Case study · Enabling works · London

The Dovetail Building

Carbon run as a live project control through construction — from a target sheet to a budget to a number tracked every week on site.

Enabling worksPackage scope
RIBA Stage 4–5Model through construction
LiveReported monthly with variance
How it started

It looked like a sustainability commission.

Eighteen sustainability targets landed on the desk — the kind of brief you answer, win, and move on from. Read properly, it asked a harder question: who actually coordinates all of this, week by week, while the job is being built?

600kgCO₂e/m² upfront (building)
900kgCO₂e/m² whole life
ZeroFossil fuel on site
All-electricPlant mandated
BREEAMOutstanding target
99%Diversion from landfill

Setting targets is easy. Owning them is the gap — and nobody had an answer for who did.

From target to budget

A carbon budget is like any other budget.

The package target — 3,001 tonnes CO₂e (A1–A5) — was broken down so it could be allocated, spent against, and watched when a package ran hot.

Installed materials1,969 t
Temporary works985 t
Site activities47 t
Total package budget3,001 t
Installed materials Temporary works Site activities

The moment it's written like this, it stops being an aspiration and starts being a number someone has to run.

What measurement found
The mandated target saved 2 tonnes. The lever nobody asked for saved 40%.

Three options were modelled. The brief mandated all-electric plant — measurement showed it delivered minimal savings on this site. Switching plant fuel to HVO moved the whole package by around 40%, and nobody had specified it. You cannot know which lever works from a target sheet. You only know it by measuring the actual job.

Option A
Diesel plant
~5,000 t
Option B
Diesel → HVO
≈ 40% lower
Option C
+ Electric rig
2 t saved
What happened next

The role kept growing. Nobody planned it.

Appointed to run an assessment, the job kept asking for the next thing — and there was nobody else to do it.

Assessment Coordination Reporting Forecasting Intervention Management

Looking back at the tender response six months on, it was a carbon management plan — written without knowing that's what it was.

In practice

Not a concept — running live.

2,949t
CO₂e budget, Stage 4+ model
4,700+
Site materials reconciled
130
Programme lines tracked
Monthly
Reporting with variance

Every site material delivered to site is reconciled against the Stage 4 model, with carbon assigned from EPDs and government factors. A digital twin of the client's model runs alongside, updated weekly.

The point is the timing: when the number drifts, it shows up while the specification can still change — not eighteen months later in an as-built report. And none of it asks for new paperwork. Material records already exist on every project; this just puts them to work.

What the job taught

Five lessons.

01

Carbon budgets need active ownership. A target with no owner is a wish.

02

Monthly reporting changes behaviour. The act of measuring moves the number.

03

Procurement decisions carry measurable carbon. The mix and the fuel are where the tonnes are.

04

Early intervention beats end-of-project verification. Every time.

05

Carbon should be managed as a live project control. Not audited as a document.

Carbon. Under control.

The same approach applies to any project with a carbon target and no one managing it.

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