11 - 2018 - ISCouncil

City Rail Link Wins More Awards For Sustainability

Auckland’s City Rail Link (CRL) has been recognised for changing the way infrastructure projects are designed and delivered.

The project has won both the Efficiency Champion category and the Supreme Award – the NZI Transforming New Zealand Award – at this year’s NZI Sustainable Business Network Awards.

The judges said CRL has “proven the infrastructure industry can reduce greenhouse gas emissions and its environmental impact while developing Auckland’s much-needed public transport infrastructure. This will result in ongoing reduction in both congestion and carbon.”

CRL’s Chief Executive, Dr Sean Sweeney, says the awards reflect the commitment of the project team, designers and contractors to delivering the CRL sustainably.

“We’re providing an efficient, low carbon transport option for Auckland but we’re mindful of the significant resources that go into constructing such large-scale infrastructure and aim to minimise resource use as much as possible,” he says.

Rachel Brown, CEO Sustainable Business Network, says: “The CRL will be a tremendous part of Auckland’s public transport infrastructure. It will help demonstrate how New Zealand can move to a low carbon, circular and more accessible city. City Rail Link exhibits best practice that provides an excellent model for other businesses to follow.”

The CRL project is using the Infrastructure Sustainability Council of Australia (ISCA) rating tool to measure and independently verify its sustainability performance and has so far been awarded two ‘Leading’ sustainability ratings from ISCA; one for its Britomart Station works, delivered by Downer Soletanche Bachy JV, and the other for its Albert Street works, delivered by Connectus (McConnell Dowell & Downer), supported by designers Aurecon, Mott McDonald and Jasmax.

“We’ve been working closely with our designers and contractors to transform the way infrastructure is delivered in this country by making more efficient use of resources and aspiring to send zero waste to landfill,” Dr Sweeney says.

“The attitude and commitment to making sustainability an integral part of building the CRL is already making a real difference to saving money and resources and together we’re always looking for more opportunities as construction progresses.”

The project is on track to reduce the greenhouse gas emissions associated with energy and material use during construction by over 4,000 tCO2e – the equivalent emissions of around 4,500 flights between Auckland and London – and has thus far diverted 97% of construction and demolition waste from landfill.

Initiatives to date include:

  • Replacing diesel generators with grid-connected transformers. This has saved 200,000 litres of diesel thus far
  • Collaborating with the Energy Efficiency and Conservation Authority to train haulage drivers in fuel-efficient driving techniques. This is being implemented not just on the CRL but across the main haulage subcontractor’s fleet of more than 100 trucks
  • Commissioning local steelmaker Pacific Steel to produce extra-large 50mm reinforcing bar for underpinning the heritage CPO building, reducing the weight of steel required by 83 tonnes.
  • Using waste power-station fly-ash as a partial cement replacement in construction concrete
  • Changing the piling methodology for the underpinning of the Britomart Station building from secant piles to diaphragm walls, reducing the amount of materials required.

“We recognise that there’s a responsibility that comes with delivering a project of the scale and significance of City Rail Link,” Dr Sweeney says.

“It provides us with an opportunity to lead the way – and to challenge and inspire others in the construction industry to implement their own sustainability initiatives that we can all learn and benefit from.”

“CRL has made a great start on this journey and the challenge for us now is to continue building on the work we’ve done and supporting our existing and future contracting partners to deliver the best possible sustainability outcomes for the project and Auckland.”

 

 

About the City Rail Link

The City Rail Link is the key that will unlock Auckland’s public transport network.

It will transform the iconic Britomart Transport Centre from a dead end one-way station into a two-way through station, so more trains can get in and out of the city.

It includes 3.45kms of new dedicated underground railway that will connect with other rail lines to benefit Auckland’s entire rail network.

When it is in place, it will provide the equivalent of 16 extra lanes of traffic into the city centre in the peak period.

CRL Ltd was established on 1 July 2017 to deliver the CRL on behalf of the Government and Auckland Council, who are jointly funding the project

More information at https://www.cityraillink.co.nz/

Media inquiries: info@cityraillink.govt.nz

ISCA Welcomes New Member Director and Farewells Four Directors

ISCA Welcomes New Member Director and Farewells Four Directors

New faces and farewells for the ISCA Board after the 2018 Annual General Meeting held yesterday at Lendlease’ Sydney office.

ISCA welcomed two new Board Directors and saw four Directors retire from their positions.  The occasion was also marked by the announcement of ISCA’s long-standing Chair, David Singleton AM, retiring as Chair with the appointment of Independent Director and CEO of Moreland Energy Foundation, Alison Rowe, accepting the position as ISCA’s new Chair.

Congratulations to Transurban’s Head of Sustainability, Matthew Brennan, who won the member election to join the Board as the new member Director. Matthew brings with him over twenty years of experience in corporate responsibility and sustainability across private and public asset management and operations, within Australia and overseas.

“I joined to help carry on the great work by the Board that’s taken ISCA to the successful place where it is today and to do my bit to ensure the roads sector in particular continues to enhance its sustainability performance. Also, to provide an asset owner and operator’s perspective on matters”, said Matthew.

Matt brings a detailed understanding of the current key sustainability opportunities and challenges being faced by infrastructure organisations in Australia and North America, the benefits of adopting a strong sustainability agenda, and how to leverage good sustainability performance on a project(s) to transform the overall sustainability of an organisation and vica versa.

“My vision is to champion the Sustainable Development Goals and provide a model for other sectors to emulate in Australia. To then share the lessons learnt globally and use this momentum to help create an international peak body for infrastructure sustainability”

“I’m looking forward to a stimulating and engaging debate on how to ensure ISCA’s ongoing success”

Retiring Chair, David Singleton AM, welcomed Alison and Matthew to the ISCA Board and also took the opportunity to extend the team’s deep gratitude to those Directors retiring this year.

John Holland’s Chief Strategy Officer, Jayne Whitney, retired at the AGM and has served on the Board since its earliest days, in 2011.  She has held the position of Deputy Chair since 2016, and in August this year stepped down to be replaced as Deputy Chair by Executive General Manager of Lendlease, Sarah Marshall.

“Jayne’s strategic vision and guidance will be greatly missed, and we thank her for her immense contribution,” said David.

This year, we also say farewell to two long-serving Member Directors, Menno Henneveld AM, Principal at Laing O’Rourke who joined in 2013 and David Kinniburgh, Australian Market Leader, Transportation at GHD, who joined shortly after in 2014. Also stepping down is Independent Director, Leisel Moorhead Partner at QIC Global Infrastructure, having served one full term.

ISCA’s Board is now made up of eleven industry leaders across the built environment who will steer the direction of ISCA to achieve its mission of accelerating sustainability in infrastructure through collaboration.

“On behalf of the Board, our sincere thanks to the passionate ISCA operations team, each a leader in their own right for their exceptional efforts during a year of much change and growth,” said David.

Alison and Matthew are looking forward to working with the team and ISCA members whose inclusive, open and collaborative support is vital to deliver positive outcomes for the infrastructure supply chain and ISCA’s wider beneficiaries.

ISCA Farewells Longstanding Chair and Welcomes Energy Sector Leader

ISCA Farewells Longstanding Chair and Welcomes Energy Sector Leader.

The Infrastructure Sustainability Council of Australia (ISCA) Board has appointed energy sector leader, Alison Rowe, as Chair of the Board.

Alison will be replacing long-serving Chair, David Singleton AM, who is stepping down as Chair at the Annual General Meeting on November 14 and retiring as an Independent member director from the ISCA Board when his tenure is up in April 2019.

“Alison is a seasoned executive and non-executive leader in the energy, communications and transport sectors as well as having a strong background in member-based Not for Profits, across the value chain. Plus, as a former member of ISCA’s Board, she will bring the experience and skill needed to continue leading this impressive organisation,” said David.

Alison has worked in the sustainability space for fifteen years, as the CEO of Moreland Energy Foundation and previously has led the Future Business Council as Chair.

“With a strong focus on developing relationships and establishing clear accountabilities; she understands how to drive transformational change. A dual strategy of advocacy, governance and collaboration is required. I couldn’t be more delighted with my successor,” David added.

Speaking today, Alison is looking forward to her position as Chair on the ISCA Board and thanks her predecessor. “David has left some big shoes to fill and I am honoured to be given the opportunity to help lead ISCA into delivering and driving long-term impacts for people and planet through sustainable infrastructure”.

David joined ISCA’s Board of Directors as Chair in November 2011 when it was then known as the Australian Green Infrastructure Council (AGIC). David was part of the change that saw AGIC evolve into ISCA in 2012 and has held the position of Chair since then.

“David’s wisdom, experience and passion were a great contribution to myself and the Board. He has extensive experience and expertise in Smart Cities, Infrastructure and the built environment. Thank you for the guidance and mentoring,” said ISCA CEO, Ainsley Simpson.

Known for being a strong advocate for the advancement of women in the engineering industry and throughout his career David is proud to have influenced the introduction of supportive initiatives and policies, including paid maternity leave and flexible working schemes.

The infrastructure industry is responsible for more than 50% of Australia’s green-house gas emissions. ISCA enables sustainability in infrastructure through a third-party rating program, training and knowledge sharing and creating a community of practice around sustainable infrastructure. To date, more than $100 billion in infrastructure projects is engaged in the IS rating scheme across Australia and New Zealand. Collectively IS rated projects have saved enough energy to power the households of Brisbane for a year and saved enough water to fill 67,000 Olympic swimming pools.

Virgin Australia’s Push for Sustainable Fuels

Virgin Australia Taking The Sustainable Fuel Agenda To New Heights

Article taken from ISCA’s 2018 Impact Report.

Written by Robert Wood (General Manager Group Sustainability, Virgin Australia)

Sustainable aviation fuels derived from biomass (plants, trees, algae, waste and other organic matter/bio-oils) offer the single largest opportunity to reduce emissions for airlines in the medium term whilst ensuring long-term fuel security for the industry.

At a global level, the aviation industry is committed to reducing its greenhouse gas emissions and has set a target of carbon neutral growth from 2020. The use of sustainable aviation fuels will significantly contribute towards achieving this target.

The Virgin Australia Group (the Group) has been actively supporting the development of sustainable aviation fuels since 2008, including:

  • participating in domestic and international policy discussions;
  • working with State and Federal Governments, along with industry groups, on ways to stimulate the production of these fuels in Australia;
  • undertaking studies on fuel production pathways and feedstocks; and
  • holding direct negotiations with sustainable aviation fuel producers.

However, despite these efforts, and those of many others in the industry, sustainable aviation fuels are not currently produced in Australia. The Group consulted with a number of sustainable aviation fuel companies and identied that providing a strong demand signal combined with a long-term off-take arrangement was the best way to attract investment to sustainable aviation fuel projects in our region.

In March 2016, the Group, in partnership with Air New Zealand, released a Request for Information (RFI) to procure 200 million litres of sustainable aviation fuels for a period of 10 years, starting in 2020. The RFI generated strong local and international interest. Many submissions were received and assessed through a detailed due diligence process to short-list companies.

Following initial discussions with these organisations, further detailed technical analysis and financial due diligence was conducted. Given that the cost of traditional jet fuel today is not the only appropriate measure to benchmark these sustainable aviation fuels against, the Group looked at the overall value that sustainable aviation fuels would bring to our business between 2020-2030, and has created a new contracting approach for the supply of these fuels.

Through the RFI process, the Group began to develop a clear understanding of the total costs of these fuels, however the re-certification of the fuel before incorporation into the fueling infrastructure, as well as the logistics of the blending method, remained a barrier.

Following this identified gap in knowledge, the Group entered into a partnership with the Queensland Government and a sustainable aviation fuel supplier, Gevo Inc. to test the supply- chain readiness for sustainable aviation fuels in Australia. This project will see the supply of sustainable aviation fuel into the Port of Brisbane, which will be received over the course of the next 12-24 months. This will be the first time that any airport in Australia will have sustainable alternative fuel supplied through the regular fueling infrastructure.

This fuel is produced using the Alcohol (Isobutanol) to Jet fuel pathway and will be certified to ASTM D7566. The insights generated from this project will enable the Group to move forward in our procurement of sustainable aviation fuels, as well as increasing the attractiveness of investment in this industry in Australia. This project will also identify opportunities for improvements in the current processes and infrastructure to ensure Australia is ready for these fuels, making our region attractive to investors.

The purpose of this project is to help us better understand the logistics and cost of supplying sustainable aviation fuel into the current fuel infrastructure at Brisbane Airport. This includes blending and certifying the fuel to Jet A-1 and transporting it into the Joint User Hydrant Installation (JUHI), which is the infrastructure that holds the fuel at Brisbane Airport.

This infrastructure is jointly owned by four fuel companies (VIVA, AirBP, Caltex and Mobil) and Viva manages the JUHI that supplies domestic, international and military aircraft at Brisbane Airport.

Over the past several months, the Group has been working with multiple stakeholders to ensure that sufficient infrastructure, process design and skills exist to allow this industry to develop moving forward. The key to the success of the project will be in identifying the safest and most cost effective way to blend, certify and supply these fuels into the JUHI and ultimately into all aircraft uplifting fuel.

Implications of the ISCA 2.0 GI Metrics

Implications of the ISCA 2.0 GI metrics

By Dr Martina Girvan (Arcadis, UK)

Dr Martina Girvan was an international speaker at ISCA’s 2018 Annual Conference. Martina is a Chartered Ecologist with over 20 years’ experience in the UK. The integration of biodiversity with society is a lifelong passion, she is currently developing the Natural Capital approach within Arcadis to ensure that their projects deliver benefits for biodiversity and business. 

I was delighted to be invited by the Infrastructure Sustainability Council of Australia (ISCA) to present and participate in the discussions around the integration of Green Infrastructure (GI) into their sustainable infrastructure metrics at the 2018 ISCA Conference in Sydney.

Green Infrastructure is also called living infrastructure and it is comprised of plants, soil and water that have a functional role in our built environments. Examples of these GI elements are green roofs, living walls, rain gardens, pocket parks and street trees. You may also hear the terms Green Blue Infrastructure, Water Sensitive Urban Design (WSUD), Sustainable Drainage Solutions (SuDS) and Biodiversity Sensitive Urban Design (BSUD) used in the context of GI.

  • Green Infrastructure (includes Blue (water) and Brown (soil) elements), unlike Grey Infrastructure, is multifunctional in terms of benefits and as a living infrastructure can respond to change and provide resilience. These benefits are often termed Ecosystem Services. The urban benefits include:
  • Improving health and wellbeing; by encouraging an active population that engages with nature for improvements in both physical and mental health;
  • Providing water management; GI can hold onto storm water to reduce or prevent flooding but also filter that water to minimise pollution;
  • Amenity, recreational and tourism benefits; by providing attractive environments that people want to spend time in;
  • Providing cleaner air; as air quality issues continue to impact upon health primarily due to burning of fossil fuels and the particulate matter in the atmosphere, localised air quality improvements from GI, by removal of particulate matter from the air can benefit health, including improved mental development in children; and
  • Supporting and maintaining biodiversity; it may be surprising to learn that, according to an article in Global Ecology and Biogeography , the average Australian City is home to 32 threatened species (supported in gardens, public open spaces and other building integrated GI). This is three times as many threatened species per unit area as rural environments so GI has a vital role to play in maintaining their populations.

Green Infrastructure can also often cost less than Grey Infrastructure to install and maintain so over the life cycle of a development, GI elements can actually deliver a return on investment.

The launch of the IS version 2.0 Green Infrastructure category in Australia (similar to CEEQUAL in the UK) includes GI for the first time and so presents an opportunity to implement GI more widely than ever in built infrastructure. ISCA recognise the importance of capturing GI’s functionality for the resilience of our built environment via the Ecosystem Services they deliver (Image below). The metrics reinforce the importance of maximising the synergies GI has with other IS credits such as Resilience, Energy and Carbon, Heritage and Ecology to name a few. This is achieved by linking the GI elements with the other credits and providing appropriate targets for those credit categories. For example, by integrating green roofs and walls one could set an energy usage reduction target, due to passive summer cooling and winter insulation. It is a truly holistic and multidisciplinary approach which will facilitate interaction between the many disciplines (biodiversity, civil engineering, water designers, air quality, noise, cost consultancy etc.) to take advantage of opportunities and maximise efficiencies. The approach has the potential to produce a better design which delivers more benefits to the public at minimal additional cost.

As the global lead for driving the integration of the Natural Capital approach into Arcadis design and consultancy work, I was grateful for the opportunity to share my experiences of delivering GI and Natural Capital design strategies with the ISCA Conference audience. I was also able to share a case study for the Arcadis designed North West Bicester Eco-Town that will deliver 6000 homes on a greenfield site to the north of Oxford. In addition to delivering 40% net gain, we calculated the benefits of the GI at around £780 per annum, per home (based on an assessment of 393 homes on the exemplar site), delivering tangible benefits both to business and the wider public.

This presentation was followed by a panel discussion facilitated by Adam Beck from the Smart Cities Council. The panel companions were Professor Barbara Norman, author and Professor of Urban and Regional Planning, University of Canberra (who recently received the ACT Planning Award for Cutting Edge Research and Teaching), Lisa McLean CEO of the Open Cities Alliance and Tim Watson from Edge sustainability consulting. Adam challenged the panel to consider “do we know whether our cities are sustainable or not.” The panel was in unanimous agreement that while we have indicators such as the sustainable cities index, more quantitative information on performance would be useful. However, it is clear that action is needed and needed now.

Our cities are not sustainable, nor are our communities. Lisa was clear that the influence of local people was significant with the change in philosophy towards prosumers as opposed to consumers. This can be very powerful and will pay a big part in driving cities to deliver a different model of energy, transport and water supply. Barbara advocated for the refocus and re-empowerment of planners to ensure GI is integrated into design. The barriers to implementing GI were agreed to be around the perceived risk around the loss of developable areas, effective design and the cost of maintenance. I reinforced that the value of the benefits GI bring far outweigh their capital and operational costs and compare much more favourably to that of Grey Infrastructure, it’s just that different funding models are required. Using tools such as the CIRIA Benefits of SuDS Tool (BEST) or a bespoke Natural Capital assessment, one can actually monetise the benefits of GI. This can be used to contribute to private/public funding mechanisms as well as stakeholder engagement to ensure successful implementation of those mechanisms.

Whilst further research would be beneficial, it appears that there are benefits from GI maintenance, maintaining green assets provides healthy, stimulating jobs that are in many ways more attractive and less onerous than Grey Infrastructure maintenance. Tim was encouraged by Melbourne’s recent efforts of greening the city and its delivery plans. He discussed how if Melbourne realises the value in GI it could make the city more attractive and therefore more competitive in the tourist, retail and recreation markets.

Melbourne is actually building their own 2 mile long elevated Skypark, linking Federation Square to Southern Cross Station which will provide a high profile piece of multifunctional GI. An idea inspired by the High Line, a great example of the successful integration of GI into a city. High Line is a 1.45 mile long elevated linear park, greenway and rail trail created on a former New York Central Railroad spur on the west side of Manhattan in New York City. Since opening in 2009, the High Line has become an icon of contemporary landscape architecture. The project has spurred real estate development in adjacent neighbourhoods, increasing real-estate values and property prices along the route. As of 2017, the park had seven million visitors annually. The High Line is a public park programmed, maintained, and operated by Friends of the High Line, in partnership with the New York City Department of Parks & Recreation.

To summarise, within a city GI can play a large part in delivering climate, social and economic resilience. Climate resilience through storm water management, passive cooling and insulation, waste water purification and soil stabilisation. Social resilience by providing better air quality, increased biodiversity and amenity to provide a more attractive environment to encourage greater mobility in residents promoting health. There is also clear evidence that interaction with quality GI improves mental wellbeing. Economic resilience is delivered through greater recreational opportunities and retail footfall and attracting people to visit and stay in the city. There are however barriers to implementing GI, usually due to potential loss of developable space and concerns over effective design and maintenance costs.

By providing the framework for infrastructure engineers to identify and capture GI benefits more tangibly, the ISCA GI metrics have provided a platform for multidisciplinary collaboration to maximise the value of a development. They are aligned to the world Sustainable Development Goals and by incorporating the functionality of GI put Australian infrastructure projects at the forefront of sustainable thinking.

With these benefits, the future will not only see new developments that include quality GI as standard but should also result in existing developments being retrofitted due to the business benefits from the added value. In addition, this approach could spread throughout the commercial and public sectors, making development and management of land portfolios more resilient and productive without degradation. Australia has the opportunity to use this period of enormous capital expenditure to integrate climate resilience, maximise economic values and secure environmental benefits for future generations.

An Innovative Approach To Provide Emergency Water For 400,000 People

Challenging tradition. An innovative approach to provide emergency water for 400,000 people

This article is taken from ISCA’s 2018 Impacts Report.

Cardno NZ’s Technical Director of Infrastructure Strategy Antony Cameron gives a 101 on water supply resilience.

More people, more frequent climate extremes. Modern infrastructure is under pressure to perform, but funding for infrastructure upgrades and renewals is stretched. Water infrastructure is one of many groups completing for funding to meet these challenges, especially in the emerging field of disaster resilience.

Access to sufficient quantities of fresh water is also a key ingredient in preventing major outbreaks of disease following a significant disaster. The Wellington region is not alone in sharing competing infrastructure challenges. Driven by a global need to develop smarter outcomes against the backdrop of financial and time based constraints, Cardno decided to challenge traditional resilience thinking. This led to the development of a low-cost, twelve-month water resilience strategy that has achieved a major step change in levels of service for more than 400,000 residents in the Wellington Region.

Continuous improvement of water services through latter parts of the 20th century has led to both complacency that water will always be available, and complete dependability on emergency services to provide an alternative when it isn’t. This dependability is the Achilles Heel for many communities where few or no alternatives exist to the normal reticulated water supply. Problems are exacerbated in Wellington where water treatment plants are located significant distances from major urban centres. In-between lies hundreds of kilometres of pipeline, susceptible to many natural hazards including landslides, liquefaction, fault rupture and urban debris.

How long should communities be prepared to wait for basic water services?

WWL Ministerial Visit to Truscott Park drilling rig

“The typical approach to water supply resilience in many cities is one of ‘we must be there in the event of a disaster.’ The problem with this approach is people fundamentally dislike being let down, especially when we’re talking critical infrastructure”, says Antony Cameron, Cardno NZ’s Technical Director of Infrastructure Strategy. “We decided to approach things differently. What if we communicated pragmatically? And said ‘we can’t, and won’t be there in the event of a disaster.’”

Cardno turned to the use of leading cellular analytics to understand how people moved in and around the region based on real cellular data. This data  helped confirm that the lack of transport across the region would effectively create 17 miniature ‘islands’ until these transport routes were restored. The team further found that people may be walking home for up to four days.

This information was a key to informing the community-centric approach of the Community Infrastructure Resilience Programme. “The data told us we can’t be there, and even if we could the response may be patchy. This was a key foundation in our community-centric approach,” says Antony. “We recognised we needed to empower communities with resilient water services within each island, while also planning for a utility-led response”.

This led to the first phase of resilience work to investigate and establish water sources in each island. Cardno first completed extensive hydrogeological investigations into the regions ground and surface water. We were targeting a service level objective of providing 20 litres of water for every person, every day, within 1,000 metres of every Wellington home. This meant we needed to identify around 22 new water sources each capable of producing water at a rate of roughly 350,000 litres per day.

Once suitable water sources had been identified, Cardno worked with local suppliers to design and build 22 containerised water treatment systems called “Community Water Stations”. Each system is self-contained, sitting in hibernation at the site, awaiting rapid setup following a significant earthquake. Each unit can also be transported around the region to support other areas if it is not required at its own site.

The final piece of the puzzle involved procuring over 400 water bladders for transport and storage of water after an earthquake. These water bladders are normally stored in water stations or around islands, each about the size of a large rolled up sleeping bag. Their small size and light weight make them ideal for emergency applications. The bladders will be accessed after the event and filled with water from reservoirs and water stations, creating an ‘above ground’ mobile water network. They form an integral part of the requirement to provide water within 1,000 metres of every Wellington home.

How does this empower communities?

Normal infrastructure services will cease operation for an extended period of time following a significant earthquake so the community will naturally turn to local alternatives. The combination of assets and integrated emergency planning delivered by Cardno provides communities with the tools and information they need to get by, with or without emergency services.

Together, these communities can access existing water reservoirs as well as work with limited emergency services to open and operate Community Water Stations. This means that each island is able to provide the 20 litres per person of water needed to get through the emergency. The community will also access stored water bladders, unrolling them in vehicles such as trucks or utes, and filling them with water. These vehicles are then used like a water tanker, transporting water to larger stationary water bladders that are set up around each community. Water mobility also means the community can adapt to specific needs; maybe a rest home or medical facility needs water which it would otherwise be unable to access.

Cardno’s innovative approach to resilience challenged the way cities can deliver high-value, low-cost, resilient infrastructure against the backdrop of many emerging infrastructure challenges. No matter the size of the earthquake, and no matter the location, each community within 17 ‘islands’ can access tools and maintain emergency water supplies until network services are restored to homes around the region.

IS High Flyers, Episode 1: Her-1

The IS High Flyers video series identifies and showcases projects which have achieved level 3 scores across a variety of ISv1.2 credits.

The purpose of these videos is to share successes and knowledge and to gain insight into the best implementation of sustainability.

The first in this series is focused around Heritage 1, and explains how the double award winning Bayswater Alliance Level Crossing Removal Project achieved level 3 on this credit.

Here’s how they did it:

IS High Flyers, Episode 1: Her-1

IS High Flyers, Episode 1: Her-1

The IS High Flyers video series identifies and showcases projects which have achieved level 3 scores across a variety of ISv1.2 credits.

The purpose of these videos is to share successes and knowledge and to gain insight into the best implementation of sustainability.

The first in this series is focused around Heritage 1, and explains how the double award winning Bayswater Alliance Level Crossing Removal Project achieved level 3 on this credit.

Here’s how they did it: