INDIVIDUAL CATEGORIES CRITERIA

This category focuses on how BIM model has been planned and implemented on a particular project (or related projects). The project must be 100% complete within the last 24 months or be at the end of a major phase (so there is evidence of an outcome) and demonstrate multiple BIM uses (not just 3D modelling). For example, design processes, scheduling, cost control, sustainability, operations & maintenance or integration with industry 4.0. Benefit realisation carries 40% of the score weight and depends on providing clear evidence. Therefore, please give detail on the tangible outcomes of the project, such as gains in time, safety, quality, cost, operations & maintenance or lifecycle asset management, along with supporting evidence. Entries are open to contractors, consultants, developers or project owners (not technology providers) but should acknowledge the work and roles carried out by the main project stakeholders.

This category focuses on how digital tools have been successfully implemented on a specific AEC project or within an organisation to optimise an AEC business related process or task. As a minimum, entries must demonstrate the collection and conversion of non-digital information into digital data, through to full-scale automation that removes all manual input in a process. Examples include but are not limited to implementation of ERP or Project Management software, IoT, Machine Learning, RFID, Robotic Process Automation, Mixed Reality, or Laser Scanning. It cannot be BIM implementation on its own. The initiative (or a significant milestone of the initiative) should have been adopted and been made operational (i.e. not a trial) and should have been implemented within the last 24 months. Benefit realisation carries 40% of the score weight and depends on providing clear evidence. Therefore, please give details on the tangible outcomes of the project, such as gains in time, efficiency, safety, quality and cost along with supporting evidence. Entries are open to project owners, developers, contractors or consultants within the built environment (not technology providers).

This category focuses on how digital twin project ideas have been implemented during the design, construction or operational phase to enhance the delivery or performance of an asset. Due to the emerging nature of the technology, examples of static Digital Twins (or precursors to dynamic Digital Twin) will be accepted, although fully functioning, Digital Twins that are connected to the physical asset and updated in real-time will be favoured. The digital twin must be complete or at the end of a major phase so that there is evidence of one or more outcomes. It must have been implemented in the last 36 months. Benefit realisation carries 40% of the score weight and depends on providing clear evidence. Therefore, please give details on the tangible outcomes of the digital twin enablement, such as gains in time, cost (CapEx/OpEx), energy efficiency, quality, occupancy wellness or resource efficiency along with supporting evidence. Entries are open to contractors, consultants, developers or project owners (not technology providers) but should acknowledge the work and roles carried out by the main project stakeholders.

This category focuses on how offsite construction methods (design, manufacturing & assembly) have been planned and implemented on a specific construction project. The project must be complete or at the end of major phase (so there is evidence of one or more outcomes) in the last 24 months. This applies to all construction projects with offsite manufactured components, including volumetric modules, panellised systems, bathroom pods, MEP modules, etc. Large or complex precast projects will also be considered. Benefit realisation carries 40% of the score weight and depends on providing clear evidence. Therefore, please give details on the tangible benefits to the project, such as gains in time, efficiency, safety, quality, waste or greenhouse gas management and cost along with supporting evidence. Entries are open to contractors, consultants, developers or project owners but should acknowledge the work and roles carried out by the main project stakeholders.

This category focuses on how 3D printing has been planned and implemented on a specific construction project. The project must be 100% complete within the last 24 months or be at the end of a major phase (so there is evidence of an outcome) and applies to 3D printed constructions including full-scale buildings, structures, models, fixtures, furnishings and artwork. Entries for this award should highlight the main aims of using 3D printing over traditional methods and most importantly demonstrate the results against those aims. Benefit realisation carries 40% of the score weight and depends on providing clear evidence. Therefore, please give details on the tangible outcomes provided to the project, such as gains in time, safety, quality, more preforms, cost, creating less waste etc., along with any supporting evidence. Entries are open to project owners, developers, contractors or consultants within the built environment (not technology providers).

This category focuses on how digital tools have been successfully implemented on a specific AEC project/s or within an organisation to improve onsite safety. The technology should play a critical and central safety role, be that through the use of artificial intelligence, IoT, connected cameras, virtual reality, etc that can monitor people or equipment, alert to potential dangers, provide virtual rehearsals or provide data intelligence that can be used to continually improve safety. The project/initiative (or a significant milestone of the project/initiative) should be operational (i.e. not a trial) and should have been implemented within the past 24 months. ESG impact carries 40% of the score weight and depends on providing clear evidence of benefits around social and governance factors. Therefore, please give details on the tangible outcomes of the project/initiative, such as impact on product quality & safety, occupation health, safety & well-being, systematic risk or crisis management and business ethics. Entries are open to project owners, developers, contractors or consultants from the built environment (not technology providers)

This category recognises organisations that have embedded Environmental, Social and Governance (ESG) principles into their strategy and have systematically planned and executed ESG initiatives and processes within their business. Potential examples include an organisational approach to environmental-based design, use and sourcing of materials, AEC processes that minimise greenhouse gas emissions and/or waste, positive social initiatives such as gender equality programmes, employee wellness, engagement or health & safety and positive governance initiatives such as corporate transparency, compensation or succession. The activities should have started within the last 24 months. This category does not consider a single sustainable construction project itself such as a green building, but will consider the processes or initiatives made by the organisation that can be applied to multiple projects in an on-going basis. ESG impact carries 40% of the score weight and depends on providing clear evidence. Therefore, please give details on the tangible ESG outcomes demonstrated by the organisation. Entries are open to contractors, consultants, developers or project owners in the built environment (not suppliers).

This category recognises organisations that can demonstrate how they systematically plan for and execute BIM within their business. Entries should demonstrate that a holistic approach is taken towards strategy, planning, management and execution of BIM for design processes, supply chain coordination, scheduling, cost control, sustainability, operations & maintenance or integration with industry 4.0. This is a popular and competitive category, where benefit realisation carries 40% of the score weight. To score well in this category, it is critical that entrants provide clear evidence of benefits gained. Therefore, please give details on the tangible outcomes of the BIM implementation so far, such as gains in time, efficiency, quality, cost, operations & maintenance or lifecycle asset management, along with supporting evidence. Entries are open to project owners, developers, contractors or consultants from the built environment (not technology providers).

This category recognises organisations within the AEC industry (including design consultants, contractors and project owners) that implement digital methodologies into the workflow of projects to aid design decisions. Entrants for this category must go beyond using only BIM and instead focus on the design exploration benefits of Virtual Design, Data, Computational Design, (Parametric Design & Generative Design), AI, Design Management Platforms and digital Carbon Tools. As a minimum, entries should demonstrate the use of digital techniques to aid design decisions that add value to the project by way of environmental, social or economic indicators. Examples include, but are not limited to, the creation of rules-based processes within digital design tools and the creation of bespoke tools that allow the assessment of environmental, social or economic factors of the project. Entries should focus on designs that have been implemented within the last 24 months and demonstrate that a holistic approach is taken towards strategy, planning and management of a digital design approaches. Benefit realisation carries 40% of the score weight and depends on providing clear evidence. Therefore, please give details on the outcomes of a number of projects, such as maximising human wellness, resource efficiency, constructability, and project costs (CapEx/OpEx) along with supporting evidence.

This category recognises AEC industry consultants that can demonstrate how they systematically plan for and execute digital initiatives and/or new ways of working within their business to enhance the delivery and handover of projects. Entries should focus on the last 24 months, demonstrating that a holistic approach has been taken towards strategy, planning, management and execution of initiatives, and fixing industry pain points for the benefit of different business disciplines, industry stakeholders, projects and/or asset lifecycle. Benefit realisation carries 40% of the score weight and depends on providing clear evidence. Therefore, please give details on the tangible outcomes of the digital initiatives/new ways of working in the last 24 months such as gains in efficiency, safety, quality and cost, along with supporting evidence.

This category recognises contractors that can demonstrate how they systematically plan for and execute digital initiatives and/or new ways of working within their business to enhance the delivery and handover of projects. Entries should focus on the last 24 months, demonstrating that a holistic approach is taken towards strategy, planning, management and execution of initiatives, fixing industry pain points for the benefit of different business disciplines, industry stakeholders, projects and/or asset lifecycle. Benefit realisation carries 40% of the score weight and depends on clear providing evidence. Therefore, please give details on the tangible outcomes of the digital initiatives/new ways of working that have been introduced in the last 24 months, such as gains in efficiency, safety, quality and cost, along with supporting evidence.

This category recognises organisations that can demonstrate how they systematically plan for and execute a digital transformation strategy within their business. Entries should focus on the last 24 months, demonstrating that a holistic approach is taken towards strategy, planning, management and execution of the digital transformation, fixing industry pain points for the benefit of different business disciplines, industry stakeholders, projects and/or asset lifecycle. Benefit realisation carries 40% of the score weight and depends on providing clear evidence. Therefore, please give details on the tangible outcomes of the transformation in the last 24 months, such as gains in efficiency, safety, quality and cost, along with supporting evidence. Entries are open to project owners, developers, contractors or consultants from the built environment (not technology providers).

This category is for disruptive startup companies with technology, products, services or smart materials relevant to the built environment (the design, build, handover & operation of built assets). Entries are open to organisations that are four years old or younger, but cannot be newly established divisions or branches of a larger company. They should demonstrate evidence of a convincing business plan, go-to market strategy, product market fit, innovation, traction, scalability and benefit realisation.

This award recognises a leader from the construction value chain (Senior Manager and above) who is a pioneer and role model in their organisation for digital technology adoption and success in the built environment. The winner will be able to demonstrate how they have successfully impacted the organisation’s approach to strategy, planning and management of digital technology initiatives that have enhanced AEC projects or processes. They should have a track record of innovation and have led the implementation of at least one technology initiative in the last 24 months. Benefit realisation carries 40% of the score weight and depends on providing evidence. Therefore, please provide details on the quantifiable outcomes of the individual’s work in the last 24 months that have increased the organisation’s competitive advantage or market share, or created gains in time, efficiency, safety, quality, or cost, along with supporting evidence.

This award recognises a rising star from the construction value chain (non-Senior Manager), who is fast gaining importance in their organisation and field and is a role model for digital and advanced construction technology. They must have five years or less experience in their relevant construction field. Maybe they have positively impacted the organisation’s strategy, planning, management processes or investment decisions? Maybe they have successfully collaborated with internal and external stakeholders to get impressive project results? Maybe they implemented a game-changing idea? The winner will be able to demonstrate exemplary work over the last 24 months and have a track record of delivering innovation and at least one digital initiative in that time. Benefit realisation carries 40% of the score weight and depends on providing evidence. Therefore, please provide details on the quantifiable outcomes demonstrated by the individual’s work over the last 24 months, such as improved time, efficiency, safety, quality, cost, competitive advantage, profit or market share along with supporting evidence.

This award recognises a BIM lead (Manager or Senior Manager) from the construction value chain who is a BIM pioneer and role model in their organisation. The winner will be able to demonstrate how they have successfully impacted their organisation’s approach to strategy, planning and management of BIM projects and processes. They should have a track record in BIM use, for example in design processes, supply chain coordination, scheduling, cost control, sustainability or operations & maintenance, and have led the implementation of at least one BIM initiative/project in the last 24 months. Benefit realisation carries 40% of the score weight and depends on providing clear evidence. Therefore, please give details on the quantifiable outcomes of the individual’s work in the last 24 months, such as improvements in time, safety, quality, cost, operations & maintenance, lifecycle asset management or market share, along with supporting evidence.

This award recognises a female leader from the construction value chain (Senior Manager and above) who is a pioneer and role model in their organisation for digital technology adoption and success in the sustainable built environment. The winner will be able to demonstrate how they have successfully impacted the organisation’s approach to strategy, planning and management of digital technology initiatives that have enhanced AEC projects or processes. They should have a track record of innovation and have led the implementation of at least one technology initiative. Benefit realisation carries 40% of the score weight and depends on providing clear evidence. Therefore, please give details on the quantifiable outcomes of the individual’s work, such as improvements in time, efficiency, safety, quality, cost, competitive advantage or market share, along with supporting evidence.