Large engineering companies attract some of the brightest and sharpest people in this industry then generally set them to work doing what they do best. Often these talented and busy individuals can be found day after day, tucked away in an office, head down, churning out their work.

However, some progressive firms are discovering that this might not be the most productive model for long-term company success. Knowledge sharing is gaining credence in boardrooms around the world.

The international engineering consultancy Arup uses regular strategic meetings supported by an electronic community to help define future engineering solutions. Earlier this year, Arup allowed WPR into its London office to witness a knowledge-sharing meeting among its public health engineers.

The ‘round table’ meeting comprised 13 participants and included a video hook-up with staff in Arup’s Leeds and Manchester offices organized by Rose Dunlop.

Arup associate director Martin Shouler, leader of environmental services engineering, chaired the meeting and set an optimistic agenda, It was subsequently pared back to allow more time for healthy discussion on a reduced range of topics during the two-and-a-half hours of the meeting.

“The round table was something I wanted to implement for quite some time,” Shouler says.

He joined the company in mid-2005 and recognized the opportunity for knowledge sharing soon after arriving.

“We regularly share information by electronic means. However, sometimes a meeting is the best way to move a technical issue on. Our people work very hard and it’s easy for everyone to get lost in their daily activities just by doing their own job.”

Shouler says allowing this to continue unchecked risked some staff becoming ‘stale’. Participation in group brainstorming and problem-solving allows the sharing of best practice and thinking.

The Arup roundtable provided a perfect platform for the group to discuss an internal SWOT analysis (strengths, weaknesses, opportunities and threats) as well as identifying industry trends and ways of capitalizing on them.

Climate change, responsible water usage, potable and greywater storage and legislation were considered hot topics by the group – not only how they affect public health engineers but also the level of information the group receives and gives to clients.

To kick off proceedings, the group took part in a discussion on water efficiency, sparked by a handout from Edward Clarke, who presented printouts depicting his water hierarchy chart.

“Water efficiency starts with behavioral change,” Clarke began.

“Everyone needs to be educated to understand why and how they can reduce their water usage. Education, monitoring and reaching targets will all play a large part in this. For example, the Mayor of London will publish a water strategy that will look at security of supply as well as sustainability and flooding.

“And engineering solutions play a huge part in overall water saving strategies. Water-efficient appliances – including waterless urinals – alternate sources of water, rainwater harvesting, recovery, on-site treatment, greywater and blackwater usage and treatment are all technologies that can assist.”

Shouler asked the group: “How well are we working with these things? Do we need to do more in these areas?”

The assembled staff were quick to point out that they looked at sustainability on every job. A comment came that there hadn’t been a job in the past two years that was not looked at from a water-efficiency viewpoint.

“All our main clients are aware of the need to save and better utilize water resources,” one member said.