100THE EDGE The Edge is a highly innovative office building in Amster - dam developed by Edge Real Estate that represents a notable private-sector example. Before construction began, the project team engaged in extensive Phase Zero planning to align stakeholder goals, assess sus- tainability targets and develop a shared vision for the building’s long-term performance. Early-stage collab- oration between architects, engineers, urban planners and sustainability experts ensured that the design incorporated cutting-edge green technologies, energy efficiency strategies and circular economy principles. Key decisions were made in Phase Zero regarding the use of sustainable materials, energy-efficient systems and adaptive re-use strategies. The team also worked with local authorities to align with urban development frame- works and zoning regulations, ensuring smooth permitting and approval processes. This early collaboration and focus on sustainability enabled the Edge to become one of the most energy-efficient office buildings in the world, demonstrating the potential of Phase Zero to drive inno- vation and sustainable development in the private sector.APPROACH 3 Establish a dedicated Phase Zero coordination team Phase Zero requires close coordination and alignment across sectors and disciplines to ensure that sustain- ability, circularity, resilience and cultural identity are embedded. The Alliance promotes forming a dedicated coordination team composed of key public, private and civil-society stakeholders to shape sustainable devel- opment policies and practices while honouring local identity and culture. For the public sector, the team could operate as a mul- ti-agency task force that aligns zoning, land-use policies and infrastructure planning with long-term sustainability goals. It could also serve as a platform for regulatory innovation, ensuring that planning frameworks cultivate adaptive re-use, nature-based solutions, and sustainabil- ity and climate resilience measures from the outset. For the private sector, the team could provide a structured mechanism for engagement, ensuring that developers, investors and businesses align their projects with sustainability targets and community priorities. It can also streamline permitting and approval processes for developments that meet sustainability benchmarks, promoting early-stage collaboration between businesses and policy-makers to drive responsible investment. Phase Zero coordination teams could differ across geographies and might include planners, architects, engineers, strategic designers, environmental experts, legal advisers, business representatives and local knowledge holders. This would ensure that Phase Zero reflects broad sustainability goals while promoting resil- ience, inclusivity and long-term community vitality. By centralizing coordination and multistakeholder collab- oration, Phase Zero processes become more efficient, transparent and actionable. APPROACH 4 Strengthen broader buy-in and understanding of Phase Zero through targeted awareness, engagement and capacity- building initiatives Localized, action-oriented awareness campaigns that demonstrate the tangible benefits of circularity, adaptive re-use and Baukultur principles are crucial for main- streaming Phase Zero. However, awareness alone is not enough – capacity building and knowledge sharing are essential to ensuring that all actors (including planners, developers and local communities) have the skills and tools to implement Phase Zero effectively. Interactive and experiential learning opportunities can bring Phase Zero to life for diverse audiences. This could include temporary urban spaces where commu - nities would experience circular urban development in action, as well as before-and-after case studies that illustrate the transformative potential of early-phase planning. Engaging policy-makers through strategic briefings, immersive site visits and dialogues on global best-practice examples can help bridge knowledge gaps and build political momentum. Meanwhile, mobilizing private-sector champions to highlight the financial case for Phase Zero can encourage wider industry buy-in. To further embed Phase Zero principles across sec- tors, training programmes can equip urban planners, architects, policy-makers, developers and investors with methodologies and best practices. Establishing Phase Zero knowledge hubs – where cities, businesses and communities can exchange case studies, resources and lessons learned – could scale adoption. Additionally, supporting research and data collection to demonstrate the long-term cost savings and benefits of early-stage planning and community co-creation would help make the case for all sectors. By linking awareness-building efforts to tangible, real-world examples and ensuring that stakeholders have the capacity and knowledge to act, cities can shift Phase Zero from an abstract concept to a practical reality. 101 Edge Real EstateGetty Images CIRCULAR ECONOMY PROGRAMME IN AMSTERDAM Amsterdam has been a leader in integrating Phase Zero principles into urban planning through its circular econ- omy programme, which aims to make the city fully circular by 2050. A key initiative within this programme is the Buiksloterham neighbourhood, a former industrial area redeveloped through early-stage collaboration between policy-makers, developers and local communities. The city engaged stakeholders from the outset, using interactive workshops, knowledge-sharing hubs and pilot projects to demonstrate circular construc- tion methods and adaptive re-use. Developers were incentivized to integrate sustainability through flexible zoning policies, expedited permitting and financial incentives for circular materials. Meanwhile, training programmes equipped professionals with tools for life cycle assessments and circular building techniques. By embedding education, engagement and policy align- ment into Phase Zero, Amsterdam has set a model for sustainable urban transformation.

From Principles to Practice DIGITAL