Background

As part of the METRONET Byford Rail Extension project in Western Australia, two ISC members collaborated to find sustainable solutions that support the transition to a net zero economy. The MetCONNX Alliance (Public Transport Authority, Laing O’Rourke, Pritchard Francis Consulting and KBR) trialled a hydrogen-on-demand technology developed by HYDI, specialists in hydrogen solutions for internal combustion engines. HYDI’s compact, self-contained unit generates hydrogen from demineralised water using proton exchange membrane (PEM) cells that are injected into diesel engines to improve combustion efficiency and reduce emissions.

Unlike purpose-built hydrogen vehicles, HYDI units can be retrofitted to existing diesel-powered equipment, making them a practical and scalable solution for hard-to-abate sectors such as construction. The trial aligns with METRONET’s sustainability strategy pillars of environment, economy, and governance, and supports the broader industry transition to net zero.

Implementation and results

A HYDI unit was installed on a Plantech CAT 962 loader operating on the Byford Rail Extension. Fuel consumption data was collected before and after installation:

• Pre-HYDI: 8.18 litres/hour
• Post-HYDI: 6.56 litres/hour
• Hours operated: 130
• Diesel saved: approximately 210.6 litres
• Water used: 3.5 litres of distilled mineral water
• Estimated fuel efficiency improvement: approximately 19%

Operator feedback confirmed noticeable improvements in fuel efficiency. The loader has since been off-hired, and the HYDI unit will be installed on another machine to continue monitoring performance.

Impact delivered

The trial demonstrated measurable environmental, health, and financial benefits:

• Environmental: Estimated diesel efficiency gains of 10–20%, with proportional reductions in CO₂e emissions
• Health and safety: Reduced exposure to diesel fumes, which are linked to asthma, headaches, and lung irritation, noting that the open-air construction site naturally dissipates fumes normally.
• Financial: Return on investment under two years, with a unit lifespan of approximately 20 years. The trial enhances the reputational image of MetCONNX, PTA, and METRONET as leaders in sustainable innovation

Lessons learned

• HYDI units are most effective when installed on equipment with longer site durations due to installation costs
• Early data suggests strong potential for broader industry adoption, particularly in sectors where electrification is not yet scalable
• Monthly tracking of fuel efficiency will continue, with findings to be shared with industry to support market transformation

Looking ahead

MetCONNX believes this is a construction and Western Australian first. The team is working to verify this and explore further applications. Toolbox talks and knowledge-sharing sessions are underway to educate the workforce and supply chain, and the ISC is working to raise awareness of this technology across its network.

Boral was selected as the supply partner responsible for producing, delivering, and laying the asphalt for the runways, taxiways, and airside roads and pavements at Western Sydney International (Nancy-Bird Walton) Airport (WSI).

Working with the CPB Contractors and ACCIONA Joint Venture, our teams oversaw the surfacing works to ensure this critical infrastructure was completed to a high-quality standard, on time, on budget, and most importantly safely and sustainably. The airport, scheduled to open in 2026, will have the capacity to accommodate up to ten million passengers annually. The airport has been designed harmoniously with the natural environment and First Nations heritage to serve as a shining example of sustainable infrastructure.

As part of Boral Asphalt’s contribution to the build of WSI, the team implemented an Australian first through the extensive use of a biogenic bitumen binder on an airfield. In addition, it is the first use of biogenic binder in asphalt in permanent infrastructure in NSW.
In this Boral-led initiative, the Boral asphalt team (with technology support from PUMA) used CarbonBind bitumen in the asphalt used to construct some of the tug-loop roads around the airfield. These roads are designed to a high standard, similar to the runway, to allow them to withstand the forces associate with aircraft tugs. We placed about 5,370 tonnes.

CarbonBind bitumen uses a plant-based component to replace some of the traditional crude oil-based ingredients. The plant derived feedstock, processed locally into a biogenic bitumen component, is blended with conventional bitumen for use.

For each tonne of CarbonBind bitumen used, it permanently sequesters about 150 kg of carbon by locking it into the asphalt pavement, which in turn, can then be recycled at the end of its working life.

Recycled Asphalt Pavement (RAP) is recycled asphalt and the most reused construction material in the world. Reuse of asphalt can reduce the demand for imported bitumen and replaces new high-quality aggregate raw materials that can then be used for other projects.

Further to this, as part of the overall project. Boral asphalt offset our diesel at the asphalt plant to carbon neutral and trialled a solar hybrid generator to power our site compound.

Outcomes: 

Boral used Carbonbind in the 5,370t tonnes of asphalt supplied to construct some of the tug-loop roads around the airfield during the 2024 financial year (June 2023-July 2024).

Within the 5,370 tonnes, approximately 300 tonnes of CarbonBind bitumen was used.

For each tonne of CarbonBind bitumen, about 150kg of carbon is permanently sequested. For the project at WSI, approximately 45,000 kg of carbon has been sequestered as a result of Boral’s use of the CarbonBind bitumen technology in the asphalt supplied to construct the access roads at WSI.

Boral’s use of this technology and its contribution to the overall sustainability of the WSI project has been communicated to CPB Contractors / ACCIONA (CPBACC) Joint Venture, who in turn sought validation via the Australian Flexible Pavement Association, who confirmed Boral’s use of CarbonBind bitumen was:
• The first airport application
• The first permanent infrastructure application in NSW

Our broader work as part of the overall project, to offset our diesel at the asphalt plant to carbon neutral and trial a solar hybrid generator to power our site compound, resulted in a saving of 5.1 million kg of carbon and recognition from our client.

Working with the CPBACC Joint Venture (CPBACCJV), Boral has been progressing plans to have a sign installed at WSI outlining the sustainability aspects and explicitly, the use of the biogenic bitumen, in the construction of the roads.

Separately, Boral has worked collaboratively to gather validation and endorsement documentation about the initiative to support CPBACCJV in its application for innovation certification from the Infrastructure Sustainability Council (ISC). The biogenic bitumen initiative has also been communicated internally to Boral employees via internal communication channels.

It is anticipated this initiative will feature in future WSI Airport sustainability reporting.

Leaving a Legacy:

The Australian public have a more sustainable piece of landmark infrastructure as a result of the use and application of biogenic bitumen in the asphalt supplied to build the WSI access roads.

About 45,000 kg of carbon have been permanently sequestered through Boral’s use of CarbonBind bitumen.
The use of biogenic bitumen has helped WSI contribute to the following United Nations Sustainable Development Goals:
Goal 9: Industry, innovation and infrastructure
Boral’s application of CarbonBind technology promotes how industry can facilitate more sustainable development and infrastructure that supports economic development.
Goal 11: Sustainable cities and communities
Through this initiative, Boral has helped to deliver a solution that provides a more sustainable transport system for the Australian public. It has enhanced sustainable urbanisation and in the application of biogenic bitumen, also delivered against the Goal 11 target of reducing the adverse per capita environmental impact of cities.
Goal 13: Climate action
Boral’s use of CarbonBind contributes towards Goal 13’s aim to adapt to climate change and invest in low-carbon development.
Goal 15: Life on land
The use of biogenic bitumen highlights the importance of sustainable management of forests to support this form of sustainable development, along with the benefits that arise from organic resources.

The Office of Major Transport Infrastructure Delivery (OMTID) brings together the best minds from both Main Roads WA and the Public Transport Authority (PTA). It was established in May 2020 as a centre of excellence for major transport project delivery in Western Australia (WA).

OMTID has championed sustainability excellence in our projects. Not only have multiple projects sought Infrastructure Sustainability (IS) and Green Star ratings, we have excelled in our certification achievements. Both the Tonkin Gap Project (road) and METRONET Morley-Ellenbrook Line (rail) projects were some of the first in the country to use a hybrid approach, targeting credits from both v2.0 and v2.1 of the IS Design and As-Built (D&AB) Rating. Both projects have achieved Gold Design IS Ratings, surpassing contractual requirements. We are also the earliest adopters in Australia of v2.1 of the IS D&AB rating on the METRONET Armadale Level Crossing Removal, Mandurah Estuary Bridge Duplication and METRONET Byford Extension Line projects.

We were recently awarded a 6 Star (World Leadership) Green Star rating on the Ellenbrook Station (as part of the Morley-Ellenbrook Line) with 89 points – the highest score to date for an Australian railway station. These outstanding achievements are only possible through OMTID’s dedication and leadership. Our IS and Green Star results are testament to the exemplary collaboration that OMTID has fostered.

OMTID is also a leading contributor to industry sustainability. We facilitated two pilot trials of IS Essentials, with our feedback directly leading to key changes to the IS Essential Technical Manual released in 2024. This includes the reintroduction of the ‘Pla-2’ credit, which hadn’t been considered material before our feedback.

While our projects have been successful, a gap remained. We had identified plenty of initiatives that would increase sustainable outcomes but found ourselves unable to drive them all. OMTID also frequently inherits IS Planning ratings which bring lofty plans that quickly become unstuck in the realities of delivery. Our sustainability ambitions were tempered with limited people resources and ever-present program budgetary and time constraints. We identified the need for a significant cultural shift to truly embed sustainability and democratise its implementation. OMTID needed to evolve to become more targeted in our efforts.

This realisation led OMTID to shift gears in the past year. We have moved from collaboration to transformation. As a result, OMTID also became a catalyst for external transformation.

Our internal transformation has seen OMTID develop an Outcomes-Led Prioritisation (OLP) approach. OLP was inspired by the IS approach to have a materiality assessment as a compulsory first step to identify the most important sustainability issues for projects. To create cultural change, we have adapted the IS philosophy at an organisational level. Practically, this means we make decisions based on where our inputs will have the most impactful outcomes.

The transformation of our internal approach evoked an unforeseen level of external interest. Our approach is now leveraged by the broader Transport Portfolio, and consequently provides industry direction on where their efforts should be focused.

Outcomes: 

OLP has transformed our approach to achieving project and organisational outcomes.

Cyclone Ellie caused extensive flooding in remote WA Kimberley Region in December 2022. The Fitzroy River bridge was damaged beyond repair, cutting off access to entire communities. OMTID was tasked with expediting the bridge replacement. Due to the time constraints, an IS rating was not possible. However, employing OLP identified social and resilience outcomes were key, concentrating our sustainability efforts. Not only was the project completed 6 months ahead of schedule, it also achieved an exceptional Aboriginal Participation Rate of 23%. Also developing a Climate Risk Roadmap for use by future projects in the region.

The success of the Outcomes-Led Prioritisation approach on an individual project resulted in its adoption across the organisation. Here, it was identified that Resource Efficiency and Materials Replacement (reused/recycled materials) is the highest priority for OMTID and the WA Transport Portfolio. We also identified that LifeCycle Assessments are key to whole-of-life outcomes.

Our first subsequent step was ensuring we had personnel dedicated to Resource Efficiency. As a result, OMTID create a new role – not an easy feat within government. The role of ‘Project Manager – Innovation’ focusses on innovation to drive resource efficiency. Importantly, OMTID positioned the role across the Transport Portfolio. Within four months of commencement, our new recruit has become the key subject matter interface across the Portfolio. OMTID’s OLP resulted in a resource that the Portfolio didn’t know it needed, but on which it is now reliant.

Our second step was optimising our people’s efforts to maximise resource efficiency outcomes. As the delivery agency, OMTID is under pressure from various stakeholders to achieve exceptional uptakes of a long list of replacement materials. We knew we couldn’t do it all – we needed to prioritise.

We used OLP to develop an innovative matrix to communicate the multi-dimensional facets of resource efficiency. It uses a traffic light system to rate sustainable materials (e.g. recycled plastic pipes) against 17 enablers categorised into Technical, Regulatory, Market and Cultural. For example, Regulatory Enablers include Policies, Specifications and Legislation.

The result is a matrix with a series of 17 traffic lights for each material, illustrating its implementation readiness. A series of mostly green means substantial outcomes are possible with limited effort. Many reds mean a lot of effort is required, with no guarantee of outcomes. The matrix clearly shows where efforts will be rewarded most. This resulted in a focus on the use of Crushed Recycled Concrete in carparks. Our focus has resulted in 17,000t laid to date and 10,000t planned for use on active projects.

Overall, our OLP had led to three outcomes – success on a project, resource efficiency identified as our organisational priority, and a matrix to prioritise OMTID efforts. And then, we had a remarkable idea. We combined all three.

During this time, the procurement for the $1billion Tonkin Highway Extension Project was under development. Due to its size, its impact will significantly influence OMTID’s overall resource efficiency performance, with the potential to spark a paradigm shift in the WA market.

OMTID prioritised the project for its ability to address its resource efficiency organisational priority, the project itself prioritised resource efficiency, and we used the matrix to further focus efforts to specific materials. OMTID reallocated resources to develop a bespoke procurement methodology, centred on a novel Replacement Materials Strategy with our materials matrix at its core. This will result in significant quantities of replacement materials, including 700,000t of spoil and 56,000t of ballast being reused instead of being sent to landfill. Our efforts will ensure that this one project delivers magnified outcomes and market transformation, which would not have been possible without OLP. This outcome was the overall winner at the 2024 WasteSorted Awards, recognising outstanding circular economy achievements.

We didn’t anticipate what happened next. Because our matrix shows enablers are amber or red, it highlights where further work is needed. Importantly, it also shows that the responsibility for maximising resource efficiency sits with many varied parties. It has therefore been adopted by the WA Transport Portfolio as a vital tool for collaboration. No longer is resource efficiency left up to delivery agencies – the matrix provides a clear visual so everyone pulls in the same direction.

Primary Beneficiaries:

OMTID’s Outcomes-Led Prioritisation approach benefits multiple parties in three similar ways: Priority, Clarity and Reward. It determines Priority to prevent teams/individuals being overwhelmed, provides Clarity on expectations, and Rewards effort with outcomes.

On projects, it Prioritises the overarching objectives of a project (e.g. resource efficiency) as well as setting clear actions for projects to support the objectives (e.g. which materials to target). This clarity and prioritisation set the client, contractor, designers and suppliers up for success because they can plan, budget and deliver appropriately. Importantly, a client-led focus on future priorities drives cultural change across industry.

Aligning focuses and resources results in greater Rewards for all stakeholders. For example, marine impacts were prioritised on the Mandurah Estuary Bridge which led to the engagement of marine observers and a collaborative research project with Murdoch University, focussing on the protection of dolphins. In this case, dolphins are also benefitting from our OLP!

Our approach has led to transformation at an OMTID organisational level. Amongst competing demands, we are now able to prioritise efforts and provide clear expectations to internal teams. We have already seen the rewards with the creation of a new innovation role. This role provides OMTID projects with dedicated support and drives cultural change – employees, project teams and industry see that OMTID takes resource efficiency seriously enough to create a dedicated role.

Our approach has benefitted the WA Transport Portfolio and WA market. Our materials matrix prioritises materials and actions across industry and gives clarity on expectations. It makes it clear that collaboration is a fundamental requirement. In time, this collaborative focussed effort will see more amber and red traffic lights change to green. This will have cumulative effects in driving true market transformation to improve resource efficiency across the WA and Australian markets. We have already seen the uptake of crumb rubber increase from 0t in 2022/23, to 6000t in 2023/2024.

Importantly, our approach has also benefited the individual employees in our projects and organisations. Sustainability’s broad nature and rapidly emerging requirements often leave organisations and individuals grappling with unclear goals, overwhelmed with competing demands. By prioritising based on outcomes, we ensure that individual efforts achieve outcomes, and that they also see the rewards for their efforts.

Leaving a Legacy:

The Outcomes-Led Prioritisation approach has driven internal transformation and has been the catalyst for rapid external industry transformation.

Our legacy is the OLP approach we have established, which we will adopt on all future projects and in our industry engagement. As a major client leading the delivery of a large suite of complex transport infrastructure projects, this approach will leave a legacy in the market.

In terms of the UN SDG’s, OMTID’s Outcomes-Led Prioritisation approach aligns with several goals and targets.

“UN SDG-12. Ensure sustainable consumption and production patterns

Target 12.2 by 2030 achieve sustainable management and efficient use of natural resources”.

The prioritisation and clarity that OLP provides ensures that OMTID, our projects and industry are able to efficiently focus efforts to where to most efficiently use natural resources. In line with IS rating schemes, all our projects now require life cycle assessments and multi-criteria analyses for significant decisions to ensure we achieve desired outcomes.

“Target 12.7 promote public procurement practices that are sustainable in accordance with national policies and priorities”

The OLP impacts our procurement philosophy. Tonkin Highway Extension has employed ambitious public procurement practices aligned with federal and state priorities. OMTID will build on the lessons learned for this procurement to benefit our increasingly ambitious program of projects.

“UN SDG-13. Take urgent action to combat climate change and its impacts

Target 13.2 integrate climate change measures into national policies, strategies, and planning”

The OLP focuses on outcomes, and embeds this priority early in the project planning phase to ensure that objectives are met. OLP directly led to the Fitzroy Project focussing on social and resilience outcomes. As a result, the new bridge is six times stronger than the old bridge. A climate risk assessment and climate risk road map were undertaken on the project with the aim of benefiting the wider Kimberley region. Future projects and teams can utilise this road map to implement mitigation strategy methodologies.

This has left a legacy of a physically resilient asset for generations to come, a foundational roadmap for other projects and has supported local First-nations communities and business.

“UN SDG-17. Strengthen the means of implementation and revitalize the global partnership for sustainable development

Target 17.17 encourage and promote effective public, public- private, and civil society partnerships, building on the experience and resourcing strategies of partnerships

The OLP has facilitated effective partnerships by prioritising and providing clarity on goals and objectives. It has resulted in the materials matrix, which ensures that different entities collaborate for resource efficiency. As a result, OMTID collaborated with the designers, contractors, suppliers, as well as specification and asset owners to change specifications and contractual requirements to maximise uptake of replacement materials.

Previously, noise walls made from recycled plastic were not allowed in the rail network. After focussing our efforts and working with stakeholders, these noise walls are now type approved for installation in our projects. The relevant specifications and maintenance documentation are being updated to ensure their use becomes business-as-usual. OMTID will replicate this process with other materials and innovative products, leaving a lasting legacy in how we enable industry innovation and transformation.

UN SDG 17 aligns with the primary legacy of OLP, which has shown that Outcomes-Led prioritisation can align the entire industry and partners towards the same goals. The OLP has been the catalyst for all agencies in the Transport Portfolio to work together. This ethos has shown to increase how we can now allocate resources and efforts, as well as fostering a genuinely collaborative approach that benefits all.

In response to the urgent need for Scope 3 decarbonisation within construction and infrastructure, Arup has taken a leading role in addressing one of the most challenging contributors to greenhouse gas emissions – concrete. Concrete accounts for approximately 9% of global emissions within the 40% contribution the construction industry makes globally. It is key to creating and maintaining Australia’s infrastructure due to its unique strength and potential 100-year design life. Making cement also requires quarrying limestone, transporting it, and heating it to extreme temperatures. The carbon-intensive nature of its primary binder, cement, necessitates innovative approaches to reduce emissions without compromising the material’s inherent strength and durability. Yet for organisations, it is the hardest contributor to their carbon footprint to abate.

At Arup, we’ve focused on developing sustainable alternatives to traditional concrete by replacing cement with locally sourced, low-carbon materials. These innovations are not just theoretical but actively implemented in major infrastructure projects across Australia. We collaborate closely with materials suppliers, road authorities, project delivery authorities, and academics to re-design supply chains, enabling the widespread adoption of sustainable concrete. By leveraging our position at the intersection of research, standards setting, and project delivery, we ensure that these alternative materials are not only researched and developed but also put into practice on live projects.

One of the key strategies we’ve employed is substituting cement with waste products such as soft plastics, demolished waste, slag from steelmaking, stockpiled clay from quarrying, and by-products from excavated soil. These materials offer significant greenhouse gas (GHG) reductions – up to 60-80% compared to Ordinary Portland Cement. As Australia transitions to renewable electricity, traditional substitutes like coal ash are becoming less available, making these innovations even more critical.

Arup’s unique position allows us to catalyse industry-wide change. Arup adopts a collaborative approach, working closely with the supply chain, government agencies, design teams and project teams to establish a framework to unite and coordinate our initiative more efficiently. We harnessed our in-house research capabilities, strong links to universities and academia, and technical expertise to drive forward sustainable concrete solutions. With this vantage point we convened the right stakeholders so that alternative concrete is not simply theorised, but is delivered in major infrastructure projects, making a tangible, immediate impact on emissions reduction. These innovative materials are already being used in approximately AUD$5 billion worth of Australian infrastructure projects. This demonstrates that sustainable concrete is not merely a concept but a viable, scalable solution that can drive significant reductions in carbon emissions.

Outcomes: 

Arup’s pioneering efforts in sustainable concrete have yielded significant outcomes across multiple dimensions, impacting not only the projects directly involved but also influencing broader industry practices and regulatory frameworks.
To date, Arup has successfully facilitated the use of sustainable concrete on nine major infrastructure projects across Australia, with a combined construction value exceeding AUD $5 billion. These projects have included various forms of sustainable concrete, incorporating high levels of supplementary cementitious materials, recycled soft plastics, and recycled concrete aggregates.

The impact of these innovations on greenhouse gas (GHG) emissions is substantial. By achieving a 50% reduction in cement usage, Arup has been able to reduce GHG emissions by approximately 30% across these projects. In addition to emissions reductions, our sustainable concrete initiatives have also assisted resource use reduction. Approximately 200-400 kg of landfill material were re-utilised and sequestered per cubic meter of concrete, further enhancing the sustainability profile of the projects. Through the delivered 50% cement reduction, 10-20% were from recycled materials, reducing the demand for virgin resources, and contributing to a more circular economy. One standout example is within the Level Crossing Removal Program in Victoria, where 60,351 tonnes of concrete were used, resulting in emissions savings of 1,935 tonnes of CO₂ equivalent.

The outcomes of Arup’s sustainable concrete innovations extend beyond environmental impact; they also create new sources of business value for the company itself. The introduction of sustainable concrete as a new product has strengthened Arup’s corporate portfolio, enhanced brand equity and loyalty, and allowed penetration into new markets. As clients increasingly seek to achieve their emissions reduction targets, Arup’s ability to offer tangible emissions reductions and cost savings provides a competitive advantage, positively influencing both revenue and cost structures. With government bodies like Infrastructure Australia and Infrastructure NSW recommending carbon valuations of $123 per tonne in business cases, Arup’s innovations are well-positioned to drive financial value by aligning with these emerging economic drivers.

In this respect, Arup’s innovation has also catalysed change across its ecosystem. Clients now have heightened expectations and are increasingly demanding sustainable alternatives in their projects. This shift has prompted at least six different cement/concrete suppliers (Alex Fraser, Boral, Delta Group, Hanson, Holcim, and Renex) to rethink their approaches to concrete. For instance, Boral has begun promoting its reduced carbon concrete, while Alex Fraser emphasises its contributions to the circular economy.

Arup’s pioneering approach positions us as a leader in decarbonising concrete on major Australian infrastructure projects. Our influence extends to regulatory frameworks, standards and specifications setting as well as implementation frameworks. Arup has been actively involved in concrete standard-setting for projects including the Western Program Alliance, Waurn Ponds Duplication, and through collaborations with Austroads, NSW DCCEEW, and the ACT Government. With Infrastructure Australia forecasting a 5-year pipeline of public infrastructure projects valued at $237 billion, and the potential for 27% of conventional materials used in roads to be replaced with recycled materials, Arup’s innovations are poised to scale rapidly, influencing both industry practices and regulatory frameworks.
To date, our sustainable concrete has been used and is proposed to be used in numerous major infrastructure projects, including:

In progress:

• Victorian Level crossing removals with Western Program Alliance (WPA), Mt Derrimut Road, Old Geelong Road, Werribee Street, $589.5M
• South Geelong to Waurn Ponds Duplication, Victoria $750M
• Ovingham, South Australia level crossing removal, $196M
• South Australia Tram Grade Separation Projects, $400M
• Operations and Maintenance (SSTOM) package, $3.83B

Proposed:

• Suburban Rail Loop Work Package D

Primary Beneficiaries:

Arup’s clients, including public and private infrastructure developers, have benefited from our first mover advantage in sustainable concrete. In the low-carbon economy, our extensively tested sustainable concrete innovations will enable the continued development and maintenance of social infrastructure such as rural and regional roads and bridges, offices, hospitals, water pipelines, and more. Such infrastructure is a foundation for economic productivity and far-reaching impacts including providing equitable access to jobs, services and networks that support quality of life and the wellbeing of communities.

At least 9 government agencies have directly benefited from Arup’s innovations in sustainable concrete. These agencies including Greater Metropolitan Cemeteries Trust, and the NSW Department of Climate Change Energy the Environment and Water (DCCEEW), have engaged Arup to develop and implement low carbon emissions materials use specifications and policies. The initiative has had a profound impact on the construction industry, particularly in creating and supporting new supply chains. To date, 25 organisations and circa 200 jobs have been created, opening a new supply chain to support its implementation on $5 billion of infrastructure projects. Suppliers such as Hanson, Holcim, and Alex Frazer have rethought their approach to concrete, incorporating sustainable practices into their operations. This shift is fostering a greener economy, reducing GHG emissions, and encouraging waste reduction throughout the industry.

Arup has partnered with leading academic institutions, including the University of Melbourne, RMIT, Victoria University, and Deakin University, to advance research and development in sustainable concrete. These collaborations not only enhance the technical knowledge base but also provide practical applications for world class research. Through collaborations with organisations such as MECLA and Standards Australia and providing guidance to government bodies such as the Department of Transport and Planning Victoria, Arup has played a key role in setting new benchmarks for sustainable concrete. This leadership ensures that the benefits of sustainable concrete are not limited to individual projects but are embedded within industry wide practices, driving broad, long-term environmental and economic benefits. We are currently conducting pilots with the Western Program Alliance and have a Memoranda of Understanding (MOUs) in place with another major infrastructure delivery agency. We also have a MOU in place with major concrete suppliers including Hanson, Holcim, and universities such as RMIT and the University of Melbourne. These partnerships are valued at over half a million dollars.

Leaving a Legacy:

Arup’s sustainable concrete innovations have contributed to the UNSDGs while reshaping the future of infrastructure development in Australia and beyond. The initiative directly aligns with UNSDG 9 (Industry, Innovation, and Infrastructure), as Arup’s work in sustainable concrete embodies commitment to building resilient infrastructure, promoting sustainable industrialisation, and fostering innovation. Arup is also driving transformation by developing and implementing alternative materials that reduce cement usage by up to 80% and incorporating up to 50% recycled content. This innovation not only addresses the immediate need for more sustainable materials but also sets a new standard for the industry, ensuring that infrastructure projects are both environmentally responsible and economically viable. The anticipated $200 billion, 5-year infrastructure pipeline will benefit from these advancements.

Moreover, Arup’s sustainable concrete initiative contributes significantly to UNSDG 11 (Sustainable Cities and Communities). The use of sustainable concrete is a crucial element in making cities more inclusive, safe, resilient, and sustainable. Arup’s innovation ensures essential infrastructure (roads, bridges, hospitals, and water pipelines) can be developed with a significantly reduced environmental footprint. By targeting a 70% reduction in GHG emissions from concrete elements across all Australian projects by 2035, Arup is actively contributing to the creation of sustainable cities that are better prepared to face the challenges of climate change in the present and near future. This work enhances the sustainability of urban environments but also promotes the wellbeing and quality of life for communities and Australians.

Arup’s approach also aligns with UNSDG 12 (Responsible Consumption and Production). By integrating waste materials such as slag, ash, and soft plastics into concrete production, Arup is not only reducing reliance on virgin resources but also contributing to significant waste reduction – ensuring sustainable consumption and production patterns. This approach demonstrates circular economy, minimising environmental impact through re-using and recycling materials. Furthermore, Arup’s collaboration with government agencies to develop low-carbon materials specifications and policies is fostering public-private partnerships that are essential for scaling these sustainable practices across the industry.

The success of this initiative is underpinned by strong partnerships, a key component of UNSDG 17 (Partnerships for the Goals). Arup’s sustainable concrete innovation received support by universities, suppliers, public and private infrastructure clients, road authorities, and industry associations. Arup has created a collaborative ecosystem that accelerates the adoption of sustainable concrete. These partnerships enhance policy consistency for sustainable development, ensuring that these innovations pioneered by Arup are integrated into broader industry practices.

In addition, Arup’s innovation in sustainable concrete also supports UNSDG 8 (Decent Work and Economic Growth). By fostering a market for low carbon materials, Arup is helping to create jobs and economic opportunities while ensuring that infrastructure development is aligned with the principles of sustainability. The creation of new supply chains and the involvement of 25 organisations and 200 jobs in projects is driving economic activity. Scaling is also vital for meeting the industry’s broader purpose of delivering innovative, sustainable, and socially beneficial infrastructure.

The reduction of upfront embodied carbon emissions through Arup’s innovative concrete applications embeds a lasting legacy into our infrastructure’s design life, as the materials, in most cases, cannot be altered once the structure is built. The legacy of Arup’s sustainable concrete initiative extends beyond immediate environmental benefits. It highlights a shift in perspective of sustainability in the infrastructure industry, where sustainability is no longer a secondary consideration but a core principle to be considered in all stages of a project. This is reflected in continual changes to government infrastructure standards and the adoption of greener supply chains. As Arup continues to scale this initiative, the long-term impact on GHG emissions, resource use, and economic growth will be exponential.