ResoLex partnered with the University of East Anglia (UEA) on the delivery of the Enterprise Centre, one of the UK’s most sustainable buildings. The project set out to achieve exceptional environmental performance, using innovative materials and construction methods to push the boundaries of what was possible.
From the outset, the ambition to deliver a Passivhaus-certified, BREEAM Outstanding building presented unique challenges. Success required close collaboration across a wide network of stakeholders, including UEA, its architects, contractors, local suppliers, and funding partners. Traditional risk registers were insufficient here: they capture technical and commercial risks but overlook those arising from human behaviour, organisational practices, and cultural dynamics. These “invisible risks” around alignment, trust, and collaboration had the potential to derail progress if not actively managed.
That’s where ResoLex came in. We supported the project team with regular workshops and facilitated engagement sessions that created a safe environment for open discussion and problem-solving. Central to this was our RADAR tool, which provided a confidential way for individuals to share perceptions of risk, collaboration, and communication. This data was analysed by an independent panel and fed back to the team through monthly reports, highlighting both emerging risks and positive behaviours.
During our involvement, RADAR provided leading indicators of risk, often giving the team 6-9 months’ early warning of potential issues. This allowed leaders to adjust quickly, prevent conflicts from escalating, and maintain alignment around shared objectives. Crucially, the anonymity of the process gave stakeholders confidence to be candid, surfacing issues that might otherwise have been buried.
The findings showed that risks linked to expectations, commercial negotiations, and the use of pioneering materials were identified and managed early. For example, RADAR flagged concerns around affordability, supply chain capability, and programme clarity months in advance, giving the leadership team time to resolve them collaboratively. As Professor John French, UEA Project Sponsor, later reflected:
“ResoLex’s RADAR platform provided us with real insight into our scheme, allowing us to capture the views of all involved on the project. This ensured we were able to tackle issues early, reduce conflicts, and ultimately save time and money.”
The impact went beyond traditional project measures of cost, time, and quality. By embedding continuous feedback and collaboration into governance, the team developed stronger relationships and created a culture of trust and accountability. This cultural alignment was a critical factor in the successful delivery of a world-class facility that continues to be celebrated for its sustainability.
The project demonstrated that sustainable construction is built on sustainable relationships, and that behavioural risk management can be as important as technical expertise in achieving ambitious outcomes.