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Month: August 2021

Infrastructure Sustainability Council is proud to be working alongside Downer

Posted on by loren.blundell@iscouncil.org

The Infrastructure Sustainability Council is proud to be working alongside Downer in their pursuit of achieving greater sustainability performance across infrastructure projects and assets.

Marcus Stephens, General Manager – Tasmania of Downer  quotes “Our journey has evolved throughout the process of working with the IS Council.

What began as a point of differentiation has evolved into new, more efficient ways of working.

“A clear benefit has been creating a culture of thinking differently. It has created a pathway for innovation and is driving efficiencies within the business,” said Marcus.

An unexpected benefit has been the validation of our approach to asset management.

“It has reinforced what we are doing in the asset management space. By taking a whole-of-life approach and optimising the work we do on the network though network modelling, we are minimising waste, virgin materials and carbon emissions,” said Marcus.

There are also clear benefits for our customers and the community.

“By focusing on the IS Council’s approach to delivering services, we were able to provide a clear financial benefit to our customers at tender time,” said Marcus.   In addition, we are creating deeper relationships with Local Government Authorities and our supply chain, employing disadvantaged workers and creating safer community assets and recreational spaces.

We have a number of key learnings from this process that we are excited to be implementing to further enhance our offering to the local community “We’re now looking at ways that we can take things further, how can we drive further sustainability benefits by exploring other areas?” Marcus said.

Ainsley Simpson, CEO of the Infrastructure Sustainability Council quotes “Building sustainability into asset management increases asset use, enables resilience for the communities it serves and delivers efficiencies like decreased lifecycle costs.

“We would like to congratulate our partner Downer for their continued success embedding sustainability as best practice asset management. Whilst never an easy task, it is a testament to their ongoing leadership ensuring all infrastructure assets deliver social, cultural, environmental and economic benefits,” says Ainsley.

Te Kori Scott PointSustainable Sports Park achieves Leading Design Rating

Posted on by loren.blundell@iscouncil.org

Project Description:

Scott Point Sustainable Sports Park is a 16.4ha area of land in the northwest of Auckland that is about to be transformed from a rural landscape to a public park to meet the needs of a new community.

Development of this park is no ordinary feat. Scott Point is set to become the first fully sustainable park in New Zealand. Auckland Council is embarking on this project as a flagship for the future sustainable provision of parks. It will help steer the future course of design, development, management and governance of parks across Auckland in a way that responds to the urgent needs of our planet for sustainable custodianship.

Auckland Council’s Service Principles have informed the development of the master plan. These include: Resource sustainability; Community equity and belonging; Re-wilding; Team and co-design; and Standards and outcomes.

The park will comprise three main areas: an area for sports and active recreation, an informal recreation area, and an area of ecological restoration and conservation. Each is defined by the geography of the site. Natural landforms are retained and earthworks minimised.

Key Achievements:

Energy reductions – 13% reduction in whole of life carbon footprint including:

  • alternative turf requiring less sand, and less turf area to mow and maintain
  • topsoil reuse onsite
  • reduction in site clearance requirements,
  • and optimised lighting control

Water reductions – 36% reduction in operational water footprint from installation of Blue2Green rainwater capture and reuse system (conservatively -20%), use of valve in head irrigation system for target irrigation of smaller areas (-14%), and reduction in earthworks requirements (-2%).

Non-Potable water use – 100% water for construction and operations that does not require potable water such as dust suppression and sports field irrigation can be supplied through rainwater capture (1.46 ML/year) and consented groundwater bore (15.3ML/year).

Ecology – 29% enhancement in ecological value through restoring agricultural land, prioritising use of native vegetation and strategic planting to create re-connected corridors as well as suitable land for endangered flora species.

Community – extensive stakeholder engagement included a co-design process to collaborate with local iwi and integrate Te Aranga Māori Design Principles and Te Waka Oranga Principles into the design.

Innovations – the project was awarded 5 innovation points for exceeding ecology credit benchmarks, achieving Innovation Challenge 6 (Supply Chain Education), and featuring Blue2Greeen technology.

Rating Highlights:

29% Enhancement in ecological value

The SPSSP project increases the site ecological value by 29% through the following design features:

  • Re-vegetating the existing contaminated / hard infrastructure nursey area,
  • Replace 18,9123 m2 of exotic planting with 22,134 m2 native vegetation,
  • Reducing the area of grassland / non-improved pastures by 7% a total of 4,830 m2

These features have been implemented by developing a Native planting plan eco-sourced from the area, designing different planting zones with complimentary species, supporting population growth of critically endangered plant Epilobium hirtigerum, increasing connectivity and forest spaces, and planning for on-going management of the planting and fauna.

This is a large increase in ecological value and is above and beyond the Level 3 requirement of 20%.  Therefore 1 innovation credit was awarded.

Innovation Challenge – Supply Chain Education

85% of the Project Team undertook Supply Chain Sustainability School eLearning modules. Two key modules (Climate Change Adaptation and Sustainable Construction) were delivered by group learning sessions, and the rest of the training was through self-paced online modules.

NZ First – 3 innovation points | Blue2Green Innovative Technology | 100% Rainwater capture and onsite reuse

Jacobs and Sporteng have designed Field 1 to utilise Blue2Green for stabilisation of the base and irrigation. The specified Blue2Green system provides storage of 1080m3 and will capture rainwater and reuse 100% of its water onsite.

Blue2Green is a system of crates that are made from recycled plastic that stack together. They sit underneath the performance layers of the field and collect rainwater that falls onto the field. The grass root system of the field can then draw the water up to ‘self-irrigate’ through wicking.

This design is innovative and helps solve future water supply problems as the reservoir can hold water for dry seasons and the grass can self-irrigate. This vastly reduces the potable water supply for irrigation at the site.

The cells themselves are also made of 90% recycled plastic and can be recycled at their end of life, meaning the product itself has a low carbon equivalent impact.

The cells also act as a stabilised base which reduces the amount of aggregate required under Feld 1. As Field 1 is the main field with the highest hours of play, it is the highest quality field. This required extra design considerations for the base, which in the Base Case consisted of a 200mm thick aggregate subbase. This has been replaced by Blue2Green in the design.

Blue2Green Schematic from Supplier Brochure

 

Acknowledgments:

New Zealand Firsts

  • NZ first IS Design Rating for a sports park.
  • NZ first use of Blue2Green water management technology design for a sports park.

Stakeholders:

It is acknowledged that this achievement has been the result of multiple stakeholder input including:

  • Leadership by Auckland Council and an aspiration to reach a Leading rating
  • Design led by Jacobs with specialist input from Ngāti Whātua o Kaipara and Te Kawerau ā Maki (iwi co-design partners), HEB (Early Contractor Engagement), SportsEng (Sports field including Blue2Green technology), WPS Opus (stakeholder engagement),, Morphum Environmental (Ecology)

Northconnex achieves ‘Excellent’ IS As Built Rating

Posted on by loren.blundell@iscouncil.org

The NorthConnex project is a 9-kilometre multi-lane motorway linking the M1 Pacific Motorway at Wahroonga to the Hills M2 Motorway at West Pennant Hills. NorthConnex delivers significant benefits to local communities by easing congestion and removing around 5000 trucks daily from Pennant Hills Road. This helps to improve safety, local air quality and reduce traffic noise. Motorists can now travel from Newcastle to Melbourne without a single set of traffic lights, reducing travel times for motorists and delivering state and national freight efficiencies.

NorthConnex is committed to sustainable and responsible operations and has delivered a range of sustainable outcomes through the IS Rating tool. Key achievements include establishing a robust management and governance system, delivering creative and meaningful community engagement, establishing high standards of environmental protection, and innovative design within the tunnel’s systems and equipment that make it a next generation tunnel. The range of sustainability initiatives will provide benefits for the community and environment now and for future generations.

PROJECT KEY ACHIEVEMENTS:

Spoil was beneficially reused from the NorthConnex tunnel excavation at the Hornsby Quarry, saving 3.7 million kilometres of transport distance, and in turn significantly reducing greenhouse gas emissions. This beneficial reuse of spoil lays the foundations for the Hornsby Quarry Rejuvenation Project, where an abandoned quarry will be turned into new recreational parkland by Hornsby Shire Council.

Through redesign and changes to the construction footprint, the project has successfully saved more than one hectare of threatened vegetation, including 742 individual Epacris (Epacris purpurascens var. purpurascens) on the Hills M2 Motorway.

NorthConnex has used more than 5,500 LED lights in place of traditional high-pressure sodium (HPS) or fluorescent lighting technology to reduce electricity consumption by 18 per cent. This innovation equates to an overall reduction in carbon emissions of approximately 350 tonnes during the first year of operations alone.

Evolving in the season of change

Posted on by isca@admin

Seasons change and so do we. The transition to the Infrastructure Sustainability Council acknowledges our vision and is deeply aligned with our purpose. The impact we enable was central to shaping our new identity. We recognise that we operate in countries other than Australia. We want to honour progress and amplify our ability to accelerate change through collaboration. This means respectfully acknowledging the continued commitment and contributions from our member whānau and stakeholders in Aotearoa New Zealand.

Every season is borne from the ones prior.

This season’s visual shift is bolder and brighter, but intentionally, still recognisable and relatable from our past. Our brand remains anchored in a circle, now with four clear arrows, and all these are symbolic. The circle represents what we do, how we do it and why we do it – because better never stops. It signifies that it’s never too late to start, nor does it matter where you start, only that you get started. It encourages inclusivity, circularity, and resilience.

  • What we do ……. Promote continuous improvement, capability building and innovation
  • How we do it …… Connect and collaborate inclusively
  • Why we do it …… A positive future for people, planet and the economy

The four arrows represent the opportunities associated with infrastructure:

  • the quadruple bottom line: governance, economic, environment and social
  • the lifecycle of infrastructure: from planning, design, construction into operations
  • the types of infrastructure: transport, utility, blue/green and social
  • the whole-of-life benefits delivered: cultural, social, environmental, and economic

The IS Council is transitioning from one season to our next. For our industry and nations, now too is the season of change. A succession brought about by external factors and multiple levers of change. Never has there been this level of collective awareness, appetite, and capacity for positive change; this is our decade of opportunity. There is a shift occurring that raises up the importance of legacy and long-term investment; a recognition of the interconnection between past, present, and future and the kinship we have with nature, and one another. In the spirit of progress, there is much to learn. Traditional Owners, Māori, Australian Aboriginal and Torres Strait Islander peoples, have sacred traditions which honour the responsibility for guardianship of the environment, its importance to intergenerational wellbeing, with acceptance that this is a responsibility that must be shared equally. There is a genuine appreciation of the knowledge and sustainable practices of past, and the profound value for the circle of life.

Some things change, some stay the same.

Our passion and values stay the same, and so will the things we stand for – embedding sustainability early; measuring what matters, and valuing what we already have. The IS Rating Scheme will continue to drive global best practice in infrastructure. Our roots will always be proudly Australian; however, we accept that there is more to do, and that our near neighbours also deserve to reap the long-term benefits of sustainable infrastructure for their intergenerational livelihoods.

As we all continue to speak our old name fondly, we will all get used to our new one – the Infrastructure Sustainability Council, the IS Council, or the I-S-C. There are many things that need to shift with this evolution, like the seasons some will be bright, bold, and immediately evident; others will be more gradual. As always, we are listening – if you notice the odd logo or reference out of a place; do let us know.

Whether you identify with 2, 4, 6 seasons or more, it is the time for planting, for investing in your teams, your organisational practices, and our industry, so there will be great harvests to enjoy long into the future.

‘Ka mua, ka muri’ – We walk backwards looking forward to the future.

Let’s welcome this season of change rather than as a new beginning, more as a continuation of our clear and visible past, with a call to arms and accelerated action toward a future enabled by resilient, inclusive, low-emission infrastructure.

Always listening
To all our valued stakeholders, there is still time to share your perspectives with us through our Annual Survey. All members stand the chance to win two tickets to the Annual ISConnect Gala Awards.

Please click here to complete the survey 

 

And the winners of 2017 IS Awards are…

Posted on by isca@admin

The 2017 IS Awards evening in Melbourne was our biggest to date, with 240 attendees. Hosted by Craig Reucassel, we enjoyed a fantastic evening of celebration, wine and humour. In terms of award nominations, we had a record number of award submissions this year, which is a real credit to the sustainability industry as a whole. We’d like to thank everybody that attended the evening, and to all award nominees, finalists and awards winners.

You can find the pictures from the event here.

In case you missed the event, here were the winners of each award:

IS Outstanding Achievement Award

The IS Outstanding Achievement Award recognises the IS certified project or asset that has demonstrated the highest overall score and sustainability achievements. This award took into account all projects which were certified between October 2016 – August 2017.

The winner for this category was: Northlink WA | Southern Section | Design

IS Impact Award

The IS Impact Award recognises the IS project/asset that exhibits the most outstanding leadership and greatest contribution to advancing infrastructure sustainability in Australasia.  Nominations came from any project or asset that is currently pursuing an IS rating, or was certified with an IS rating between October 2016 and August 2017.

This award was split into two, projects which were worth more than $20 Million in capital value, and projects which were worth less than $20 Million in capital value.

The winner for the >$20 Million IS Impact Award was: Northlink WA | Southern Section | Design

The winner for the <$20 Million IS Impact Award was: Queen Elizabeth Street & Collect Street Project (Queanbeyan Palerang Regional Council)

Organisational Leadership in Infrastructure Sustainability Award

The Organisational Leadership in Infrastructure Sustainability Award recognises the organisation that exhibits the most outstanding performance, leadership and greatest contribution to advancing infrastructure sustainability in Australasia.

The winner for this category was: Level Crossing Removal Authority

Individual Leadership in Infrastructure Sustainability Award

The Individual Leadership in Infrastructure Sustainability Award recognises the individual who best exhibits the most outstanding performance, leadership and greatest contribution to advancing infrastructure sustainability in Australasia.

The winner for this category was: Nicole Neal (Cardno)

IS Thought Leadership: Peter Mulherin | Sustainable Procurement

Posted on by isca@admin
Published on: August 13, 2021

IS Thought Leadership: Sustainable Procurement

By Peter Mulherin

Today we see rapidly changing dynamics as border and transport challenges increase, forcing a greater focus on local source suppliers and governments become more nationalistic.

Infrastructure procurement is increasingly being used as a mechanism to raise local industry content and capability together with delivering social and environmental outcomes. Businesses that innovate, collaborate and demonstrate leadership in this regard will enjoy growth as governments, financiers and the public increase demands for accountability.

Procurement decisions by corporations can have a profound impact through informing and creating demand and also delivering longitudinal impact to communities and society more generally.

The way money is spent is the most challenging and revealing of activities and, when informed, these decisions have the potential to influence the design and utility for suppliers of products and services. The decision of procurement has an impact for better or worse, backward through the supply chain and perhaps even more importantly forward through the longitudinal performance and utility, lifecycle and ultimately recovery or waste of the resources involved. The commitment of funds represents a point of reference and demonstration of the personnel and processes of the corporation and a reflection of the values it holds.

If we are to meet national commitments, corporate declarations and individual aspirations for Sustainable Development Goals we will need greater action in policy direction, strategic decisions and at the moment of procurement commitments. Today more than ever procurement decisions will determine the achievement of success and growth of corporations or their demise.

Of relevance are the words of Mark Carney, Governor of the Bank of England who observed that “companies that don’t adapt will go bankrupt without question.” He added; “There will be great fortunes made along this path aligned with what society wants.” And “ The more we invest with foresight; the less we will regret in hindsight”.

Corporations are faced with these risks and opportunities in their procurement decisions and those that embrace this foresight will find new clients and markets for their services. One prominent approach with countless successful case studies is the adoption of the principles of circularity; designing out waste in products and processes over the lifecycle, extending the longevity of utilisation through making repairs and maintenance more timely and cost effective, and building regenerative systems in harmony with nature.  This approach will help integrate our infrastructure into, upon and around us by considering species habitat, climate change, topography and support to rural and indigenous communities.

For example traditionally a tunnel that transits from A to B in the most direct route for low initial cost may win approval; however, an alternative approach may be one where the route follows a mineral body from which resources may be extracted and materials used in the fabrication of tunnel walls, or for use in other works. This may create shared value in collaboration with miners, emerging technologies in low/utilised carbon materials and in the extraction process, which offsets the cost of tunnelling. One option creates waste and another creates valued by-products for aligned industry and while the route may be longer this is of little consequence with the advent of electric, driverless and autonomous transport systems.

We may also ask; does our infrastructure design consider these new modes of transport? Are we building roads to fix todays congestion and creating debt, cost and liabilities or are we building enduring and resilient intergenerational mobility systems for the common wealth?

Public and private infrastructure spend is of particular importance given the large up front investment in procurement. This is addressed by understanding the longitudinal opportunity through design, and for extended utilisation and resource recovery.

Those businesses that adapt and find new value propositions to existing challenges will prosper. When businesses see waste they may equally see wealth; tunnel spoil may be seen as a financial liability or it may be allocated as a social and sustainability asset by delivering research, new jobs and value streams. Previously obscure waste streams such as office stationary by-products, e-waste and organics may be utilised for longitudinal utility, immediate socially impacting occupations, and for research, learning and teaching case studies and career paths.  At the same time that our resources are becoming more limited, we must imagine new business models, social outcomes and circularity principles.

Australia has committed hundreds of billions of dollars to infrastructure spend across defence, civil, health and education. More recently hundreds of billions more has been committed to support social cohesion, job retention and industry support where longitudinal outcomes may be expected. The opportunity for corporates who respond to current government commitments through their procurement decisions will, in response, have implications for future generations. The impact of decisions made today extend beyond the life of many of those involved. Defence materiel takes a long view, looking ahead at least five decades, public transport infrastructure thinks ahead well into the later half of this century. This means that spending today must meet zero carbon commitments or risk building in liabilities, which increase the need for offsets and further drawdown of emissions.

Procurement decisions today create assets or liabilities for our children’s generations, and beyond.

Figure.1

Humandesign

One dollar today may create a liability of ten or an asset recurring in value through design.Those leaders and spenders of corporate funds, who help drive down social and environmental costs can expect to be rewarded, hope to be respected, and perhaps even remembered!

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If you would like submit a thought leadership piece, our topic in April is ‘Sustainable Precurement’. For more information on submission guidelines, click here.

Ballarat Line Upgrade | Stakeholder Knowledge Share and Lesson Learnt

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STAKEHOLDER KNOWLEDGE SHARE AND LESSON LEARNT

BACKGROUND

The Ballarat Line Upgrade (BLU) is being delivered by Rail Projects Victoria (RPV), on behalf of the Victorian Government. The project is part of the $1.75 billion Regional Rail Revival with works extending across approximately 100km of rail line. The project is ISCA rated using the Version 1.2 rating tool.

The Ballarat Line Upgrade (BLU) decided to trial the Infrastructure Sustainability (IS) Version 2.0 Stakeholder credits (Sta-1 and Sta-2) whilst delivering the IS Design and As Built rating. The trial is classified as an innovation challenge as per the ISCA Innovation Challenge Appendix (Rev 4.4). The BLU Project considered the Ballarat Rail corridor as an ideal stakeholder environment to trial the stakeholder innovation challenge. The corridor has a stakeholder profile that ranges from culturally heritage and historic townships, farming communities, environmental landcare groups and forward-thinking councils to name a few.

ADVICE FOR SUCCESS

The following advice is primarily focussed on the Stakeholder Version 2.0 design rating.

Advice in general – The design rating is key for setting up the project for a successful stakeholder engagement pathway. The stakeholder engagement strategy development is vital in underpinning that success. The project used a register to track how each credit and must statement could be met. This allowed for actions, responsibility and timing.

Lesson learnt – Most Infrastructure construction projects use management plans to meet stakeholder engagement requirements. After consultation with ISCA’s case managers, the BLU Project found that implementation of a Community and Stakeholder Engagement Management Plan (CSEMP) was enough to be used as a strategy. The Plan still addressed the requirements of the credit, however it was used as a joint strategy and management plan in one.

Sta-1, DL1.1 – There are many ‘musts’ that must be populated throughout the stakeholder engagement strategy.

Advice – Using the must statements as headings within the stakeholder engagement strategy or titles of tracking registers is an efficient and effective way to show the must statements are being met. For example, having a section title of: ‘Recording mechanisms’ within the strategy that refers to registers or recording programs is an easy way to prove compliance with that must statement. The recording mechanism must capture engagement activities, meetings with stakeholders and feedback from stakeholders. This also meets another must statement within Sta-2, DL2.3. This must statement mandates that for the lessons learnt process, records of engagement activities must be collated. By having sound recording mechanisms of all engagement activities undertaken, this task has already been done for the lessons learnt exercise.

Lesson Learnt – The project included better links to recording mechanisms within a future Version of the CSEMP. As stated above, establish this early in stakeholder strategy/plans from the planning phase.

Sta-1, DL1.1 – Negotiables and non-negotiables

Advice – Listing negotiables and non-negotiables (with justifications) in the stakeholder engagement strategy is paramount. Often there is a process on how negotiables and non-negotiables are determined, however the strategy should provide justification.

Lesson learnt – The project listed our negotiables and non-negotiables in sub-engagement plans, but not within the main body of the stakeholder engagement strategy. This was amended within future revisions of the strategy.

Sta-1, DL1.3 – Strategy is informed by the local context and a social risk assessment

Advice – Incorporating the social risk assessment into the environment and sustainability programmed risk assessments is an efficient way to capture social risk assessments, as these often cross-pollinate with environmental or sustainability control measures.

Sta 1, DL1.3, DL2.1 and Sta-2, DL1.3 – Strategy is informed by the local context and a social risk assessment; Strategy includes targeted activities for different stakeholders and; Priority negotiables are identified by stakeholders.

Advice – The project used early stakeholder engagement summaries to understand the local context and stakeholder characteristics (Sta-1, DL1.3). This information gave us the knowledge to create specific sub-engagement plans (which were referenced in the stakeholder engagement strategy) to engage specific stakeholder groups (a requirement of Sta-1, DL2.1). The purpose of the plan was to detail the program of communications and engagement that would be undertaken to inform stakeholders about: final design; opportunities for comment; how their feedback has been used and; further consultation opportunities. The sub-engagement plans can be further utilised for Sta-2, DL1.3 whereby negotiable issues can be reviewed by stakeholders to understand if priorities have changed. The sub-engagement plans establish the stakeholder engagement program to ensure this review happens throughout design.

Sta-2, DL2.2 – Implementation progress is reviewed and used to update the strategy

Advice – Set up clear measurable objectives in the CSEMP and report on them via monthly reporting to the senior leadership team and client.

Sta-1, ABL2.1 – Strategy is integrated through the project life cycle.

Advice – The project are using the Operations and Maintenance Manuals to provide stakeholder engagement knowledge, activities and historical items through to the operator.

To learn more, visit the Regional Rail Revival Ballarat website.

Pathway to Productive and Sustainable Infrastructure Report

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Pathway to Productive and Sustainable Infrastructure Report

ISCA has collaborated with over 30 representatives from the building sector, government and academia to produce the Australian Sustainable Built Environment Council’s (ASBEC) Pathway to Productive and Sustainable Infrastructure workshop report (the report) calling for a clear pathway to sustainable and productive infrastructure.

The report calls for the development of a 30 Year Infrastructure Plan that combines hindsight, insight and foresight to create a long term plan which can endure inevitable change across government, community and industry.

The report outlines:

  • the need for productive and sustainable infrastructure including its criticality for creating jobs, increasing GDP, and building the resilience and liveability of our communities
  • current challenges in its current infrastructure planning process including the politicisation of plans and decisions, funding and finance constraints, limited business case analysis, lack of foresight and resilience, a constrained tender and contract structure, and the increasing impact of community sentiment
  • future trends regarding consumption, industry, weather severity, demographics, natural resources, “crowd clout” and the cost burden of infrastructure
  • a proposed Infrastructure Planning Framework incorporating the development of a 30 Year Infrastructure Plan, founded in collaboration between community, industry and government, and guidance on implementation through five pathways: engagement, planning, decision, funding and execution

Read the full report here:

Australian Sustainable Built Environment Council: Pathway to Productive and Sustainable Infrastructure Workshop Report

Launch Event: Precast Geopolymer Concrete Elements

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A Special Breakfast Invitation

Launching Queensland Department of Transport and Main Roads’ Technical Specification MRTS270 – Precast Geopolymer Concrete Elements.

DATE: Tuesday 19 February 2019
VENUE: Novotel Brisbane 200 Creek St, Brisbane City Lawson Room
TIME: 7:00am for a 7:30am start until 9:00am 
RSVP: Please RSVP at your earliest convenience to: kelly.fraser@eicactiv.com
COST: Free event

Geopolymer concrete has been increasingly recognised and adopted in Australia for a host of beneficial properties, including improved durability and a lower carbon footprint in comparison to Portland cement based concrete.

The release of this new specification enables the wider adoption of Geopolymer concrete within Queensland and will contribute to achieving the State’s transition to a zero carbon economy.

Stephen Rae, DTMR’s author of MRTS270, will be the key speaker. A Q&A session will follow Stephen’s presentation.

This event is hosted by CIMIC Group companies EIC Activities and CPB Contractors as part of our commitment to innovation, delivering successful projects for clients and working with industry to foster continual improvement.

Please note: This is not an ISCA event. Please contact the above RSVP for more information.