Watch our latest IS Update, recorded on May 2, 2024 and hear the latest news and updates from the ISC Team.
In the session our teams cover:
* Ratings & Delivery Update – Michel Colen provided an update on IS Ratings projects and key dates for Registrations and Submission
* Technical and IS Essential Update – Ty Momberg provided an update on ISC Technical work plan, IS Essentials, IS Materials calculator development and opportunities to be part of the Technical Working Groups.
* Market Development – Monique Isenheim talks about ISWAG recommendations work that is underway.
* Learning and Capability – Hayley Grives, talks through various learning opportunities that are available for both personal and professional development.
* Membership and events – Andrea Makris will provide an update on new members, membership, ways to get involved with the ISCouncil, release dates for upcoming ISC Connect Conference.
Here at the IS Council, we are dedicated to spotlighting the heroes along the infrastructure supply chain who contribute to sustainability outcomes for people, planet, and the economy with their innovative products and impactful services. We are looking forward to presenting the second instalment of our webinar series: “SUPPLIERS IN THE SPOTLIGHT,” a bi-monthly showcase that highlights ISC members listed on the ISupply Directory.
In this webinar we heard from –
Craig Skipsey from Makinex Renewables, Nicholas Morel from InEight, Steph Holland from ResourceCo, Evan Smith from Holcim, Jackson Ellis from Cacti Conserve and Windsor Fick from JWA Composite Matting.
As the imperative for sustainability is recognised, with its inclusion in project design and increasingly mandated by authorities around the world, our newest rating tool, the IS v2.1 Planning Rating, is set to change the way decision makers, asset owners, investors, and delivery authorities approach infrastructure planning.
A world-first-of-its-kind, the IS v2.1 Planning Rating offers a framework for embedding sustainability into an asset at its earliest considerations and provides the benchmarks and assurances needed to implement sustainability successfully.
IS Planning training – Available from May 2024
IS for Planning training explores how, by taking into account the whole-of-life impacts of decisions made in the Planning phase, sustainability outcomes can be maximised in the design and construction and operational phases.
Join IS Planning training and learn how to:
Describe the benefits and outcomes of embedding sustainability in infrastructure planning.
Explain the intent & positioning of the Strategic & Detailed Planning ratings and the relationship between them and the Design and As Built rating.
Consider the requirements of and prepare for the incorporation of sustainability criteria into the decision-making process.
Encourage behaviours and outcomes which prioritise low carbon solutions and embed improved sustainability performance into the project scope.
If you are not yet an ISAP, completion of the IS Planning training course will provide access to ISAP accreditation exam.
Note
IS Rating Skills is a mandatory prerequisite to this training
As the infrastructure sector plays a critical role in shaping sustainable cities and the scale up of renewable energy projects and use of circular materials, we must not ignore the human costs and risks to people in this transition, including modern slavery.
In this session we highlighted some of the modern slavery risks in infrastructure supply chains and how these risks could be present, including practical examples of how to engage with suppliers on these risks. The webinar will include a presentation from the Office of the NSW Anti-Slavery Commissioner about how NSW Government agencies are expected to manage modern slavery risks in the infrastructure supply chain and what this means for Government suppliers. We will also provide an update on the broader Australian legislative context and developments in New Zealand, as well as highlighting key resources available to support embedding modern slavery risk management actions across the lifecycle of infrastructure projects.
Presented by members of the ISC’s Modern Slavery Coalition, with special guest Lucy Forbes from the Office of the NSW Anti-Slavery Commissioner.
The ISC Modern Slavery Coalition is actively calling for new members to join, learn, share and make a difference!
one of the most important things to make the due diligence effectvly happen in the supply chain mapping process is accesabilty to data and veryfiying those data. this could be a great challnege. any advice to cope with challenge?
One of the most important things is to make sure that Due Diligence is ongoing. Continuously mapping your supply chain and using various resources, whether that is contractual reporting by your suppliers, seeking out industry groups to help map the parts of your supply chain, tracking invoices or materials qty ins and outs from manufacturers in the supply chain. Hope some of those tips help.
one of the most important things to make the due diligence effectvly happen in the supply chain mapping process is accesabilty to data and veryfiying those data. this could be a great challnege. any advice to cope with challenge?
In addition to the data, it can also be helpful to look atr opportunities to engage directly with specific higher risk suppliers, such as a supplier deep dive to look at sourcing of a particular product. This can help add a qualitative lens to the quantitative data
As a small business (non-reporting) can I please have some advice for how we can best respond to our customers’ questions about our supply chains? Imagine a business with under 15 staff having to answer these deep and detailed questions where we might not know or have the ability to get such information. How do you get this information from smaller and smaller suppliers or overseas suppliers? Are there other sources to search other than the suppliers themselves? What is the expectation on such small businesses?
The resourcing impact on small suppliers is something that’s very real. Some options to consider could be a standard document you could share with all customers that explains briefly what types of risks you think are relevant to your operations and supply chains, how you manage these risks (ie all your employees are engaged in accordance with Australian law and you have a contract clause prohibiting modern slavery with your suppliers etc). This may help show your customers that you are aware of your risks and seeking to manage them appropriately. Importantly, the UN Guiding Principles on Business and Human Rights which underpin the Australian guidance explain that entities’ responses should be proportionate to their size and risk profile – that is a small organisation can’t be expected to manage risks in the same way as a global company. Another option is also to say to a customer that you are open to working with them on a shared deep dive into a particular issue or supplier?
With the apparent leading knowledge coming from other countries such as the U.S. , should we consider using the UFLPA list of entities their list of goods on the U.S. CBP website of entities and goods linked to forced labour?
It’s a helpful tool to consider as part of due diligence – both in relation to specific suppliers as well as to help understand general types of goods that are higher risk. As mentioned, there may also be a risk that goods unable to imported into the US are instead imported in other markets, such as Australia.
Do we have any insights into the detail of what the Due Diligence obligations will be in the likely updates to the Act?
At the moment it appears that it would be an requirement to have a modern slavery due diligence system in place. Which would mean having in place risk assessment processes, actions to manage those risks, and to track effectiveness. Which mirror what companies should be doing as part of their current modern slavery reporting. It is possible though that Parliament will choose to make this requirement broader.
Supply chain engagement requires a lot of resources and admin burden for tiers 2 and 3 – how to encourge participation. This is only for Modern Slavery assessment, but now to reduce carbon emissions the recommendations are to engage with suppliers – which makes it double effort to assess – what do you suggest to reduce admin burden?
Yes, lower supply chain tiers can be challenging. We recommend engaging with Tier 1 suppliers first and trying to get collaboration for them to work with their direct supply chain (your Tier2). Tackling all of your topics listed can be done at the same time to streamline engagement and reduce administration burden.
Start with small set of questions to higlight high level risks, and then assess those answers to dive deeper into areas that may raise indicatorsOASC supplementary response: In addition to the points suggested by Sebastian, consider partnering with other agencies that share the same suppliers, or owners of any scheme/s of which the supplier is part. Collecting and sharing information collaboratively across government reduces the burden on both individual agencies / business units and suppliers, as the latter only has to “tell us once”.
Some supply chains are very challenging to get visibility over. Once we have better visibility down the tiers of complex supply chains, what is a reasonable measure to take to further investigate potential risks? Where do you stop?
OASC response:
Hi Sara,
In general, organizations should focus their due diligence and risk mitigation efforts on the areas of their supply chain where the most serious risks to people exist, even if these risks exist further down a complex supply chain. The scope of “reasonable” actions will, however, vary depending on the organization’s size, capabilities and leverage over its value chain. The nature and extent of these actions will therefore be highly situation-specific.
When investigating and addressing risks further down a supply chain, entities should start by building leverage through collaboration with their suppliers or (subject to applicable competition etc. rules) industry partners. Infrastructure organizations can also leverage technology, such as worker voice platforms, to ensure they are engaging impacted stakeholders throughout their supply chains.
The focus should be on continuous improvement: building visibility and encouraging better supplier practices over time
If I wanted to identify the modern slavery risks in regards to employment and the people directly employed by my organisation, where would you recommend I start?
It’s helpful to think about the cohorts of workers who may be most vulnerable. For example, are there employees or contractors who may be lower skilled in countries where there are higher risk? Are these employees recruited by third parties who may charge recruitment fees? Does everyone employeed have written contracts in a language they understand? Are there any outsourced services or labour hire workers? It can also be helpful to explain why other cohorts of workers may be less vulnerable – for example, skilled white collar professional employees.
does Social Value for public benifit coem into this space? if not why hot
Great question Deborah – creating social value for people and communities would potentially reduce the risks of labour abuses and modern slavery through any valued initatives. Its a great positive action to do – however – the UN Guiding Principles state that a companies negative human rights impacts cannot be offset by creating a postiive initiative.
how can companies in the infrastructure sector implement effective due diligence processes to identify and mitigate the risks of modern slavery, particularly in relation to sourcing materials and labor?
OASC response:
Hi Paola,
The NSW Anti-slavery Commissioner’s Guidance on Reasonable Steps provides a detailed overview of effective due diligence processes across industries. The most important first step for companies is establishing an organizational commitment to identifying and addressing modern slavery through engaging stakeholders, identifying salient risks, creating a modern slavery policy approved by the senior governing body, and developing a risk management plan.
In relation to sourcing raw materials, companies should be aware of well-reported risks in value chains of materials they procure regularly, e.g. brick kilns in Pakistan, timber in Brazil, cobalt in the Democratic Republic of the Congo. They should ensure that questions asked during the tender process allow buyers to obtain sufficient information to assess whether the procurement will contribute to risks of harm to people.
In relation to labour, companies should can manage risks by:
– Ensuring that any tender price is consistent with the tenderer offering workers a living wage;
– Ensuring that any labour hire companies and recruiters are adequately regulated / supervised;
– Avoiding short turnaround times on orders, or long payment times to suppliers
– Ensuring that supply-chain workforces are aware of their rights, including re: fair pay and association
– Ensuring that effective worker voice and grievance mechanisms are in place.
I guess that at the moment of engaging a new supplier/contractor on a project, the qualification process is a key procss to lower the risk of engaging companies invilved in modern slavery?
Qualification and contracting is typically the point of greatest leverage. So thinking about using modern slavery tender clauses or having other engagement with suppliers at this point is really key.
I am listening from WA. My organisation has recently established a sustainability/Modern Slavery working group to plan for the potential upcoming amendments to the Cth Act. We are not at the current reporthing threshold but are planning for an amendment where we will be. We commenced with a review of a solutions system Moody’s Analytics but are struggling to find any other solutions. What are your recommendations for assistance in system solutions to assist in due dilligence and risk management on supply chain, other agencies in WA that can assist in design of sustainability/MS solutions, and where we can find general assistance in WA to assist medium sized businesses to bring onboard solutions for best practice in this area.
Hi Leisha – that’s great to hear. Tech solutions are important but also don’t underestimate what you can do internally as well. The WA Small Business Commissioner might be a helpful first port of call? Walk Free is also an NGO based in Perth. And also happy to chat afterwards about some of the stakeholders in WA you could contact – my email is alexander.coward@pillar-two.com
Let’s say Victoria gets an anti-slavery commissioner office, will the whole of Vic government be viewed as one body and therefore required to report on this/follow reasonable steps guidance? or would this be department to department?
OASC response:
Hi Anila,
The NSW Act requires individual due diligence and reporting by any ‘government agency’ – i.e., departments, councils, and other public and local authorities.
If modern slavery reporting and due diligence measures are introduced in Victoria, whether they require individual or whole-of-government DD and reporting will depend on the way the law is drafted. However, it is – on balance – probably more likely that they would follow the NSW model of entity-level reporting.
Is there any proper monitoring or oversight mechanism in place to assure the legal obligations by public entities are met accordingly?
OASC response:
Hi Amin,
In relation to the NSW Act, the NSW Anti-slavery Commissioner has the power to name non-compliant entities on a public register. The NSW Auditor-General may also conduct a modern slavery audit of a government agency under s 38G of the Government Sector Audit Act 1983.
Under the federal regime, section 16A of the Cth Modern Slavery Act 2018 provides for non compliant entities to be named on a public register if they have failed to comply with / respond to requests to remedy non-conforming statements.
Is there a way of being notified when the discussion paper is released this year?
OASC response:
Hi Kate,
Yes – please sign up for our OASC Due Diligence News & Resources mailing list here: http://eepurl.com/iKztqs
Are there private organizations or businesses that specialize in investigating organisations’ supply chains for modern slavery risks? If yes, is there collaboration and information-sharing among stakeholders to help enhance the effectiveness of efforts to eradicate modern slavery from global supply chains?
OASC response:
Hi Rajaei,
There are a range of organizations that provide social audits, worker voice mechanisms, or certification. One good example is the Cleaning Accountability Framework, which works with cleaners, worker representatives, tenants, contractors, property owners, facility managers, and investors across the cleaning supply chain to promote decent work, ethical procurement and best practice
Thanks a lot Lucy. Would you be preparing code of practice for construction as well? Would that be possible to provide links and information about Spend Cube Categories how to reach out this source as the risk assesment is based on this information in which many sub departments in the organisations do not have involvement or visibility to this? No information available at ASC’s page. That would be so helpful. Are the both versions of Tender Clauses mandatory to use? Are you planning any upcoming sessions with organisations before May to ask the questions related to GRS?
OASC response:
Hi Seda,
The renewables Code of Practice is the only code currently under development, although further codes will be developed in future in line with sector needs, identified areas of risk to people, and OASC resources.
The Heightened version of the Model Tender Clauses should be used for procurements that are associated with high modern slavery risks. The Streamlined version can be used as a resource for other procurements. Both the Heightened and Streamlined versions of the tender clause are designed to be adapted in line with the specific procurement and other tender documents.
If you have specific queries about the IRIT, MTCs or Guidance, we would be delighted to speak further with you. Please reach out to us at GRS@dcj.nsw.gov.au
Just12% of Australia’s construction workforce is female, which means we are missing out on talent at a time we need it most. The reasons why women aren’t choosing careers in construction arewell documented and span everything from recruitment practices to lack of role models to unconscious bias. Meanwhile, Australia’s construction sector is responsible for a supersized carbon footprint, generating around 18% of the nations emissions, as well as 16% of our waste.
Diversity and sustainability are enormous challenges for the construction industry. But we can tackle them together. This series, developed by the Infrastructure Sustainability Council with the support of the NSW Government, spotlights stories of female sustainability leadership. By sharing stories that lay bare the obstacles and outline the opportunities, we hope to give more Australian construction businesses the insights and impetus to grow their workforce of female sustainability specialists.
From ecology to eco-construction
As Sustainability Project Manager on the Sydney Central Station Metro project, Alyssa Slaney has helped to transform Australia’s busiest transport hub into a sustainability showstopper.
But Alyssa’s career as a sustainability champion in construction was serendipitous, rather than strategic.
Alyssa began her science degree with the idea that she’d spend her days “catching small animals and surveying bushland”. While she relished her studies – which culminated in a Bachelor of Science in Ecology and Evolutionary Biology from the University of Melbourne – she couldn’t see herself in a research role.
“My boyfriend’s dad was in the construction industry and offered me a role setting up IT gear and preparing documentation while I made up my mind what to do,” Alyssa says. He made introductions and helped her establish connections, which led to an environmental graduate role.
“I had never considered construction up until that point. ‘How does the construction industry work and what would my role in construction entail? Surely I don’t have the skills for that kind of industry,’ I thought. Not true! The first thing is knowing that it exists as an option, and that it includes so many roles and career pathways.”
Breaking barriers, battling bias
Alyssa grew up with boys, and joining a male-dominated industry wasn’t daunting. But when she started on site, in Alyssa’s own words: “I stood out, at the time there was only a couple of women on site. But I chose to use that as an opportunity to connect with people and get things done. It was a little difficult to join conversations at times. I think it would have helped if I watched more sport!”
The most basic barrier to inclusion can be the quality of bathroom facilities. “Every project should ensure they have accessible women’s bathrooms and facilities. It seems like a no-brainer, but this is not a given on all projects.”
Personal protective equipment is another subtle symbol of exclusion. “When I started, PPE was either for men and way too big and the wrong shape, or you got pink or purple boots rather than the normal brown. If your workplace doesn’t have the right stuff for you, ask for it. If that doesn’t work, source it yourself and get reimbursed.”
One of the biggest takeaways from Alyssa’s experience is to rethink safety. “Safety is everyone’s responsibility and if you feel uncomfortable, or if a process isn’t being followed it’s important to identify what is going on and speak up. As an individual you will have a unique perspective and if you see an improvement opportunity that others haven’t, it could have a great flow on effect for yourself and others.”
A more insidious challenge is unconscious bias that can entrench gendered stereotypes. Alyssa says she continues to grapple with “the balance of being ‘bossy’ – which is just ‘getting it done’ – versus being ‘ineffective’, which is ‘being friendly and a team player’.” This remains a work in progress.
Sustainability champion and change agent
There have also been times during her career when Alyssa has worried whether her values and career choice are in step. One memory that remains with her was of a “gigantic gum tree” be felled to make way for a wider road.
“This tree was a thing of beauty. I watched as the team pulled up a machine next to it and pushed it over. My heart broke. On the outside I was trying to be calm, but I was probably in shock. I thought: ‘Construction must not be for me.’ This played in my mind until one of the engineering graduates flipped it for me. It’s because construction has a large environment impact that I should stay, and that industry needs people like me to make it better.”
Alyssa has undoubtedly made a profound personal and professional impact. She has contributed to a swag of sustainability ratings on the Central Station Metro project, notably an IS Design Leading Rating, working towards a Leading Rating for IS As Built Rating and a world-leading 6 Star Green Star Design Review rating.
As a change agent, Alyssa also developed a sustainability training module for people working on the Central Station Metro project. More than 5,800 people learnt about the impact of climate change, the importance of sustainability ratings and the roles we all play to contribute to climate positive pathways.
Alyssa is a construction ambassador, sharing the positive story of sustainable construction to young women. “I don’t remember seeing any job offers or information booths for construction while I was studying science,” she notes. To address this, she has presented sustainability modules to young women considering studying STEM, through Laing O’Rourke’s industry-leading Inspiring STEM+ programme, mentored peers and supported undergraduates to set sustainability-oriented career goals.
Lessons learnt
Break down inclusion barriers:Some of the most obvious obstacles to inclusion – like appropriate female site facilities, PPE and safety procedures – can be easily remedied. Others, like tackling unconscious bias, are systemic challenges. “I can recommend finding someone with the skills and behaviours you want for yourself, and getting them to mentor you,” Alyssa suggests.
Foster male champions of change: Alyssa’s experience underscores the powerful role that male mentors play in identifying and nurturing female talent. Alyssa’s introduction to construction came from an enthusiastic male advocate who helped her navigate her way in the early days of her career. “I also had some great managers that showed a lot of interest in my development and told me about opportunities and connections I could make,” she says.
Use sustainability to tell a powerful positive story: Alyssa’s efforts to educate STEM students about sustainable construction points to the power of sustainability to inspire young talent and catalyse careers. As a teacher from Sydney Girls High School said in thanks to her presentation: “Sustainable design is very relevant to them [the students] and they were really glad to hear that organisations are really taking it seriously. They said it made them feel more positive about the future!”
In this webinar you will hear from project teams across Australia and New Zealand as they share case studies and key learnings when undergoing an infrastructure sustainability rating.
This session features –
Takitimu North Link Project
Project team from Aotearoa New Zealand will discuss:
– What makes collaboration challenging with Tauranga hapū
– Pre-tender work done with Te Paerangi
– Construction based initiatives
– Success stories so far
– Ongoing legacy
Cairns Southern Access Corridor Stage 3: Edmonton to Gordonvale Project
The Bruce Highway, Cairns Southern Access Corridor, (Stage 3) Edmonton to Gordonvale Project (E2G) is a road and rail project just south of Cairns in far-north Queensland. The project has integrated social sustainability during construction, leaving a lasting impact. E2G has focused on integrating with the local community, preserving cultural heritage, supporting local businesses, upskilling the workforce, and promoting education. Through these initiatives, E2G has created a sustainable legacy, demonstrating social excellence and positive community impacts. This presentation will detail the outcomes achieved on the project, discuss challenges along the way and provide guidance on how to approach social sustainability on future project.
Here at the IS Council, we’re already dreaming up our new year’s resolutions for 2024. We feel it is high time to shine a light on the heroes along the supply chain who put their hearts and minds into supporting people, planet and the economy with their innovative products and sustainability services.
With great pleasure and excitement (drumroll, please…!) we are proud to launch our newest webinar series: “SUPPLIERS IN THE SPOTLIGHT”, a bi-monthly supplier showcase hosted by the IS Council, with each edition featuring six unique suppliers.
In this inaugural webinar, you will hear from Tara Osborne from BINGO INDUSTRIES, Jamie Robertson from 361 Degrees Strategic Engagement & Communications, Yuchen XU from ZIger Energy, George Reinke from REYNARD WOOD, Ryan Hackney from Geofabrics Australasia and Morgan Ledger from Cerclos.
“Our decade of action for people, the planet and the economy…”
Reflections on “ISC Connect”, your Infrastructure Sustainability Council’s yearly conference, held onNaarm country (Melbourne), from 5-7 September,2023.
If the strength of our relationships and the ways our actions have impact are the litmus tests of success; and if history tells us we make greater impact, faster, when we collaborate… by those terms, we can confidently call the thousand -strong cohort of intentional individuals who participated in Connect 2023, “truly successful people”.
Together, in a jam-packed 72-hours, you gave the world a push, and helped propel this planet a little further along its trajectory into our more sustainable future. For that, we at the ISC offer our hearty thanks.
By working together with passion and purpose to advance sustainability in our sector, you gave everyone who took part the chance to make Connect 23 a true success, worthy of celebrating in style.
This year’s Certification Dinner awarded twenty IS Certifications to project teams from far and wide, each one representing tremendous achievements and demonstrating significant positive socio-cultural impacts and sustainable outcomes.
We took a closer look and further celebrated these achievements, impacts and outcomes as we concluded the conference and took a collective exhalation for our Gala Dinner and Awards event, which was a night with fantastic food and beverage, great company, camaraderie, and even a little comedy, courtesy of the night’s celebrity MC, Peter Helliar, who shared how inspired he was by his experience.
For many, the bestowing of an ancient traditional welcoming ceremony and blessing given by Mandy and the Djirri Djirridancers was as much a highlight as the awards themselves, which celebrate exemplary achievements in infrastructure sustainability over a range of criteria and project phases. The awards evening celebrates the outstanding work of the award recipients, and gratefully recognises the efforts of our members and collaborators who drive so many transformational, community- and nature- positive projects which will leave a long lasting legacy of decades to come.
If you weren’t able to join us in Naarm in September, it’s our expectation that our thousand sustainable success stories from all corners of Australia and New Zealand went home, warrior-like, poised to share enthusiastically with intention and purpose in their workplaces and communities.
And if you’ve got a case of FOMO from all you’ve read and seen, and you’re keen for your moment in the spotlight… there’s always next year. Those carbon targets aren’t going anywhere!
Now, to remind you of what you were part of, and as cues for those “What was great about Connect?” conversations we suggested before, here’s just a quick flyover of the Connect 23 program with a sprinkling of highlights from a reserve of hundreds.
We kicked off Connect bright and early with our Leadership Breakfast with a deep-dive into renewable energy generation and transmission then launched into (everyone-loves!-) ISAP Day featuring presentations on topics like…
cultural advocacy in infrastructure
IS Essentials case studies from Australia and NZ
inspiring kids to become sustainability warriors
how infrastructure projects are transforming lives in remote communities, and
how goats might be the next big thing in your sustainability toolkit… to name a few.
There were panel Q&As with ISC assessors giving ISAPs the invaluable opportunity to ask the experts… anything, really. And all this before 3pm, when we set off on one of three fantastic field trips to:
We launched Conference Days 1 and 2 with engaging keynotes from the Hon Cathering King MP, Duncan Elliott and Josh Bull MP who shared inisghts into the current infrastructure pipelines. Heard from, Marcia Langton and Michael Bissell who shared their insights on indigenous engagement and inclusivity, and from David Knoff, Australian Antarctic station leader and author, whose “537 Days of Winter”, when he was stranded, as the pandemic raged around the world, was a remarkable tale of resilience, inspiration and motivation. The myriad of opportunities to learn and connect on these two core days of presentations, breakout sessions and working groups.
There were many more noteworthy sessions than we’ve touched on here, with sustainability-related topics running the gamut from AI to Zincalume and everything between, including circularity, decarbonization, nature positivity, Net Zero… and beyond. And the best part… you can find full recordings of all sessions from Connect 23, to inspire and celebrate our continued collaboration, here.
Watch our latest IS Update, recorded on October 5, 2023 and hear the latest news and updates from the ISC Team.
In the session our teams cover:
* IS v2.1 Planning tool – Patrick Hastings will provide an overview of the planning tool and its Importance
* Ratings Team – Get an update on recent Ratings and Registrations, Certifications and Assessor Principles
* Technical Update – Ty Momberg will provide details on 5 work plan focus areas in the ISC Technical work plan, IS Planning rating review, IS Digital Materials calculator, Data analytics work plan, technical working groups and Continuous improvements & tool maintenance.
* IS Essentials and Water Advisory Group – Monique Isenheim will provide an update on the IS Essentials Pilot projects and IS Water Advisory Group
* Learning and Capability – Cloda O will review what is new in Learning including Women in Sustainable Construction Leadership Mentoring, Sustainability Skills, Workplace culture and IS Planning training.
* Membership and events – Andrea Makris will provide an update on new members, membership, ways to get involved with the ISCouncil, release dates for upcoming Western Australia, New Zealand and Australia Conferences.
Watch our latest recording of the IS Information Session our IS rating tool – IS Rating Scheme, how it works and how it can be applied to measure sustainability and quadruple bottom line performance of Infrastructure Projects and Assets. During the session, We explore how the IS Ratings Work, the benefits, the pilot phase and how to join. The session will focus on the IS Essentials tool development process (based on IS v2.1 D&AB).
Speakers for our webinar include:
Monique Isenheim, Head of Market Development – Infrastructure Sustainability Council
Asim Nizam, Regional Lead, NSW – Infrastructure Sustainability Council
Tyrel Momberg, Principal Technical Advisor – Infrastructure Sustainability Council
For ISAP’s interested in watching the Base Case Webinar, click here to access the recording
“Leadership means empowering and enabling those around you through your actions, behaviors and attitudes so they can thrive and create meaningful outcomes.”
Emma Dade – Jacobs
Leadership in Infrastructure Sustainability
Emma is passionate about the role of infrastructure in delivering positive ESG outcomes and has been supporting several industry working groups in the development of the IS Rating Tool for almost a decade.
Since being appointed to her current technical leadership role two years ago, she has been working closely with clients and project teams across Australia and New Zealand, providing strategic guidance and direction on sustainability matters and working with them to define their ESG and decarbonization vision, develop roadmaps and plans capable of delivering on their aspirations, and operationalize those plans across their business and projects. She has led the development and integration of sustainability strategies and management plans for projects ranging from small cycleways to large rail upgrades with an incredibly collaborative approach that focuses on upskilling and empowering those around her to take initiative and ownership of achieving sustainability outcomes.
Within the Jacobs business Emma provides technical leadership in the areas of ESG, infrastructure sustainability and decarbonization to our project teams across the region and is a key support for operations management and sales leadership, providing them with insights into trends, practices and technologies re/shaping the industry to help Jacobs’ position and grow its technical capability.
Leadership Lessons
Emma has been a registered Infrastructure Sustainability Accredited Professional for over 8 years. Over that time, her career has evolved quickly due to a clear passion and motivation for helping clients deliver more sustainable outcomes on their projects and a strong personal drive to supporting the career development of other emerging professionals in the sustainability sector.
When asked about leadership lessons learned, Emma will tell you that embedding sustainability into organisations and projects to address the climate crisis is a complex and multifaceted process that requires a combination of technical knowledge, business nous and the ability to influence and lead change. She credits her career achievements to date to an unwavering focus on fostering strong connections with colleagues and professionals at all levels and across businesses and industry, a highly collaborative and consultative approach, and knowing when to make effective and bold decisions.
She also reflects that sustainability is no longer the domain of technical professionals alone – board members and c-suite executives are now expected to understand and take direct action on sustainability and climate risks and opportunities that impact their organisation. This makes being able to communicate clearly and confidently, particularly at an executive level, very important for leaders in this space.
Core Values
Emma has a deep-seated personal belief that the sustainability discipline can drive the mindset and economic shift required to address the climate crisis and redefine how we perceive and measure value within our society, and for her the opportunity to contribute to solving these complex problems and have tangible impact in the world around her is immensely exciting and rewarding.
In her professional life, Emma values the opportunity to collaborate and work with colleagues across a variety disciplines, skillsets and backgrounds, and to build trusted and meaning relationships with clients, teams, stakeholders and industry peers.
She also believes strongly in leveraging her skills and experience to give back to society and volunteering is a prominent part of her life outside of work. She has undertaken a number of roles for Engineers without Borders both within Australia and throughout Southeast Asia with their programs.
Content Contributor
Emma Stanley
emma.stanley@jacobs.com
Feedback
Please provide us with any feedback on the IS Rating Scheme
Just
As Sustainability Project Manager on the Sydney Central Station Metro project, Alyssa Slaney has helped to transform Australia’s busiest transport hub into a sustainability showstopper.
Through Lens of Leadership