LonDon 2100 - Home – Atkins/media/Files/A/Atkins-Corporate...Providing affordable homes, services and amenities for an additional 2 million people. Creating employment and skills

Plan Design Enable

LonDon 2100FuturE ProoFing LonDon

For thE nExt cEntury

© 2014 Atkins Limited. All rights reserved.

Atkins is one of the world’s leading infrastructure and design consultancies, with the depth and breadth of technical expertise to respond to the world’s most complex infrastructure and environmental challenges. These include responding to the increasing rate of urbanisation and the urgent transition to a low carbon economy. Atkins works with municipal authorities, national and regional government, development agencies, utility providers, private sector companies, and other stakeholders to develop and implement strategic plans and investment projects to shape and manage the future.

With over 17,000 employees worldwide, Atkins is able to bring together its technical knowledge across a wide range of disciplines such as water, energy, transport, design, architecture, climate science, ecology, planning and economics to help water sector clients act upon long term opportunities and challenges. We work with utility companies, regulators, policy makers and other stakeholders to plan, design and enable infrastructure that meets demand today as well as being fit for the future.

LonDon 2100FuturE ProoFing LonDon

For thE nExt cEntury

there is a quieter side to engineering,

in which cunning and ingenuity is put at

the service of nature. in the 21st century

engineering inhabits new roles in preserving,

restoring, and even creating natural

environments. Sometimes it is a matter of

protecting a delicate eco-system, sometimes

converting a decayed heavy industrial site

into space that enhances wellbeing and

social cohesion.

Mike McNicholasAtkins London 2012 project director and MD of Design & Engineering, Atkins

London 2100 – Future Proofing London for the next century | 01

The UN forecasts the population of the UK will reach up to 75 million by 2100. London’s share of this population could be up to 15 million people, double the number at present.

This predicted growth presents both enormous opportunities and challenges for our capital. It is important that through these changes, London retains its sense of identity and competitive advantage, the sense of arriving and living in a commercially and culturally vibrant world city.

Atkins is headquartered in London and intimately understands the city through its long history of working on London projects. Our founder, Sir William Atkins, worked on the iconic design of the Battersea power station in the late 1920s, before he started Atkins, and we continue to work in Battersea today. Our experience in projects across London, from Crossrail to advising the London Mayor on the South East Hub airport, has enabled us to develop relationships with stakeholders across the public, private and third sectors, to solve issues involving water, transport, environment, economics and urban planning.

As one of the world's largest infrastructure and design firms, we work with colleagues across Europe, Asia and America to utilise and share our skills, expertise and knowledge. Atkins is committed to helping cities better understand their future risks and developing integrated and financed sustainable urban strategies.

David tonkinChief Executive Officer, UK and Europe, Atkins

Introduction

02 | London 2100 – Future Proofing London for the next century

Lloyd`s Building, "The Gherkin" and Willis Building


LonDon’S changing roLE aS a WorLD city anD EuroPEan caPitaL

Becoming the ‘Greatest City on Earth’. A future proofed, prosperous and resilient metropolis.

Maintaining pace of growth and diversification with existing and emerging competitors. Competing successfully for global investment.

LanD anD houSing

Regeneration and sustainable development of previously used sites.

Increased urban density and economies of scale.

Strong and vibrant metropolitan town centres and local economies.

Overcoming the infrastructure deficit in areas with latent development capacity (e.g. Thames Gateway).

Finding integrated solutions for tackling the chronic shortage of affordable housing and the knock on effect on labour supply.

Demonstrating availability of housing for potential inward investors.

Prioritising policies for regeneration and enabling effective delivery mechanisms.

London's opportunities and challenges

Prioritising and planning for integrated infrastructure provision – transport, communications, energy, ports, land. Set up to serve a growing population and diversifying business base.

Managing disruption to day-to-day operations of the city.

Selecting innovative funding, financing and delivery mechanisms.

Investing in infrastructure systems which showcase London as a dynamic, efficient and liveable capital.

Bringing London businesses closer to new markets.

Mobilising the labour force of London and surrounding areas.

inFraStructurE

Reducing social and economic exclusion through job generation and creating good standards of living and quality of life.

Addressing trends of declining real incomes.

Preventing existing patterns of deprivation and poverty from being exacerbated and reinforced.

Preventing the displacement of low income populations to outer London and surrounding areas.

Enhancing education, skills and training infrastructure for all.

DEPrivation,PoLariSation anD PErSonaL incomES

££ £

£


rEmaining thE numbEr onE viSitor Location in thE WorLD

Maintaining a leading position in a highly competitive market.

Ensuring infrastructure to exploit new markets (particularly airport capacity).

Continuing to deliver the quantum and quality of bed spaces to support growing visitor numbers.

Continue to attract domestic and international visitors through a constantly changing visitor offer and the development of new cultural content.

Exploit new international visitors markets.

LonDon anD thE grEatEr South EaSt’S Dominant roLE in thE uK Economy (50% oF uK gDP)

Spreading economic and social benefits to UK regions. Reinvesting in Greater London for the benefit of UK plc.

Mitigating over-dependence on London and forces of regional imbalance.

Identifying external (mis)conceptions of London and the associated political ramifications.

Securing buy-in from locations outside of London.

PoLiticaL

Establishing mature governance structures focused on defining integrated strategic priorities for growth and diversification and enabling a results-based and flexible portfolio of implementation options.

Exploiting potential options for new fiscal arrangements to enhance funding opportunities and the scope for reinvesting London’s profits.

Ensuring long-term certainty for businesses and investors.

Having in place risk mitigation strategies for governance change (e.g. the UK’s status in the EU, external shocks and changes to central Government policy such as immigration and planning).

iDEntity anD imagE

Maximising the benefits associated with London’s unique external appeal as a diverse social, historical and cultural entity.

Reinforcing Londoners’ sense of identity and pride.

Ensuring the economic development strategy maintains a sense of ‘Londoness’- a meaningful strategy for people and places, as well as businesses and commerce.


rESEarch, innovation anD intELLEctuaL contEnt

Develop research capacity to ensure that London is a global node of innovation.

Build upon the reputation of London HEIs, alongside Oxford and Cambridge and other UK universities, to ensure that the city is a fulcrum for investment in research.

Reduction in funding for research across Europe.

Global competition for major research investment.

Relative cost of R&D activities in London compared to other locations within the UK.

changing buSinESS DEmanDS anD nEEDS

Generating long term growth, resilience and prosperity through economic diversity.

Nurturing new economic sectors and globally significant business specialism.

Reducing over-reliance on financial services whilst maintaining London’s role as Europe’s leading financial capital.

Attracting globally significant growth sectors to incubate and grow in London.

Ensuring excellence in business support services and infrastructure.

Targeting and prioritising inward investment.

Enabling businesses (including SMEs) to operate efficiently and effectively – provision of affordable premises and excellence in quality of the city’s infrastructure.

Embedding a modern and future looking education and training system. Raising standards and supply a growing labour force with essential skills.

Challenging sectoral imbalance.

De-risking business processes to support London businesses to become more competitive.

a city oF many PartS

Developing a strategy which is meaningful to Boroughs and reflects local opportunities and priorities. Thinking globally, acting locally.

Maximising the potential of Opportunity Areas.

Eliminating scope for alienation of London Boroughs, communities and key stakeholders.

Ensuring core local policy priorities are complemented including education, housing and planning.

Overcoming physical, infrastructure, political and funding constraints faced by Opportunity Areas.

raPiD PoPuLation groWth anD in-migration

Providing affordable homes, services and amenities for an additional 2 million people.

Creating employment and skills for young people and vulnerable groups of society.

Caring for an increasing proportion of retirement age residents and managing higher levels of dependency.

Releasing economic capacity through labour force growth and injecting human capital.

Enhancing social and cultural diversification.


London at night, aerial photograph taken at 38,000 feet altitude on 19th September 2013.



Future Proofing London for the next century

It should go without saying that the past century has been one of significant change, not only for London and Britain but across the world. What is perhaps even more exciting is the prospect that the next century will undoubtedly herald at least as much change as the last. Cities have long been faced with broad, complex and constantly evolving risks but these are becoming more resource-oriented and increasingly similar for both the ‘developing’ and ‘developed’ world.

chapter extract from Kaleidoscope City, RTPI 2014. Zoë green, Senior Planner, atkins



Liverpool Street Station during rush hour.

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People being evacuated from buildings flooded by the Thames in February 2014.

Resource scarcity, climate change, flood risk, energy shortages and ecosystem damage are now issues that face us all. We have globalised the risks to our built environment in tandem with commerce and society, and the challenge this presents is likely to define the way in which we manage our built environment. Cities will have to adapt and evolve beyond the local level to better manage their resources, infrastructure and human capital if they are to remain successful. This is, in essence, the concept of 'future proofing'. Future proofing cities is about utilising and developing the capabilities of cities to respond to the risks associated with the challenges of the next century and beyond.1 It is a concept which,like the matters which need to be addressed, applies globally and not, as has previously been the case, something solely focussed on the developing world. London must also be future-proofed.

the nature of the challengeThe resilience of our cities is an increasingly debated matter. The notion that there is no direct link between human activities and rise in global temperatures, for example, has been all but totally dismissed.2 This has driven organisations such as the United Nations to urge policy makers across the world to develop strategies which protect cities for the future. Urban populations continue to rise at the global scale, with more cities becoming ‘mega’ in scale (having populations over ten million). This is not only the consequence of rural-urban migration but also population growth.

By 2050, the global population is expected to exceed ten billion people, 75% of whom will be living in cities. London is not immune to change, with the city’s population expected to swell to 10 million by 2030. As with elsewhere in the world, this will have clear implications for its energy, water and food nexus. The Mayor of London is acutely aware of the challenge of meeting the demands of this population growth whilst driving the capital’s economy forward and emphasises the need for stable and continuous investment in housing and infrastructure projects in his 2020 Vision.3 At the moment, however, there seems little reason to believe that London won’t experience electrical blackouts of the sort in New York City in 2012 or flooding akin to the German town of Deggendorf in 2013.4 The challenges may be global, but the hurdles and effects to be addressed are those of the city level; particularly in respect of water, energy, food, infrastructure and technology.


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The Thames Barrier was completed in 1982. It is the world's second largest moveable flood barrier.


WaterLondon is currently protected from extreme flooding by the Thames Barrier. This is a dam, built to withstand a 1-in-1000 year North Sea storm surge. It is also considered to be a huge success and, according to the UK Environment Agency, provides a greater degree of protection than was originally anticipated. However, this does not avoid the need for plans to be prepared for a new barrier within the next half century (for installation by 2070). Nor does the barrier’s success change the fact that the standard of protection provided will begin to decline after 2030.5 London is therefore in a position whereby the quality of flood protection provided will start to reduce at precisely the moment the population exceeds ten million people; many of whom will doubtless be living near the barrier itself in the great new swathes of accommodation to be provided in East London and the Thames Gateway.

However, it is not just the sea level rising that poses a water challenge to London. London is also recognised as a high-risk area for surface water flooding. Localised flooding in Southwark in 2004, for example, cost £1 million to resolve, with other flooding events recorded in the Borough in 2006 and 2007.6 These issues are, on a local level, not infrequent. A Thames Water main burst in August 2013, for example, flooding more than 30 properties along Half Moon Lane. Although different in nature, this again highlights the nature of flood risk faced by areas across London. At the regional level, the Greater London Authority has instigated the ‘Drain London’ project to help manage and reduce surface water flood risk by identifying areas at greatest risk of flooding and demonstrate ways to mitigate this. It is however clear that local authorities will have to take action in developing local flood risk management plans and undertaking flood prevention works to help reduce sewer and surface water flooding in the future.

A key element of any attempt to minimise flooding within the city limits will be the city’s Victorian sewer network, covering around 160km and increasingly outmoded, having been designed by Joseph Bazalgette and implemented in 1858. This original system was introduced following the ‘Great Stink’ and planned by taking the capacity requirements of the densest part of London, applying these to the whole city, and then doubling the estimate (an early but crude form of ‘future proofing’). Whilst perhaps seeming ridiculously cautious at the time, Bazalgette’s estimates have secured the capacity of the sewer network for well over 100 years; but it is now struggling to meet the demands of a larger and more urbanised area with more water usage. The existing sewer now overflows on a weekly basis, flushing 39 million tonnes of raw and untreated sewage directly into the River Thames every year.7 An application has therefore been made for a £4.2 billion project, backed by private investment, which will create a 25km tunnel (aka the ‘Super Sewer’) to collect this overflow from the city’s existing sewer network and carry it downstream. It will certainly help avoid discharge into the Thames, but does not address more fundamental questions about the ability of the city to accommodate future growth and development.


EnergyIt is no understatement to suggest that London will soon become vulnerable to blackouts on a comparable scale to the severe power outages experienced in New York in 2012. London’s, however, would not be the result of natural disaster but policy decisions. Research published in October 2013 by the Prime Minister’s Council for Science and Technology openly acknowledged that significant blackouts could occur in the UK by 2020. It also noted that whilst current electricity supply is expected to be ‘sufficient to cover predicted levels of demand’ even this will be stretched, coming ‘close to its limits, notably during the winter of 2014-15.’8 The Department for Energy and Climate Change (DECC) has also identified that the UK’s dependence on energy imports, particularly gas, has increased to its highest levels since 1976. When coupled with tougher environmental targets and the closure of ageing power stations this has placed yet greater pressure on the UK to meet demand and created an increasing reliance on gas imports.9

The impact of these constrictions is being managed every day, as the UK balances precariously close to its energy limits. It was widely reported, for example, that in March 2013 the UK was six hours away from running out of gas due to high demand. On this occasion, demand was driven by a period of record cold temperatures and a pipeline fault, but these are only two factors of many which have the potential to drive gas stores down to dangerously low levels.10 The decision by British Gas owner Centrica, in September 2013, not to

The City of London - one of the leading centres of global finance.



build two gas storage projects (in light of a government decision not to subsidise gas storage) will leave the UK with some 15 days of stored gas supply and yet greater dependency on gas imports.11 This heavily contrasts to Germany and France that have between 99 and 122 days of gas supplies stored respectively. Here, despite current and largely critical debate around ‘green energy’ taxes, there are genuine and legitimate concerns about an overreliance on energy imports and the risk that consumer gas and energy bills could significantly be pushed up by exporting countries. The energy regulator, Ofgem, has warned that the margin between supply and demand could fall to 2% by 2015, a significant drop when put in context with the UK’s buffer of 16% in 2011.

The risk of electricity shortages and blackouts at the national level is therefore an incredibly real threat which has clear implications for the capital that need to be addressed.12 The potential of localised and community-level energy production therefore needs serious consideration.


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Fruit stall in Brick Lane market, which takes place every Sunday in London.


FoodFood is fundamental to life on earth and concerns regarding its relationship with population growth are longstanding, not least since Thomas Malthus’ influential Essay on the Principle of Population (1798) and the controversy that followed. More recently, the Battle of the Atlantic (which cost the lives of 100,000 seamen alongside 3,500 merchant ships, 175 warships and 783 U-boats), placed this matter firmly at the heart of the public conscious and the modern planning system. London relies heavily on food imports from overseas and elsewhere in the UK, making it hugely sensitive to changes in the global market. This became particularly evident during a world food price spike in 2008 that caused an increase of more than 30% in the cost of fruit and vegetables across the UK. The UK imports over 40 per cent of the total food it consumes and the proportion is rising.13 London is hugely dependent on these imports and it has been estimated that the city has only three or four days stock, should there be any disruption to supply.14

The response to London’s food security has, however, been far less strategic and occurred mostly on the local level; largely through the growing number of urban food growing projects. 'Growing Communities', for example, is an award-winning community-led organisation based in Hackney, North London, that has created two trading outlets including an ‘organic fruit and veg box scheme’ and the ‘Stoke Newington Farmer’s Market’. It has also introduced ‘urban market gardens’, where communities can grow produce for sale through the food box scheme. This food box scheme has flourished since its set up in 1993 rising from just 30 households supporting the scheme to nearly 500 households participating. It’s a step towards London’s historic market gardening role but hardly likely to do much more than supplement the diets of the few people involved. We must recognise, therefore, that these schemes will not be the solution for ensuring the long term food security of the whole city, despite aspirations to scale-up production from the community to city level through changes in planting and design that fit with the urban fabric, such as street trees providing fruit.15 The inevitable legal and financial implications faced by Boroughs alone may make this unviable.

The logical starting point for self-sufficient growing is therefore the city’s Green Belt of which a historic and fundamental function remains agriculture. Indeed, the London Assembly have pointed to the capability of London’s Green Belt as a resource with the potential to produce a quarter of London’s fruit and vegetable requirements; although this relies upon a willingness to introduce changes to the planning system to support commercial agriculture and encourage more food to be grown in the city. This means balancing it against other issues which may be considered more significant, such as the housing crisis. A London Assembly Report highlights that an issue often raised by Green Belt farmers is the lack of support by planning authorities for on-site farm shops, often refused permission on the basis that planning policies discourage retail development outside of town centres. Likewise, polytunnels that can help farm businesses be more competitive with overseas produce are often strongly opposed by the public on the basis that they lead to a loss of visual amenity.16


infrastructureTransport and infrastructure receives regular attention, although London has a recognised weakness in terms of joined-up infrastructure provision and project planning.17 Whilst there are a considerable number of ongoing projects focused on improving this, not least with the East-West rail link ‘Crossrail’ and the Thames Tunnel ‘Super Sewer’ project, there is notable lack of coordination. High Speed 2, linking London to the North of England, would require major modifications of the proposed HS2 alignment to allow interchange with High Speed 1 at Euston. This hugely beneficial connection is therefore unlikely to be made. Likewise, Orbital rail, achieved in 2012 by linking the existing Overground network, is only made possible by a change at Clapham Junction. It is not that transport and infrastructure projects aren’t happening, but that the city isn’t capitalising on the potential to secure maximum benefit, largely through a failure to fully plan for future network requirements.

To combat the uncertainty which exists in London, the Mayor of London intends to launch a new high level plan to set out its long term infrastructure needs to 2050. This wouldn’t only deal with transport but a range of other issues as well. It is estimated, for example, that London needs infrastructure investment to the value of £75 billion by 2020. Of this, around £24 billion is needed for transport and about £8 billion for energy and water. Any plan, however, need to allow a degree of flexibility in the face of unknown changes and consider potential financing and investment mechanisms. London Enterprise Panel’s London Infrastructure Group rightly acknowledged that funding needs to be directed to places where it can have “greatest economic impact in terms of supporting existing activity, increasing productivity, and providing a platform from which to compete for growth”.18

Euston Station Masterplan.


technology Technology is a particularly interesting component of the future cities debate because the risks are much more indirect, resulting not from clear external factors but from failing to keep pace with change. It is, however, playing an increasing role in all our lives, not least the way in which we design, construct and run cities. By and large, it is also a hugely positive influence and provides a real opportunity to help cities become more efficient. This is exemplified by the ‘smart cities’ debate, perhaps unsurprisingly driven forward by technology manufacturers. The ‘smart cities’ idea focuses on the way in which we can harness big data to solve city-wide problems such as traffic congestion. The Government has committed considerable investment to the smart city sector as a solution to improving the operation of the city. This includes investments in research (with £95 million funded by Research Councils) and opening a £50 million ‘Future Cities Catapult’ centre in London to showcase innovation to foreign investors and provide a ‘plug-and-play’ lab. There is also funding for “future city demonstrators” at a cost of £33 million. Nonetheless, the extent to which these stimulate change as opposed to simply marketing London’s potential to secure high-value manufacturing contracts remains to be seen.

The need to use technology to help plan is not, however, the end of the story. In many ways it simply signals a growing awareness of the role that technology can play in globally positioning advanced economies. Perhaps most exciting is the way in which London is itself consciously seeking to take a lead on the issue, both as an exemplar of ‘smart city’ concepts and innovator of the approach. Much is undoubtedly hyperbole, but it is perhaps inevitable that this will contribute to an environment whereby technological investment receives more attention. The Royal Docks, located in East London, are now fast being reconsidered as a hub for commerce and trade driven by technology. The Mayor of London would like to see this area become the next business district after the City and Canary Wharf and has, notably, struck a deal with Beijing’s Advanced Business Park (ABP) to fund the creation of a new state-of-the-art business district. The new business centre will initially support Asian and Chinese businesses wanting to establish and expand within the UK and Europe, with a particular focus on high-tech and green industries. Indeed, when the proposed business district is complete (around 2017), it is estimated that this development alone will be worth around £6 billion to the UK economy, leading to the creation of some 200,000 jobs and providing an uplift of 30% to the economy of the Borough of Newham.19


rising to the challengeCities across the world face significant and increasingly similar risks. London is no different and will need work hard to balance its infrastructure and investment requirements with the challenges of population growth and resource insecurity. In some ways, the city is better placed than many others to face this challenge. London has successfully reinvented itself on countless occasions and its immediate future promises to continue this revival. In the longer term, however, there is a growing need to focus on the strategic and structural threats which will only be exacerbated by this success if it is to maintain its global competitive position. This will require the city to align future investment, particularly in infrastructure, with a vision for the future that responds to uncertainty through a multidisciplinary and comprehensive approach.

Current investments will serve as an enabler for short term success, but this success increases the nature of challenges faced. The response needs not be any different in terms of governance structure to that which exists at the moment – city wide strategy with local action – but it is essential that we develop our professional capabilities to adapt the city and ensure these key issues are reflected fully in the way we manage development.

Conclusion


London 2100 – Future Proofing London for the next century | 19London 2100 – Future Proofing London for the next century | 19


References

1 This is the definition in Atkins, UCL and UK Department for International Development (2012). 'Future Proofing Cities', London

2 See for example the United Nation's Intergovernmental Panel on Climate Change (IPCC) Fifth Assessment Report (2013), ' Climate Change'. This indicates that 95% of scientists now consider climate change to be manmade.

3 Johnson B. (2013) '2020 Vision: The Greatest City on Earth - Ambitions for London by Boris Johnson', Greater London Authority, London.

4 These environmental issues have been widely publicised. See for example the BBC New stories regarding hurricane Sandy (Storm Sandy causes severe flooding in Eastern US, available at http://www.bbc.co.uk/news/world-us-canada-20133158) and the Deggendorf floods (Rescuers winch families to safety in German flood town, available at http://www.bbc.co.uk/news/world-europe-22779749)

5 Environment Agency (2012), 'Thames Estuary 2100', available at http://www.environment-agency.gov.uk/homeandleisure/floods/125045.aspx

6 London Borough of Southwark, 'Flood Risk Management in Southwark' available at http://www.sothwark.gov.uk/info/200448/flood_risk_management

7 Debate around the new sewer is neatly summarised by the BBC News in 'Does London need a £4.2bn 'super sewer' available at http://www.bbc.co.uk/news/uk-england-london-24046324

8 Royal Academy of Engineering for the Council for Science and Technology (2013), ‘GB electricity capacity margin’, London.

9 The independent, Blackout Britain: Ofgem warns danger of power shortages have significantly increased,2013 http://www.independent.co.uk/news/uk/home-news/blackout-britain-ofgem-warns-danger-of-power-shortages-has-significantly-increased-8676825.html

10 Sky News (2013), ‘Gas: UK Was Six Hours From Running Out’, available at http://news.sky.com/story/1095134/gas-uk-was-six-hours-from-running-out

11 BBC News (2013), ‘British Gas Owner Centrica stops plan to build gas storage’, available at http://www.bbc.co.uk/news/business-24207586 http://www.bbc.co.uk/news/business-24207586

12 Williams, R (2013), ‘Blackout Britain: Ofgem warns danger of power shortages have significantly increased’, The independent , available at http://www.independent.co.uk/news/uk/home-news-blackout-britain-ofgem-warns-danger-of-power-shortages-has-significantly-increased-8676825.html

13 Cabinet Office (2008),’Food Matters: Towards Strategy for the 21st Century’ ,available at http://www.foodsecurty.ac.uk/assets/pdfs/cabinet-office-food-matters.pdf

14 London Assembly (2010), ‘Cultivating the Capital: Food growing and the planning system in London’, available at http://www.london.gov.uk/sites/default/files/archives/archive-assembly-reports-plansd-growing-food.pdf

15 BBC News (2010), ‘A future where London can feed itself’, available at hhtp://news.bbc.co.uk/local/london/hi/people_and_places/nature/newsid_9159000/9159626.stm

16 London Assembly (2010), ‘Cultivating the capital: Food growing and the planning system in London’, available at http://www.london.gov.uk/sites/default/files/archives/archive-assembly-reports-plansd-growing-food.pdf

17 CBI and KPMG (2011), ‘making the right connections: CBI/KPMG Infrastructure Survey 2011’, available at http://www.cbiorg.uk/media/1052324/2011.09-cbi-kpmg-infrastructure-report.pdf

18 Mayor of London, Infrastructure Update, available at http://www.london.gov.uk/priorities/business-economy/working-in-partnership/london-enterprise-panel/priorities/infrastructure

19 Green, Z (2103), ‘The Royal Docks: a third international business district for London?.’, Global Urbanist, available at http://globalurbanist.com/2013/08/27/royal-docks


Legal disclaimer

This publication contains forward-looking statements concerning Atkins Limited (‘Atkins’) and the UK water industry. These statements involve known and unknown risks and uncertainties because they relate to events, and depend on conditions, that will or may occur in the future. Actual results may differ materially from those stated in this publication, depending on a number of factors beyond Atkins’ control, including (without limitation): (a) price fluctuations in energy; (b) changes in demand for water; (c) water resource availability; (d) loss of market and industry competition; (e) environmental and physical risks; (f) legislative, fiscal and regulatory developments; (g) economic and financial market conditions in various countries and regions; and (h) changes in trading conditions. All forward-looking statements are based on Atkins’ current expectations about future events and conditions and are qualified by the contents of this disclaimer.

All information, illustrations and assumptions contained in this publication are for information purposes only and no warranty can be or is made as to the accuracy and completeness of the same. All material contained in this publication speak only as of the date of writing, March 2014, and Atkins is not under obligation to update or keep current the information contained herein.

Atkins, the other companies within the Atkins group, its agents and employees do not accept any responsibility or liability whatsoever for any loss or damage of any kind arising directly or indirectly from or in connection with the use of or reliance on all or any part of this publication.


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FuturE ProoFing citiES www.futureproofingcities.com

DAtE Of PUBLiCAtiOn: 2012

FuturE ProoFing thE WatEr SEctor in uK

DAtE Of PUBLiCAtiOn: 2013

other atkins' Future Proofing cities publications:

FUTURE PROOFINGTHE UK WATER SECTORPositioning the UK water industry for long term success

For more information please contact:

Elspeth FinchDirectortel: +44 (0) 207 121 2541Email: [email protected]

registered office: Atkins, Woodcote Grove, Ashley Road, Epsom, Surrey KT18 5BW England United Kingdom

general enquiries:

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Date of publication: March 2014

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Documents

LonDon 2100 - Home – Atkins/media/Files/A/Atkins-Corporate...Providing affordable homes, services and amenities for an additional 2 million people. Creating employment and skills