Author: isca@admin

 

Chris Meale is the international keynote speaker at the WA Conference on July 18. We sat down with the former Project Director of City Rail Link to gain insights into his 20 year plus career in rail delivery projects in Australia and New Zealand.

To register for or find out more information about the Western Australia Conference, please click here.

Q1 You led the City Rail Link Project as Project Director since 2012 up until your retirement in March 2018, what are you most proud of?

A Being part of an inspiring, talented and committed team charged with delivering New Zealand’s largest transport infrastructure project, (certainly the largest to be constructed in the middle of a NZ CBD), and the first to involve underground passenger rail services, in what will be a truly transformational project for Auckland, not only in a transport sense but also as an enabler of economic and development growth.

From startup in 2012, when it was little more than an unfunded political dream, the project is now three years into construction, having navigated many challenges, technical, budgetary, political, legal, community disruptions, challenges which continue today. I’m proud of that.

It has also been pleasing to have had the freedom to set up the project with the aim of being an exemplar in sustainability principles and practice and to be pushing some boundaries here, including our partnership with manu whenua and ISCA.

The project construction has some years to run, but I am confident that once open, it will transform the role of rail as the backbone of Auckland’s public transport system and serve its citizens for many decades.

Q2 Before working on NZ City Rail Projects, where have you worked?

A I have spent the majority of my career, working in the infrastructure project space, initially in the power sector on both Hydroelectric and Thermal projects in NZ and the UK, a period in the major buildings arena in NZ, Australia and the Pacific, and for the last twenty years or so in rail. I moved to Sydney just before the 2000 Olympic games, and had a number of leadership roles on some  rail projects there, including Epping to Chatswood Rail Link, (which is now part of Sydney Metro North West) Parramatta Station redevelopment, Sydney Metro in 2009, and then continued as Project Director with TfNSW on the design development of Chatswood to Sydenham Junction element of what is now the new Sydney Metro. I led the redevelopment of Wynyard station before returning to NZ in 2012 to commence my role at CRL.

Q3 Can you describe the similarities and differences between transport challenges in Australia compared to NZ?

A Apart from the obvious difference of scale, the challenges that face both countries are similar, that of dealing with the transport infrastructure needs of large rapidly growing urban communities which are struggling to find acceptable solutions in the face of funding and space constraints, all the while subject to the various and varying wishes of our politicians. Politically, in Australia there is the State/ Federal contest, in New Zealand we have the City/ Central Government version. Depending on the luck of any party alignment or not, this can prejudice any efficient and unified approach to solving the problems.  All our major cities are struggling with the need to now provide transport infrastructure alternatives to motorways through densely populated urban areas, having come through forty plus years of road building as the solution.

Occasionally we see outstanding examples of some leadership and visionary thinking, which if fostered and politically supported can bring about results in cities benefitting for the long term. John Bradfield’s (the engineer responsible for the Sydney Harbour Bridge) work for Sydney of a hundred years ago has always been an inspiration in that context for me.

Q4 What impact has sustainability and sustainability frameworks such as ISCA had during your career in transport infrastructure?

A As a young mechanical engineer coming from a long line of engineers, working and hopefully maturing in an infrastructure design construction and operation arena, I have always held the view that we should be building assets of quality, planned for efficient whole of life operation, ease of maintenance, minimal energy consumption (that goes way before I ever heard of low carbon emissions!) Preserving the future for my grandkids. This has been a guiding principle for me throughout my career.

I was involved with commercial building projects in the early days of WGBC rating schemes and saw the benefits of establishing targets for our design work there.

While the ISCA IS framework is comparatively new, I was pleased to promote its introduction to CRL, from the need to move the sustainability discussion from one of ideology to setting some specific targets and embodying these into contractual requirements of our various supply and delivery contractors and partners. On the CRL project we have established a very successful relationship with the ISCA team and with others influenced some changes to the IS rating framework to make it more reflective of the NZ scene, in areas of water use, and particularly in the emphasis on engagement with Manu Whenua principles.

Q5 You’ve got some great insights into what the last 20 years of transport infrastructure has done, what about the next 20 years? What do you see on the horizon of how we can do things better?

A Much is said in everyday life about the importance of team work and collaboration as the only real formula for success in any endeavour, be it in work sport or at home. I subscribe to this view.

The same is true in planning infrastructure for the next 20 years. The urgency to provide attractive transport solutions as our urban populations continue to grow at speed, will call for new approaches, including the evaluation and adoption of the best of the great number of new technologies appearing almost every day. My view is that for some time at least, these initiatives while improving capacity to some degree, the area where we need to do better, is to agree the long term transport programmes for our cities and then get on with them, always open to incorporating the technological advances that will continue to be developed.

There is a trap in my view, of continuing to sit and wait for a miracle cure that will avoid the need to make up for years of lost progress in continued infrastructure investment.

There are some positive signs emerging in NZ, with the recently improved collaboration between City and State organisations. The test will be the evidence of a real sense of urgency and commitment resulting in infrastructure delivery to clearly articulated programmes.

The birth of the new Carbon Footprint Standard for Products – What does it mean and how is it useful for New Zealand and Australia?

There is finally international agreement on how to calculate the carbon footprint of products. A few days ago 85% of the member states approved ISO FDIS 14067 (Greenhouse gases – Carbon footprint of products – Requirements and guidelines for quantification”)

Carbon footprint messages are increasingly used as a competitive advantage in the market place. The standard clearly defines how the  calculation needs to be done, how the system boundaries are chosen, including the use phase and end of life.  The standard makes reliable and comparable parameters available to organisations and consumers so that we can compare “apples with apples”

What does the new standard mean for New Zealand’s and Australia’s industry? What are the critical details? How does is relate to other standards? Join Barbara Nebel from thinkstep Australasia and Sean Weaver from EKOS  for a 30 “Straight of the Horse’s Mouth” webinar.

About the speakers:

Barbara Nebel is CEO of thinkstep Australasia. She was involved over years in the development of the ISO 14067  as the Chair of the New Zealand Reference Group for Carbon Foot Printing Standards.

Webinar objectives include:

• Overview and purpose of ISO 14067
• Introduction to key aspects of the standard
• What does it mean for your business
• Understanding of the relevance of the standard for organizations, governments and stakeholders
• How does ISO 14067 relate to other standards ad specifications

Who will benefit?

• Environmental Managers
• Marketing Managers
• Product Developers
• Public Relations personnel
• Sustainability Managers

Register: https://register.gotowebinar.com/register/2625600073968681731

GO BACK

ISCA appoints Ainsley Simpson as CEO

The infrastructure Sustainability Council of Australia (ISCA) Board of Directors has appointed Ainsley Simpson as Chief Executive Officer.

Ainsley has been leading ISCA’s team in her role as Acting CEO and Chief Operating Officer since March 2018.

Speaking today, ISCA Chair, David Singleton AM, said the Board has been impressed with Ainsley’s leadership and progress since her appointment as COO. “Ainsley’s collaborative and empowering leadership style has been instrumental in shaping our future strategy. We will be building on the exceptional sustainability impacts that ISCA has enabled by partnering with industry; and will continue to champion progressive outcomes with our growing member base. said David.

Deputy Chair of ISCA, Sarah Marshall, has praised Ainsley’s accessible and collegial approach to engaging with industry. “We’re not able to solve industry-wide issues in a siloed approach, we need to engage with the whole broad base of the built environmental to enable sustainable solutions. Ainsley has already proven she’s the leader who can bring ISCA members and stakeholders together to catalyse change,” said Sarah.

Having joined ISCA over two years ago as the business and technical services lead, Ainsley has been instrumental in the growth of the team and traction of the Infrastructure Sustainability (IS) rating scheme across Australia and New Zealand. Since March, the ISCA Board and team have focussed on developing a new strategy aligning ISCA’s purpose and impact with the United Nations Sustainable Development Goals (SDGs).

“My priority focus is on enabling an even more empowered infrastructure value chain that actively drives tangible positive change across the transport, utility and social infrastructure sectors.  Our strategy ensures that ISCA is a trusted assurance partner across the infrastructure lifecycle, a reliable data and knowledge source and a collaborative advocate for leading the emerging culture of sustainability in infrastructure.

ISCA is already making headway, with the launch of the next evolution of the IS rating scheme (Version 2.0) which is underway across Australia and New Zealand. This milestone signals a shift in sustainability performance benchmarks, and timely recognition that if you are going to create virtuous change and make informed investment decision, you have to start in the planning phase of the lifecycle.

The infrastructure industry is responsible for more than 50% of Australia’s green-house gas emissions. ISCA enables sustainability in infrastructure through a third-party rating program, training and knowledge sharing and creating a community of practice around sustainable infrastructure. To date, more than $97 billion in infrastructure projects is engaged in the IS rating scheme across Australia and New Zealand.

Discover how Modern Slavery impacts Australian infrastructure projects

28th June 2018

Click here to register

Hosted by ISCA and The Supply Chain Sustainability School

With more than 40 million people estimated to be in conditions of Modern Slavery worldwide, the Australian Parliament introducing legislation for a Modern Slavery Act in 2018, and countries including the UK, France and the USA enacting measures requiring companies to increase awareness, transparency and action around modern slavery in their supply chains, how can Australia’s infrastructure sector learn, adapt and flourish?

Come along to this FREE event for infrastructure professionals – particularly those in procurement, compliance, risk, sustainability and project management roles – and:

• Understand what is meant by ‘Modern Slavery’ and the key risk areas
• Find out how Modern Slavery touches Australian infrastructure supply chains
• Learn about how businesses in the UK have adapted to the Modern Slavery Act of 2015
• Hear case studies of Australian organisations and changes they’ve made
• Discover how infrastructure procurement, products and materials decisions will be made
• Find out what questions you can be asking and what information you can be tracking
• Work with industry peers on some of the key issues surrounding Modern Slavery
• Consider what true social, economic and environmental sustainability looks like.

We will hear from:

• Robin Mellon, Chief Executive Officer, Supply Chain Sustainability School
• Ainsley Simpson, Chief Executive Officer, Infrastructure Sustainability Council of Australia
• Andrew Forrest, Chairman, Fortescue Metals Group and Founder, Walk Free Foundation (pre-recorded video)
• Chris Crewther MP, Joint Standing Committee on Foreign Affairs, Defence &Trade (pre-recorded video)
• Michael Steele, QLD/NT Environment, Sustainability and Community Manager, Lendlease
• David Baggs, CEO and Program Director, Global GreenTag

Coffee, tea and light breakfast options will be provided – event kindly hosted by Lendlease.

Registration from 7.00am for a prompt 7.30am start – event will end by 9.30am.

A Successful Inaugural NZ IS Summit

On June 7, ISCA held our Inaugural Infrastructure Sustainability Summit in Auckland on Thursday; Enabling sustainability through infrastructure.

We had 25 speakers with an even mix of genders represented and over 100 attendees, 74% of which were new friends who hadn’t previously been to ISCA events. Our keynote address by the Minister for Women, and Associate Minister for Transport and Health spoke about her Government’s vision of a greener more inclusive way of commuting around New Zealand. She even braved the cold Auckland weather to ride her bike to the sustainably minded Cordis venue.

The aim of the summit was to explore issues, challenges and best practice examples for delivering resilient, sustainable infrastructure in New Zealand. We had lively discussions with our panels on;

• How innovation and digital technologies can deliver more sustainable infrastructure
• Opportunities for sustainable investment in regional infrastructure, and how industry can engage local communities
• Climate Change resilience in infrastructure

As a thank you to our speakers generous contributions, we have matched this with a contribution to Love Soup. Based in Auckland, Love Soup’s mission is to feed the hungry in mind, body and spirit, providing free nourishing meals and supportive services without judgement and always with dignity.

The one-day summit was followed by networking drinks and the first official launch of ISv2.0, the next evolution of the IS rating tool developed by industry for industry. More than 100 organisations collaborated to bring ISv2.0 to life which will provide a comprehensive quadruple bottom line reporting framework, aligned to the United Nations Sustainable Development Goals.

This event would not have been as great a success or even possibility without the support and commitment from our partners and invested stakeholders. Our NZ summit committee lead by our Board member, Monique Cornish, helped to shape all the topics, choose the speakers and form an engaging agenda. We would also like to take this opportunity to thank our Platinum Partner, and founding ISCA member, Arup. As they say ‘real change takes committed partners’; thank you for continuing to build and grow ISCA as global force for good. We’d like to also thank our silver sponsors Downer Soletanche Bachy Joint Venture who are working on the IS rated City Rail Link project and Liberty Onesteel for hosting ISv2.0 launch.

 

Arup are platinum partners for the Infrastructure Sustainability Summit in New Zealand. We spoke with the Arup NZ team about their sustainability drive, and why they chose to partner with ISCA.

Q) Why did you decide to partner with ISCA for the Infrastructure Sustainability Summit?

A) Bringing together infrastructure sustainability people from across project phases provides momentum and energy to explore the trends and advancements towards sustainable development.  Attending a summit provides the opportunity to catch up with like-minded industry peers to build a network of support for people working across change in sustainability.

Q) >What are some of the other ways Arup is demonstrating sustainability leadership?

A) At Arup, we apply our people-centred values and our capability in designing the built environment to contribute to advancing the targets set out by the UNSDGs.  We do this through both our specific global Community Engagement work, as well as integrated into our projects.

Q) What does the industry in New Zealand need to do to realise the SDGs by 2030?

A) Infrastructure practitioners should be honest about where there are knowledge gaps, and strive for partnerships to understand how targets can be met.  For example, the waste challenge provides an area where we could think about how ‘waste’ could become a viable material for the built environment. The Circular Economy is driving our thinking in this area as well.

Q) Arup has done some impressive work on climate change resilience what does this mean for our New Zealand infrastructure industry? And the global community?

A) The City Resilience Index, developed with the Rockefeller Foundation, provides a framework for city leaders to identify where they need to strengthen their resilience approach, and target funds for where they are most needed. The strength in the index is its capacity to measure and provide evidence in an accessible way to inform the way we invest and plan cities.

Q) How are you currently deploying the IS tool on your projects and what have been the challenges. Learnings and successes?

A real benefit of the rating tool is that it helps to start the discussion about goals that we want to achieve on projects, and the plans that we need to follow to in order to achieve those results.  The challenge is ensuring that sustainability makes its way onto the agenda early in project planning, and that the expectations are carried along the project cycle.

The Purpose and Impacts of ISCA: A Practitioner’s Perspective

Article by Nicole Neal, Cardno

With the launch of ISCA fabulous new website, and as the 2017 Individual Leadership award winner, this is a fantastic opportunity for me to talk about what I perceive to be ISCA’s purpose in the infrastructure market and the impact it’s having in the sector.

I’ve been around the world of ISCA on and off and to varying degrees of “closeness” more or less since its inception (and considerably more “on” in the last five or so years!). From the days of the Australian Green Infrastructure Council (AGIC) as a young, up-and-coming consultant through to Co-Chairing of the Contractor’s Working Group, through in-house assessment of IS registered projects and working with design and construction teams in understanding, embedding and applying the IS framework to various projects.

So I’ve seen how ISCA as an organisation has developed over recent years to the organisation it is currently. In that time I’ve seen ISCA clearly demonstrate its purpose and raison d’etre, and the positive impacts that it has had and is having in terms of pushing the sustainability agenda and shaping infrastructure delivery in Australia and New Zealand.

So what is ISCA’s purpose and what kinds of impact is it having? It’s just a rating scheme plonked into contracts right? Well, let’s have a look…..
The industry benchmark

It hopefully goes without saying that through the IS rating scheme ISCA has developed the industry benchmark in Australia and New Zealand for sustainability in infrastructure projects. It has a created a consistent, uniform definition and framework approach to this oft nebulous term of “sustainability”, with best practice approaches embedded. So far, so good.
Encourages innovation

But in creating an industry-accepted definition and framework, ISCA has created a level playing field with respect to what sustainability means. From my own perspective, I’ve definitely experienced that it’s a whole lot easier for sustainability considerations to be brought into the mix, to be designed in (or out), to be discussed, to be costed and accounted for if its universally understood what is meant by “sustainability” by a whole team and what outcomes are being striven for.

With respect to impact this means precious time, energy and brain-power can be given over to delivering on the framework – with these kinds of boundaries creativity and innovations can thrive (instead of conjecturing about what it all means and what we should be doing!)
Coverage and serious industry buy-in

Well, you can’t be involved in the design and delivery of a major infrastructure project (transport infrastructure in particular) in Australia (and increasingly in New Zealand) without coming across those four initials – ISCA and the IS rating scheme.

The IS rating scheme is being mandated by government clients across Victoria, New South Wales, Queensland and Western Australia (essentially where all the biggest, most significant infrastructure projects are occurring), with 60-odd project registrations across both Australia and New Zealand. That’s significant coverage.

So what?
Spreading the word

Now with that level of industry buy-in and geographical coverage comes impact. There is undoubtedly a field of players well versed in sustainability and sustainability in infrastructure and those players move around different projects and different parts of the sector. But more importantly than that this increasing coverage, to sound all evangelical, is spreading the word.

With each project there are more individuals and more teams, more organisations that are exposed to the term “sustainability” in a real, meaningful sense.

In my own experience I’ve seen that through the process of either official ISCA ISAP training or on-the-job training working directly or indirectly with parts of the rating scheme people come to gain a better understanding of that amorphous term sustainability, what it really means for an infrastructure project. It sheds light on what outcomes can be achieved and how people can play their part in developing new ideas and approaches, doing things better, smarter and continually improving. That’s powerful and important stuff in my view.
More than just a rating scheme

But ISCA is a lot more than just the body behind an increasingly successful sustainability rating scheme. And in my opinion, that’s probably actually where some of the real genuine value – and purpose – lies with an organisation like ISCA.

Behind the scenes the ISCA team are working tirelessly with respect to advocacy and opening up important lines of communication with key decision makers across all levels of government in Australia and New Zealand (and now beyond into Asia), with private industry and investors. ISCA are having some very important conversations with some very important people, getting sustainability materially on the table for discussion and embedding into decisions made on the very infrastructure that supports and enhances our ways of life.

In addition ISCA has created a valuable community of practice for sustainability professionals of varying backgrounds across Australia and New Zealand where none previously existed. Thanks to ISCA there is now a strong network of individuals, from various different organisations and various parts of the sector, able to interact, engage, converse and support one another in driving for more sustainable infrastructure solutions. This is something that I personally find very valuable.

And in so doing all of this ISCA is having a genuine influence in the way industry is operating. Sustainability is being discussed like it never was before, even five years ago. ISCA has changed and continues to change the industry for the better, for more sustainable outcomes – this is both its purpose and its impact. And I’m excited to be a part of it.

Q: Why did you decide to partner with ISCA for the Infrastructure Sustainability Summit ISv2.0 launch?

A: Liberty OneSteel is Australia’s largest manufacturer and supplier of structural and reinforcing steel, including hot rolled structurals, pipe and tube, rod, reinforcing bar, wire products and rail. Our structural and reinforcing steel and rail products enable the construction of steel-framed buildings, buildings framed in concrete and nation-building infrastructure projects. The company is a key supplier and partner to the construction industry. Approximately 80% of the steel we manufacture is for the construction industry. ISCA’s core value of “Improving the productivity and liveability of industry and communities through sustainability in infrastructure” is a great fit with Liberty OneSteel’s core value of Sustainability and accords with our GREENSTEEL strategy.

Q: Why did you decide to be an official launch partner for ISv2.0?

A: ISv2.0 represents a great step forward in respect to sustainability ratings for infrastructure, incorporating a more holistic approach to sustainability via the inclusion of key elements such as economic and social sustainability, as well as a focus on sustainable procurement.

Q: What are some of the other ways Liberty OneSteel is demonstrating sustainability leadership?

A: Liberty OneSteel takes sustainability seriously. We are increasing the proportion of energy from renewable sources used in our manufacturing mix and, through our sister company SIMEC ZEN Energy, we are investing significantly in renewable energy assets. Liberty OneSteel’s GREENSTEEL strategy focuses on increased use of renewable energy, greater utilisation of recycled materials and operating facilities close to key markets.

Q: Liberty OneSteel has done some impressive work as a materials supplier to the infrastructure industry in lowering its environmental and social impact – can you explain the highlights here?

A: Liberty OneSteel has Environmental Product Declarations (EPDs) covering our hot rolled structural, rail, merchant bar and reinforcing products. A project’s sustainability ratings can be boosted by the procurement of Liberty OneSteel’s products and services and by leveraging these EPDs. Liberty OneSteel’s EPDs provide transparent information about the environmental impacts of Liberty OneSteel’s products throughout their life cycle. Rating tools reward products with EPDs because they allow companies to make an informed choice about what materials they can use to improve the sustainability outcomes of their projects.

Liberty OneSteel works closely with project proponents to:

• optimise design to reduce mass in structures
• increase the proportion of higher grades of steel
• optimise transport and logistics to reduce freight and subsequently reduce emissions
• reduce waste onsite
• increase opportunities for offsite fabrication.

Q: What is Liberty OneSteel’s approach to sustainability environmentally and socially?

A: Liberty OneSteel takes a proactive approach to sustainability and delivering sustainable outcomes. We strive for continuous improvements in our environmental performance, we take pride in our community engagement and we take our social responsibilities seriously. In Australia and around the world, GFG Alliance, owner of Liberty OneSteel supports local communities through investing in local industry. We believe that developing sustainable and non-cyclical industry is the foundation of stronger, more prosperous societies. We are on a mission to transform metals manufacturing, engineering and mining in Australia, building on our local resources, sustainable energy, new technology and enhanced skills.

Q: How do you see ISv2.0 changing/improving the infrastructure industry?

A: ISv2.0 encourages and promotes greater collaboration and communication across all supply chain partners for infrastructure projects. Collaboration, early engagement and communication are fundamental to successfully driving improved sustainability outcomes.

Q: What project are you particularly proud of and why?

A: Liberty OneSteel has had a large role in Victoria’s $1.6 billion Caulfield to Dandenong (CTD) Level Crossing Removal project. Nine dangerous and congested level crossings are being removed by elevating three sections of the line, with all nine crossings to be gone by the end of 2018. Liberty OneSteel Reinforcing worked closely with the project principals (together called the Alliance, and comprising Lendlease, CPB Contractors, WSP Parsons Brinckerhoff, Aurecon and Metro Trains Melbourne) to devise a solution using 4000 tonnes of prefabricated reinforcing steel that allowed for the concrete-and-steel piers that elevate the rail line and crossheads on which the tracks sit to be taken off a truck and placed into position with minimum disruption. The use of Liberty OneSteel’s Australian-made reinforcing steel is helping the CTD project meet its sustainability targets and is evidence of the state government’s Victorian Industry Participation Policy in action.

Q: How has using the ISCA framework helped to drive more sustainable outcomes for steel?

A: The ISCA framework provides a platform for early engagement and collaboration at all levels of the supply chain, which in turn provides opportunities to develop and deliver more sustainable outcomes for projects and for steel.

Q: What’s next for Liberty OneSteel?

A: More investment in renewable energy and continued commitment to our communities, as well as embedding and enhancing our core values of Family, Sustainability and Change. Our intention is to operate our business for the long term and build a legacy for the future. Demonstrating this strategic focus, in early May 2018 Australian Prime Minister Malcolm Turnbull and French President Emmanuel Macron witnessed the signing of a landmark 15-year power purchase agreement for Liberty OneSteel’s sister company SIMEC ZEN Energy to take most of the output from NEOEN’s Numurkah Solar Farm in northwest Victoria. GFG Alliance and Liberty Executive Chairman Sanjeev Gupta said the purchase agreement would help lower energy costs at GFG’s Laverton steelworks in Victoria and align its operations with GFG’s GREENSTEEL model. In addition, he said the MOU was an exciting opportunity for the companies to work together to find global renewable energy solutions of even greater scale. “The switch from fossil fuels to renewable energy is the revolution of this century, transforming our economies and our impact on the environment. Such major change demands sustainable, effective solutions.

From One Crossing To Another

Sam Donaldson | Laing O’Rourke

Bayswater Level Crossing Removal Project

In November 2015, the Bayswater Level Crossing Removal Project (‘Bayswater’) was awarded to Laing O’Rourke in alliance with Fulton Hogan, AECOM, the Level Crossing Removal Authority, VicRoads, Public Transport Victoria, and Metro Trains.

Situated 25 kilometres east of Melbourne, the project involved the removal of two level crossings, major modifications to the rail and road network, and construction of a new state-of-the-art train station.

Completed in 2017, the team worked extremely hard to deliver a significant amount of work within a short design and construction timeframe, whilst also setting new benchmarks in sustainable design and delivery.

Sustainable Innovation  

The project’s innovative approach to sustainability garnered industry wide recognition, including an Infrastructure Sustainability Council of Australia (ISCA) award for achieving 93.5 out of a possible 105 points for their design rating. This surpassed any previous scores for an infrastructure project and set a new benchmark for level crossing removal projects.

Innovations and initiatives taken on the project included:

• Introducing LED lighting on arterial roads under an Ausnet Scheme to provide significant energy savings
• Using digital engineering as a powerful way to communicate with stakeholders and the local community
• Adopting an alternative bridge abutment design to reduce road network disruptions and optimise sustainable products
• Using a dewatering centrifuge unit to separate sediment in slurry into a dry fill product providing significant water savings, reducing waste and improving logistical efficiencies on construction program
• A complete re-design of the reference design to generate significant material reductions
• Selecting sustainable materials for asphalt, concrete, quarried products and steel
• Installing rainwater harvesting tanks and groundwater collection tanks to reduce water consumption and increase water efficiency

The results led to over 40% reduction in greenhouse gas emissions produced by the project, close to 70% less drinking water consumed compared to average infrastructure assets. In addition, using less materials and concrete with less cement reduced the embodied carbon emissions from construction materials by approximately 30%.

Sharing the Bayswater Blueprint

Following the success of Bayswater, the team has actively shared positive outcomes with other projects to inspire them to get on the path of sustainability – most recently taking their learnings to the Hurstbridge Rail Line Upgrade Works, which is being delivered as part of the North Eastern Program Alliance (NEPA).

The Program Alliance is geared to manage a program of works, rather than discrete packages, to provide efficiencies in delivery and reduce disruptions. To help ensure a Leading IS rating for the Hurstbridge Rail Line Upgrade, a dedicated team for sustainability has been put together covering a broad range of experience from sustainability, stakeholder interface, environment and project management.

The scope of works for the Project includes the removal of the level crossings at Grange Road, Alphington and Lower Plenty Road, Rosanna, reconstruction of Rosanna train station, and duplication of the single rail track between Heidelberg Station and St James Road in Rosanna. It also includes rail system upgrades to signalling, overhead line electrification and five substations.

Harnessing the power of Digital Engineering

Digital Engineering (DE) was a key driver for successful engagement on the Bayswater project, and the team has continued to utilise this for meetings with community members and during public information sessions to help people contextualize the project’s design.

DE has also been valuable for creating efficiencies and improving decision making processes, as was collaborating with other projects, sectors in the industry, and the broader industry, to understand different approaches and solve industry challenges. For example, DE is being used to better manage contaminated soil on the project.

 

Sustainability: Next Steps

It is clear that beyond these projects, there needs to be a collective decision by clients and construction businesses to prioritise sustainability. Specifying sustainability rating targets and recruiting a resource to manage sustainability creates direction and outcomes for sustainability, but is only the start. With the emergence of sustainability requirements on projects, construction businesses would derive significant benefit from standardising their own sustainability approach. The IS rating tools provides an excellent basis for that. In doing so, there are opportunities to improve data collection and monitoring, quality assurance and reporting on infrastructure projects – allowing teams to manage sustainability performance proactivity during delivery and therefore rely less on external verifications.

Considering most of the construction work is delivered by subcontractors, the supply chain becomes critical in achieving sustainability outcomes on major infrastructure projects. Because of this, projects (such as NEPA) continue to focus on integrating sustainability into the procurement process. A first step was to encourage procurement and commercial team members to attend IS training events. The changes improved the project’s and supply chain’s understanding of sustainability challenges and opportunities within the industry.

NEPA also works with ISCA to provide feedback on the application of credits from contractor and delivery perspectives. This has been done with the new sustainable procurement credit.

All functions on an infrastructure project contributes to its success. Achieving positive and sustainable outcomes are no different. It is up to everyone to play their part in creating a team culture of sustainability – one that strives for continuous improvement, innovation, and designing and building things better. Thinking about infrastructure delivery in this way and embedding sustainability into business systems to support this will help create a shift in the industry and ensure the infrastructure we build sustains communities into the future.

Downer Soletanche Bachy (JV) are sponsoring the ‘Regional investment in sustainable infrastructure’ panel session at the 2018 ISCA New Zealand Summit. We caught up DSBJV to find out why this sponsorship was important for them, and to understand more about their sustainability drive in New Zealand.

• Why did you decide to partner with ISCA for the Infrastructure Sustainability Summit?

This is the first project DSBJV have undertaken with ISCA in NZ. Life to date on the project we have achieved some significant sustainable outcomes as a result of the focus that ISCA has brought to the project team. As one of the first projects working with the Infrastructure Sustainability rating scheme in New Zealand, we considered it important to step up and support ISCA with the inaugural IS summit in NZ, to engage with fellow peers in the infrastructure industry and share our knowledge and experience with the group.

• Can you explain the project the joint venture between Downer and Soletanche Bachy is delivering?

This is the first section of the City Rail Link project in Auckland. It is one of the most technically challenging engineering parts of the project. It involves constructing the rail tunnels from the existing Britomart station under the former Chief Post Office (CPO) building to the west side of Lower Queen Street some 13m below current road levels.

• What are some of the other ways Downer Soletanche Bachy is demonstrating sustainability leadership?

We have been part of the successful team that has achieved the “Lead” rating for the design phase of this project. As the IS rating scheme is reasonably new to New Zealand we are taking our project partners through the journey to a more sustainable project delivery system assisting in learning as we go. Recognising that smarter supply chains are an important part to achieving success, DSBJV held the first NZ suppliers and subcontractors sustainability workshop in December 2017.   The event was attended by 45 key existing and prospective suppliers and subcontractors.  The purpose of the event was to engage with suppliers to explain the sustainability requirements and expectations of the project, and their importance in the bid process in more detail and to provide some tangible examples of sustainability initiatives and innovations realized on the project to date in an attempt to stimulate innovation amongst the supply chain.  This event was a great success, and we intend to follow up with further engagement events in the future.

• Downer has done some impressive firsts in sustainable infrastructure, first renewable energy asset, first roads in Tasmania, first toner roads– can you explain the highlights here and why Downer Soletanche Bachy continues to be first?

Some highlights or firsts on this project have included:

• Working with local manufacturer Pacific Steel in Otahuhu, which uses NZ manufactured steel from a steel mill in Auckland, to fabricate NZs first 50 mm reinforcing bar. Besides improving constructability, using this larger diameter steel reduced the total weight of steel required by 82 tonnes, lowering associated greenhouse gas emissions by just over 100 tCO2e. It also reduces transport emissions and costs associated with sourcing it offshore.
• We identified an innovative use for lightweight polystyrene blocks, which were used to create a piling platform inside the CPO Building. This resulted in less new materials required (replacing crushed concrete backfill with polystyrene, and reducing the number of mini piles required to support the platform by more than half), less diesel use (for drilling piles, and delivering/compacting the backfill), as well as being faster and reducing the value of the works significantly. In addition, DSBJV negotiated a buy back agreement with the polystyrene supplier. When the piling platform is demolished, the polystyrene will be returned to the supplier for reuse as underfloor insulation avoiding waste to landfill.
• We are leading the way in NZ with an innovative monitoring system for noise and vibration which provides real time, 24/7 monitoring and alerts. This system allows us to identify any unexpected exceedances, to evaluate mitigation/management options, and enables informed engagement with the community. Overall this system is resulting in better outcomes around noise and vibration for our neighbours.
• We are also working with Z Energy to procure the first biodiesel (B20) from their plant to supply fuel to the project for bulk excavation works.

• What are you particularly proud of and why?

We have achieved great success with waste diversion, demonstrating our commitment to CRLLs vision of zero waste to landfill. To date the project has diverted 99 % of construction and demolition waste from landfill and much improved diversion of office waste.

We have also established a good system of reporting with our suppliers and subcontractors which allows us to collate materials, energy and water use data monthly, which is well above business as usual for the construction industry in NZ. To date, project energy and water use are tracking below both the base case, and the detailed design projections.

• How has using the ISCA framework helped to drive more sustainable outcomes for your projects?

By providing a framework from which to target our goals, measure our progress and celebrate our successes, also to focus on areas of improvement all while building our awareness and how to achieve a more sustainable project.

• What’s next for Downer Soletanche Bachy?

Achieve a “Leading” IS As Built rating for the project then look to expand these processes to our wider company and other NZ projects.

Australia’s largest public transport project recognised for sustainability

Sydney Metro, Australia’s biggest public transport project, has been recognised for being a leader in sustainability by the peak industry body.

The operations, trains and systems (OTS) component of the Sydney Metro Northwest project has received a “Leading” rating by the Infrastructure Sustainability Council of Australia (ISCA) for making sustainability a key deliverable in its design processes.

“This is the highest rating that can be achieved under the ISCA scheme,” said Paul Davies, Manager of Communication and Sustainability for the Northwest Rapid Transit (NRT) consortium, which is responsible for the OTS contract.

The ISCA certificate will be presented on 24 May at a gathering of key stakeholders at the project’s new administration building in Rouse Hill, which was also awarded a Greenstar rating for its design.

ISCA is the peak industry body for advancing sustainability in Australia’s infrastructure. ISCA developed and administers the Infrastructure Sustainability (IS) rating scheme which is Australia’s only comprehensive rating system for evaluating sustainability across design, construction and operation of infrastructure.  IS tool looks at the sustainability outcomes of infrastructure projects and assets including environmental, social, economic and governance aspects.

The Northwest Rapid Transit (NRT) consortium is responsible for the OTS contract, and the CEO of NRT Pty Ltd, Mark Elliott, is delighted to see the sustainability efforts of the project team recognised, “This is a landmark project for Sydney and the start of a brand-new style of transportation for Sydney-siders. It will benefit their daily lives in many positive ways, be it work or leisure. Sustainability is not only about environmental responsibility, but improving community well-being and economic prosperity, and this project will deliver on all those aspects”.

Sydney Metro is delivering four rail networks making it the largest transport infrastructure project in Australia. All four projects have achieved a Leading IS rating for their designs and the program of works scored 81.2 also achieving an overall Leading score for the Design.

NRT’s Design and Construction Project Director, Malachy Breslin, added that “the application of over 500 sustainability requirements to such a mega project as Sydney Metro Northwest is a positive reflection of the commitment of the various project contractors and Transport for NSW to deliver a truly sustainable infrastructure asset for Sydney”.

ISCA’s Acting CEO, Ainsley Simpson, was equally positive about the significance of the project and its sustainability credentials, “ISCA is looking to encourage the best possible outcomes for Australia’s infrastructure developments, both large and small.  The Sydney Metro Northwest NRT project’s Leading rating at the Design phase demonstrates the intention to deliver long-term sustainability benefits over the lifetime of the rail asset.  I’d like to congratulate Northwest Rapid Transit on a great outcome for sustainable transport infrastructure, and also Transport for NSW on their continued commitment to delivering better outcomes for Australian communities.”

The Sydney Metro Northwest project includes eight new railway stations, five upgraded stations and 4,000 commuter car parking spaces for Sydney’s growing North West. Trains will run every four minutes in the peak, that’s 15 trains an hour. It is the first stage of the Sydney Metro network and will be the first fully-automated metro rail system in Australia. Sydney Metro Northwest will deliver, for the first time, a reliable public transport service to a region which has the highest car ownership levels per household in Australia.