I think of technology in terms of how we build. Tools like Building Information Modeling (BIM) and similar software have transformed how we plan and manage construction.

Years ago, I saw paving equipment being guided by GPS — unmanned machines navigating job sites with precision. That kind of technology is only going to enhance the labor force. I’m excited about tools that make fieldwork more efficient, such as wearable technology that records job-site observations and platforms that capture real-time data for use in drawings and documentation. These innovations reduce errors, improve safety and streamline the process — they’re the future of our industry.

The post Transforming Construction: Meet Thomas Amoia appeared first on Blog.

One way our team has been using innovation to improve the quality of digital deliverables is through automation and digital centered procedures. Automation for day-to-day design has resulted in high quality outputs, cost reductions, and design certainty. It also allows for improved cross-regional collaboration spanning across our global business lines.

As the new Head of Digital for the Asia region, I work with the business to put digital adoption strategies in place for the entire region. We may have different requirements and tools across business lines, but we’re all seeing a fundamental shift in how we support our clients on their digital transformation journey. We’ve established the Asia digital consulting practice which partners with clients to create strategies for projects and programs that will support our client’s success into the future. By creating mutual digital goals to deliver projects in a more effective way we enhance and improve digital adoption for ArchTam and our clients.  

The BIM Harmonization project is a great example of how our new digital consulting practice helps clients on their digital journey. We worked with the client to create a harmonized standard for use in all future public works deliverables. The new standard enables the sharing of information regardless of the technical software used, which is especially useful for BIM and GIS disciplines. As a result of the project it will be easier for the client to make assessments across their entire program, and they know what to expect from the models because they are standardized.  

Cities today face unique challenges which can be solved with innovation and the use of digital strategies to pre-empt risks and digitize city assets. A recently published Digital Cities report offers perspectives from myself and other global leaders at ArchTam about solving these unique challenges. We’ve found there are also numerous opportunities for urban planners to work holistically in the expansion and alignment of urban underground spaces by using advanced technologies such as the latest VR and photogrammetry technologies together with 3D spatial technologies. The Asia leadership group contributed to a chapter in the Underground Cities publication which discusses the future of underground space development. In Hong Kong, we saw a lot of excitement over the Fast Track CityHack which we hosted earlier this month. The event helped introduce new solutions to accelerate better outcomes for how Hong Kong can simultaneously provide livability for its people while supporting the sustainability of our planet. It’s an exciting time to work in the AEC industry, and I’m so proud of the way ArchTam is part of the conversation transforming our industry and moving into the digital future.

The post Preparing for a digitally driven future appeared first on Blog.

Thanks to ArchTam’s Blueprint Travel Grant, I was able to take part in an outreach project in Uganda — a project near and dear to my heart because I am South African by birth and Ugandan by descent. With five other ArchTam employees, I joined the WeDev NPO team to help an orphanage on the remote Zinga Islands collect, analyze and purify drinking water. The orphanage was one of five sites we visited during the service trip.

According to Drop 4 Drop, a global charity dedicated to alleviating the world’s water crisis, “Almost a quarter of people across Uganda do not have access to clean water and over 80 percent do not have adequate sanitation. Using and drinking unsafe water is one of the leading causes of death and disease across Uganda with 4,500 children dying every year due to having no other option but to drink this unsafe water.” This is a critical issue that the people of Uganda are facing.

Our team set out to tackle water sanitation-related issues in the most needy and remote areas of Uganda by using local, simple methods. Our goal was to build systems that could be used continuously and easily by the community. Our professional backgrounds ranged from hydrogeology and environmental technicians to cost, hydraulic and civil engineers. Our understanding of infrastructure, its workings and the associated costs helped us ascertain the best and least expensive solutions to the problems faced in the community. Teaching one another aspects of our jobs helped our collective effort to get as much done in the little time we had.

Over the course of two weeks we traveled by car, boat and even in the back of a small loading truck to five sites that included orphanages, schools and a home. Our group visited and analyzed these sites to create simple solutions for each unique situation. For example, to reduce the walking distance required to fetch water, we installed a pump into a well, set up gutters to collect rain water and added pipes so that water from springs would run into tanks. We also tested the water to ascertain the types of bacteria picked up in water pre- and post-purification using homemade chlorine. We helped provide a community with the resources needed to collect a basic necessity for themselves by:

• Connecting spring water to a tank using a gradient
• Making chlorine from salt with a solar powered battery to clean water from tanks and other water sources
• Connecting a pump to an 11-meter-deep borehole to ease the process of obtaining water

This eye-opening process highlighted the magnitude of challenges Ugandan communities face in accessing clean drinking water. Even if you can access and transport the water, it still needs to be purified in order to avoid contracting cholera and typhoid, which are deadly illnesses that impact residents and surrounding communities.

This experience was inspiring, but seeing my people in Uganda suffering was not easy. I’m fortunate to work for a company that empowers us to make a meaningful impact on people’s lives around the world through these types of projects. The response from the communities in the form of love, appreciation and keenness to learn and participate gave every one of the volunteers the feeling of being home. We call it “eka” in our language. Simple systems and a few hands go a long way, and this principle can be applied in so many areas of our lives.

In a world full of political unrest, social injustice and environmental depletion, this project inspired hope, not just to the people of Uganda, but to our team as well. We can make a difference — no matter how big or small — to the lives of others in the most beautiful way. I walked away from this experience with a new outlook on life and an appreciation for the humble, happy people and children of Uganda.

A massive thank you to Michael Ottensmann and the WeDev NPO team who allowed me to be a part of this wonderful trip.

“Webale Nnyo.”

The post Purifying drinking water on the Zinga Islands of Uganda appeared first on Blog.

For four years, I’ve been working with Building Humanity, a nonprofit founded by a former ArchTam employee that provides varying forms of assistance to needy communities around the world. This fall, as part of our Blueprint Travel Grant program, I made my third trip with the nonprofit, joining 22 volunteers, including 14 from ArchTam, on a charity build in Peru to help indigenous teenage girls attend school. We worked in partnership with the Sacred Valley Project, an organization that builds dormitories for teenage girls from remote communities in the Andes so they have somewhere to live while they attend school. Some of these communities are a 15-hour hike from the nearest town. As a result, young boys often move to the cities to continue their education, but the same opportunity is not available for girls due to cultural expectations. Educating the female population has a significant impact on reducing poverty, so this service project was a particularly exciting opportunity to be a part of and learn from.

To put into context some of the difficulties these remote communities face, during the first weekend of our trip we drove for six hours to where the paved road ended and then completed a strenuous three hour trek to the Mendosayoc community, one of the furthest away from Calca. These families don’t have access to vehicles, so by foot this journey would take more than 15 hours — an impossible feat! Due to the terrain, even the girls who are from communities in closer proximity to the schools are unable to make the trek and return in one day.

Over the weekend, we learned more about the community, which is spread over numerous peaks and almost 50 families strong. The residents grow most of their own food on the mountain and sell the coffee beans that they produce. They have a primary school with two classrooms and the teachers live on-site and return home once a month, while the girls only return home once a year when the secondary school in Calca closes for the summer.

The Sacred Valley Project has two dormitories in Calca and Ollantaytambo that house 20 students each. We spent six days on-site at the dormitory in Calca building a greenhouse so the girls can grow their own food. The ability to grow your own food is pivotal to combating malnutrition and ultimately helps the young women lead healthier lives. In addition, students are encouraged to save money and potentially apply the new skills in the event that they wish to open their own market. They’re able to sell excess food to member of their communities, earning a modest income and ultimately relying less heavily on donations. While on-site, we completed other tasks in the dorm, including positioning some baking equipment, deep cleaning and setting up security cameras to ensure the residents have a safe place to live.

The original plan for the trip was to build a third dorm, but unfortunately, we encountered problems securing land, which delayed construction. We also faced other challenges during this trip, including overcoming altitude sickness and having to work around wildlife — such as tarantulas — that also call the area home. Our Blueprint Travel Grant covered the building materials and tools we needed for the greenhouse, and any excess will go toward the new dorm when they are able to secure land.

The most memorable part of the trip for me was the visit to the Mendosayoc community because it illuminated the diversity of how people live around the world. We also had dinner every night with the students who lives we were impacting and attempted to learn Quechua, the region’s indigenous language. I will never forget how accommodating the families were, how excited the girls were to show us around and how grateful the entire community was for the resources that the Sacred Valley Project offers. I have never met teenagers who are so happy to go to school! The girls’ passion for learning, drive to succeed and desire to improve the lives of people in their community left our team in awe and we can’t wait to hear about their plans after graduating from high school. As a result of the on-site dormitories, the Sacred Valley Project has allowed students to receive an additional two hours of tutoring every night. Some students have even graduated top of their class!

These types of trips are great for learning more about the built environment and the different issues faced by construction teams around the world — whether those constraints are weather, seismic, political or social, there’s always some variety! On each of my builds I’ve learned different construction techniques as well as how to solve problems and communicate in a way that’s very different from working in an office environment. It’s also great to meet talented and passionate designers and engineers from around the world and connect with both the people we are helping and the wider community in which they live.

My time away with Building Humanity has made me a lot more appreciate of the things most people take for granted and shaped the way I deal with problems in my everyday life. I can’t wait for the next opportunity. For anyone interesting in taking part in a similar trip, I would say go for it. The feeling you get from this type of hands-on work, seeing the impact you are making and how much joy you can bring to communities like this, along with the team spirit and enthusiasm while working together toward such an amazing end goal, is truly an incredible experience.

To learn more about the Sacred Valley Project initiative, check out this YouTube clip from 2018. For information about Building Humanity’s future trips, visit https://www.buildinghumanity.org/

The post Building dormitories to further Peruvian girls’ education appeared first on Blog.

A good example of this is the new Structures and Buildings Allowance (SBA), introduced this year. It is the first new relief under the UK’s capital allowances (CA) regime in more than 10 years. The SBA is designed to stimulate activity in the construction sector, mitigating taxable profits through expenditure incurred on non-residential buildings and structures at a rate of 2 percent per annum over 50 years. Although I won’t seek to assess the detail or operation of the SBA – plenty has been written (refer to our Technical Briefing) – but rather address the practical challenges to be considered and make the argument that this relief doesn’t go far enough as a genuine incentive.

Unlike the CA rules for plant and machinery fixtures, SBA offers only a timing relief for building owners rather than a real cash benefit. The adjustment of base costs upon disposal means that the benefit can be clawed back when you dispose of the asset. Occupiers will be the real beneficiaries as their expenditure will be fully relieved. Undoubtedly there will be a positive impact on working capital for companies that will free up cash for further investment. In practice, there is a requirement for owners to maintain and pass records to future owners for a 50-year period. This is likely to result in future stakeholders losing interest and information with the trail going cold, resulting in a loss of relief, especially where non-taxpayers and traders form part of the ownership cycle. Management of data will be critical to ensure that the benefit is identified, preserved and transferred.

The SBA rules generally exclude all forms of residential accommodation apart from care homes. Arguably, this is a missed opportunity to mitigate the deficit in UK residential development. The legislation could potentially be refined to differentiate between private domestic dwellings – and the private rented sector at the vanguard of speculative development to stimulate and support future supply.

There are examples of where the tax system actively supports construction on real estate. We would argue that Enhanced Capital Allowances (ECA), whilst imperfect and complex to administer, did a lot of good work raising the profile and use of energy and water-saving technologies in modern buildings. It was a regular point of discussion with clients and although it isn’t necessarily driving specific solutions, it did stimulate thinking within design teams. Following the withdrawal of ECA from April 2020, it will be interesting to see the detail around the replacement HM Revenue and Customs (HMRC) envisages in maintaining the sustainable agenda for our built environment.

Similarly, the tax credits for research and development capturing embedded innovation in the design process are generous, but still not broadly understood or utilized by designers for operational expenditure considered part of the “day job”.

The tax legislation around property has become increasingly complex as the sector adopts more sophisticated approaches to ownership, financing and technology. This has been an anti-avoidance response to perceived revenue leakages to HMRC. However, we are on the verge of a paradigm shift in the industry as new methods and materials impact on design and construction processes. If we are truly serious about incentivizing capital investment (especially in specific sectors), the tax system, including CA, will need to keep pace and play a significant part.

SBA may be an initial dip of the toe in the water of an admirably simplistic and broader-reaching relief, but, if adapted, it could form the basis of an effective incentive for future investment. It may even be a more interesting discussion than VAR. Here’s hoping!

The post Structures and Buildings Allowance – A Missed Opportunity? appeared first on Blog.

The exposure of crushed Recycled Concrete Material (RCM), however, will lead to production of a highly alkaline (pH 13) leachate. Leachate produced from stockpiled or reused RCM can enter groundwater, drainage systems, or surface waters leading to compliance and environmental issues within and adjacent to sites where it is used. As pH is measured on a log scale, 1m³ of pH 13 water has the potential to raise the pH of over 100,000 m³ of water from pH 7 to pH 8 (assuming no buffering capacity). Such issues are not inevitable and are highly dependent on the site setting and reuse scenario. Some common reuses (e.g. road construction) may naturally limit the potential for high pH leachate generation, others may be appropriate with careful assessment, planning and management and some may, upon assessment, be found to be inappropriate.

There is generally a lack of guidance on how to manage and reuse RCM with respect to the potential generation and migration of high pH leachate. This is likely to be due to a combination of lack of awareness, gaps in regulatory guidance and as above that some of the most common reuse scenarios limit the generation or impact of the high pH leachate.

The United Kingdom’s Nuclear Decommissioning Authority (NDA) has identified that reuse of demolition materials will be crucial during decommissioning across its group sites. Reuse scenarios are likely to include both above and below ground use, often in large voids which extend below the water table. NDA has also recognized that stockpiling and reuse requires planning and assessment to avoid potential issues associated with generation and migration of high pH leachate. Working alongside partners NSG Environmental Ltd and KDC, ArchTam has recently completed a desk-based study focusing on the management and reuse of RCM with respect to high pH leachate.

This desk study, commissioned by NDA through its Direct Research Portfolio (DRP), also considered the potential promotion of metal leaching associated with such leachate. ArchTam combined information gathered from literature research, collaboration with NDA group sites and ArchTam and KDC experience. This approach allowed identification of a number of practical steps which could be implemented across NDA sites when planning for, producing, stockpiling and using RCM. This included a range of steps from assessment methodologies to specifying the grade of the material.  It also included advice on dealing with high pH leachate, should it be generated, whilst recognizing this is not a preferred situation.

At the conclusion of the works, ArchTam also identified a number of data gaps that could be addressed by either collecting data from ongoing or future site programmes or through new modelling or research. Overall, the work should provide NDA with the tools and confidence to reuse RCM appropriately leading to both environmental and economic advantages during decommissioning of its sites.

The outcome of the work was presented to representatives from the Nuclear Industry Group for Land Quality in late 2018. Due to the level of interest received by NDA and the implications for the wider industry, a public version of the report now available on the government website below. It is anticipated that publication of this report will assist in raising awareness of the issue and highlight the need for appropriate assessment prior to reuse of RCM.

The post Environmental implications of reuse of large volumes of Recycled Concrete Material (RCM) appeared first on Blog.

We often talk about Hong Kong’s Central-Wan Chai Bypass (CWB) as a decade-long project. Many people don’t know that the feasibility studies for this 4.5km-long dual three-lane trunk road actually got underway more than three decades ago in 1983. A decade after that, in 1995, ArchTam came onboard.

In 1983, Hong Kong had 5.3 million people and about 300,000 registered vehicles. Today, there are 7.4 million people and the number of vehicles has increased almost three-fold, reaching upwards of 860,000. In 1997, Hong Kong was transferred back from British to Chinese rule. Through reclamation, the city added 39 square kilometers (15 square miles) of land to its territory over the years.

This project’s lifespan is among the longest in our company’s history. Yet, despite all the changes during that time, one thing has remained constant: the CWB has been a community project from the very beginning.

In fact, the initial proposal for an elevated flyover was called off due to public opposition. There were concerns that the infrastructure would obstruct harbor views and that permanent land reclamation required to build it would have a negative environmental impact on the harbor and the marine life that make their home there. Given our integrated business structure and world class expertise, ArchTam was able to come in and answer the public’s concerns by proposing the current underground scheme. We suggested temporary reclamation along with sound covers for the existing above-ground highways that connect the bypass through residential areas.

With the community onboard, it was time to address the next challenge: How do you get something like this done along the main roads of the Central Business District (CBD), in the heart of Hong Kong?

Construction officially began in 2009. At the same time, two other major infrastructure projects were underway- all occupying the same small area between Central and Wan Chai on Hong Kong Island. In addition to the Highways Department working underground on the CWB, the Civil Engineering Development Department (CEDD) was working above-ground on the Wan Chai Development Phase II project while the Mass Transit Railway (MTR) was also working underground to build the Shatin-Central Link. We had to negotiate and compromise with each of these parties to get the time and space needed to bring the CWB to fruition.

In addition to these other live projects, we also had to steer clear of the existing infrastructure in the area. This included the underground Cross Harbour Tunnel, which meant that every day 120,000 vehicles passed over our project site. While that was happening above us, the trains of the Tsuen Wan metro line were running beneath us. Finally, we had to seamlessly connect the CWB to the existing highway – through the Island Eastern Corridor on one side and the Rumsey Street Flyover on the other – without disrupting traffic.

We were charged with overcoming several technical challenges – most of which the public never see nor hear about. These types of complex projects benefit from our integrated delivery system, showcase our superior technical ability and provide maximum benefit to the community.

In the end, ArchTam was able to provide even more public benefit by removing 64 million cubic meters of contaminated marine sediment from the adjacent seabed. Not only were we able to alleviate the environmental concerns around land reclamation, but we also improved the water quality and environmental condition of the surrounding harbor as well.

Today, drivers can travel across the entire northern side of Hong Kong Island in just five minutes and it previously took around 30. We also installed Hong Kong’s first road tunnel air purification system, which effectively removes at least 80 percent of respirable suspended particulates and NO2 in vehicle exhaust. The fact that 80 percent of the CWB runs underground also ensures that there is more at-grade open space above ground for sustainable development and public use.

Another thing many people don’t realize is that nearly four decades after its inception, the project is technically still ongoing. Aside from the full commissioning, which took place on February 24, 2019, we still have another couple of years of clean up and landscaping work to do on the above ground promenade which will be utilized as free public space.

It was fitting that the first official use of the CWB was for the 50th Anniversary of Hong Kong Community Chest’s Annual Walk for Millions. Thousands of residents traversed the Central–Wan Chai Bypass on foot, experiencing firsthand the marvel of this ArchTam-delivered public benefit and engineering feat for the ages.

Learn more about this iconic project here.

The post The Central-Wan Chai Bypass: A community project appeared first on Blog.

I first heard about Engineers Without Borders in 2017. After learning more about the organization, I saw an opportunity to apply my technical skills to make an impact in a developing community. My first project was to design a rainwater harvesting system for a 250 student school in Kenya. The project includes equipping the school’s roofs to capture as much rainwater as possible and collect it into storage tanks, from which the students can easily access the water through outlet taps. The primary use for the water is for hand washing and drinking. 80 percent of the construction cost was collected through fundraising activities, while the remaining balance was covered by a donation from ArchTam’s New York office leaders. In addition, I was granted an ArchTam Blueprint Travel Grant, which not only helped cover travel expenses, but also spread the word around the company, resulting in even more support towards the project from both my colleagues, manager and office leaders.

Last August, a team of four, including myself, set out to Misuuni, Kenya to begin construction on the project. Because of time limitations, excavations started before our arrival and once we arrived the team was split into two: one for procuring materials and one for construction. After three weeks, the project was completed. I was part of the construction team, which involved being on site every day making sure that the work is being done according to the plan. While some unexpected issues came up, we ensured that they were quickly resolved. Due to the nature of the project, we often had to liaise with the workers, the local community and sub-contractors all at the same time. When you start realizing that there is a language barrier, that regulations are not as stringent as they are in developed countries and that not all materials are readily available, you have to bring out the best of your people management and communication skills to move forward with the project. Fortunately, the last two years at ArchTam helped me enhance the project management skills necessary for this type of undertaking.

Not only was the project successfully completed on time and within budget, but it also provided 20 percent more roof catchment area than anticipated. We were also able to rehabilitate damaged gutters. The final product includes four 7,200 liter tanks, 100 meters of gutters and six water taps.

It was clear that the system would improve the daily lives and health of the students and the community was incredibly thankful to us. The team took immense pride in knowing that we had caused such a positive impact. However, at the same time, we realized how living in a developed country can cause someone to take some things for granted. Particularly, the value of water and having access to it.

Water is a limited resource, and although vital, I believe it should be priced accordingly. One shouldn’t be misled by the fact that ~70% of Earth is water⁽¹⁾. Even with recent technology such as desalination, which is the process of converting sea water into drinking water,  the current worldwide water supply from desalination provides only one percent of the worldwide population water demand⁽²⁾. Also, water seems to replenish more slowly than it is consumed.

Climate change and higher living standards have further increased consumption to prohibitive levels in some regions. With desalination cost of more than twice of conventional methods^(2,3), imagine the impact that meeting the world’s water demand solely with desalination would have on its price and worldwide economies.

Overall, this experience gave me both personal satisfaction and professional development. Today, at ArchTam, my tasks are closely related to conserving water and its quality. ArchTam’s Water business line has numerous opportunities to get involved: from resiliency, to water/wastewater treatment, to stormwater management. I encourage everyone that is passionate about water to get involved and make a difference. ArchTam is a great place to start!

The post Water is a vital but limited resource appeared first on Blog.

The idea of creating a nonprofit came about in 2008 while I was interning on an archeological dig in Porolissum-Moigrad, Romania. I noticed support coming into the community from international students during the summer months, but once the students left, this support stopped. With my background in architecture, I started Building Humanity as a way to provide longer-term help to the Porolissum-Moigrad community — through community support projects — and the nonprofit’s reach has since expanded.

In 2016, we led our first trip to Romania, and this year, with the help of an ArchTam Blueprint Travel Grant, we chose Thailand as our destination. Our goal was to build a bakery for the Felix Family Village — an organization that takes care of abandoned and orphaned children.

Our dedicated team of volunteers from around the world, consisting of 30 employees from 11 offices and four countries, spent more than a week in Surat Thani working on a project that would help bring the orphanage a step closer to financial independence. In addition to teaching vocational skills and producing baked goods for their own use, the new bakery will enable the orphanage to sell goods to local shops and restaurants in the city.

These are some of the reflections from my colleagues who contributed to this amazing experience. You can also watch a video that captures the amazing work we began during our trip.

Kitti Setavoraphan, Growth and Strategy Director, ArchTam, Thailand

“As the ‘local’ team — Surat Thani is about eight hours south of Bangkok — I thought this would be a great opportunity for us to participate in a project that aligns with our personal commitments to make an impact and ArchTam’s mission to deliver a better world.

A few days working with the global team made us realize that although we speak different languages, together we shared a common purpose and belief in what we were doing for this community. ArchTam is a big company, but it’s made up of individuals and through our collaboration, we are able to enhance our capabilities and reach another level.

When Erin told me about building a bakery, I thought we could make this facility even more meaningful in terms of quality of life development by setting up a nutrition learning center, as well as enabling the sale of baked goods in market. This self-sufficiency can have exponential benefits.“

Christa Rotolo, Project Manager, New York, USA

“The Felix Family Village project was a great way to use my engineering and construction experience to help others. With this project, I was able to gain as much as give. The children at the orphanage have faced a lot of challenges, but they showed incredible resilience, and it was wonderful to see them play on the new basketball court we were able to complete.

It was also rewarding to use my “on-the-fly” problem solving skills and knowledge base to contribute to the success of the project. To see our hard work have a positive and immediate impact on the lives of these young children gave me a sense of fulfillment.“

Benat Pena Arregui, Graduate Engineer, Bedford, UK

“Visiting a foreign country is always a great experience and doing so as volunteer even more so. The people from the orphanage made us feel very welcome, sharing their culture, history and traditions. Knowing that our work and donations would create a positive, lasting impact for their community was a great feeling.

I expected to meet an interesting group of people from different backgrounds, including from several ArchTam offices, but the atmosphere we experienced in Thailand far exceeded my expectations. We worked well together and were determined to make the most of each day and build as much as we could. Meeting other colleagues has not only helped me expand my network, but also given me a better understanding of what it’s like to work for the company in other parts of the world.“

Thailand was an exciting project for both Building Humanity and the Felix Family Village community. Receiving financial support and corporate interest helped us mobilize a coordinated team to complete the project and helped ensure a successful outcome.

It’s great to know that ArchTam support’s these kinds of employee-driven nonprofit projects and also that ArchTam Bangkok plans to continue its relationship with the orphanage. The Felix Family Village is excited to open up shop and thankful we were able to help bring their dreams to life!

The post Collaborating across countries for Building Humanity appeared first on Blog.