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IS Planning Roadshow

Posted on by Reshma vallabhaneni

IS Planning

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

Download Brochure – here

Register –here 

Modern Slavery in the Infrastructure Sector

Posted on by Reshma vallabhaneni

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!

Email info@iscouncil.org for further information.
Presentation slides – here
Webinar Recording – here

Additional Question and Answers

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 IRIT, the Guidance on Reasonable Steps and other resources are available on our website here: https://dcj.nsw.gov.au/legal-and-justice/our-commissioners/anti-slavery-commissioner/due-diligence-and-reporting.html

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

 

 

Sustainability: A construction career

Posted on by Reshma vallabhaneni

Setting the scene

Just 12% 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 are well 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.

In 2023 Alyssa was named ‘Emerging Leader’ at the 2023 Infrastructure Sustainability Council Awards for her work at Sydney Central Station Metro, and as a role model and mentor to younger women.

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

  1. 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.
  2. 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.
  3. 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!”

 

 

 

Alyssa Slaney, Laing O’Rourke

 

 

 

 

 

Ratings Case Study Webinar 1

Posted on by Reshma vallabhaneni
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.

 

Access the presentation –here

Access the webinar recording –here

 

Supplier in the Spotlight – Webinar Series

Posted on by Reshma vallabhaneni

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.

Access the presentation – here

Access the webinar recording – here 

 

 

ISC Connect 2023 – Recap

Posted on by Reshma vallabhaneni

“Our decade of action for people, the planet and the economy…”

Reflections on “ISC Connect”, your Infrastructure Sustainability Council’s yearly conference, held on Naarm 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.  

Thanks, importantly, must in equal measure go to our major sponsors MRPV (MTIA), Ventia, CPB Contractors, Bluescope & Bluescope Steel, John Holland Group, Acciona, GHD, Holcim, InfraBuild, Mott McDonald, Laing O’Rourke, Gamuda, Perspektiv and WSP; as well as our many session sponsors, Gala and Awards Dinner and associated function sponsors, and to our venues, suppliers, members, partners, and friends who gave so much up front or behind-the-scenes, over the course of the event and the weeks and months prior.  

Thank you, everyone!

 

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 Djirri dancers 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.  

To see our sustainably fashionable sector at its most glamourous, click here ! 

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: 

  1. the future site of Toyota’s Hydrogen Centre,  
  2. the National Transport Research Organisation and 
  3. the Spark North East Link Project. 

 

 

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. 

And that… is a wrap!  

Click here to watch the session recordings 

We look forward to seeing you next year!      

#staytuned #iscconnect24 #savethedate 

IS Materials Calculator Update

Posted on by Reshma vallabhaneni

stEPD up: IS Materials Calculator – ‘+A1/+A2 EPD Update’ – related to new EPD Standard

The Infrastructure Sustainability Materials Calculator (IS Materials Calculator) provides a level playing field assessment tool for materials lifecycle impacts across different infrastructure projects and assets.

As stated in the ISC December 2022 article IS-Materials-Calculator-Update.pdf , the EPD standard (EN15804) underwent a major amendment (EN15804+A2) in October 2019 (from EN15804+A1), which resulted in an expanded set of environmental indicators to be reported in EPDs. See Table 1 below for an overview of the different environmental indicators.

The current IS Materials Calculator only includes results from EPDs published to the earlier standard (EN15804+A1).

  • We note that many of our members have existing EPDs published to EN15804+A1, which are well within their 5-year validity period (with the final ones to expire in February 2027).
  • The ISC needs to continue supporting these existing EPDs, and any change in the current methodology or process must take this into consideration.

Table 1: Environmental impact indicators in EN 15804 + A1 and EN 15804 + A2

EN 15804 + A1 Indicators

EN 15804 + A2 Indicators

Additional indicators

The ISC, our Sustainable Materials Technical Working Group and Tool Developers have been working hard to develop a solution to update the IS Materials Calculator to enable it to include both types of EPDs (i.e. EN15804+A1 & EN15804+A2) within a combined calculation methodology and produce a single consolidated result output, for the purposes of an IS Rating.

IS Materials Calculator – ‘+A1/+A2 EPD Update’: Proposed Solution

The proposed solution is to create a single comprehensive tool that covers both EN15804+A1 and EN15804+A2 life cycle inventory results, across both Australia and New Zealand. This plan of work will merge all four of the below tool requirements into a single tool (IS Materials Calculator – ‘+A1/+A2 EPD Update’) with a simple and user-friendly user interface:

  • Australian dataset for +A1 reporting
  • Australian dataset for +A2 reporting
  • New Zealand dataset for +A1 reporting
  • New Zealand dataset for +A2 reporting

The newly updated ISC Materials Calculator will merge all the requirements into the one tool and provide users the ability to continue to report their +A1 results, as well as meet their emerging +A2 reporting requirements.

  • Tool Developers – Michel Consulting & Enterprises; start2see
  • Program – proposed to be finalised in December 2023

Note: Digitilisation of the current IS Materials Calculator is occurring in parallel (scheduled for completion in early 2024). The intent is to firstly develop the Materials Calculator – ‘+A1/+A2 EPD update’ in excel, and then make the relevant changes in the digital tool, once it has been tested by the industry.

IS Materials Calculator – ‘+A1/+A2 EPD Update’: Tool Development Sponsors

The infrastructure sector will benefit greatly from this important update, made possible through collaboration and partnership. The ISC would like to thank the below members for stepping up and sponsoring the IS Materials Calculator – ‘+A1/+A2 EPD Update’

Major Sponsor

Associate Sponsor

Current Workarounds

As this is a considerable update, material manufacturers are advised as follows:

For ‘EPDs produced in line with EPD Australasia Standards’

  • To be added to the IS Materials Calculator, the product needs a valid EPD that includes the EN15804+A1 set of results (i.e. EPDs published to EN15804+A2 will need to also contain the EN15804+A1 results). As outlined in the IS Material Calculator Guideline &  recommended by EPD Australasia Technical Guidance (December 2020)

Note: There is no change to other requirements, i.e. the EPD Programme Operator needs to be categorised as an Established Programme Operator by ECO Platform. EPD Australasia is an Established Programme Operator through its affiliation with the International EPD System.

For ‘EPDs produced internationally by recognised third parties’

  • To be added to the IS Materials Calculator, the product needs a valid EPD that either includes the EN15804+A1 and/or the EN15804+A2 set of results. If the EPD only contains the EN15804+A2 results, the EPD owner needs to provide the EN15804+A1 results in Excel format to the ISC (to be sense checked by the ISC/ISC consultant) and written confirmation that the EN15804+A1 and +A2 results were generated together for the same product.

For ‘EPDs produced by GCCA software’ (i.e. only capable of producing +A2 results)

  • Not able to be included in the current IS Materials Calculator

Modern Slavery Impact Note – video clip

Posted on by Reshma vallabhaneni

We are pleased to announce the release of a video clip on the second edition of the IS Impact Notes: Modern Slavery. This impact note outlines how infrastructure projects can drive action – through leadership and management, sustainable procurement, materials sourcing, and workforce sustainability – to integrate an appropriate and effective modern slavery response with long-term impact. The IS Rating Scheme supports embedding modern slavery management actions, aligning with the UN SDG 5 Gender Equality, and UN SDG 8 Decent Work and Economic Growth.

Please click below to watch the video now

A responsible approach to recovery and building resilient infrastructure

Posted on by Reshma vallabhaneni

 

The Infrastructure Sustainability Council commends the New Zealand Government’s Budget commitment to advancing the nation’s infrastructure, resilience, and skills development.

The Budget emphasised immediate infrastructure investment which considers long-term resilience and climate change with $77bn earmarked for infrastructure and resilience over five years, and $6bn earmarked for cyclone recovery.

“Strategic investment across transport, energy and telecommunications as networks is welcomed with focus on both asset maintenance as well as deficits and future demand,” said Ainsley Simpson, the Council’s Chief Executive.

The new National Resilience Plan with initial funding of $6bn underpins building back better from the recent Auckland floods and Cyclone Gabrielle and strengthening infrastructure resilience for a future of more severe and unpredictable weather events.

Ms Simpson commented, “Our infrastructure is the very foundation of resilience and must support our communities withstand the next weather events which will only increase in intensity.

“This means shifting from how we have traditionally planned, designed and constructed for gradual changes, and managing critical assets and networks to be more responsive to a changing climate.

“Resourcing the recovery through Rau Paenga, the new Crown infrastructure delivery agency, is a responsible approach to ensuring delivery is supported with the capability and priority it requires.”

The Infrastructure Action Plan responds to the New Zealand Infrastructure Strategy, released late 2022. Important inclusions to be led by Te Waihanga are an infrastructure priority list, a review of the Better Business Case framework and a government approach to engagement with Iwi and Māori on infrastructure projects.

“We believe these early actions will enhance governance practices, advance broader benefits and provide economic certainty for local contractors and suppliers,” Ms Simpson said.

“The New Zealand Government’s commitment to investing in resilient infrastructure is vital to ensuring our communities can withstand and recover swiftly from future shocks and stresses. By integrating sustainability and resilience principles into infrastructure planning and design, we can build a more resilient and adaptive New Zealand for future generations.”\

The Budget extended the commitment to skills development through the Apprenticeship Boost through to the end of 2024.

“Much greater investment capability building is required to foster a skilled and knowledgeable workforce capable of delivering sustainable resilient infrastructure.

Simpson noted, “The Budget is a signal that there is urgency to address a growing skills deficit in the people that plan, design, construct, and maintain sustainable and resilient infrastructure.”

The ISC stands ready to collaborate with the New Zealand Government, infrastructure industry professionals, and other stakeholders to support the successful implementation of the Budget’s initiatives.

Simpson affirmed, “As champions of sustainable infrastructure practices, the Infrastructure Sustainability Council is committed to working closely with the Government and industry partners for effective infrastructure planning, investment and management that delivers social, cultural, environment and economic dividends across Aotearoa.”

About the Infrastructure Sustainability Council:

The Infrastructure Sustainability Council (ISC) is a purpose-led not-for-profit dedicated to promoting sustainable infrastructure practices in New Zealand and Australia. The ISCouncil administers the Infrastructure Sustainability (IS) rating scheme, mandated by delivery agencies and asset operators with approximately over $270b government-funded large infrastructure projects assuring their sustainability performance. The ISCouncil represents more than 180 government bodies, companies, and associations with a combined annual turnover of more than $50 billion to advance inclusivity, resilience and net zero in infrastructure.

Media Contact

Ainsley Simpson

Chief Executive Officer | Infrastructure Sustainability Council

E asimpson@iscouncil.org | W www.iscouncil.org

 

 

InfraBuild pioneering ecolabelled steel

Posted on by Reshma vallabhaneni

The IS Council is delighted to recognise InfraBuild for successfully gaining GECA Certification for its reinforcing bar and reinforcing mesh products, made by InfraBuild to AS/NZS 4671. InfraBuild is the first business to achieve GECA Certification to their Steel Standard.

Steel is a vital material not only for the built environment but also for vehicles, art, medicine and information technology. The unique physical properties of steel allow it to be reused or recycled without losing quality. However, like all materials, steel can pose a significant environmental, health and social burden during manufacture, use and disposal. So, GECA has developed the Steel and Steel Products standard to define sustainable performance benchmarks for steel and steel products throughout their lifecycle.

Combining the GECA Certification with InfraBuild’s existing Environmental Product Declarations (EPDs) for these products, InfraBuild is well placed to receive recognition for the sustainability attributes of its products, and to better support IS rated projects teams seeking to achieve best practice outcomes.

InfraBuild’s new Certification is noted on the GECA website, Link below

https://geca.eco/licensees/infrabuild/

Find InfraBuild products on the ISupply Directory below

Structural Steel, Reinforcing Bar and Mesh, and Rail Products – ISCouncil

Through the lens of Leadership – Patrick Ilott, Perspektiv

Posted on by Reshma vallabhaneni

Through Lens of Leadership

“Creating the conditions that allow people to thrive, make good decisions, and achieve positive outcomes for one another really gets me going. Perspektiv provides me the perfect vehicle to do this for our team and our clients”.

Patrick IIott – Perspektiv

 

Leadership in Infrastructure Sustainability

Patrick has demonstrated leadership in infrastructure sustainability through his vision and leadership in the successful establishment and operation of Perspektiv. He has over 20 years of experience in sustainability, having worked for internationally renowned consultants and contracting organisations on large infrastructure assets and projects throughout Australia and the United Kingdom.

Since 2017, Patrick has led the expansion of his team, which now comprises of 24 employees. More than 20 of these professionals are currently dedicated to IS Ratings, and over the past two years, they have successfully completed more than 30 IS Rating assessments. The team have also worked on seven IS ‘Leading’ Ratings (with a rating score of 75 points or greater).

Leadership Lessons

Patricks leadership style and values have enabled him to achieve significant success with Perspektiv. As an experienced ISAP, ISCA Verifier, and trainer, he has a wealth of knowledge and experience to share with emerging leaders. However, what sets Patrick apart is his passion for engaging and sharing with others. He believes it is critical to enable individuals to make positive contributions, admitting that he ‘much prefers training, facilitating and empowering others to do good, as opposed to doing ‘‘real work’’.

Patrick demonstrates that by being flexible, open-minded, and leveraging positive relationships, leaders can create an environment where teams can thrive and achieve great results. His approach has allowed him to cultivate a culture of trust, where everyone is encouraged to share their ideas and opinions. Patrick understands that everyone has unique talents and perspectives, and he strives to create a space where those strengths can be utilised to the fullest.

Core Values

Patrick places a high value on social and environmental responsibility, as demonstrated by Perspektiv’s certification as a B-Corp and commitment to good governance. His vision for Perspektiv; to find a better way, make a difference, and be genuine, is backed by his selfless approach that focuses on achieving beneficial outcomes for both the company and the broader community. Perspektiv donates 5% of profit before tax every year to support various social and environmental causes, reflecting Patrick’s commitment to giving back and making a positive impact on society.

In addition to Patrick’s commitment to social and environmental responsibility, he has recently made a significant move to transition Perspektiv into an employee-owned business, which not only empowers his employees but also strengthens the company’s commitment to long-term success and stability. This approach promotes a culture of shared responsibility and accountability, where every employee has a vested interest in the success of the company.

This move also aligns with Patrick’s belief in creating a more sustainable and equitable economy. He truly values his people and is committed to creating a positive work environment, that has been realised by Perspektiv becoming a preferred employer.

 

Content Contributor

Amelia Warner

amelia.warner@perspektiv.com.au

Social value in the Australian built environment

Posted on by Reshma vallabhaneni

Infrastructure supporting a better future for all

In the lead up to the 2023-24 Australian Federal Budget, why unlocking the social value of the nation’s infrastructure investment is key to creating a better future for all

WSP and ISC acknowledge that every project we work on takes place on First Peoples lands. We recognise Aboriginal and Torres Strait Islander Peoples as the first scientists and engineers and pay our respects to Elders past and present.

Modern, resilient infrastructure is vital to the success of Australia’s economy.

From transport networks to energy, water and telecommunications systems as well as health, education, public administration, housing and justice facilities – the critical infrastructure in our communities enables our country’s economic growth, fiscal prosperity and society’s quality of life.

As our economy emerges from COVID19 related shifts and against a backdrop of rising interest rates, cost of living pressures and geopolitical tensions, the importance of delivering social value from our infrastructure investment has never been greater.

Both Federal and State governments are continuing to increase their focus in this area. The National Cabinet met in April 2023 to agree A Better Future for the Federation, a national and state approach to a range of priorities that require holistic investment and planning for a thriving country.

The Australian Treasury is weaving wellbeing and social value into the Federal Budget in a ‘Measuring What Matters Statement’ due for release later this year. The Statement will go beyond macroeconomic measures to a comprehensive policy framework that also includes both social and environmental indicators and measures.

Governments and businesses are recognising a growing interest and expectations from communities, customers, the workforce and other stakeholders, in terms of organisational leadership and policy responses that speak to social responsibility.

In April 2023, WSP in partnership with the Infrastructure Sustainability Council (ISC) held several focus groups to explore social value. Our focus groups were designed to better understand social value imperatives for diverse stakeholders who play a role in shaping the built environment.

It is clear from our conversations, with social value experts and practitioners, that delivering social value requires a considered approach and appropriate investment, in order to create meaningful impact.

 

The ‘S’ in ESG matters

Environmental, Social, and Governance (ESG) considerations in the built environment have gained importance in the past decade, yet the social pillar has historically been overlooked, considered late in the day, or thought of as optional. Globally, social value is quickly becoming an agreed upon idea to bring purpose and meaning to the ‘S’ in ESG for our sector.

With changing views on the role of government and business in delivering infrastructure assets that serve the entire community, social value has become an important focus for organisations that complements or encompasses the environmental agenda.

 

What is social value?

Social value is both a concept and an approach to valuing what matters to people and communities.

It is thenon-economic benefit to society from an investment or resource, particularly the wellbeing of people and communities.

Definitions of social value highlight the importance of being able to measure and quantify social outcomes, to establish an evidence base, and to effectively demonstrate the benefits of the work an organisation is undertaking or planning to undertake.

“Understanding the relative importance that people place on changes to their wellbeing and using the insights from this to make better decisions.” (Social Value International)

“The quantification of what is of value to society including the wellbeing of its people and the environment that sustains them.” (Australian Social Value Bank)

“The wider financial and non-financial value created by an organisation through its day-to-day activities, in terms of the wellbeing of the communities, social capital created and regeneration of the environment.” (Social Value Portal)

Measuring What Matters

In Australia’s 2022-23 Federal Budget, the Treasurer outlined the government’s intention to prioritise people’s wellbeing in its 2023-24 Budget by launching the Measuring What Matters initiative.

For the first time the government will base its priorities on a more comprehensive analysis of societal wellbeing outcomes beyond traditional macroeconomic measures.

The Measuring What Matters initiative highlights the importance of using a broader set of metrics, that incorporate social and environmental outcomes, to better understand community wellbeing and support informed policy making.

Five broad themes have emerged from the phase one consultation, for consideration in a national wellbeing or social value framework:

  1. Prosperous – A growing, productive and resilient economy
  2. Inclusive – A society that shares opportunities and enables people to fully participate
  3. Sustainable – A natural environment that is valued and sustainably managed in the face of a changing climate for current and future generations
  4. Cohesive – A safe and cohesive society that celebrates culture and encourages participation
  5. Healthy – A society in which people feel well and are in good physical and mental health now and into the future

The phase two consultation is now underway, seeking feedback on the draft themes, to further support the Measuring What Matters Statement due for release later in 2023.

Key to shaping great places for Australian communities, the infrastructure sector is quickly recognising the importance of incorporating broader measures of success into projects, portfolios, and strategies. But how do we define value, what does success look like, and how do we measure progress?

 

About our research

Focus group research conducted by WSP and the Infrastructure Sustainability Council (ISC) has demonstrated varying levels of maturity in the approach to social value being implemented across organisations in the infrastructure sector. While some are at the start of their social value journey, others are making a significant impact and demonstrating strong leadership in their approach to delivery and measurement of social outcomes, and in turn, social value.

We found several emerging themes from these focus groups that will be important areas for the Measuring What Matters Statement:

Authenticity – Rather than an approach that encourages proponents to achieve a minimum requirement, stakeholders commented on the opportunity that exists in Australia to reward creative and authentic approaches to achieving social value. A realistic approach is needed, acknowledging potential challenges and competing demands. Place-based, Country-centred and community building approaches are integral to realise opportunities to create social value through projects and programs, that are relevant and appropriate for their specific context.

Transparency and a standard approach – It was clear that a shared definition of social value is required. And that clear guidance on how to deliver and measure social value is critical, to achieve practical cut through. A flexible framework or guideline would allow healthy competition, recognition, tracking, and accountability. The success of a similar approach in the United Kingdom, with both the Public Services (Social Value) Act and the BS 8950 Social Value Guide, demonstrates the value of standardisation. Clear and realistic indicators, allowing for place-based and contextual value, are key to success and can be scaled to develop sectoral frameworks.

Competing demands – Participants commented on the challenges associated with progressing the social agenda within their organisations and in the wider community, stressing the importance of balancing competing demands in social value decision-making across the infrastructure landscape. They identified three areas that require balancing: business and community, long and short term, and individual versus collective benefits.

Building a business case – There is not one way of generating social value, but many. While some organisations may regard a mandate for social value as an impost, it’s clear that others see it as an opportunity. An opportunity to differentiate themselves in the market, to grow their customer base through values alignment, and to create positive impact for people and communities at the same time as they continue to generate strong commercial outcomes. Importantly, opportunities to support the realisation of social value do not need to cost more. Rather, taking the time to consider and co-design pathways to meaningful social value creation has the potential to add value to all stakeholders – including businesses and their workforces.

WSP and the ISC are encouraged by the government’s development of the Measuring What Matters Statement and their consultations with community and business as an important step in a national conversation. We look forward to release of the Statement and encourage the government’s consultation with industry as a key mechanism to delivering on wellbeing indicators that improve the wellbeing of communities across Australia.

Prioritising social value is crucial for achieving a sustainable and socially responsible future. WSP and the ISC are continuing industry research to deliver insights on making social value tangible for the infrastructure sector.

To find out more about the research we are undertaking or to get involved and give your thoughts please get in touch.

Lucy Greig

National Executive, Social Strategy and Outcomes, WSP

Lucy.Greig@wsp.com

Carolyn Gibbs

Partnerships Manager, Infrastructure Sustainability Council

Carolyn.Gibbs@iscouncil.org

Sarah Morris

Head of Strategic Campaigns and Partnerships, WSP

Sarah.Morris@wsp.com