10 - 2019 - ISCouncil

2019 Infrastructure Sustainability Awards Case Study

2019 Infrastructure Sustainability Awards Case Study 

The Individual Leadership in Infrastructure Sustainability Award  

Rebecca Hendy | McConnell Dowell

Rebecca Hendy is a Certified Environmental Practitioner with over 15 years experience. Currently a Senior Sustainability Advisor for McConnell Dowell, she is a peer reviewer for IS Rating credits and pilot projects, and managed updates to Version 2 of the IS Rating.

Proactive and enthusiastic, Rebecca takes a holistic view of infrastructure sustainability. A proven team player, she harnesses collaboration and co-operation to pursue initiatives that create long-term change for the construction industry.

Rebecca is also passionate about leaving positive social legacies. Through her work across the supply chain, in social procurement, and in collaboration with government, she is helping move our industry towards a circular economy, meeting our infrastructure needs for today and ensuring our natural resources exist for future generations.

Rebecca has a proven commitment to sustainability, and a high degree of personal focus and leadership. Her building efforts and waste/recycling initiatives are commendable. She is clearly leading the way for new approaches and materials, industry participation and workforce engagement. She effectively integrates the social, economic and environmental pillars of the UN Sustainable Development Goals.

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 “Rebecca has contributed to innovation in sustainability, raising industry standards. She is a role model for the industry as a whole.” – Award Judges  

Media Release | $165 Billion in Sustainable Infrastructure Underscores an Unmissable Opportunity

$165 Billion in Sustainable Infrastructure Underscores an Unmissable Opportunity

A project database of $165 billion underscores the “unmissable opportunity” for sustainable infrastructure to enhance productivity and quality of life while reducing environmental impact, says the Infrastructure Sustainability Council of Australia (ISCA).

In August, Infrastructure Australia launched its 2019 Audit, sparking a new national conversation and calling for long-term changes to the way governments plan, fund and deliver infrastructure.

In response, ISCA has released a submission which outlines innovative industry-led solutions to support the design, delivery and operation of sustainable, resilient infrastructure.

“Australians know the decisions we make today will have long-term consequences as we adapt to climate change and disruptive technologies, while meeting the changing needs of growing communities,” says Ainsley Simpson, ISCA’s Chief Executive Officer.

According to the Audit, more than $200 billion in infrastructure investment is in the project pipeline, while $123 billion is underway.

“Infrastructure Australia makes the challenge ahead clear: infrastructure projects are increasing in size and complexity. This demands innovative approaches to delivery, operations and skills development.”

“We must meet our global emissions reductions targets under the Paris Agreement and in terms of Australia’s total emissions, 70 per cent is generated through the construction, operation or use of infrastructure,” Ms Simpson says.

“Creating a pathway to reduce infrastructure-related carbon, whether embodied or emitted, will have a significant positive effect on reducing our national emissions,” Ms Simpson adds.

Infrastructure Australia’s Audit identifies 180 challenges and opportunities; 22 of these are directly addressed by ISCA and the Infrastructure Sustainability (IS) Rating Scheme.

“We already have 63 projects worth $165 billion that demonstrate how well-planned, well-designed infrastructure can be economically and environmentally sustainable and support our growing communities over the long-term,” notes Ms Simpson.

ISCA’s IS Rating Scheme links infrastructure development directly to the UN’s Sustainable Development Goals, aligning industry best practice with global sustainability targets. IS-rated projects have collectively avoided 20 million tonnes of emissions, 150 million waste to landfill and 170 million megalitres of water consumption.

“The Audit notes that sustainability and resilience are not ‘fringe concepts’, but good economic practice – and ISCA agrees. While it’s possible to start creating change at any point in an asset’s lifecycle, the greatest opportunities lie at the earliest stages, starting with strategic planning,” Ms Simpson says.

“Australia has industry-accepted best practice benchmarks for sustainable, resilient infrastructure – the IS Rating Scheme. We now need wider mandates from all three tiers of government to ensure all infrastructure delivers cultural, social, environmental and economic benefits.”

“Many of the issues raised in the Audit demand revolutionary thinking and radical changes to industry practice. ISCA is working across the infrastructure sector to accelerate innovation because we know this will make the most of this unmissable opportunity.”

Download ISCA’s submission summary in response to Infrastructure Australia’s 2019 Audit here.

Case Study Emerging Young Leadership in Infrastructure

2019 Infrastructure Sustainability Awards Case Study  

Emerging Young Leadership in Infrastructure Sustainability Award 

Jaclyn Fathers | Lendlease 

Jaclyn is a sustainability manager with Lendlease. She is a dedicated young professional who is passionate about sustainability within the infrastructure industry. Throughout her professional career, Jaclyn has displayed leadership beyond her years and a commitment to enhancing sustainable outcomes. She was seconded to ISCA for 6-months in 2018, where she was assigned a Case Manager role for WA. She has been an ISAP for 4 years.

Throughout her career, Jaclyn has displayed a deep passion and commitment to sustainability within the infrastructure sector. This commitment has extended beyond project-based sustainability outcomes to role-modelling and developing the next generations of sustainability leaders through her interactions with school and university STEM-based programs.

For Lendlease, Jaclyn has developed business procedures and an internal sustainability collaboration site so all sustainability personnel can share lessons learnt and promote cross-project collaboration. She is currently providing guidance to 12 IS Rated projects within Lendlease and supports 30 ISAPs across projects to enable sustainable outcomes.

Jaclyn demonstrates a high degree of focus on influence and personal development. Her work is commendable, as is her knowledge sharing, involvement in working groups, school volunteering and ability to mentor others.

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Jaclyn is a skilled leadership trainer with the capacity to influence and advance industry-wide standards on sustainability and sustainability outcomes to a broad cross section of the community.” – Awards Judges

SA Water: Murray Bridge Wastewater Treatment Plant Initiatives

SA Water’s new Murray Bridge Wastewater Treatment plant has been awarded the highest IS design Rating for a water or wastewater project in Australia to date. The $52 million project received an ‘excellent design rating through the IS Rating Scheme. South Australia’s newest waste water treatment plant in Murray Bridge, south-east of Adelaide, became fully operational last week, able to process up to 4.5 million litres of sewage a day from more than 14,000 people.

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Project Initiatives

Hea-1: The project received full marks (2.49/ 2.49points), achieving level 3.

This score was obtained through extensive consultation and project integration with the traditional Ngarrindjeri people.

Some initiatives include:

Naming of the project site: A suitable Ngarrindjeri name/word for the site will be provided through consultation with the Ngarrindjeri Regional Authority. This will help contribute towards the survival of the Ngarrindjeri language.

John Holland was required to develop and implement over the life of the project strategies that maximise employment and training opportunities, particularly for the Ngarrindjeri community.

Ngarrindjeri Native Garden –The plant palette for this native garden consists of a variety of plant species that reflect Ngarrindjeri culture. An aim of the palette is so Ngarrindjeri plant knowledge can be shared and passed down to the younger generations. The shape of the garden beds reflect artistic notions of sand ripples, waves coming into shore and the wing of the pelican, an important Totem/Ngartji.

Wat-1: full points, level 3(8.96/8.96 points)

Based on the modelling conducted, the project to meet at least a 60% overall water usage reduction. The most significant saving is derived from changing the treatment process and using a compact MBBR process instead of the Storage lagoons. (Wat 1a Water Balance) . Further efficiencies are likely to be implemented during construction.

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For further information contact SA Water’s media team on 08 7424 2477

MEDIA RELEASE | Australia Looks to Sustainable Zero Carbon Emissions for Major Works

16 October 2019

THE FUTURE IS HERE AS AUSTRALIA LOOKS TO SUSTAINABLE NET ZERO CARBON EMISSIONS FOR MAJOR INFRASTRUCTURE PROJECTS – SYDNEY METRO NORTHWEST LEADING THE WAY.

Australia is currently driving world leading outcomes and impacts throughout the infrastructure development lifecycle to ensure sustainability is successfully delivered on major projects such as the Sydney Metro North West Project and Canberra Metro. Both projects effectively utilise renewable energy sources and deliver reduced carbon emissions.

The Infrastructure Sustainability Council of Australia (ISCA) has been working with Climate Works Australia and the Australian Sustainable Built Environment Council (ASBEC) on a discussion paper, which is set to be released in November – “Reshaping infrastructure for a zero emissions future”.

All of Australia’s states and territories have set commitments or aspirations to achieve net zero carbon emissions by 2050, with many other countries and businesses now setting their ambitions for 2030.

At #ISCAConnect, the Infrastructure Sustainability Conference held in Melbourne this week, ISCA CEO Ainsley Simpson highlighted that ISCA now has 220 registered projects worth $160 billion (capital value) engaging in its Infrastructure Sustainability (IS) Rating Scheme.

So far, completed projects that have achieved the IS As Built Rating (certified construction phase) have avoided a total of 2.2 million tonnes of CO2 emissions and achieved a reduction of 29 per cent in materials used. The IS Rating Scheme has also recorded five world firsts and 23 national firsts in sustainability innovations on infrastructure projects in Australia and New Zealand.

“Infrastructure is an enabler and all infrastructure should deliver cultural, social, environmental and economic benefits,” said Ms Simpson.
“Designing, building and operating infrastructure sustainably is becoming an expected way of doing business. This journey is challenging, but worthwhile and it has given us a solid foundation on which to build into the future. We must also recognise this phase for what it is – it is only just the beginning.”

According to the Reshaping Infrastructure report, around 70 per cent of Australia’s total annual emissions are associated with infrastructure. About 15 per cent are directly contributed through the way we construct and operate these assets, with an additional 55 per cent from the actual the use of infrastructure and the patterns of behaviour it reinforces, such as the cars and truck driving on roads.

“It’s no longer just a question of building and operating sustainable infrastructure but building infrastructure that enables more sustainable lifestyles and economies,” said Ms Simpson.

“Additionally, infrastructure will need to be resilient accounting for the physical impacts of climate change and adapting to future shifts in population, our economy and from technology.”

Significantly, the $8.3 billion Sydney Metro Northwest rail line has already embraced these challenges. The project is the first stage of the Sydney Metro development program, Australia’s biggest public transport infrastructure development. By 2024, Sydney will have 31 metro stations and more than 66km of new metro rail, revolutionising the way Australia’s biggest city travels.

Sydney Metro NW, along with the Canberra Metro light rail, are pioneers in the Australian transportation and infrastructure sectors with both government agencies purchasing 100 per cent renewable energy to offset the operational electricity consumption.

Sydney Metro Northwest will be acknowledged at the ISCA Infrastructure Sustainability Awards on Thursday night as the first project to receive a sustainability certification from ISCA in recognition of their commitment and progress throughout the planning, design and construction phases, for the completed program of works.

“From day one in 2011, delivering a sustainable new railway for Australia’s biggest city has been at the heart of Sydney Metro,” said Sydney Metro Chief Executive, Jon Lamonte. Through careful planning we have made – and are still making – choices that set new benchmarks for the delivery of sustainable infrastructure. The journey in delivering Sydney Metro has been rigorously planned, reviewed and adjusted to get the best outcomes for our customers and our communities.”

All of the greenhouse gas emissions generated from electricity used to run North West Metro are offset via an innovative Power Purchase Agreement and the development of a new 95megawatt solar farm in regional NSW.

ISCA’s Technical Lead for Sydney Metro Northwest, Kirsty Bauer, said the asset’s operational electricity consumption has been fully offset by the development of the Beryl solar farm, so in effect the operational electricity for the rail line is 100 per cent renewable.

“Sustainability has formed an integral part of Sydney Metro’s vision from the outset. This has been demonstrated in our commitment to measuring these important outcomes. In addition to achieving the first IS As Built Program Rating, and achieving the highest performance level of Leading, each of the packages of work under the program has also achieved Leading outcomes,” she said.

In her address to the Annual Infrastructure Sustainability Conference this week, Ms Simpson highlighted that while some positive progress had been made to drive a more sustainable culture within the infrastructure industry, it is not fast or ambitious enough to achieve the outcomes as laid out in the Paris Agreement and UN Sustainable Development Goals 2030 Agenda.

“In the latest Infrastructure Australia Audit there was a call to action to evolve the way we plan for infrastructure – one that is ambitious in its vision, embracing of uncertainty and agile in the way it adapts to a changing landscape,” she said.

“Already we are starting to see that this is indeed possible through the leadership of public delivery agencies, investors and private asset owners.”

“Sustainability is no longer a fringe concept, rather it permeates everything – it’s the vision, it’s the business case, the risk, the opportunity, the enabler and the value generated. We will continue to collaborate with industry to accelerate the realisation of sustainable outcomes in infrastructure across Australia and New Zealand.”

Murray Bridge WWTP: Delivering Enduring Social Benefits to a Regional Community

Murray Bridge Wastewater Treatment Plant: Delivering Enduring Social Benefits to a Regional Community

SA Water and John Holland are building a new $52 million Wastewater Treatment Plant (WWTP) and associated transfer infrastructure in the Murray Bridge region, a predominately agricultural area of the State located approximately 75km from Adelaide. The new plant will replace an ageing treatment plant commissioned in the 70’s which has experienced ongoing issues with odour, significantly affecting the quality of life of at least 750 residents, and at risk of environmental breaches through potential uncontrolled discharges into the River Murray. The use of novel and enhanced treatment process and odour control facilities will help minimise odour from the new plant and improve the liveability and well-being of the surrounding community.

Besides achieving strategic goals of economic efficiency and environmental performance, the project team has excelled at partnering with the local community. From inception, the project team has worked collaboratively and placed an emphasis on the creation of long-lasting community values through its associated investment. The project team understands that the legacy the project leaves in communities is just as important as the physical delivery of the infrastructure.  This is particularly relevant when young people in the Murray Bridge Local Government Area (LGA) are significantly disadvantaged educationally, socially and economically when compared against key indicators.  (School & Beyond Inc Environmental Scan, Murray Mallee region, 2011).

This project has not only strengthened the participation of local community in planning for improved sanitation but also supported regional economic growth and community well-being yielding several benefits, namely:

  • Provision of local employment and opportunities for local businesses. These local jobs drive economic growth and build stronger regional communities into the future; additionally, over 10% of workforce is from the local Ngarrindjeri aboriginal community.
  • Investment in leading technology (Moving Bed BioFilm Reactor treatment process) for a reliable, sustainable and resilient wastewater infrastructure, which supports economic development and human well-being.
  • Community connectedness through the delivery of school engagement programs and collaborative community educational and engagement programs including …
  • Investment in recreational, arts and cultural activities including the establishment of an urban landscape design in direct consultation with key stakeholders which is based on and represents the unique Ngarrindjeri culture and riverine history of the region.

Learnings include:

  1. Sound technical capacity and understanding of industry specific innovation and opportunities is crucial to assist clients achieve their sustainability targets and objectives in a rapidly evolving environment.
  1. Strong team collaboration allows understanding of the risks and opportunities across all disciplines and all stages of the project, resulting in an improved design and construction methodology.
  1. Open and frank communication on the project challenges, progress and achievements to  our key stakeholders and general community.
  1. Development of a strong stakeholder and community engagement strategy. Early planning engagement and ongoing consultation with stakeholders and community ensured that both the value and risk of the project are shared, understood and well managed.