The proposed research explores the significant challenge which the carbon reduction agenda poses for UK house builders. Focusing on the development of new products and processes at the project level and their diffusion across a large multi-regional firm we will ask key research questions that include: How can construction firms take advantage of project-level innovations? How can they meet the challenges which progressive carbon reduction targets currently pose? How do these innovations travel across large, complex firms? And how do standards shape innovations and how do innovations feed into ongoing changes in standard practice? The proposed research explores these questions by examining the development, uptake and diffusion of technical innovations from Hanham Hall, an experimental housing development which Barratt Developments has used to address the 2016 requirement that all new homes meet a zero-carbon standard. Barratt Developments is one of the largest house builders in the UK. The house builder has four brands and had an average of around 400 active sites at any one time across 25 divisions. The question of how specific technical innovations from Hanham Hall are being diffused and stabilised across Barratt Developments addresses some of the core challenges for the mainstreaming of zero-carbon standard buildings. While many scholars highlight the challenges of cross-project learning and the diffusion of innovations, little empirical or theoretical work has been done on the 'anchoring of innovations' at the firm-level. Similarly, little work has been done on the travel of innovations across projects within a large, multi-regional firm. This problem is especially pressing when one takes into account the ambitious upcoming carbon reduction targets and the largely organisational nature of the challenge. As a number of observers have noted, the sector knows how to build low-carbon buildings on experimental developments; what it does not know how to do is to incorporate that know-how into standard practice. The research questions are informed by the application of actor-network theory and neo-institutionalism to the study of key technical innovations at Hanham Hall across Barratt Developments: (1) to identify and explain the development of a number of key product and process innovations at Hanham Hall in response to carbon reduction requirements; (2) to examine the impact of those innovations on firm-level practices (including supply chains, procurement, internal management systems, business models, policies and strategies); (3) to follow the introduction of those innovations into other Barratt Developments housing projects and to document similarities and differences in project-level accommodation to those elements; (4) to use this analysis to theorise processes of innovation, diffusion and stabilisation/institutionalisation (in firm-level strategies, systems and practices) within large, project-based firms; and, (5) to contrast the findings produced by the deployment of neo-institutionalism and actor-network theory in the study of a single complex empirical case. The focal case study research will draw upon the analysis of documents, relevant artefacts, in-depth interviews and observations. The analysis of these sources will allow the team to trace the associations and movement of people and objects across multiple Barratt Development sites.

London and the South-East is the economic 'powerhouse' of England contributing 40% of GDP. Currently there is a shortage of housing, particularly affordable homes, and 50,000 new homes per year are planned for London to 2036. The growing population of London and its planned housing require water to be supplied and flooding to be reduced as far as possible. However, the region is vulnerable to water shortages (droughts) and floods. In the spring of 2012 London was facing potentially its worst drought, with concerns whether Affinity Water could provide sufficient water for some Olympic events. By contrast, the prolonged rainfall that then fell over the summer caused localised flooding and the Thames barrier being closed twice. This swing, over half a year, from extreme shortage of water to excess highlights the major challenge London faces to manage the water environment. This challenge is likely to worsen with climate change alongside the expected economic growth of London and associated increase in population. It also shows how droughts and flooding are two ends of a hydrological spectrum, whose political oversight, i.e. governance, needs to be managed was a whole. It is this need for integrated, collaborative and appropriate management that lies at the heart of CAMELLIA. Focusing on London, CAMELLIA will bring together environmental, engineering, urban planning and socio-economic experts with governmental and planning authorities, industry, developers and citizens to provide solutions that will enable required housing growth in London whilst sustainably managing water and environment in the city. CAMELLIA will be led by Imperial College London, working in collaboration with researchers at University College London, the University of Oxford, and the British Geological Survey. The programme is supported by communities, policymakers and industry including: local and national government, environmental regulators, water companies, housing associations and developers, environmental charities and trusts. Ultimately, the programme aims to transform collaborative water management to support the provision of lower cost and better performing water infrastructure in the context of significant housing development, whilst improving people's local environments and their quality of life. The relationships between the natural environment and urban water infrastructure are highly complex, comprised of ecological, hydrological, economic, technical, political and social elements. It is vital that policy and management are informed by the latest scientific understanding of hydrological and ecological systems. However, for this knowledge to make a change and have an impact, it needs to be positioned within wider socio-technical and economic systems. CAMELLIA will provide a systems framework to translate Natural Environmental Research Council-funded science into decision-making. Enabling a range of organisations and people to contribute to, and apply systems-thinking and co-designed tools to create a paradigm shift in integrated water management and governance underpins CAMELLIA. This will achieve the goal of real stakeholder engagement in water management decisions and provide a template, not just for London's growth, but for other cities, regions and communities both nationally and globally. The proposed work programme consists of four work packages which address 4 key questions, namely: How to understand the system?; How to model the integrated system?; How to analyse that system?; How to apply this systems approach to create impact? To help focus these questions, four London based case studies are being used, each reflecting a key issue: Southwark (urban renewal); Thamesmead (housing development); Mogden (water infrastructure regeneration); Enfield (Flood risk and water quality). From these, an integrated systems model will be applied to the entire city in order to help guide policy, planning and water management decisions.