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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

Case Study: CBD and South East Light Rail achieves ‘Leading’ IS Design & As Built Rating

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Case Study: CBD and South East Light Rail achieves ‘Leading’ IS Design & As Built Rating

Project background

The CBD and South-East Light Rail (CSELR) has been delivered by the ALTRAC Light Rail Partnership (ALR) consisting of ACCIONA Infrastructure Australia Pty Ltd (Acciona) and Alstom Transport Australia Pty Limited (Alstom), on behalf of Transport for NSW. The project achieved an As Built Leading certification with 75.95 points.

The CSELR project consists of the design, construction, manufacture, testing and commissioning of:

  1. a new 12km light rail system to service the Sydney CBD and south east Sydney running from Circular Quay to Central Station via George Street, and on to Kingsford and Randwick via Surry Hills and Moore Park. The CSELR includes Light Rail Vehicles (LRVs) (the manufacture of which is outside the scope of this rating), CSELR Stops, terminus facilities, interchanges and facilities for the maintenance and stabling of LRVs;
  1. Public domain works, including a pedestrian zone in George Street from Hunter Street to Bathurst Street; and
  1. Adjustments to existing public roads, existing Utility Services and private properties that are affected by the construction of the CSELR;
  1. The testing and commissioning of the CSELR

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Key achievements

  • The project implemented a number of initiatives to reduce water consumption for the operation phase of the project, including LRV Washing (80% reduction of its consumption), Depots (31% reduction) and HVAC Geothermal Cooling system (100%). These initiatives resulted in a reduction of more than 10% of the total water consumption of the project.
  • Through different initiatives the project has managed to reuse 100% of the spoil generated. This was tracked with a material transfer docket system onsite and this information was then entered into a tracker for monthly reporting.
  • The project also achieved an overall >95% diversion of inert and non-hazardous waste from landfill and an overall 88% diversion of office waste material from landfill.
  • The Sustainability Strategy developed by TfNSW provided the overarching commitments for the CSELR and specifically requires the procurement and purchasing process to consider appropriate environmental policies and systems through the supply chain. To ensure these commitments are implemented during design and construction a Sustainable Procurement Plan was developed for the project and sets out the process to ensure all social, environmental and economic aspects were considered. This plan included a questionnaire completed by the tender giving a non-cost score to each tender, which included assurances of their sustainability policy. Then a multi criteria analysis model was used for the initial comparison of potential suppliers. Following the supplier evaluation process, engaged tenderers are issued a contract which incorporate project environmental/sustainability objectives/targets and suppliers had to provide metrics on a monthly basis, and if targets were not met the project managed this with the supplier.

Innovations

First in Australia: Aesthetic Power Supply (APS) Ground level powered wire-free tram operation

The CSELR was the first in Australia to introduce the concept of wire-free tram operation in design and utilise ALSTOM’s Aesthetic Power Supply (APS), a ground level power supply system which provides catenary free (wire free and pole free) tramway operation. This innovative technology achieves catenary free tram way operation by providing a segmented street level powered rail (3rd rail) to supply power to the tram which is picked up by two contact shoes located on both sides of the tram central bogie. This technology preserves unobstructed views of the city’s historic landmarks and creates a more aesthetic public domain, promoting tourism and the economic growth of the city.

First in Australia: Harmonic and energy saving optimiser (HESOP) – Braking Energy Recovery System

ALSTOM’s Harmonic and Energy Saving Optimiser (HESOP) technology is an advanced reversible substation that allows up to 99% energy recovery during tram braking to be re-used throughout the network or injected back into the electricity grid.

First in Australia: Geothermal Air-Conditioning

The underground High Cross Park electrical substation utilises a geothermal air conditioning system which moves hot air out of the building using earth loops. This process is innovative as it uses a natural cooling system (geothermal cooling) to cool the substation and eliminates the need for cooling towers or condensing units and enables significant energy, carbon and water savings.

First in Australia – Citadis X05 (Type 305) LRV – Permanent Magnetic Motors (PMM)

The Citadis X05 features permanent magnetic motors providing traction to the LRV. The Permanent Magnetic Motor belongs to the synchronous motor category with a stator that produces a rotating magnetic field, while the rotor creates its own flux using embedded permanent magnets. The Citadis Permanent magnetic motors have a higher power to weight ratio, delivering up to a 15% energy saving with lower maintenance requirements and delivering a quieter vehicle.

Acknowledgements

Rosie Dutton
Tien Tran
Mark Chilton

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Project Name: CBD and South East Light Rail
Certified Rating: Leading IS Design and As Built
IS Project Manager: Claudia Sylvestre

New SA Water Plant Sets Australian Sustainability Record

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Media Release

SA Water’s new Murray Bridge Wastewater Treatment plant has been awarded the highest design rating to date for a water or wastewater project in Australia, from the Infrastructure Sustainability Council of Australia (ISCA).

The $52 million project received an ‘excellent’ design rating based on its score of 72, beating out previous leader Sydney Water who scored 69 for its Lower South Creek Treatment Program.

ISCA is a member-based, not-for-profit peak body operating in Australia and New Zealand with the purpose of ensuring all infrastructure delivers cultural, social, environmental and economic benefits. ISCA enact this through the application of the IS Rating Scheme across the planning, design, construction and operations phases of infrastructure assets.

South Australia’s newest wastewater treatment plant in Murray Bridge, south-east of Adelaide, became fully operational this week, able to process up to 4.5 million litres of sewage a day from more than 14,000 people.

Project construction began in October 2018, and since this time SA Water has worked with lead contractor John Holland to build the treatment plant and three new connecting pump stations, lay an additional 18 kilometres of underground pipe and install around 420 ground-mounted solar panels at the plant site.

SA Water’s Senior Manager of Community and Stakeholder Engagement Matthew Bonnett said the ISCA rating is testament to efforts by the project team, contractors and suppliers to put sustainability and environmental management at the fore during all stages of the project.

“This includes building climate change resiliency into the treatment plant’s design; minimising waste, dust, noise and vegetation removal during infrastructure installation; sourcing local equipment and supplies where possible; and investing in innovative treatment processes for ongoing operation,” Matthew said.

“A big part of the project’s success has also been working with the local community in the lead-up to and during construction, with site tours and tailor-made education workshops for local school students.”

The new treatment plant, located around 10 kilometres from the township, replaces the 1970s-built facility adjacent the local marina. It aims to support local population and industry growth through a daily capacity increase of two million litres and enhanced treatment processes and odour control facilities.

Mr Bonnett said it was important the new treatment plant’s design went beyond basic reliability, to ensure its operations did not negatively impact the surrounding community or Lower Murray environment.

“To eliminate the source of odour from the previous Murray Bridge treatment plant and the potential for discharge into the River Murray during flood events, we worked with the Environment Protection Authority to investigate solutions,” Matthew said.

“The outcome of this assessment was to adopt improved treatment processes and move the plant away from the river floodplain and residential areas.

“This is a fantastic result for the local community and it’s pleasing to see that after the years of planning and engagement, this new and improved facility is now operating as part of the wider sewer network, and will continue to for many years to come.”

The new plant incorporates an odour control unit, which consists of a bio-trickling filter and activated carbon tanks, designed to remove 99.95 per cent of odour from the plant.

“It also has an advanced biological treatment process called a ‘moving bed biofilm reactor’, which helps to break down sewage into sludge in a more compact, efficient and adaptable way than conventional methods, and Murray Bridge is one of the first non-industrial wastewater treatment plants in Australia to use this technology,” Matthew said.

“As with the previous facility, the plant will continue to recycle 100 per cent of its treated wastewater for irrigation use at a Department of Defence training area and a nearby pastoral property, and the on-site solar array will ultimately generate 150 kilowatt hours a day, helping to power the treatment plant.”

Landscaping and the planting of more than 40 native plant species recently wrapped up at the new wastewater pump station at the corner of Jervois and Swanport Village Road, and an art installation incorporated into the pump station’s design is expected to be complete in coming months.

The installation focuses on sharing with the wider community, the culture of the region’s Traditional Owners, the Ngarrindjeri people, and their connection to water, with an interpretive walking trail through a landscaped area around the pump station and a sculpture of Kungari (swan) eggs being the key features.

Options for the future use of the previous treatment plant site will continue to be discussed with key local stakeholders.

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

Case Study | Kaikoura Rebuild – STRATAGRID® & RAINSMART®

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Case Study | Kaikoura Rebuild

ISCA members Cirtex and the NCTIR team are pleased to present this epic case study video.

Complete with interviews on the project site with key team members, and valuable insights into the pressures faced, and the obstacles overcome every day, this video will give you a new respect for the scope of the project and the people who made it happen.

Report | Why Australia’s economic rebound will be aided by sustainable infrastructure

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Thursday 30 April 2020, Sydney: Infrastructure will play a central role in Australia’s economic recovery – and sustainable infrastructure can deliver an even bigger rebound, finds new research commissioned by the Australian Infrastructure Sustainability Council (ISCA).

ISCA’s study, IS Rating Scheme Return on Investment, finds infrastructure projects rated under the IS Rating Scheme will deliver up to $2.40 in benefit for every dollar spent.

According to Ainsley Simpson, Chief Executive Officer of ISCA, the economic multiplier effect for infrastructure expenditure is well documented – but this fresh research underscores an even bigger upside.

“Over the next few years, infrastructure will play a mission critical role in our economic rebound – but we must ensure the money we spend today can be leveraged to maximise environmental, social, cultural and economic benefits tomorrow,” Ms Simpson says.

“Governments know that public infrastructure is a great economic multiplier – and that every dollar they invest in public infrastructure delivers around four dollars in GDP value over the life of the asset.

“Over and above this productivity dividend, our research finds IS Ratings are set to deliver a minimum of $1.60 in benefit for every dollar spent – and this figure could be as high as $2.40 in benefit.”

ISCA’s IS Rating Scheme was launched in 2012, and has since measured the social, environmental, governance and cultural outcomes delivered by more than $170 billion major infrastructure projects.

The independent cost benefit analysis undertaken by RPS Group monetised benefits such as carbon, water, ecology and air emissions. IS-certified as-built assets have delivered accumulated reductions of 14% in energy, 27% in water and 31% in materials when compared to standard practice.

Ms Simpson says the ROI study does not quantify wider social value such as health outcomes and human capital development.

“Our study makes the business case clear: sustainability and profitability are not mutually exclusive. Importantly, the non-market benefits of infrastructure should not be limited to major projects. If uptake of the IS Rating Scheme was doubled, the net benefit would soar to $90.7 million. All infrastructure – urban and regional, large and small, new and ageing – can deliver more for our communities.”

“What we also know from the research is that pursuing an IS Rating upskills the workforce, encourages innovation and drives process improvements. Applying the IS Rating scheme to infrastructure projects trains people to think more strategically across the asset lifecycle, which in turn enhances procurement and supply chain efficiencies.”

Given the central role that infrastructure will play in the next wave of fiscal stimulus, ISCA is calling on all governments to rebound with continued determination and decisive leadership, with five practical actions:

  1. Mandate sustainability: Set the policy default for all infrastructure to sustainable and resilient, as well as economically productive
  2. Prioritise productivity multipliers: Invest in projects that that deliver both productivity multipliers  and non-market (benefits, including sustainability and liveability
  3. Leverage procurement: Stimulate local economies by developing skills and capacity and drive nation-wide innovation across the supply chain
  4. Commit to best practice: Adopt recognised standards on all shovel-ready projects to measure and achieve best practice sustainability performance
  5. Embrace transparency: Use assured performance data to communicate the outcomes delivered for business, communities and the workforce.

“Infrastructure investment can help us achieve strong economic outcomes for Australia as we bounce back from the Covid-19 crisis. But we need to ensure we are spending our money wisely,” Ms Simpson adds.

“Infrastructure Australia estimates that $20 billion worth of infrastructure projects were delayed, cancelled or mothballed over the last decade due to community opposition. Construction fatigue has put pressure on communities and jeopardised the industry’s social license.

“By mandating the IS Rating Scheme, governments can help us pivot from past practices and invest in sustainable infrastructure that de-risks assets, boosts financial performance and, most importantly, builds a better future for generations.”

Download the ISCA’s full cost benefit analysis and executive summary.

ISC Climate Action Position

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Manaaki whenua, Manaaki tangata, Haere whakamua

Care for the land, care for the people, go forward

Our Role

The Infrastructure Sustainability Council is Australia and New Zealand’s authority on sustainable infrastructure. Our purpose is to ensure all infrastructure delivers cultural, social, environmental and economic benefits. We are a significant contributor by leading, coordinating and reinforcing accelerated climate action in infrastructure.

Our Perspective

Climate action is more than decarbonisation.

Infrastructure assets being planned, delivered, and managed today will last many decades. These assets and networks must deliver environmental, social, economic, and cultural benefits that are intergenerational; for those here today and the many more to come.

Climate action involves a duty to communities, the workforce, the environment, and the economy. Climate action:

  • accelerates systemic decarbonisation
  • increases resilience and adaptive capacity
  • creates economic opportunity through circular economy, innovation and research
  • delivers long-term value and impact reinforcing sustainable finance and investment
  • prepares and partners with the infrastructure workforces for a just transition; and
  • protects and regenerate natural ecosystems and landscapes

Our Commitment

The Council will play a leading role in helping build an enabling ecosystem to deliver net zero by 2050. With industry-led accelerated action to keep climate warming within 1.5 degrees, together we will start to focus on delivering climate positivity. We will work with our member base of leaders, to advocate and accelerate policy, planning, procurement, and positive practice to scale climate action for all. This means setting a trajectory to reach at least 50% reduction in real emissions by 2030[1], with an ability to enable the achievement of net-positive places early into the next decade.

The Infrastructure Sustainability Council will accelerate climate action by:

  • Driving data-driven sustainability performance and continuous improvement through the Infrastructure Sustainability Rating Scheme
  • Strengthening our thriving industry by building capability and enabling collaboration
  • Achieving market transformation by supporting organisational change and advocating for systemic change

[1] Based off 2005 levels

Our Plan

Leadership is critical in achieving net zero.  The Council’s members are the most engaged and progressive, and represent all representative of the most progressive parts  organisations in our complex sector. The infrastructure sector is diverse with varying levels of awareness and commitment to climate action. The Council’s inclusive approach to catalysing impactful change across industry planning, policy, procurement, and practice will be to:

Reporting & Review

The Council will track and publish progress annually in our Impacts Report.

Toitū te marae a Tāne-Mahuta, toitū te marae a Tangaroa, toitū te tangata

If land is well and the sea is well, the people will thrive.

 

Case Study | Sydney Metro City & Southwest Tunnel and Station Excavation Works

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2019 Infrastructure Sustainability Awards Case Study
Sydney Metro City & Southwest Tunnel and Station Excavation Works
Proponents: John Holland, CPB & GHELLA JV
Sydney Metro’s fully automated rapid transit system is Australia’s biggest public transport project. The major tunnelling and station excavation works for Sydney Metro City & Southwest (TSE Works) involve construction of 15.5 km of twin railway tunnels which will travel under Sydney Harbour, and excavating complex underground structures for six new metro railway stations. The project commenced on June 2017, with design stage completion in April 2019.

Sydney Metro City and Southwest TSE Design received a final verified score of 100 and therefore a level of “Leading”. This is the highest score achieved for an IS Rating to date.

The project achieved an Australian first for its innovative Tunnel Boring Machine (TBM) Assembly Methodology. The innovative approach to carrying out TBM assembly works utilised a bespoke rotation frame to enable assembly to be carried out on the surface instead of within the dive excavation. This has a number of flow-on benefits, including the ability to reuse the 280 tonne gantry crane at multiple sites instead of conducting dual lifts with mobile/crawler cranes. Sustainability benefits of this innovation include minimising resources (materials, energy, waste) and reducing impacts on the community (noise, air quality). This method also significantly reduced safety risks for workers.

Sydney Metro’s comprehensive workforce development and industry participation programs are increasing workforce capability and capacity, reducing skills shortages and gaps, improving workforce diversity and productivity and providing local sustainable employment.

It is evident that the work that Sydney Metro has undertaken in the planning phase has significantly raised the ability of the contractor to achieve good outcomes.

IN NUMBERS

  • 100: The final verified score of this project. This is the highest score achieved for an IS Rating to date.
  • 47,987: amount of GHG emissions reduced (tCO2e) compared to the base case footprint
  • 33%: the reduction of TSE Project’s materials footprint compared to the base case footprint

Case Study | Northlink WA Southern Section

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2019 Infrastructure Sustainability Awards Case Study
Northlink WA Southern Section 

An initiative of Mainroads WA, NorthLink WA provides a non-stop transport route between Morley and Muchea in Western Australia. It is made up of the Southern, Central and Northern Sections, each providing its own set of unique stakeholder benefits. The contractor delivering the project was John Holland Group.

Sustainability was embedded in the project and innovation was demonstrated across several areas. Innovations that were ‘Australia firsts’ include the use of life cycle assessment by a contractor in decision-making during detailed design, a tightened asphalt specification to improve water resistance and durability to increase Pavement Design Life, and a High modulus asphalt (EME2) trial on a 700 m section of the highway (the heaviest traffic loading section of a highway in Australia).

Sustainability initiatives have resulted in cost benefits, both in construction and operational stages over the life of the project.

“NorthLink WA’s Leading score of 95 points is the highest WA score ever and the second highest ISCA rating score in Australia for a transport infrastructure project.” 

IN NUMBERS 

  • 21%: the decrease in materials lifecycle impacts
  • 40%: the reduction in water use in construction and operation through a reduced delivery period and by designing out reticulated areas from the landscaping design
  • 9%: the reduction in energy use due to light-dimming and adaptive highway lighting

2019 Infrastructure Sustainability Awards Case Study

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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

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$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

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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