Here you will find a short Centre description, Minutes from meetings as well as Notes and documents regarding Green2050.


Green2050 Kick Off Presentations and Videos

Centre Presentation

Centre Presentation

GREEN 2050 - Centre for Green shift in the built environment                

The Centre for Green shift in the built environment will contribute to fulfilling NTNUs social mission and sustainable development goals, in addition to the Rector’s vision of one NTNU. 

The centre will have a clear voice externally. It is a goal to create added value for NTNU's overall activities through cooperation and interaction, nationally and internationally, externally, and internally.


The construction sector is responsible for more than 40% of the world's energy consumption today. The built environment is crucial if one is to achieve national and international goals related to more sustainable roads, infrastructure, and cities.

The importance of the built environment for the environment, standard of living and quality of life is indisputable. The construction sector accounts for 1/2 of the EU's consumption of materials and energy, for 1/3 of waste to permanent landfill and 1/3 of water consumption.


Aiming for the climate-neutral "green" economy by 2050, following the ambitions of the European Commission, and is supported in the Norwegian climate plan for 2021–2030, it is not enough to just be energy efficient in the operational phase. We must be resource efficient throughout the life cycle, where our limited resources, including materials, land, water, time, human beings, as well as energy, are used in a sustainable way while minimizing impacts on the environment. We need to shift from the ongoing "linear economic model" with "use and throw" to a "resource-efficient circular model". Within a green shift, resources can be shared, and waste reused. Beyond that, people can enjoy better lives with less cost, disruptions, and emissions. 

The concept of green shift in the built environment is a key in the roadmap to a resource-efficient Europe (COM (2011) 571) which outlines how we can transform Europe's economy into a sustainable economy by 2050. 

This program will address how complex projects are planned, delivered, and renewed so that we reach the UN Climate Panel +1.5 C target before 2040.

Using resources for the "right projects" in the "right way" is necessary for achieving this long-term goal. We need project owners and project managers with the knowledge and skills required to develop and implement these projects, so that in the future we can live safely in our cities and use the infrastructure we have invested so much in. Sustainable management of our built environment is a major challenge, needing to be taken care of both holistically and technically. This is a task reaching beyond what a faculty or department at NTNU can solve alone.

The centre's mission is to be a strong national contributor within the green transformation of the built environment. World-class research results will be delivered with a real contribution to the global challenges facing the world. The centre will operate closely with the leading environments in the world addressing the green shift and sustainability. By this, it will contribute to strengthening and raising research within the theme Green built environment on a global level. The centre will contribute to the development of new knowledge and increased focus on topics that are relevant to the necessary restructuring of the BAE industry, making a significant contribution to the national and international climate goals.


Figure 1: The organization of the Centre for Green shift in the built environment.

Participation in the Centre for green shift in the built environment

The centre will be closely linked to industry and external actors through active participation in the project activity and through binding participation in the centre's leading bodies. This latter includes participation in the International Advisory Board, in the Executive Board, and in the National Advisory Board. Actors who do not have a permanent place in the centre's leading bodies or who have not participated in project activity in the centre will be invited to 1-2 open green shift seminars a year, where research and results from the centre's activities will be presented. The center will seek active collaboration with other research communities to strengthen and promote research that has been carried out and actively build on knowledge that has been developed.

The International Advisory Board

The climate challenge is perhaps the single issue most nations and businesses are affected by in the world today. On the one hand, whilst the climate challenge involves tremendous challenges, it also offers great opportunities. International cooperation must be strengthened to deliver on climate and sustainability goals. The centre has an ambition to be an important contributor to climate work and will cooperate closely with leading actors in the EU and other nations in the world. The centre will work actively to attract the best international leaders, researchers, and professionals.

The Executive Board

The main task of the "Executive Board" is to approve strategies for the centre's activities. The head of the Executive Board will be the dean or vice dean of research at the host faculty. It is further proposed that the vice dean research, Faculty of Information Technology and Electrical Engineering, and the vice dean research, Faculty of Economics and Management, be included in the Executive Board. In addition, businesses, and administrative entities with project activity in the centre will be included. Total number can be 8-10.

The National Advisory Board

The National Advisory Board consists of professional contact points at NTNU. The relevant ongoing projects such as SFI, FME and others are invited to the National Advisory Board. The purpose of the National Advisory Board is to provide input to new project activity and to connect professionals looked-for when generating new activity. A selection of professionals/managers from the industry are wanted in the centre and will be offered a place on this Board. The total number can be 10-15.

Multidisciplinary Task forces

Challenges related to reducing environmental emissions and finding solutions to the consequences of a changing climate require multidisciplinary collaboration. NTNU with a main science- and technological profile and a large academic breadth has a good potential for establishing multidisciplinary teams that together can bring forward new innovative solutions. 

Such multidisciplinary teams have been established, constituting "Task force resilience", "Task force resources" and "Task force mobility". The leaders for these will be part of the centre's management group. The task forces typically involve the collaboration of actors from 3-4 faculties at NTNU.

Centre management and financing

In the first year of the Centre, the costs associated with operations will be covered by NTNU. The long-term financing will be activity-based. This means that financing of the common costs associated with management activities will be covered through project activity with external and public actors. The centre is managed by a centre manager along with a coordinator. For each area, team leaders with special responsibility for their subject areas will be associated, including the above-mentioned multidisciplinary Task Force.


The centre manager reports in the line, to the host institute manager and host dean. Budgets, positions, etc. are adopted by the line. Exercise of this function will be taken care of by the line by entering as the head of the Executive Board. This means that the dean/vice dean will be the centre's owner and chair the centre's Executive Board.




Centre for Green Shift in the Built Environment Meeting October 5th, 2021

The ambition of the meeting was to gather key research personnel for the scientific activities of the centre. Agnar Johansen presented the agenda for the day. The presentation included an outline of the workings of the centre, presentation of centre personnel and communication channels, as well as an update on the centre organization model with committees and boards. Most prominently, as this was the subject of the workshop, was the role of the scientific task forces and how to make them function as teams. Themes included how to make PhDs and Post Docs participate in the joint scientific endeavor, how to organize the process of project generation and improvement, and proposal development.

Several comments were made by the participants during the presentation. Among the questions raised were:

  • System boundaries – what is covered by the task groups and what is not?

  • What surplus value for the researcher groups can the centre generate?

  • How much is education a part of the centre?

  • If there is internal funding from NTNU – how to decide the allocation of funds?

  • Concerning the task forces – how many task force leaders are envisaged and what are their tasks?

  • The perspectives of engineering and natural sciences seem well taken care of in the information coming from the centre – but what about the placement of technology within the wider circles of society? Many questions are relevant in this respect, such as land use, social impacts of interventions, wellbeing of citizens etc. Within the NTNU, the key competencies on these questions lie in the Faculty of Social and Educational Sciences and in the Faculty of Humanities, how will they be involved further?

  • Digital infrastructure is described as a facilitator, yet concerns the other way around seems missing. What is the added value provided by the centre for researchers within digital solutions?

Questions such as ones pertaining to system boundaries are multifaceted and very challenging to comment briefly in a satisfactory manner. Not surprisingly, questions of this nature have been continuously followed the development of the centre since its initiation. Given the nature of the inquiries, then, the responses are equally drawn in outline format, and as such articulate parts of the ambitions of the centre.

  • For what concerns the dissemination of results – there is a clear need for increased coordination between different research groups, departments, and faculties within NTNU. It is equally crucial to take the students into concern when presenting the results – the centre can serve as a platform for this type of dissemination effort.

  • This need for coordination is equally reflected in what is perceived to be a demand from the industry, notably that the industry as a body needs coordination on part of the education institution. In short, it needs to know what sustainability competencies come out of newly educated engineers.

  • Improve the financing through more projects.

  • The organization of the centre is clearly focused on the idea of one NTNU. This is reflected in the inclusion of faculties in the centre and in the working of the centre. The centre is intended to link people together that did not know each other in forehand, thereby creating synergies. This will also enable coordinated action among different researchers and different research groups.

Presentations of projects

A continuous effort within the centre will be to keep relevant parts of the research community informed about what type of research and projects are actually being carried out in fields that are relevant. Following this, four projects under establishment or underway were presented, with Q/As to each for clarification.

  • B-WaterSmart

Through the B-Water project, Tone Merete Muthanna presented how a sustainability project related to water can serve as an example of how to include EU-projects into the centre. An example of an ongoing project that fits neatly within the organization of the centre. Muthanna underlined that from the project perspective, the marketing efforts of the centre will be beneficial towards Norwegian municipalities.

  • Codes for Design of Sustainable Structures

Ramon Hingorani focused his presentation on the balance between use of resources and sustainability, especially in light of the balance between safety and sustainability. In other words, the question is how safe is safe enough within this context. The ambition is to construct an optimization analysis, providing a tool for decision-making. Standardization is the next level, going from single projects to the system level. As came up during the discussion, the project can be linked to for instance the challenges that Ferjefri E39 projects will need to solve or look in to. And this post-doc could be linked to E39 Stord- Os, currently in the planning stage of record breaker Floating Bridge.

  • cirkWood

On link from NTNU Campus Gjøvik, Lizhen Huang presented the project cirkWOOD. The project is financed by the research council, including a large array of private and public partners. The ambition of the project is to enhance circular use of wood in Norway for improved sustainability and innovation. The project includes the whole life cycle of wood- based projects. The project will start in January 2022. It was agreed that there will be arranged a meeting with the PL and discuss further collaboration between the project and the centre.

  • Limit states for sustainable reinforced concrete structures

Mette Geiker presented corrosion of steel in carbonated concrete, with the question of limit state and what can be the optimal use of material related to concrete in large construction. The topic is relevant for all types of buildings and constructions that involves concrete as a materiel. Such use includes for instance railroad tracks or bridges and houses etc., which could benefit of this type of research.

In sum, the discussion showed that all four topic/projects are relevant for the centre and the CMT will contact all 4 projects and discuss further collaboration between the presented projects and the centre. They are all examples of related projects. They have PhDs and postdocs that probably will benefit from the sort of community that the centre establishes.

In the plan for the workshop was also a short presentation of the HELIOS project / COLLECTiEF / NTNU Digital, by Gabriele Lobaccaro. Due to limited time in this workshop, this presentation will be held in the next meeting.

7 ideas by the industry

Following the meeting with the industry September 21st, the input was summarized into seven ideas for cooperation with the centre. The following debate was structured around the seven ideas, sent out in forehand and presented in the workshop.

1. On the distribution of emissions in the value chains for the AEC-industry

There is a need for documentation for all emissions, direct and indirect, for the whole value chain, from planning, to groundwork, construction, use and termination. Equally, there is a need for an increased use of digital technologies.

2. Materials and choice of materials

The sustainability implications concerning the choices of building materials need to be being further explored. This includes (low emission) concrete, steel, wood, composites, hybrids, glass, material for extreme loads and groundwork deposits. Reuse and recycling within a circular economy perspective are keys to furthering the development.

3. Public procurement and technical regulations

There is a need for including sustainability, in particular for what concerns resource efficiency in public procurement, in contracts and in technical regulations within the context of AEC-industry projects.

4. New structures versus reuse/recycling

There is a need for the development of tools of analysis as decision-making support for deciding on constructing new structures vs. reusing/recycling existing structures. This ought to include aspects such as use/co-use, choice of materials and utilization rate.

5. Mobility issues in towns/urban areas

There is a need for an assessment of how the choice of solutions for mobility influence actors (private enterprises, public administration, institutions, inhabitants) in the areas affected.

6. Resilience

There is a need for addressing how to prepare for a warmer, wetter, and wilder climate to secure society – including people, buildings, and infrastructure. Sustainability perspectives needs being addressed in the choice of solutions.

7. Development of competence

There is a need for developing knowledge concerning sustainability in general and resource efficiency in particular as a platform for the education of the next generation of engineers and leaders, including innovation leaders.

The presentation of the seven ideas was followed by discussion in plenum, and through informal socializing over a light lunch. Among the most important things discussed were the need for translating the ideas from the industry into items that are suitable for research. A general impression from the audience was that these ideas are relatively vague – they need rework in order to be operational to the scientific community. This can be a good starting point for the work of the task forces.

Next steps

The summing up of the meeting included the announcement of the next upcoming events:

  • Task force meetings ultimo October

  • PhD workshop medio November

Details concerning these two events will be sent out in good time prior to the meetings.

Ed. Jardar Lohne


Appendix 1: The seven ideas from the industry in Norwegian

1. Hvordan fordeler utslippene seg i verdikjeden for bygg, anlegg og infrastruktur

Dokumentasjon av klimagassutslipp. Bruk av digitale teknologier. Direkte og indirekte utslipp i hele verdikjeden: planlegging – grunnarbeid – byggeplass – oppføring - bruk- «end of life».

2. Materialer og materialvalg

Bærekraftskonsekvenser ved valg av byggemateriale: Betong (miljøvennlig sement), stål, tre, kompositt, hybrider, glass, materialer for ekstremlaster, masser fra grunnarbeid. Resirkulering og gjenbruk. Sirkulær økonomi.

3. Offentlige anskaffelser og tekniske forskrifter

Ta inn bærekraft/ressurseffektivitet enda tydeligere ved offentlige anskaffelser, i kontrakter samt i tekniske forskrifter ved oppføring av bygg, anlegg og infrastruktur.

4. Nybygg versus ombruk/gjenbruk

Utvikle nytt analyseverktøy som beslutningsgrunnlag for nybygg eller ombruk/gjenbruk. Dette må inkludere bruk/sambruk, materialvalg, klimagevinst og utnyttelsesgrad.

5. Mobilitet i byer/tettsteder

Hvordan påvirker valg av mobilitetsløsninger aktører (næringsliv, forvaltning, institusjoner og beboere) i berørte områder. Bærekraftskonsekvenser ved valg av ulike mobiltetsløsninger

6. «Resilience»

Hvordan ta hensyn til et varmere, våtere og villere klima for å sikre samfunnet; mennesker, bygg og infrastruktur. Bærekraftsperspektiver ved valg av løsning.

7. Kompetanseutvikling

Utvikle kunnskap knyttet til bærekraft og ressurseffektivitet som grunnlag for utvikling av fremtidens utdanningstilbud for neste generasjons teknologer og ledere inkl. innovasjonsledere.

Senter for Grønt skifte i bygget miljø

NTNU Samarbeidsseminar - Zoom – 21. september 2021




Del 1 Hvorfor et nytt senter med fokus på «Grønt skifte i bygget miljø»?

Del 2 Aktører fra Næringslivet/forvaltning om bærekraftsutfordringer

Del 3 Forskere fra NTNU og SINTEF om ressurseffektivitet, digitalisering, mobilitet og fremtidsperspektiv

Del 4 Forslag for å øke tempo i det grønne skiftet og diskusjon



NTNU gjennomførte 21. september et digitalt seminar knyttet til etableringen av «Senter for Grønt skifte i bygget miljø» for å bidra til en bærekraftig byggenæring. Dekan Olav Bolland ledet seminaret hvor NTNU, SINTEF og byggenæringen sammen diskuterte senterets begrunnelse, fokusområder og ideer til felles prosjekter med bygg, anlegg og eiendomsnæringen (BAE).

Del 1 Hvorfor et nytt senter med fokus på «Grønt skifte i bygget miljø»?

Prorektor Tor Grande

Av de fire tematiske satsningsområdene ved NTNU er to områder; energi og bærekraft direkte knyttet til senteret. Å gjøre noe med de bærekraftsutfordringene vi står overfor som samfunn vil kreve at man gjør noe med bygg og anlegg. Bærekraft står nå øverst på dagsorden ved NTNU – innen utdanning, forskning og kommunikasjon.

Presentasjon_Tor Grande

Dekan Olav Bolland malte det store bildet, med verdens utfordringer, og med NTNUs og Norges muligheter til å gjøre noe med dem.

NTNU uteksaminerer 7600 kandidater på masternivå. Over 400 doktorgrader i 2020. Fakultet for ingeniørvitenskap (IV) er deltagere i mange senter. Kobling mellom utdanning og forskning er viktig. Samarbeidsmodellen mellom NTNU og arbeidslivet utgjør en stor del av motoren i dette arbeidet. Det er nødvendig med tett samarbeid mellom arbeidsliv og universitet. Etter- og videreutdanning (EVU) spiller en viktig rolle i dette. Sentrale elementer her er rekruttering, kunnskapsoverføring mellom ulike sektorer, og de bidrag til innovasjon som NTNU kan komme med. Bærekraftsutfordringer setter dette på spissen.

Verden er i endring - befolkningen øker, FNs klimapanel kommer, det foregår en omfattende urbanisering, globalisering av verdikjeder, transportstrukturer endres, energibruk legges om fra fossil til fornybar, og nye utfordringer knyttet til helse og velferd kommer. Med digitalisering kommer muligheter knyttet til nye teknologiske løsninger, slik som 5g, Internet of Things (IoT) og Big Data. Samtidig utfordres samfunnets overordnede bærekraft av andre sider ved digitaliseringen, slik som såkalt «Corporate power» og hvilke former fremtidig informasjonsstyring vil ta. På et overordnet nivå vil det være spørsmål om hvor demokratiet går.

Dette understrekes av behovet for satsning på bærekraft. NTNU vil være en bidragsyter til samfunnsutvikling og verdiskapning. Ett NTNU innebærer tverrfaglig bredde. Vi ønsker å være så tverrfaglige som mulig. NTNU vil være den foretrukne samarbeidspartner for verden. NTNU vil også utdanne etterspurte kandidater som har bærekraft som en viktig kjernekompetanse. 

Presentasjon_Olav Bolland

Instituttleder Dr. Vikas Thakur er initiativtaker til senteret og la vekt på senteret som en mekanisme for å fremme endring. Hans innlegg fokuserte på hvordan senteret kan mobilisere tverrfaglig kompetansesamarbeid gjennom 3 områder som haster: mobilitet, ressurser og resilience (motstandskraft). Dagens infrastruktur tåler ikke det nye klimaet som stadig oftere treffer oss. Vi er nødt til å satse på teknologiutvikling, og utnytte og forsterke det vi har om det ikke skal gå tapt i et stadig tøffere klima. Vi må derfor tenke helhetlig, flerfaglig og tverrfaglig gjennom utdanning, innovasjon og samarbeid.

Senteret har allerede finansiert 10 PhDer/PostDoc’er. Det forventes å koble 30-40 BSc/MSc studenter til disse. Senterets langsiktige finansiering vil være aktivitetsbasert. Dette betyr at finansiering av felleskostnadene knyttet til å lede og administrere senterets virksomhet vil bli dekket gjennom prosjektaktivitet med eksterne og offentlige aktører.

Senteret har så langt hatt en myk åpning, men vi ønsker en formell åpning når Executive Board er på plass – forhåpentligvis i desember. Men forskningen har ikke tid til å vente!

Presentasjon_Vikas Thakur

Helge Brattebø (Direktør TSO Bærekraft) understreket viktighet av at det nye senteret bør ha en veldig bred agenda innenfor bærekraft - og at det er sentralt at man finner frem til konkrete prosjekter næringen har behov for. Spørsmålet som opptok ham i innlegget var hvordan det nye senteret treffer NTNUs bærekraftssatsning slik den er i dag? NTNU kjennetegnes i dag av mangfold innen mange ulike fag. Dette er tydelig nedfelt i NTNUs strategi. Den som ser på NTNU vil se et mangfold av aktiviteter knyttet til bærekraft – og som treffer de ulike bærekraftsmålene. Senteret vil kunne spille en viktig rolle i å samle og forene kreftene knyttet til grønt bygget miljø og bærekraft.

Presentasjon_Helge Brattebø

Del 2 Aktører fra Næringslivet/forvaltning om bærekraftsutfordringer

Tre sentrale aktører fra Næringslivet/forvaltning holdt så innlegg om bærekraftsutfordringer sett i fra perspektivet til industri og forvaltning.

Stein Windfeldt, direktør EBA Nord-Norge understreket i sitt innlegg bransjens villighet til å møte bærekraftsutfordringene. For å gjøre dette trengs kunnskap, lønnsomhet og krav. For det siste er det særlig viktig å forstå hvordan utslippene fordeler seg i verdikjeden; et talende eksempel er at en veldig stor andel kommer fra materialsiden og at utslippsfrie anleggsmaskiner ikke løser problemet. Et senter må derfor evne å gå inn i kjernen av problemstillingen, ved å se på blant annet asfalt.

Han fremhevet at materialsiden er den store synderen, krav trumfer alt og at det skal gi et konkurransefortrinn å være gode på miljø.

Presentasjon_Stein Windfeldt

Guro Grøneng, områdedirektør GeoMiljø Norges Geotekniske Institutt (NGI) presenterte bærekraftutfordringer i perspektiv fra industri og forvaltning. Aktiviteten i bransjen er høy, og dette innebærer masse utfordringer knyttet til utslipp, naturinngrep og annet. Dette innebærer behov for et markant taktskifte i bærekraftsretning. NGI har utstrakt samarbeid med akademia gjennom forskningsprosjekter (vist i presentasjonen), for eksempel med fokus på mindre utslipp i forbindelse med kalksement brukt for å stabilisere leirmasser.

Grunnarbeider må forbedres med tanke på klimagassregnskap. Forsterkning av grunn i leirområder med mer miljøvennlige prosedyrer er et viktig forskningsområde. Sirkulær massehåndtering og gjenvinning er viktig i klimasammenheng.

Presentasjon_Gro Grøneng

Jannicke Garmann, konserndirektør for bærekraft i Norconsult og styreleder i næringslivsringen, understreket i sitt innlegg hvordan prosjekter i altoverveiende grad er kostnadsstyrte – og ikke i vesentlig grad miljøstyrte. Hun presenterte eksempel fra arbeid med samtidig reduksjon av kostnad og klimagassutslipp som viser at det er mulig å redusere utslipp med opp til 40% uten at kostnadene nødvendigvis går opp tilsvarende. Det interessante er at de tiltakene som faktisk koster penger er knyttet til de direkte utslippene på byggeplasser. Hun understreket også hvordan digitalisering kan føre til mindre sløsing, samt at det også fører til mindre grad av feil og mangler på byggeplassene. Hun fremholdt at en vesentlig hindring for å få til bærekraftsløsninger er at mange aktører sitter og venter på hverandre. Vi må våge å ta initiativ – og det trengs endring av regelverk, med mulighet for tilpasning av prosjekter.

Hun fremhevet at i byggeprosjekter er 25% knyttet til direkte utslipp (drivstoff) og 75% er indirekte utslipp fra materialer og produksjon. Det er derfor svært viktig å redusere de indirekte kostnadene, spesielt knyttet til materialer. Hun presiserte nødvendigheten av å øke endringstakten. Myndighetene må gi klare føringer, bestillere må sette ambisiøse mål, rådgivere må utfordre bestillere, entreprenører må utfordre og tenke langsiktig - og medarbeidere tenke gjennom hva de selv kan gjøre. Alle må våge å utfordre hverandre.

Presentasjon_Jannicke Garmann

Del 3 Forskere fra NTNU og SINTEF om ressurseffektivitet, digitalisering, mobilitet og fremtidsperspektiv

Forskere fra NTNU og SINTEF holdt i del 3 innlegg om ressurseffektivitet, digitalisering, mobilitet og fremtids perspektiv knyttet til det grønne skiftet.

Edgar Hertwich understreket potensialet for materialeffektivitet i lys av en nylig fremlagt IPCC-rapport.

Utslipp kan reduseres med 35% gjennom mer effektiv materialbruk. Viktig i bygget miljø: lettere materialer, mer miljøvennlige materialer, øke utnyttelse, forlenget levetid, gjenvinning/resirkulering samt «end of life strategies».

Presentasjon_Edgar Hertwich

Dr. Mohammed Hamdy presenterte hvordan et av senterets kjerneområder kan adresseres gjennom forskningsprosjektet ReBuild – hvor målet er å integrere metoder, verktøy og anvendelsesområder for økt ressurseffektivitet.

Presentasjon_Mohammed Hamdy

Professor Alto Pasi viste i sin presentasjon omfanget av forskningsaktivitet rundt bruken av tre som bygningsmateriale ved NTNU.

Presentasjon_Alto Pasi

Professor Frank Lindseth presenterte rammer for hvordan AI kan tenkes brukes i det bygde miljø.

Presentasjon_Frank Lindseth

Erlend Solem fra Trøndelag Fylkeskommune og Professor Agnar Johansen fra NTNU viste i lys av prosjektet Mobilitet Elgeseter hvordan koordinert mobilisering av eiere, brukere og forskningsmiljøer kan løfte effekten av prosjekter, i dette tilfellet utvikling av mobilitetsløsninger knyttet til Trondheims mest sentrale trafikkåre.

Presentasjon_Erlend Solem_Agnar Johansen

Professor Oddbjørn Bruland viste i sin presentasjon hvordan naturfarer knyttet til flom og skredutfordringer utgjør en stor del av bærekraftsutfordringene. Han viste også frem hvordan tilnærminger basert på spillteknologi kan benyttes som verktøy for å visualisere hvordan naturfarer kan ramme.

Presentasjon_Oddbjørn Bruland

Konserndirektør Siri Blakstad ved SINTEF Community, viste i sin presentasjon hvordan SINTEF i samarbeid med NTNU og næringslivet har arbeidet med scenarioteknikker for å analysere mulige fremtidige utviklingstrekk og korresponderende forskningsbehov knyttet til det bygde miljø. SINTEF har utviklet en klar strategi på satsning knyttet til grønt bygget miljø og ønsker å spille en aktiv rolle i forskning på dette området i årene som kommer.

Presentasjon_Siri Blakstad Framsikt 2050 Vimeo

Del 4 Forslag for å øke tempo i det grønne skiftet og diskusjon

Dagens siste sesjon besto av en serie kortpresentasjoner av ideer for hvordan man kan øke tempoet i det grønne skiftet og en plenumsdiskusjon ledet av Helge Brattebø.

Ingrid Dahl Hovland Vegdirektør, Statens Vegvesen, understreket hvordan man må konkretisere bærekraftsmål mot det praktiske man må gjøre, kontrakter, anskaffelser. Veinettet vil alltid kreve ressurser av mange arter, areal, materialer, utslipp fra anlegg etc., og utslipp fra trafikk. Et veldig viktig element i diskusjonene går på hvorvidt man skal bygge nytt eller gjenbruke.

Hun fremhevet at 80% av SVVs klimautslipp er knyttet til anskaffelser. Her trengs det innovasjon og hun foreslår dette som en sentral oppfølging: Hvordan få mer bærekraft inn i anskaffelser. Hun trakk også fram mekanismen med Phd og MSc kandidater som en viktig metode for å realisere dette.

Anders Fylling, Direktør i Statsbygg, viste behovet for å øke utnytting av areal, redusere energibruk og redusere klimagassutslipp. Han ønsket økt fokus på klimarisiko og gevinst. Et stadig tilbakevendende spørsmål er hvorvidt de systemene vi bruker i dag rigget for å ta inn bærekraft på en god nok måte. Å se på ombruk vs. nybygg viser seg for eksempel vanskelig i dagens analyseverktøy. Vi trenger bedre underlag for å sammenligne bruken av eksisterende bygg. Å prise inn klimagevinst er vi ikke rigget for i dag. Dette gjelder ikke bare det enkelte bygg, men også hvilke materialer som finnes i bygget. Vi trenger også å få til bedre løsninger for sambruk – altså øke utnyttingsgraden av bygg. Dette er vanskelig å se på for enkeltaktører. Senteret vil ha stor nok kraft til å kunne aksle en slik oppgave.

Presentasjon_Anders Fylling

Jannicke Garmann Direktør Bærekraft og Stab, Norconsult viet sitt innlegg til mulige samarbeidsformer i senteret. En mulighet er et spleiselag på et gaveprofessorat – det vil være et for stort løft for enkeltbedrifter, men kan fungere som samarbeidsprosjekt. Det trengs koordinering av oppgaver på masternivå om bærekraftsspørsmål. Det hadde vært essensielt med ett sted hvor man for eksempel kan få tverrfaglige studentoppgaver. Det hadde også vært interessant med gjenbruk av løsninger fra prosjekt til prosjekt.

Norconsult bidrar gjerne med forelesninger og på workshops – særlig med utgangspunkt i de prosjektene som vi står i. Gjerne som bidrag til mer case-basert undervisning. Samarbeid med bedriftene i Næringslivsringen er her også viktig.

Hun trakk fram behovet for flerfaglige Phd oppgaver med samarbeid mellom ulike fagfelt. Viktige områder: dokumentasjon av klimagassutslipp og innovasjonsledelse.

Presentasjon_Jannicke Garmann

Bjørn Haugland Administrerende Direktør, SKIFTE, viste hvordan SKIFTE-netteverket har arbeidet med ti områder som muliggjør endringen på en rask måte. De tre viktigste er 1) en grønnere bygg- og eiendomsnæring, med blanding av aktører for å få til læring fra hverandre. 2) klimatilpasning er sentralt, siden vi uansett utslippskutt trenger å forberede oss på en varmere, villere, våtere fremtid. 3) kompetanse for et bærekraftig samfunn. Vi ønsker å samarbeide med senteret på (minst) alle disse tre områdene.

Ved å arbeide på tvers av sektorer, på tvers av aktører lærer vi mer. Dette gjelder også for senteret – ha fokus på samarbeid.

Det trengs en annen type mindset og ledelse framover. Han trekker fram at Norge kan fungere som et laboratorium for verden mhp nye klimavennlige løsninger. Det trengs et kompetanseskift. Bærekraft må få større innslag i utdanninger. Det trengs et nytt perspektiv ledelsesmessig.

Presentasjon_Bjørn Haugland

Heikki Holmås, Bærekraftsjef Multiconsult, understreket at veldig mye av teknologien eksisterer allerede, men det betyr ikke at man ikke trenger å fokusere på forskning i årene som kommer. Holmås trakk frem at det er behov for en helt annet politisk kraft og vilje til å ta nye virkemidler i bruk hvis man skal nå målene man er forpliktet til. Spørsmålet om hvordan vi driver det grønne skiftet er hvordan vi driver regulering. Holmås presenterte tre elementer for regulering som er viktige, nemlig teknisk forskrift, innkjøpspolitikk og energipolitikk. Det vi vet om hvordan verden fungerer er at det er et fåtall aktører som driver teknologien fremover. Det store flertallet setter kravene på et langt lavere nivå. Nøkkelen for å få fart på det grønne skiftet er å løfte reguleringene opp mot det beste praksis viser er mulig.

Myndigheter må sette krav, det må stilles krav til de indirekte utslippene. Offentlige anskaffelser må ha større fokus på bærekraft. Omstillingshastigheten må øke. Det trengs kompetanseskift og nye samhandlingsarenaer. Videre må det et fornyet og forsterket kunnskapsgrunnlag for teknisk forskrift.

Presentasjon Heikki Holmås

I de siste rundene med spørsmål og svar ble tema om samhandling og samarbeid med senteret kort adressert.


Dialog med aktørene, felles arena for studentoppgaver med fokus på bygget miljø og bærekraft, strukturert felles prosjektutvikling og skap arenaer hvor man får nødvendig dialog med næringen var noen av stikkordene under den delen av seminaret.


Centre for Green Shift in the Built Environment
Workshop 2nd of September – 2021 - Place: Zoom


  • Introduction
  • Content of the speeches and the Centre presentation
  • Group discussions
  • Participation
  • Common goals and objectives 
  • Communication 
  • Organization
  • Impact 
  • Funding
  • Social pillar


A workshop for the Centre for Green Shift in the Built Environment was held as a zoom meeting on the 2nd of September 2021 and gathered 54 participants. The ambition of the workshop was to inform the NTNU’s key actors about the Centre development, and to anchor the further progress of the Center according to the participants’ feedback including their concerns and suggestions. The workshop was a coordinated effort to get the Centre up and running.

The workshop started with a series of opening speeches with examples to be inspired by, from:

  • Head Department of Civil and Environmental Engineering, Vikas Thakur

  • Dean Faculty of Information Technology and Electrical Engineering, Ingrid


  • Dean Faculty of Engineering, Olav Bolland

  • Director NTNU Sustainability, Helge Brattebø

  • Head Department of Geoscience and Petroleum, Egil Tjåland

    All presenters expressed strong support for the initiative that the Centre embodies, underlining the timeliness of its conception and the strength that the broad organizational orientation provides.

    The speeches were followed by presentations by Agnar Johansen, Mohamed Hamdy and Pierluigi Salvo Rossi, on the Centre itself, its structure, and pillars giving examples of how the members can benefit from the centre.

    The second part of the workshop consisted of a group-work session, where the participants in break-out online rooms of 3-4 persons discussed.

    Agenda of the meeting is included in appendix 1.

Content of the speeches and the Centre presentation

Vikas Thakur welcomed everyone to the workshop, expressed gratitude for the turnup, and outlined expectations for the day. The foremost expectation is to anchor the Centre of Green Shift in the Built Environment through the workshop to a broad array of leading research environments throughout the NTNU, a coordinated effort to get the Centre up and running.

What is at stake was underlined. The world is on course for a disastrous temperature rise of 3.20 Celsius. We observe more extreme weather events, more fire, more flooding, more weather-induced incidents. Central here is the understanding of the built environment in the ongoing environmental situation. The understanding of the built environment in the ongoing environmental situation is key. The built environment represents an overall 40% of the emissions, resources use and waste produced globally. Addressing this requires holistic approaches, as planned realized through the Centre. The task will be demanding – but will first and foremost offer opportunities.

Our role as academics within this overall picture can be summarized as: The faster and more we educate students, researchers, professionals with sustainability competence, the sooner Norway will have a more competent work force, and the sooner Norway will accomplish the green shift (climate and environmentally friendly restructuring). Assuring a competent work force will enable Norway to take on a leading position in the green shift. We gather the best and the brightest.

Ingrid Schjølberg addressed the need for a smart, secure and sustainable future – the role of the Faculty for Information Technology and Electrical engineering (IE) in this, and its relation to the Centre.

The future is electric and digital. Trends indicate exponential use of data, rapid technology development – and a high increase in the access to data. These are all factors that will help enable sustainable solutions in all domains, but in a very apparent manner in the built environment. This will influence how we act and react in the built environment, especially in light of the increased connectivity, sensors and IoT. Yet, contemporary technological solutions must still consider early technologies. There is a belief that going beyond today’s standards and solutions will provide new opportunities for emission reductions and other key sustainability efforts.

Of particular interest the Norwegian AI lab was mentioned – with a brief outline of its tasks and opportunities. It was especially underlined the role of AI as decision-support. A good interaction of the lab with the Centre is highly encouraged. Equally, the Strategic Research Area Internet of Things (IoT) was emphasized as a potential key for cross- disciplinary interaction.

Olav Bolland chose to focus his presentation on the role of engineering disciplines in the green shift in a world characterized by accelerating change. This change takes place in multiple dimensions – population growth, more elderly people, urbanization, challenges of food supply, manufacturing goods requiring sparse resources, more and more travel, goods transportation in steady increase, energy transformation to electric energy from fossil to renewable energy etc. In sum, these changes represent tremendous challenges – and corresponding opportunities. For both what concerns the challenges and the solutions, digitalization is key.

NTNU shall be a leading actor in the societal development, with a need for application of technological solutions in light resources and environmental strains. The challenges identified need cross-disciplinary approaches. The Centre can be a key to involve non- technology areas of NTNU for creating knowledge for a better world in the context of the built environment.

Underlined as of particular importance within the context of the Centre was the need within NTNU for better coordination within the field of mobility and transport. This is very wide and cross-disciplinary. At NTNU, we lack a body that can coordinate efforts towards the mobility area.

Bolland expressed clear expectations to the Centre to address these challenges.

Helge Brattebø started his presentation with the fundamental questions of how to understand sustainability and how to understand sustainability in the built environment. The key is understanding the systemic dynamics of the building stocks, how these change, their metabolism, the consumption of land, materials and other resources that are important especially for and within the green shift.

The objective of sustainability research is to understand how sustainability policy measures can be met. Toolboxes for sustainability assessment already exist, and they are now used over a large array of disciplines. What we are looking at are how improvements on a specific level can be aggregated into a larger level.

In the real world, system owners have a large array of interconnected systems to take care of – understanding the assets over time and understanding their impacts within a large array of contexts. There is a need for understanding the system dynamics of the stocks of the built environment, their drivers, their metabolism and their impacts on the sustainable development goals.

This clearly calls for more than engineering competencies. The key to success is to combine sustainability assessments with the specific domains. We need to go from technological systems to how the system in a given solution set translates into performance – performance meaning both in a social and economic context. The TRUST project was used as an example of assessments to what extent a system – in this case a water system – is sustainable. The goal is typically to improve the use of resources, especially energy and water, in order to improve sustainability impacts.

In his final comments, Brattebø underlined how sustainability in the built environment depends on a system context understanding of how the built environment affects sustainability development goals – and how to improve this impact. Timelines are long, and long-term characteristics need to be taken into account. The sustainable development goals are, however, “high level”, and need to be translated into a given class of the built environment to be meaningful for an analysis. Tools from environmental systems analysis (industrial ecology) help to focus on hot spots for action. However, concrete action depends on engineering domain knowledge.

After underlining how encouraging it is to see such an endeavor, Egil Tjåland, in his intervention, used the opportunity to tell the story of BRU21, a centre for academic- industry interaction and innovation within the context of the oil/gas-domain. It is a story from a time of crisis, where the crucial move was for NTNU to reach out to the industry, saying that “we are here – what do you need”, and “what can we do for you?”. This approach was crucial, since it was effective in highlighting what is in it for both the industry and academic partners respectively. The answer proved to be multifold.

The result from this process was the initiation of BRU21, which up to now has financed 30 PhDs, both industry and NTNU. The BRU21 centre is multidisciplinary and focuses on innovation for oil- and gas industry. The main financing of the centre comes from the industry, approx. 1/3 from NTNU.

From the start, certain priorities were clear. Most importantly, there was a need to create a centre that follows the demands of the industry today. And the centre needed to come up with solutions that industry really needs. A big selling point within this picture is drawing on the diversity of NTNU. Skills have been employed across disciplines, cross- fertilizing along the way.

A key to success has been inviting the industry deep into the program. For one PhD, we do not only have the experts at NTNU, but the industry is also there to guide us with solutions to problems. This has encouraged cross-fertilization between the different domains of knowledge. Equally, master students have also been put into the program, assuring liaisons between long-term research and innovation and more immediate recruitment.

A main lesson from the BRU21 centre creation in 2016 is that the perceived concern for sustainability within the industry has increased tremendously, also for HMS. It will now go into a new phase, reducing environmental impacts.

Agnar Johansen started the presentation of the organization of the Centre itself. He underlined how a main priority has been not to colonize the areas of other initiatives. Both in order to assure this and to prepare the grounds for future collaboration and for better coordination, a large effort has been put in involving different departments at NTNU. This inclusion process involves project developments, recruitment of PhDs, Post- docs etc.

What will the Centre do? First, it will serve as a tool for connecting researchers across disciplines in order to develop new projects. There seems to be a large willingness to finance initiatives within these fields, including from the EU and the Research council.

One particular example was outline, notably the mobility project “Mobilitet Elgeseter”. According to Johansen, this project can illustrate how different actors from different disciplines can work in a coordinated manner throughout NTNU in interaction with external partners. As mobility is outlined as one of the main focus areas for the centre, this projects was also exemplary thematically.

The overall challenge addressed through the project “Mobilitet Elgeseter” is to develop a model of the district to localize the best meeting places and the best mobility solutions between them. The main idea is to develop a main project together with

Fylkeskommunen, with the aim to get this started in October. These people are from all different areas, hope we can present a very clear project.

Following inspiration from similar initiatives, the Centre will act as a project-based ecosystem, actively bringing together competencies from different parts of NTNU and the industry in order to create impact necessary for sustainable solutions within the built environment to prevail at all levels.

Mohammed Hamdy presented the project proposal ReBuilt as an example of how projects can be organized under the auspices of the Centre. ReBuilt – resource effective built environments – ambitions to develop a synergistic framework with the aid of an optimization toolbox. ReBuilt was supported by the Centre of the Green Shift, helping to coordinate people from six faculties, nine departments, and 13 research groups. (ReBuilt’s team represents 15 (associate/full) professors from 6 faculties (IV, IE, ØK, SU, MH, AD)/9 departments (IBM, KT, EPT, IHB, IES, IØT, IGE, ISM)/13 research groups (i.e., the four groups BT, BP, AV, GT are participating from IBM/IV) at NTNU). The project was conceived to show how different parts of the NTNU could cooperate, in particular through an education-innovation-communication hub resulting from the project.

ReBuilt shapes the overall ambition of one of the Centre’s pillars (Resource efficiency). At the same time, it adopts specific cases that can contribute to develop such a big ambition. More projects and international cooperation are needed to complete the ambition (or major part of it). The proposal ReBuilt wishes to get fund from NTNU Call: proposals for research projects – interdisciplinary research on sustainability.

Mohamed outlined five key factors for realizing such cross-disciplinary projects; notably, there is a need for:

  1. 1)  a clear working mode in the form of a clear business model for effective collaboration

  2. 2)  building trust for collaboration through transparency

  3. 3)  coordinating the Centre with the existing NTNU’s centres and initiatives before

    meeting the industry

  4. 4)  sufficient time, especially in order to obtain support from the EU-programs

  5. 5)  collecting,hostingandpresentingtheadoptedtopicsamongallparticipants.

    Expertise mapping and matching can serve to achieve this.

Pirluigi Salvo Rossi outlined the pillar of the digital infrastructure that is conceived to buttress and permeate all activities within the Centre. He underlined how the IE faculty can contribute to the Centre with relevant expertise in different areas (e.g., IoT, AI, Digital Twin, Cyber Security, Digital Electric Energy). These capabilities can serve to bridge different domains for higher levels of interaction – and beyond.

In fact, the Centre should not simply bridge silos, but become an arena for training new professional figures exposed to cross-disciplinarity. This involves entirely new ways of conceiving, developing and transmitting knowledge across silos, disciplinary boundaries and industry/academic divisions.

Arriving at such new manners depends on cross functional teams, involving domain knowledge (industrial expertise and academics), data science (model design, data processing, information extractions), and software engineering (sw development, scalability, real-time applications).

Group discussions

The ambition of the group work session was to obtain feedback about collaboration and on how to proceed to the next phase of the development of the Centre.

The participants were asked to address the two following questions:

  • what are the requirements for good collaboration?

  • what are the areas to focus on for the next phase of the development of the Centre?

    In the following, main outputs from the group discussions are summarized according to themes, which came up during the discussion.


There is a clear need to make the external participants excited for the opportunities the Centre will bring – and to show their excitement to others! This will make it easier to attract new actors, both external and internal of the NTNU.

Equally, the need for involving students on various educational levels in the work of the Centre was underlined. This contains in addition to the PhDs both fresh students and master students. Using master projects as a way for checking the feasibility of cooperation, for instance, can be fruitful. On some small things, we can start immediately with co-supervising. There is a need to learn each other’s language, so therefore there is a need for close interaction on specialized research.

Themes with the potential to bring people together, such as digital twins, can be exploited for cross-disciplinary cooperation. Multi-objective, multi-level simulation-based optimization under given constraints has equally high potential. A key to good cooperation amongst the participants is that it is voluntary, not forced upon.

Scenario-based working was suggested as a format that could bring minds from present- day to future challenges, and to imagine how different approaches could serve to address these latter. Such scenario-based working can equally serve communication needs in an effective manner.

Common goals and objectives

The groupwork identified common, clear goals and objectives that are well defined as a prerequisite for good collaboration. The potential outcomes of the Centre need to be communicated in a visible and clear manner. This is important especially for attracting external actors. There is a need for clarifications about Centre status, goals, visions and approaches. Transparency in all these fields are of the essence.

Identification of good research questions forms part of this. Formulating good research questions needs close consideration, given that research is not value neutral, it is not obvious that research results are perceived to be “good” in all fields of research.

Trust is a returning theme in the commentaries from the groups. There is a need for building trust among actors that find themselves today as competitors. Building such trust takes time and practical effort. Transparency, communication and getting to know each other is raised as a key for achieving trust.


There is a dire need for stringency in communication when working across disciplines and different organizational barriers. Emphasis needs to be lain on internal communication; people involved need to be made aware of what other people involved are working on. This is a balancing act – involving the high number of small initiatives against the huge coordinating efforts involved in forging new, large endeavor (EU, SFF, SFI etc.). A potential solution for limiting this task is for the Centre to focus exclusively on interdisciplinary projects, giving the projects that are specific to singular fields less attention.

The question of how the Centre can contribute to the process of elaborating new applications needs to be clarified.

The Centre description document, for instance, ought to be shortened and clarified.

For what concerns communication towards external actors, this needs planning and coordination.

Communication within the context of the Centre ought to stay open for new technological solutions, such as VR. Approaches such as short broadcasts or podcasts, twitter services etc., can serve to awaken interest.


The question of how to work in the Centre is highly important, especially what concerns the collaboration between scientific personnel in the different departments. A key to enhanced collaboration can be to pass as soon as possible towards working on actual scientific work, that is, surpassing the stage of organizational and administrative working. People are eager to get started – eager to get together with people with whom they share interests.

An organizational structuring of the problem complex – involving work package structures – was proposed. A need for clarification of the tasks and perspectives is underlined. The use phase of buildings was mentioned as one example where a lack of an overall perspective is missing. Bringing in actors such as facilities management and operators of utility functions (water, energy etc.) was proposed.

Equally, administrative needs in such a Centre are typically complex; they need being catered for cross-departmental and faculty borders cooperation for instance. Facilitating networks internally at the NTNU is a good work strategy for improving the process towards applications being submitted.

A need for understanding what of the participating actors could contribute with was identified. Solutions such as mapping of competencies for understanding who should work with whom were proposed. Cybersecurity issues ought to be considered within all fields of Centre activities and output.


There is a need for reflecting thoroughly on how to use the results achieved so far. Transformative changes in democratic societies are complex, especially for what concerns the possibility for disruptive change. Questions such as how to impact society, how can technology help us to impact society, and whether initiatives such as the Centre can aid in solving societies multi-dimensional problems were raised.

Another challenge is the distinction between impact on the industry and impact on society. Themes such as urban densification, transport and mobility, etc. are strongly linked to society at large. In such cases, technological innovations can only serve as solutions to problems when they are actually taken into use – and being used in a way that is sustainable within all three pillars.


Questions pertaining to the current and future funding structure were raised. Agnar Johansen explained the structure up until now, with the Department of Civil and Environmental Engineering taking on the first phase and outlined the future structure. A more detailed account of this will follow.

Social pillar
We need to get to know each other better!

Appendix 1

page11image24958016 page11image27172576