Month: October 2023

CPB and ACCIONA Joint Venture (CPBACCJV) secured the Bulk Earthworks Contract (BEC) for the Western Sydney International (Nancy-Bird Walton) Airport (WSI), marking it the largest civil earth moving project in Australia. Given its magnitude, CPBACCJV embraced strategies that addressed crucial industry and community concerns, with a particular emphasis on Indigenous engagement and reconciliation.

The WSI site holds immense Aboriginal cultural significance for the Dharug People. Recognising the importance of the landscape, its history, and heritage values, the project sought to preserve and enhance these aspects through collaboration with the First Nations Community.

The project established Reconciliation Action Plan (RAP) as a guiding framework, assisting the team to implement several key initiatives, including:

1. Employment and Education:

• Indigenous Workforce and Contracts: To bridge the employment gap, strong workforce targets were established and embedded in procurement contracts. Ongoing tracking and reporting of Indigenous workforce participation ensured targets were exceeded. Indigenous-owned and operated businesses were prioritised in procurement processes.
• Indigenous Career Days: The project facilitated numerous career events for young Indigenous Australians, offering mentoring, leadership opportunities and cultural activities. The aim was to support their educational journey and successful transition into further study, training, or meaningful employment.

2. Cultural Enrichment:

• Archaeological Investigation and Salvage: Prior to commencing major earthworks, an extensive Aboriginal heritage salvage operation was conducted.
• Celebratory Events: The project team celebrated NAIDOC Week, Reconciliation Week, and other significant Aboriginal events, fostering respect for First Nations cultures and histories. Smoking ceremonies and similar events were also held throughout the project’s duration. Events were always interactive to maximise engagement.
• WSI Geoglyph: In collaboration with the local Aboriginal land council, CPBACCJV established a temporary geoglyph as a tribute to National Reconciliation Week and the launch of the WSI RAP. The geoglyph, inspired by artwork from local Indigenous artist Rhonda Sampson, depicted white kangaroo tracks moving forwards and backwards, symbolizing the importance of understanding shared history and to forge a future together.
• Acknowledgment of Country and Cultural Awareness: The project team made authentic and genuine Acknowledgments of Country, conducting cultural awareness sessions to educate staff about the significance of Acknowledgment of Country and Welcome to Country protocols. Audio-visual acknowledgments were incorporated into inductions, meetings, and presentations. Acknowledgment of Country signage, featuring the RAP artwork, was displayed around the CPBACCJV office compound and entrances.
• Cultural Awareness Training: Regular inductions and accredited training sessions aimed to cultivate increased respect and understanding towards First Nations peoples, their culture, history, knowledge, and rights. A yarning circle was established as a safe open space for these discussions.

3. Collaboration with First Nations People:

• Ongoing consultation with key Aboriginal stakeholders ensured the preservation of significant cultural values on the site. Collaborating with First Nations people is crucial in creating a future site that respected the region’s rich Aboriginal heritage and the findings of the archaeological program.

Through these initiatives, CPBACCJV demonstrated an industry leading commitment to Indigenous engagement, reconciliation, and cultural preservation, setting a positive example within the industry and fostering meaningful relationships with the local community and First Nations peoples.

The WSI RAP was established to support national reconciliation and address inequality through the project’s organisational structures and diverse spheres of influence. The RAP will have a lasting positive impact on the cultural heritage of the airport site and the stories of the Country, people, and place.

One of the key outcomes of the project’s Indigenous engagement and reconciliation program has been the creation of opportunities for First Nations people and businesses in the Western Sydney community and beyond. This has led to more positive socioeconomic outcomes, particularly in the areas of employment and education.

The project has made significant progress in Indigenous workforce and contracts. 4.7% of the workforce for the BEC package identified as Indigenous, surpassing the national Indigenous population percentage of 3.2%. Moreover, 12.03% of BEC contracts (19 contracts) were awarded to Indigenous businesses, twelve times the national average for Indigenous business participation which is less than 1%.

To inspire and guide First Nations students in their career choices, two Indigenous Career Days were facilitated, showcasing various job opportunities available to individuals with secondary education or specific tertiary qualifications. The events received positive feedback from Indigenous students who expressed their newfound interest and career aspirations.

“First of all, I wasn’t interested in machinery… but now I’m here I wanna be part of this project” Samuel Griffith, Indigenous student.

“You don’t have to get a university degree, you can just go straight into the trades and work your way up through hard work” Genevieve Brodie, Indigenous Student.

Indigenous community leaders such as Dean Widders (an Indigenous former NRL player and coach) were engaged to help facilitate the events to further engage and inspire attending students.

Coverage of these events by 9 News further raised awareness about career possibilities within the construction industry among a wider Indigenous audience.

Cultural enrichment has been a significant focus of the project, with events like NAIDOC Week and Reconciliation Week incorporating First Nations guest speakers, catering with traditional foods and interactive cultural activities. These activities, including dances, smoking ceremonies, artwork, fire making, ochre harvesting and spear throwing, have engaged attendees and fostered a deeper understanding and respect for First Nations culture. The project has shared its approach to celebrating cultural events with other industry projects, encouraging them to enhance their participation in events like NAIDOC Week.

A highlight of the project’s cultural enrichment efforts is the engagement of Rhonda Sampson, a Kamilaroi artist, to create a contemporary Aboriginal artwork for the project. The artwork, which represents the journey of developing Sydney’s new airport and the project’s reconciliation journey, has been incorporated into various mediums such as uniforms, geoglyphs, and signage. This investment in a project-specific Indigenous artwork has strengthened the partnership with the local Indigenous community, promoted respect for Aboriginal culture, and conveyed the message of reconciliation. The geoglyph was featured in a news segment by 9 News, reaching a wider audience.

Archaeological investigation and salvage have played a crucial role in preserving Indigenous culture and heritage. The project conducted a comprehensive archaeological program, resulting in the recovery and analysis of 38,922 artifacts. The program involved 134 Aboriginal field officers representing various stakeholder groups, creating job opportunities while shedding light on the past Aboriginal occupation of the area. The findings provided a greater understanding of the area’s Aboriginal landscape use and its significance as a focal point for cultural exchange and movement over time. These findings have been shared through a salvage and interpretation report, educational tools such as digital displays at the airports experience centre, a showcase of artifacts, community information sessions and internal workshops.

Ongoing consultation and collaboration with First Nations people has lead to the protection and preservation of several culturally significant finds from the archaeological program. This has included protection of culturally significant topsoil, grinding grooves, and a scar tree. Consultation is ongoing to determine the permanent keeping place for the 38,922 artefacts.

In conclusion, through establishing a RAP framework, the project have made significant impacts promoting reconciliation, creating opportunities, and preserving Indigenous culture and heritage. The project’s Indigenous engagement efforts have resulted in positive socioeconomic outcomes, educational initiatives, cultural enrichment activities, and archaeological investigation that has enhanced understanding and appreciation of Aboriginal history and culture across Western Sydney.

Australia’s First Nations people are the primary beneficiaries from the CPBACCJV Indigenous engagement and reconciliation programs. A discussion on each of the key initiatives and how First Nations people and others benefit is described below.

Indigenous Workforce and Contracts: The unemployment rate for Indigenous Australians is 3.8 times the rate for non‑Indigenous Australians (19% compared with 5%, respectively). The project has established Indigenous workforce and subcontract engagement goals to help close this gap:

• Overall workforce who identify as Indigenous on BEC = 4.7%. Whereas the overall population who identify as Indigenous = 3.2%.
• BEC Contracts awarded to Indigenous businesses = 12.03% (19 contracts). Whereas Indigenous business nation wide is less than 1%.

Indigenous Career days: The two Indigenous career events aimed to encourage and inspire approximately 50 First Nations students to find career opportunities that are the right fit for them. A key focus of the event was to showcase a variety of jobs and pathways that are available to those with secondary education and others where specific tertiary education would be required. Showcasing a range of opportunities that can be entered after completing a variety of educational levels assists Aboriginal people set and achieve realistic or aspirational career goals.

Celebratory Events: CPBACCJV celebrated significant Aboriginal events such as NAIDOC Week throughout the life of the project. Celebrating such events helps build wider community respect for First Nations cultures.

WSI Indigenous artwork, geoglyph and signage: Investing in the project specific Indigenous artwork created a positive commercial partnership with a local Indigenous artist. The artwork itself has been used to help celebrate and in turn create respect for Aboriginal culture.

Cultural Awareness training: Cultural learning sessions were rolled out to grow value and respect for First Nations, increase understanding, and provide recognition of the contribution of First Nations peoples and cultures, histories, knowledge and rights.

Archaeological Investigation and Salvage: The archaeological salvage excavation fieldwork was undertaken with registered Aboriginal stakeholders. 134 individual Aboriginal field officers representing the various registered stakeholder groups were involved in the salvage excavation activities. Not only do salvage programs create job opportunities, but they also play a significant role in retaining Indigenous culture and heritage and reveal past communities’ way of life. “I think that’s really important to show not only the younger generations, but also everyone else these tools to get to know a little bit more about us and our culture,” said Aboriginal Field Officer James Davis.

The work of CPBACCJV in the Western Sydney Airport project has left a significant legacy and made contributions to the United Nations Sustainable Development Goals (SDGs), particularly in the areas of Indigenous engagement, reconciliation, and cultural preservation. Here are the key aspects of the legacy and UN SDG contributions:

1. Indigenous Workforce and Contracts: By establishing strong workforce targets and embedding them in procurement contracts, CPBACCJV has made significant progress in closing the employment gap for Indigenous Australians. This initiative aligns with SDG 8 (Decent Work and Economic Growth) by promoting inclusive employment practices and reducing inequalities in the workforce. The work will leave a legacy in this space through the connections made between the Indigenous Community and greater construction industry.
2. Indigenous Career Days: The project’s career events for young Indigenous Australians have provided work experience, mentoring, and leadership opportunities. By supporting their educational journey and successful transition into further study, training, or meaningful employment, CPBACCJV has contributed to SDG 4 (Quality Education) by promoting equal access to education and vocational training. This legacy promotes empowerment and equips Indigenous youth with the necessary skills and opportunities to thrive in their educational pursuits and future careers, ultimately creating a more inclusive and equitable society.
3. Cultural Enrichment: Through various initiatives such as archaeological investigation and salvage, celebratory events, educational cultural activities and the WSI geoglyph, CPBACCJV has fostered a deeper understanding and respect for First Nations cultures and histories. This commitment aligns with SDG 11 (Sustainable Cities and Communities) by promoting inclusive, safe, resilient, and sustainable communities that value cultural heritage.
4. Collaboration with First Nations People: The ongoing consultation with key Aboriginal stakeholders and collaboration during the project has ensured the preservation of significant cultural values on the airport site. This aligns with SDG 16 (Peace, Justice, and Strong Institutions) by promoting inclusive decision-making processes and fostering partnerships for sustainable development. The legacy of these efforts is a society that values and celebrates the diverse traditions, histories, and contributions of First Nations peoples, ultimately fostering a more harmonious and culturally rich environment.
5. Reconciliation Action Plan (RAP): WSI’s establishment of a comprehensive RAP demonstrates the project’s commitment and nationwide movement towards national reconciliation and addressing inequality. The 78 deliverables identified for implementation in the RAP aim to have a lasting positive impact on the cultural heritage of the airport site and wider community, contributing to SDG 10 (Reduced Inequalities) by promoting social, economic, and political inclusion.
6. Positive Socioeconomic Outcomes: The project’s initiatives have created opportunities for First Nations people and businesses, leading to positive socioeconomic outcomes, particularly in the areas of employment and education. This aligns with SDG 1 (No Poverty) and SDG 8 (Decent Work and Economic Growth) by promoting poverty reduction, inclusive economic growth, and sustainable livelihoods.

Overall, the lasting legacy of the CPBACCJV at the WSI project will be one of Indigenous empowerment, cultural preservation, and reconciliation. Its impact will extend beyond the construction phase, leaving a positive and enduring imprint on the local community, the construction industry, and the relationship between Indigenous and non-Indigenous Australians. The efforts align with several UN SDGs, particularly those related to reducing inequalities, promoting inclusive communities, providing quality education, and fostering sustainable economic growth.

It is crucial for infrastructure projects to integrate with the local community as this fosters a sense of
cohesion and promotes sustainable development. The project recognised this importance and
adopted a proactive approach to social excellence by integrating with the local community and
identifying opportunities to leave a positive legacy within the region. By engaging with local
stakeholders, the project team identified key issues in the local community where they could
contribute and develop solutions to address these challenges.

In collaboration with the Traditional Owners, namely Gimuy Walubara Yadinji and Dulabed
Malanbarra Yadinji, E2G has identified and protected nine Indigenous memorial sites, a sacred tree,
15 stone artifacts, and three heritage camp sites previously unknown to the local Traditional Owner
groups and enhanced heritage values through various initiatives. These include enabling the future
development of legacy areas, hosting cultural events, infrastructure naming, protecting heritage
trees, and co-designing artwork installations with local Traditional Owners. More than 2653 people
have received cultural heritage inductions from the Traditional Owners educating them on the rich
cultural heritage of the area. The project has also engaged local Indigenous artists and schools in the
development of both its logo and additional artwork incorporated into reward and recognition
prizes to foster interest in the local cultural heritage.

The project supported local businesses, social enterprises, and Indigenous businesses by maximizing
spending through multi-criteria decision making with a 45% non-priced criteria weighting. 79.6% of
the total contract value was spent within the local zone that covered around 125km, and 4.5% with
Indigenous-owned businesses, contributing to the local economy and growth for Indigenous
communities. E2G specifically aimed to upskill smaller operators who may not have been exposed to
a construction project of this scale or complexity.

E2G’s training and upskilling efforts aimed to create sustainable employment by developing both the
project employees and the wider community. The targets for New Entrant Development (137% of
total target for apprentices and trainees) and Workforce Upskilling Development (335% of total
target, total training hours) were exceeded, with 64% of these hours upskilling Aboriginal and Torres
Strait Islander people. The project received the Large Employer of the Year award at the 2023
Queensland Training Awards (FNQ Region).

E2G also partnered with local schools and Gordonvale Clontarf Academy. Site visits, mock interviews,
wellness and positive attitude training and mentorship programs provided students with exposure
to construction sites, workplace health and safety, machinery operation, and potential job
opportunities resulting in several young men being employed on the project. E2G also raised money
to construct a camping trailer for Gordonvale Clontarf Academy, supporting their work in providing
experiences for young Aboriginal and Torres Strait Islander people and developing them for life after
school.

E2G’s approach is evident in its support of the local community, preserving cultural heritage and
collaborating with local traditional owners, schools, and various stakeholders and has created an
environment of pride, charitable giving, and support for educational programs. This comprehensive
approach resulted in meaningful and lasting benefits for all stakeholders involved.

The E2G project has excelled in supporting local businesses, preserving cultural heritage, training
and upskilling the workforce, rewarding and recognising employees, and working with local schools.
These outcomes have been shared through various channels, such as project open days, displays at
the Babinda Harvest Festival and Gordonvale Sugar Solstice Community Fair, social media posts,
education material in the project visitor centre, and industry and community site tours ensuring
maximum impact and long-lasting benefits for all stakeholders.

The project supported local businesses, social enterprises, and Indigenous businesses by maximizing
local and Indigenous spending through multi-criteria decision making with a 45% non-priced criteria
weighting. Within the local zone, 79.6% of the total contract value was spent and 4.5% of this with
Indigenous-owned businesses, contributing to the local economy and growth for Indigenous
communities.

E2G actively engaged with the Traditional Owners, achieving significant outcomes in preserving and
celebrating cultural heritage. These include:

1. Identification and preservation of heritage sites ̶ engagement with the Traditional Owners
   identified, protected and preserved nine Indigenous memorial sites, a sacred tree, 15 stone
   artifacts, and three heritage camp sites previously unknown to the local Traditional Owner
   groups. With the support of the Traditional Owners, E2G has preserved all nine sites with
   two relocated to preserve sensitive cultural practices.
2. Archaeological Discoveries ̶ the project’s archaeological processes with the Traditional
   Owners and Griffith University revealed human remains found on-site were over 600 years
   old, and one of the sites belonged to a Yadinji King. These findings have enriched the
   understanding of the area’s cultural history and deepened the connection between the
   project and the traditional owners.
3. Legacy Heritage Areas ̶ E2G is currently working with the Traditional Owners and the
   Department of Transport and Main Roads (TMR) to develop legacy heritage areas within
   the project’s footprint, ensuring the long-lasting preservation and recognition of the
   region’s Indigenous heritage.
4. Cultural Celebrations and Events ̶ the project hosted various ceremonies and events, such
   as a Traditional Smoking Ceremony, Welcome to Country and National Reconciliation Week
   and NAIDOC Week annually, to foster a greater appreciation for the local heritage and to
   share these outcomes with the broader community. E2G has also supported the
   Gordonvale Indigenous Rugby League Carnival two years in a row by providing prize money
   for the successful teams.
5. Heritage Trees and Infrastructure naming ̶ the project has protected and retained
   heritage trees on the site and named 10 pieces of infrastructure to reflect the local
   identities and rich Indigenous culture. This was achieved through a public submission
   process that provided names and stories, including five in the local Aboriginal dialect
   Yidinji and five acknowledging well-regarded local historic identities.
6. Artwork and History Storylines ̶ the under construction shared cycleway features artwork
   and history storylines co-designed with the local Traditional Owners. Each artwork piece
   represents a story from the local elders, showcasing a rich heritage and fostering a deeper
   connection with the community.
7. Cultural Heritage induction ̶ over 2653 people were inducted on site with cultural heritage
   inductions presented by the local Traditional Owners. This induction has provided
   education on the heritage values of the Edmonton and Gordonvale area, promoting greater
   understanding and respect for the region’s Indigenous cultural significance.

Training and upskilling

The project surpassed targeted KPIs for apprentices and traineeships (137% of the Target –
123,452 hours) and Workforce Upskilling Development (335% of the Target – 229,632 hours).
Aboriginal and Torres Strait Islander people comprised 64% of the total workforce skills
development training hours. The project received the Large Employer of the Year award at the 2023 Queensland Training Awards (FNQ Region)

Reward and Recognition

This project collaborated with local Indigenous artists and schools for the development of its
artwork and incorporated these elements into the project’s Reward and Recognition prizes. The
weekly Manager’s Award, Budjial, fosters a sense of pride, and the reward and recognition process
included a project donation to local charities of the winner’s choice.

Working with local schools

The project engaged with local schools, organising site visits, career conversations, mock interviews,
wellness and positive attitude training, and mentorship programs. The project also raised funds to
help buy Gordonvale Clontarf Academy’s camping trailer, contributing to the students’
development and readiness for life after school.

The E2G project has benefited various groups within the local community through its initiatives,
innovations, and approaches. These groups include local businesses, social enterprises, Indigenous
businesses, Traditional Owners of the area, students from local schools, and the project workforce.

By focusing on targeted local community spend, the E2G project has supported local businesses and
Indigenous-owned enterprises. This approach has contributed to the local economy, fostering
economic growth and job opportunities in the region. E2G specifically aimed to upskill smaller
operators who may not have been exposed to construction of this scale or complexity before,
enabling several operators to invest back into their business and create more capability within the
region.

In terms of cultural heritage, the E2G project has collaborated closely with the Traditional Owners,
namely Gimuy Walubara Yadinji and the Dulabed Malanbarra Yadinji. Through this collaboration
the project has identified and preserved an Indigenous site, a sacred tree, artifacts, and
archaeological heritage camp sites previously unknown to the local Traditional Owner groups. The
project is currently working with the Traditional Owners to further develop legacy heritage areas,
enhancing, and preserving the cultural heritage value of the area for future generations.

The E2G project has also placed a strong emphasis on training and upskilling the workforce, with a
focus on developing both project employees and the wider E2G community. This approach has
resulted in new entrant development achieving 137% of the target and workforce upskilling
development achieving 335% of the target. Importantly, 19% of the total workforce identifies as
Aboriginal and Torres Strait Islander people, significantly surpassing the 5% target.

Local schools have benefited from the E2G project’s partnership and commitment to local
education. School site visits provide students with exposure to construction sites, workplace health
and safety, machinery operation, and in several cases employment on the project. The project’s
collaboration with the Gordonvale Clontarf Academy has helped improve education, discipline, life
skills, self- esteem, and employment prospects for young Aboriginal and Torres Strait Islander
people.

The E2G project’s initiatives have made a lasting impact on the local community, benefiting a diverse
range of stakeholder groups, including Indigenous people and the project workforce. Through its
focus on local community spend, cultural heritage preservation, training and upskilling, and
partnerships with local schools, the E2G project has demonstrated excellence in social outcomes,
and contributed to the well-being of the local community.

The E2G project has benefited the local community, leaving a lasting legacy and contributing to the
United Nations Sustainable Development Goals (UN SDGs) through its focus on local community
spend, cultural heritage, training and upskilling, and partnerships with local schools.

SDG 4 ̶ Quality education
The E2G project has partnered with local schools, such as Bentley Park College (BPC) and Djarragun
College, to provide students with exposure to construction sites, workplace health and safety,
machinery operation, and potential job opportunities. In collaboration with BPC, the project hosted
a site visit for Year 11 building and construction students in 2022 with the site visit so successful
another is being looked at for 2023. The project also supported the Gordonvale Clontarf Academy,
an organisation aimed at improving the lives of young Aboriginal and Torres Strait Islander men by
leading career conversations, mentoring students, conducting mock interviews, wellness training, and
raising $4500 to construct a camping trailer to support their education program.

SDG 8 ̶ Decent work and economic growth
The E2G project prioritized local and Indigenous community spend, with 79.6% of the total contract
value spent within the local zone covering around 125km and 4.5% of total contract value spent on
Indigenous-owned businesses. By focusing on training and upskilling both project employees and the
wider e2g community, the project exceeded its targets for new entrant development (137%) and
workforce upskilling development (335%). additionally, 19% of the total workforce identifies as
Aboriginal and Torres Strait Islander people, surpassing the 5% target.

SDG 11 ̶ Sustainable cities and communities
The E2G project has collaborated closely with Traditional Owners of the area, such as Gimuy
Walubara Yadinji, Dulabed Malanbarra Yadinji, and Wanyurr-Majay Yidinji, to foster strong working
relationships and protect cultural heritage. The project identified and preserved nine Indigenous
site, a sacred tree, 15 stone artifacts, and three heritage camp sites previously unknown to the
local Traditional Owner groups. The project also supported the development of two future
memorial sites located at Stoney Creek and Wrights Creek.

During the COVID-19 pandemic, the project team took extra precautions to facilitate essential
meetings with elders, ensuring the planning for the exhumation of ancestral remains at Stoney
Creek could continue safely. This included hosting socially distanced meetings with individual
workstations, sanitizing measures, and providing masks.

The E2G project has integrated cultural heritage into various aspects of its delivery, such as hosting
traditional smoking ceremonies, celebrating events like National Reconciliation Week and NAIDOC
Week, and protecting heritage trees. The project has also named delivered infrastructure to reflect
the local Edmonton and Gordonvale areas rich Indigenous culture and involved local traditional
owners in the co-design of artwork installations along the active transport shared paths.

The project’s reward and recognition process is culturally sensitive, engaging local artists and
incorporating artwork that represents the local community. The E2G turtle logo, created by a 9-
year-old student from Djarragun College, is the project logo and is the foundation of the weekly
Manager’s Award, while donations from the project are made to local charities on behalf of the
winners.

The E2G project has made a significant contribution to the local community by supporting local
businesses, preserving cultural heritage, and fostering long-lasting relationships with Traditional
Owners. Through its focus on training and upskilling, the project has promoted economic growth and
increased employment opportunities for the community. These initiatives have had a measurable
and enduring impact on the local community, specific stakeholder groups, Indigenous people, and
the project workforce, demonstrating excellence in social outcomes and aligning with the United
Nations Sustainable Development Goals.

The North East Link Program (NELP) has adopted a comprehensive approach to incentivise and drive positive social outcomes. This submission describes two initiatives that have promoted excellence in social outcomes, i) the Wurundjeri Partnership, ii) and ii) the North East Community Fund.

i) Wurundjeri Woi-wurrung Partnership

In 2018, for the first time, in recognition of their inherent custodianship of Wurundjeri Country, Wurundjeri Woi-wurrung Cultural Heritage Aboriginal Corporation was been invited to participate directly with the Victorian Government on what will be the largest road infrastructure project in Victoria’s history and the largest ever undertaken on Wurundjeri Country.

NELP has implemented a program-wide design philosophy and approach that seeks to recognise, protect and promote indigenous cultural heritage values. To achieve this, the project has engaged in a multi layered partnership approach with the Wurundjeri Woi-wurrung Cultural Heritage Aboriginal Corporation (the Wurundjeri Woi-wurrung) which:
• Facilitates active participation in the development and planning of the project
• Enables Wurundjeri to have an informed voice when providing comment on parts of the project
• Represents the interests of the Wurundjeri Woi-wurrung as the Traditional Owners of the land
• Supports the protection and enhancement of Wurundjeri traditional knowledge and values

The collaborative process and involvement of the Wurundjeri Woi-wurrung has created the opportunity to meaningfully contribute to the project’s Environment Effects Statement, Urban Design Strategy, Cultural Heritage Management Plan, and cultural values mapping exercises. Indigenous design themes developed and being implemented with Wurundjeri Elders have formed the basis of the overall design vision for the project.

ii) North East Community Fund
The North East Community Fund is a $10 million grants and partnership program providing funding to improve community connectedness and cohesiveness during construction and operation of NELP. It also seeks to enhance community participation and access to local programs and services.

Funding is available to local not-for-profit organisations and community groups to support, grow and enhance communities in Melbourne’s northern and eastern suburbs.

The fund will be available throughout the construction of North East Link until project completion and the program will prioritise its support to those most impacted.

i) Wurundjeri Woi-wurrung Partnership

The outcomes of collaborating with the Wurundjeri are captured and shared in various planning and approval documents such as the NELP Urban Design Strategy, Cultural Heritage Management Plan, Environmental Effects Statement, Cultural Values Assessment, Wurundjeri Themes, and Aboriginal Cultural Heritage Report.

Wurundjeri have worked in collaboration with NELP on the development of its Urban Design Strategy (UDS) and on the identification of cultural themes which will be ‘brought to life’ through the various stages of the project. This represents an exciting opportunity to share precious Wurundjeri knowledge and culture and to allow shared histories to be told through design. Structurally embedding recognised Traditional Owners in both the governance and lifecycle of projects supports two-way learning and is delivering richer outcomes for partners and the broader community.

During the engagement process with the Wurundjeri, fifteen cultural themes were identified, some of these included:
• Art and interpretation
• Ceremony
• Story telling
• Indigenous architecture
• Country and natural resources

With the support of an indigenous architect to help translate Traditional Owner characteristics language, history and identified themes into project design.

These include:
• Project designs include a newly developed Cultural Landscape Precinct which will embed indigenous authenticity into the design and re-naturalise the previously degraded landscape. These new wetlands with paths and trails along the Yarra River (Birrarung) in Bulleen will re-establish a significant cultural landscape for the Wurundjeri Woi wurrung people and create an indigenous knowledge sharing precinct for Melbourne (see figure B below).
• Ventilation structures at Simpson Barracks (figure C) and the Yarra Link green bridge in Bulleen have taken inspiration from the fluid forms of Wurundjeri Woi-wurrung eel traps.
• Traditional Owners were also engaged throughout the design and construction of Bulleen Park and Ride. Opened in April 2023, Bulleen Park and Ride incorporates local indigenous plants along its green roof to better blend in with the existing landscape (figure D).

ii) Community fund
In 2022, a total of 52 projects were awarded more than $1.8 million in grants for projects to support the local community as part of the inaugural round of the North East Community Fund. Recipients included Watsonia Tennis Club to support accessibility upgrades (see figure E), Yarraleen Preschool in Bulleen for native garden planting, Banyule Toy Library in Rosanna, and funding to numerous sports clubs and schools for various projects including tree planting, supporting school fetes and new sports equipment and uniforms.

In addition to the community fund, twenty schools, kindergartens and early learning centres closest to tunnelling works were also gifted vouchers to support more green spaces. As part of the Greener North East program, Yarra View and Bushland Flora Nursery provided the vouchers for trees, plants and supplies. The nursery is Australia’s leading social enterprise nursery, employing 135 staff, including 85 adults living with a disability.

i) Wurundjeri Woi-wurrung Partnership
The project’s Traditional Owners, the Wurundjeri, and the NELP project team both benefitted from partnering with each other during project design phase and developing NELP strategies and processes. As the NEL project will stretch over and beneath Wurundjeri Country, and will nilim nugal-nganjinu bik (significantly impact Country), this partnership ensured a respectful and genuine process was adopted to embed indigenous knowledge and values into the project.

The partnership also fostered better relationships between indigenous groups, state agencies and construction partners. Stronger relationships between these groups will encourage positive Traditional Owner participation and contribution on future infrastructure projects.

Through the use of indigenous planting, signage and markers, as well as asset design and shape, NELP will enhance Traditional Owner benefits, as well as enhancing the project’s social and cultural resilience through carrying forward the wisdom and traditions of indigenous people.

ii) Community Fund
The Community Fund has already benefited numerous local community members spanning school children to sports players, through provision of funding to not-for-profits and community organisations near North East Link construction. The North East Community Fund allows organisations to focus on delivering valued services to community members. Without the support from the North East Community Fund, many of the initiatives and projects underway would have gone unfunded, and the many social benefits unfulfilled. Figure G shows Yarraleen preschool students exploring their new nursery.

NELP seeks to create a lasting legacy for both transport users and people who live and work in the north-east. This legacy will be realised through the construction and operation of North East Link where actions are already being taken now to minimise disruptions and create lasting social value to Traditional Owners and the north east community.

With an operational life of 100 years, the decisions made during the design and planning phases of North East Link will influence not only the completed project but will also help shape Melbourne’s ongoing understanding and integration of indigenous values and knowledge into contemporary culture. The project’s partnership with the Wurundjeri has seen the intrinsic connection between land and indigenous people acknowledged and implemented in design and planning, and in final project delivery via the Bulleen Park and Ride completed in 2023.

The NEL Community Fund will provide a lasting legacy to in-need community groups through the provision of ongoing social outcomes; such as accessibility enhancements, provision of green spaces, as well as building social connections and physical health benefits through better access to sport and recreation activities.

The UN Sustainable Development Goals (SDG) were developed in recognition that the elements underpinning sustainable development and functioning societies are all interlinked, with the 17 SDGs serving as a blueprint for countries to work towards. The discussed NEL initiatives proudly align to the following SDGs:

o SDG 10 – Reduced inequality
ii) The Community Fund is helping to reduce inequality by providing support to not-for-profit organisations who assist vulnerable or disadvantaged groups, including people with a disability and from lower socio-economic backgrounds.

o SDG 8 – Decent work and economic growth
i) The partnership with the Wurundjeri called upon the services of the Corporation to participate and be involved in project planning and design which fosters inclusion and economic growth for indigenous services and skills.

o SDG 11 – Sustainable Cities and Communities
i) The partnership with the Wurundjeri supports the SDG sub-target 11.4 to “strengthen efforts to protect and safeguard the world’s cultural and natural heritage”.
ii) Sustainable cities and communities are underpinned by strong social cohesion and resilience, where all members of society can feel valued and participate in day-to-day activities. The North East Community Fund provides important social outcomes and expands the ability of disadvantaged and underprivileged groups to participate and feel valued in society, helping to build social cohesion and resilience in our city and local communities.

The Rail Infrastructure Alliance (RIA) is a Rail Projects Victoria (RPV) package of works for the Metro Tunnel Project delivered as part of the Rail Network Alliance (RNA). RIA has achieved remarkable sustainability outcomes, which have been reinforced by its recent Infrastructure Sustainability Council (ISC) design certification score of 86.21. RIA, comprising of RPV, John Holland, CPB Contractors, AECOM and Metro Trains Melbourne (MTM), has remained committed to integrating economic growth, environmental resilience, and social progress as balanced priorities into its decision-making at every level of the Metro Tunnel Project.

In 2018-2019, RPV rolled out a Sustainability Management Plan and Sustainability Policy with the strategic vision to catalyse innovation and achieve remarkable results. RPV’s governance framework is the foundation of RIA’s Sustainability Strategy (the Strategy), which has been integral to the project team’s achievements by encouraging a triple-bottom-line approach to all aspects of key decision-making. The Strategy targets innovations to continually improve future generations of rail infrastructure projects while connecting communities in the healthiest, most sustainable way possible. Through the application of an ISC rating and a strong governance regime, RIA has embedded sustainability in key project interfaces to successfully deliver new initiatives and innovations.

The strength of RIA’s governance is highlighted in the project’s ability to incorporate an additional works package – Sunbury Line Upgrade (SLU) – into the initial base scope to support the day-one operation of the Metro Tunnel. The significant increase in the geographical scope introduced different materiality and sustainability aspects to the project. As such, RIA has demonstrated its ability to adapt to changing environments and embrace emerging opportunities to implement sustainability initiatives. RIA has demonstrated its ability to continually adapt to changes in the environments in which it operates, identifying constantly emerging sustainability opportunities to be implemented.

Underpinned by a robust governance model, RIA’s high-performing team has achieved outstanding sustainability outcomes such as ecological enhancements within the challenging confines of a brownfield operational rail line, and implementing sustainability innovations such as Non-Destructive Digging (NDD) Treatment Facility and Foreign Object Debris System (FODS) track out control matting. The project’s ability to foster sustainable decision-making is also shown through examples such as the strategic placement of compensatory flood storage away from the Newell’s paddock ecologically sensitive site.

Using the ISC rating tool and leveraging the strength and expertise of an interdisciplinary alliance, RIA has been able to address emerging priorities to drive industry-leading sustainability outcomes, while informing the broader rail infrastructure projects of the rail industry’s ability to be a ‘green’ industry by effectively embedding sustainability initiatives. RIA is excited at the prospect of continuing to transfer lessons learnt to raise the industry sustainability benchmarks and drive change, ensuring a legacy for present and future generations for a more liveable Victoria – environmentally, socially, and economically.

As the foundation of RIA’s governance approach, the ISC rating scheme has enabled strong outcomes for the project, as shown by:

Successful identification and implementation of innovations to reduce construction impacts such as an NDD treatment facility and FODS track-out control matting
A triple-bottom-line approach in decision-making during the design phase as seen in the compensatory flood storage location from Newell’s Paddock, to avoid impacts to ecologically sensitive area
*Improving biodiversity through the development and adoption of an Ecological Enhancement Program.

NDD Treatment Facility

RIA successfully implemented an Environment Protection Authority (EPA) endorsed NDD Treatment Facility within project land. In the context of rail, the process of using an EPA exemption process for an NDD slurry is a Victorian first. RIA has saved approximately $3.00 for every KL used from the facility while actively diverting spoil and Prescribed Industrial Waste (PIW) from landfill. Alongside the beneficial reuse of PIW, the establishment of the NDD facility had also led to:

Reduced turnaround times and carbon emissions for the NDD trucks travelling from the rail corridor to the facility (compared to using non-project facilities)
Shorter rail occupations reducing impacts on the community
*Non-potable water from the facility being reused onsite for dust suppression and filling of water barriers on project land

RIA has conducted knowledge-sharing sessions and presentations at multiple sustainability forums hosted by John Holland and CPB to educate other major projects pursuing an innovative process to sustainably manage NDD slurry.

FODs Track Out Control Matting

FODs track-out control matting has been trialed in the project’s Eastern Portal to sustainably transform the way that track-outs are managed in Australia. With value engineering front of mind, RIA introduced the innovation to reduce environmental impacts, such as the generation of dust and sedimentation runoff, and in turn, lowering the cost of keeping the adjacent public area maintained. Embedding this innovation in the decision-making process led to notable findings including:

Instant savings of approximately $1,200 following the installation of FODs
A reduction in water used compared to traditional street sweepers

As the first project to successfully install, trial and use FODS in Australia, RIA worked collaboratively with the supplier to ensure knowledge-sharing sessions for the wider industry, enabling other construction projects to benefit from FODS, as shown by its implementation on major rail and road projects as part of Victoria’s Big Build.

Newell’s Paddock

Sustainable decision-making is regarded as the utmost priority and RIA ensured significant decisions were made based on triple-bottom-line governance. The placement of compensatory flood storage was a key decision that avoided impacts on ecologically sensitive public open space within the project land during the detailed design phase. An ecology assessment of the project land verified three Ecological Vegetation Classes (EVCs) including a remnant patch of vegetation in Newell’s Paddock Wetland Reserve, home to the Subtropical and Temperate Coastal Saltmarsh, which met the Environment Protection and Biodiversity Conservation Act 1999 listed threatened ecological community. With the strong uptake of sustainability-minded multi-criteria analysis (MCA), the compensatory storage had been relocated from Newell’s Paddock to a suitable rail embankment at 1-39 Hobsons Road. By embedding sustainability principles in MCA, RIA has been able to effectively communicate the ecological value of Newell’s Paddock, demonstrating continued improvements in governance and adherence to the triple-bottom-line approach.

Ecological Enhancement Program

Where possible, RIA has strived to reverse the effects of the transport industry’s intensified land use, by introducing an innovative enhancement program focusing on increasing habitat connectivity and restoring ecological balance. In doing so, RIA has contributed to a voluntary net ecological gain, without the need for a biodiversity offset scheme, through the creation and enhancement of over three hectares of critically endangered native grasslands (Plains Grassland Ecological Vegetation Class). RIA’s program for achieving significant ecological contribution had been pivotal to maintaining ecosystem function within the bioregion and is transferrable across other major infrastructure projects. Given its local and regional context, the project demonstrates what can be achieved in the rail industry, and more broadly, in the construction of linear transport infrastructure. The success of RIA’s Ecological Enhancement Program is displayed as a case study in a previous edition of the ISC Impact Report to support the industry in delivering best-practice environmental outcomes.

The beneficiaries of RIA’s governance framework are its project stakeholders, including asset owners and communities. Stakeholders receive the benefits of continual learning, improvements, and planning. In the context of rail infrastructure, RIA is paving the way for broader rail infrastructure projects to adopt value engineering by implementing sustainable waste treatment practices as shown in the application of a NDD facility from the Level Crossing Removal Project’s Southern Program Alliance.

Driven by RIA’s ISC certification scheme, leveraging rating guidelines has provided a valuable resource to measure success, including benefits to the environment within the constraints of an operational railway. By using the ISC tools as a performance measure, RIA has demonstrated a more than 30% enhancement of ecological values within RIA project land. RIA’s works present a case study of successful outcomes benefiting from the ISC framework as demonstrated by the project team:

Pursuing protection, enhancement, and connectivity of ecological values (under Eco-1 and Eco-2).
Strong application of Crime Prevention through Environment Design principles (under Hea-2)
*Identifying and interpreting local heritage values (under Her-1);

The workforce also benefitted through the integration of sustainability into key disciplines including design, procurement, and delivery. This included planning for strategic sustainable procurement by implementing an MCA process, which considers environmental, social, and economic aspects to inform effective key decision-making. The MCA accommodated the implementation of sustainability in design and procurement decisions. The approach allows for alternative models of procurement such as innovative technologies and recyclable materials including FODS track-out control matting. The benefits of the MCA process are also shown by the sustainable outcomes achieved for Newell’s Paddock design change.

Beneficiaries of RIA’s forward-thinking decision-making extend to the wider community through RIA’s incorporation of Indigenous artwork in design. This resulted in enhancing the cultural, historical, and social heritage of the local area through the inclusion of two Indigenous centrepieces into the urban design, celebrating the Traditional Owners by supporting the creative expression of their story via public artworks. The incorporation of Indigenous-design principles through collaboration with First Nations people highlights the rail industry’s ability to drive inclusive sustainable cities and communities.

RIA’s Strategy, developed in conjunction with RPV’s overarching Sustainability Management Plan and Sustainability Policy, alongside the ISC rating tools and guides has provided RIA with a systematic approach to overcome multiple complex challenges that exist in the field of sustainability. RIA’s sustainability vision has been adopted from RPV’s legacy to ‘connect communities in the healthiest, most sustainable way possible for a more liveable Victoria – environmentally, socially and economically.’ From a governance perspective, this sustainability vision aligns with four of the United Nations Sustainable Development Goals (SDGs) as discussed below:

SDG 9: ‘Industry, Innovation and Infrastructure’. RIA’s governance approach aligns with SDG 9 by delivering resilient infrastructure and implementing several innovative technologies to reduce the environmental impact of the project, consistently targeting innovations as shown by the application of NDD’s treatment facility and FODS track-out control matting.

SDG 11: ‘Sustainable Cities and Communities’. With a strong focus on improving access to safe, inclusive, and accessible transport to enhance connection across Melbourne, the project is directly addressing SDG 11. RIA acknowledges an essential part of the Australian community, including First Nations peoples and practices, and the significance of integrating culturally significant Indigenous artworks into urban spaces. The project team demonstrated leadership in reconciliation by engaging with First Nations communities to incorporate their history into rail infrastructure, creating places embedded with rich meaning and culture.

SDG 12: ‘Responsible Production and Consumption’. RIA has a major focus on reducing waste generation through recycling and reuse of materials consistent with SDG 12. Implementing circular economy principles is prevalent in RIA’s design as the first application of the Recycled First Plan on a rail project. The success of strategic sustainable resource management through the NDD facility encourages the broader rail industry to prioritise the application of innovative waste and water treatment and diversion of PIW from landfill.

SDG 15: ‘Life on Land’. RIA’s governance approach has been tied to SDG 15, contributing to protecting biodiversity and natural habitats by taking significant action to enhance grasslands and protect critically endangered and threatened species within the project land. Using the Ecological Enhancement Program, the project achieves a combined improvement in ecological value (extent) and habitat connectivity within and near the project area compared to pre-construction.

RIA also ensures sustainability knowledge and innovations are communicated to key project interfaces so that new benchmarks become standard practice across the industry. In September 2022, RIA hosted over 100 delegates as part of the ecologiQ inaugural Greener Infrastructure Conference aimed at inspiring infrastructure leaders with thought-provoking design and the use of greener choices throughout the project. RIA’s governance regime has strengthened positive outcomes for the community, the environment, and the rail industry at large, assisting in driving greater innovation in the future of rail.

Through strong governance, RIA has demonstrated significant improvements in rail infrastructure projects by integrating sustainability into key decision-making processes, driving positive change, and delivering holistic, long-term benefits. RIA’s success highlights the potential for future projects to achieve a balance of social, economic, and environmental outcomes across Melbourne’s rail network for linear brownfield transport projects.

The South Eastern Program Alliance (SEPA), has been committed to its overarching sustainability strategy and framework since its establishment in 2019. In 2022, we expanded on this strategy by integrating sustainability principles across the whole lifecycle of our projects. To ensure comprehensive coverage, the 2022 Strategy focused on three key initiatives: Net Zero, Circular Economy, and Project Sustain. These initiatives addressed various aspects, ranging from design and procurement to construction and operation.

To implement our sustainability strategy, we employed a strategic and collaborative approach. We worked closely with our parent organisations, aligning with their sustainability policies and objectives. Additionally, we collaborated with industry partners to achieve exemplary outcomes for the industry as a whole.

Internally, we fostered a sustainable culture within SEPA through the “Zero Carbon Culture” initiative. This involved regular updates and knowledge-sharing sessions with the entire SEPA team. The initiative’s objective is to raise awareness and strengthen capabilities among the team, ensuring that sustainability considerations were ingrained throughout our operations and our people are empowered to embrace this culture. By engaging our people early in the design phase, we maximised our ability to influence and incorporate Net Zero principles into our projects.

Externally, we developed enablers to support our sustainability goals. We embedded preferred carbon options into our contracts and collaborated with supply chain partners to establish net zero protocols. This ensured that sustainability considerations were woven into our construction projects and promoted the adoption of sustainable practices throughout the industry.

We embraced the principles of the circular economy, aiming to reduce waste by reusing resources and extending their lifespan. We successfully reused crushed rock and reduced non-destructive digging waste across our alliance. Furthermore, we utilised products containing recycled plastics, such as e-mesh concrete, reconnophalt, and polyrock, to minimise waste.

Under our “Project Sustain” pillar, we engaged Vinsi Partners, Sustainability specialists in the field, to provide expert advice on the maximum allowable supplementary cementitious material content for each application at SEPA. Their advice covered the carbon and durability benefits, and management methods to mitigate potential drawbacks. This valuable advice was documented in SEPA’s first durability Tender Advice Notice.

Furthermore, we facilitated knowledge sharing sessions with Vinsi Partners, and SEPA’s design and delivery teams during our annual sustainability month. This provided an opportunity to explain the “why” and “how” behind our sustainability initiatives and foster an open exchange of ideas.

To address the challenges associated with supplying high supplementary cementitious material concrete to SEPA projects, we engaged concrete suppliers before project award. These proactive discussions led to increased budgets for low-carbon concrete, and we even secured a commitment from a supplier to upgrade their plant silos to supply triple blend concrete mixes to SEPA.

Moreover, SEPA leveraged its position to coordinate with the Department of Transport and Planning and Metro Trains Melbourne to obtain their approval for the use of concrete that exceeded the supplementary cementitious material limits, provided it met other testing requirements.

Our commitment to achieving Net Zero construction by 2025 has been a driving force behind our pursuit of innovations in the low-carbon construction space. We have implemented various measures, including the use of electric trucks on the Union Road and Mont Albert Road level crossing removal project and hybrid generators on the Cranbourne line upgrade.

On the Hallam level crossing removal project, we reduced emissions by 43 per cent over the lifecycle of the Project as compared to the Base Case for the Project. The operational savings were realised through a 55.5 per cent reduction due to solar photovoltaic panel use and efficient thermal envelope and efficient lighting. We saved 99.6 per cent of our Scope 2 emissions in the construction phase from use of a GreenPower plan combined with a grid connection and semi-permanent grid-connected construction lighting in place of diesel generated light towers.

Additionally, solar-powered site offices and cribs have been established on a number of our projects. These initiatives have significantly reduced our carbon footprint and exemplify our dedication to achieving Net Zero goals.

To ensure consistent implementation of sustainable practices, we now have a decarbonisation checklist in place for projects. This checklist serves as a comprehensive guide, enabling our teams to identify and incorporate low-carbon solutions into their construction processes. We also collaborated with Select Plant Hire to develop a building specification checklist for temporary cribs and offices, further promoting sustainable practices across our projects.

Recognising the importance of carbon offsets in achieving Net Zero, we priced carbon offsets into a number of our projects in delivery, ensuring that net zero construction can be achieved.

Our accomplishments in achieving Net Zero outcomes, particularly on the Hallam level crossing removal project, were shared through an article on the Infrastructure Sustainability Council website. This platform allowed us to showcase our sustainable practices and inspire others in the industry. Additionally, we disseminated information about our achievements through the Sustainability Joint Coordination Committee, which includes all other Level Crossing Removal Project alliances. This collaborative platform enabled us to share our experiences, lessons learned, and best practices with industry partners, fostering knowledge exchange and promoting sustainable construction across the board.

Under Project Sustain, we collaborated with Keller and Holcim and the result was realised through the development of a ground-breaking piling mix with 70 percent supplementary cementitious material content which is 55 per cent higher than the Level Crossing Removal Project’s business-as-usual mix. This resulted in a significant reduction in embodied carbon. This low-carbon piling mix was successfully approved by the Department of Transport and Planning and implemented on the Union Road and Mont Albert Road level crossing removal project, and we plan to use this mix in all future South Eastern Program Alliance projects.

Considering the significant amount of piling in our projects, we are looking to the next three upcoming South Eastern Program Alliance projects where approximately half of all concrete used will be attributed to piling. By using the low carbon-mix on these upcoming projects, we’ll prevent around 4000 tonnes of CO2 from entering the atmosphere. While there may be program constraints related to slower strength development, we have collaborated with delivery engineers to program the piling to meet our low-carbon commitment. This approach ensures that more than 90 per cent of piling mixes can utilise the low-carbon mix, maximising its impact.

To share the outcomes of the Project Sustain initiative, the South Eastern Program Alliance representatives presented our low-carbon concrete solution within Laing O’Rourke, which led to an article in Create Magazine. The team also presented at the Level Crossing Removal Project Sustainability Joint Coordination Committee, comprising all five alliances. Outside of this, representatives also presented to the Materials and Embodied Carbon Leaders’ Alliance. These platforms provided a valuable forum for sharing our innovative approach and discussing its potential for broader implementation. Through our engagement with these networks, we are actively monitoring the adoption of low-carbon concrete solutions not only in Victoria but also throughout Australia. By monitoring, measuring, reporting, and re-baselining our progress, we strive for continuous improvement and further advancement in sustainable construction practices.

Our commitment to sustainability goes beyond achieving environmental goals; it encompasses empowering our team, fostering collaboration with supply chain partners, and sharing knowledge within the industry. Through our approach, a wide range of stakeholders have benefited, contributing to the overall advancement of sustainable practices.

The core of our initiative lies in educating and empowering our wider South Eastern Program Alliance team. By implementing our sustainability strategy and in creating a platform for it to take on its own life across the Alliance, we ensured that every member of our team was well-versed in the principles and practices of sustainable construction. Touch points were established throughout the year to foster communication, provide updates on progress, and allow for knowledge sharing. This approach not only elevated the level of awareness and understanding within our team but also enabled them to actively contribute to the sustainable outcomes of our projects. The team’s education and empowerment have been instrumental in driving sustainable practices forward and instilling a culture of sustainability within the South Eastern Program Alliance.

We recognise the importance of collaboration with our supply chain partners in achieving sustainable construction goals. Through early engagement processes, we have forged strong relationships and worked together to develop the best solutions. Our approach has allowed us to identify and integrate sustainable practices into our projects from the earliest stages, optimising environmental outcomes. By involving supply chain partners in our sustainability initiatives, we have not only improved the overall sustainability performance of our projects but also fostered a sense of shared responsibility and commitment to sustainable practices throughout the supply chain.

Our commitment to sharing information and promoting sustainable practices extends beyond the South Eastern Program Alliance. Across the broader Level Crossing Removal Program we have actively shared knowledge and progress related to piling mixes and other sustainable construction initiatives, ultimately contributing to the collective advancement of sustainable practices.

By sharing our sustainability innovations through the Infrastructure Sustainability Council we have achieved “Leading” As Built ratings of 76 for the Hallam level crossing removal project, 90 for the Cranbourne line upgrade and a Design rating of 93 for the Union Road and Mont Albert Road level crossing removal project.

The true legacy of our sustainable construction strategy lies in the upskilling and empowerment of our team members, suppliers, and external stakeholders. By implementing our sustainability strategy, we have created a culture of exemplar sustainable practice across the South Eastern Program Alliance, ensuring that every individual is equipped with the knowledge and tools to make informed decisions that contribute to our sustainability goals. This legacy will continue to drive sustainable practices and initiatives, not only within the South Eastern Program Alliance but also throughout the broader industry.

The South Eastern Program Alliance’s sustainable construction strategy has made significant contributions to several UN SDGs, demonstrating our commitment to sustainability.

• Good Health and Wellbeing: Implementing Net Zero construction practices has allowed us to reduce reliance on diesel, resulting in cleaner air and improved health for our workforce and the communities in which we operate. By prioritising sustainable solutions, we contribute to creating healthier environments for all stakeholders involved in our projects.

• Affordable and Clean Energy: As leaders in the Net Zero construction space, we prioritise renewable construction solutions. By embracing clean energy technologies and practices, we not only reduce our carbon footprint but also promote their adoption, leading to economies of scale and making clean energy more affordable for the industry as a whole.

• Industry, Innovation, and Infrastructure: the South Eastern Program Alliance’s sustainability strategy provides robust governance and implementation plans that encourage innovative approaches to sustainable construction throughout the project lifecycle. By fostering collaboration and innovation, we contribute to advancing industry practices and driving positive change within the construction industry.

• Sustainable Cities and Communities: All Level Crossing Removal Projects aim to provide sustainable solutions for the communities they serve. By developing and implementing a sustainability strategy within our long-term program of works, we ensure the adoption of strategies such as Net Zero construction and low-carbon concrete as business-as-usual practices. This commitment contributes to the creation of sustainable cities and communities.

• Climate Action: Our sustainability strategy provides a concise framework for reducing scope 1, 2, and 3 emissions, directly addressing the urgent need for climate action. By setting clear targets and implementing measures to mitigate carbon emissions, we actively contribute to combating climate change and fostering a more sustainable future.

EastLink WA’s planning and development approach embodies a holistic sustainability vision, to achieve social-economic benefits for the community. To realise this vision, the Integrated Project Team (IPT) developed an industry-leading Decision-Making Framework to guide decisions throughout the project. The Framework prescribes various levels of decision-making involvement and governance depending on the magnitude of the decision.

EastLink WA is the largest planning and development project undertaken by Main Roads, encompassing planning for over 80km of road infrastructure over a three-year period. In a project of this scale, sustainability can easily be sidelined or addressed too late in the process. The IPT recognised that decision-making during initial stages of design offers the greatest potential to influence project outcomes and took the opportunity to integrate sustainability considerations from the outset, through the Decision-Making Framework.

The IPT was committed to implementing not only the best technical options in project planning, but to develop options based on a robust understanding of their environmental and social context. To integrate sustainability considerations effectively, the IPT aligned with the design team’s processes and timeframes and addressed key decision-making challenges associated with planning projects, including the evolving nature of information and need to consider multiple factors in decision-making, and decision-making documentation for future review.

The Framework addressed these challenges and ensured consistent consideration of social, environmental, urban design, economic, and sustainable solutions. This framework is based on a six-step process for developing and selecting preferred design options. The steps include problem identification and definition, and options identification, assessment, and testing.

Tools adapted from the Main Roads Multi-Criteria Assessment template for planning phase decisions were used to guide options assessment through rapid assessment of criteria across equal weighted technical, economic, environmental, and social aspects. The decision-making tool also included whole-life considerations when they were deemed important differentiators for the options.

The EastLink WA Decision-Making Framework clearly outlines involvement of stakeholders at different stages of the governance process in developing, assessing, and making decisions on preferred design options. To prioritise decision-making, the framework categorised decisions into three levels of significance: level one (minor), level two (medium), and level three (significant). Depending on the significance level, input and involvement from the broader team, Main Roads WA, and external stakeholders, were sought accordingly.

A robust governance sign-off process was also applied via the Framework, with more significant decisions brought to the Project Advisory Group or Steering Committee for endorsement, dependent on level of significance.

The Framework was developed based on the collective experience of the IPT and Main Roads across various planning and development projects. To generate buy-in for implementation of the Framework in the project, the IPT’s sustainability team drafted and tested the Framework with the design team on some early project decisions. An internal workshop with IPT discipline leads was conducted to reflect on lessons learned and refine the Framework for further application.

For transparency and guidance in future project stages, decisions have been recorded and maintained in a dedicated EastLink WA project decision-making register, outlining who the ultimate decision-maker was.

The Decision-Making Framework aimed to provide guidance throughout the project, considering all relevant aspects – including technical, social, environmental, and economic factors – across the project lifecycle. As a result, decision-makers have greater clarity on preferred options, and the documentation enables effective review of decisions, if necessary, in future project phases.

The Framework streamlined the decision-making process for the IPT by clarifying the necessity, significance, and scope of decisions, involving relevant specialists, and minimising the risk of future re-work. It efficiently manages and documents sustainability-related risks throughout the project lifecycle.

EastLink WA has achieved a range of outcomes from applying the Framework. Three notable alignment decisions that achieved positive outcomes are outlined below.

Susannah Brook (environmental benefits)
The IPT explored two options for the road alignment in proximity to heritage-listed Susannah Brook. Previous planning impacted approximately 2km of a tributary of the brook and did not allow for required service road connections to meet bushfire requirements.

Despite land-use planning constraints in the area, the IPT developed an alternative solution that shifted the alignment south. The solution minimised impacts to Susannah Brook by retaining ~1.4km of the existing tributary, avoiding waterway diversion. The remaining impacted section will be designed as a “living stream”. This design modification has led to positive outcomes from environmental, waterways and Aboriginal Heritage perspectives.

Bakers Hill (social/environmental benefits)
The originally proposed alignment identified in previous planning would have resulted in several significant impacts in proximity to Bakers Hill, including impacts to the Kep Track, a local trail of important social value, residential properties and dwellings, local access and connectivity, and remnant vegetation. Many of these impacts were identified through consultation with local landowners and wider stakeholders, including LGAs.

The IPT considered two alternative alignment options to reduce identified impacts and address stakeholder concerns. Following the project’s six-step option development and selection process, a preferred option was developed.

While the option developed and agreed upon as the preferred alignment was found to be more resource and cost intensive, it delivered a range of social and environmental benefits which addressed many of the stakeholder concerns, including:
• Significantly reduced clearing of remnant vegetation (~3ha).
• Avoiding impacts to ~7.5km Kep Track between Chitty Road and Clackline.
• Reducing impacts to an Aboriginal heritage site.
• Improving network efficiency by creating two-way access for properties north of the Perth Adelaide National Highway (PANH).
• Improving safety by reducing the number of intersections and local trips on PANH.

Altone Road (social – urban design benefits)
The grade separation of Reid Highway and Altone Road in the metropolitan section of the project is adjacent to and provides access to residential areas. Previous planning included Altone Road passing over Reid Highway. Design development of the Altone Road interchange identified several design and constructability outcomes that could be improved by reconfiguring the interchange so that Reid Highway passed over Altone Road.

Considering multi-disciplinary input from the IPT, the merits of the two options were assessed. The decision to update planning to reconfigure the interchange to include Reid Highway passing over Altone Road was based on several community amenity advantages, including:
• Significantly reduced utilities impacts and improved potential to stage any future upgrade requirements.
• Likely allowing Altone Road to remain open and connected during construction.
• Limiting visual impacts for adjacent residents by having the nearby local roads on the ground.
• Retaining connectivity for local roads and path connections.

Positive outcomes associated with the use of the EastLink WA Decision-Making Framework have been shared in several forums including the ISC WA Symposium (April 2023) and at the Office of Major Transport Infrastructure Delivery (OMTID) quarterly industry knowledge share session (May 2023) . These sessions included industry representatives from government departments, consultancy and construction firms.

Two members of the IPT presented a 90-minute session on ‘Integrating Sustainability into Project Level Decision Making’ as part of the Institute of Public Works Engineering Australia’s (IPWEA) Professional Development Week in December 2022. The accompanying teaching paper outlined general examples from several projects and integrated several lessons learned from EastLink WA.

EastLink WA’s use and sharing of the Decision-Making Framework has led to beneficial industry outcomes by challenging the wider industry through sharing examples, experiences and lessons learned.

Planning and development decisions have the potential for long-lasting implications across the project lifecycle. The development and adoption of the EastLink WA Decision-Making Framework has provided a range of benefits to stakeholders, including:
• The EastLink WA IPT, who have benefited from efficiencies created through the streamlined decision-making process and learnings gleaned from the Framework’s application that can be applied to future projects.
• Main Roads WA, who have benefited from optimised project outcomes from strong sustainability integration and clear decision-making that builds a robust foundation for future project phases. Project outcomes have been enhanced by the framework’s creation of a streamlined platform that has allowed IPT discipline leads to apply their technical skills collaboratively to identify multiple options for consideration and assessment. Significant learnings have also been gained from EastLink WA’s approach to sustainability that can be applied to enhance outcomes on future planning and development projects.
• Community and directly affected landowners, who have benefited from the project’s emphasis on stakeholder engagement and strong systems and processes for capturing and considering stakeholder feedback and input within the Decision-Making Framework. A consistent community and stakeholder engagement program provided a platform for community and landowners to share their insights and feedback for consideration in design development and remain updated on the project’s progress. As a result, the design reflects a number of positive outcomes for directly impacted landowners – and from a broader environmental, social, economic and urban design perspective – where feedback has been considered and effectively integrated into the Ultimate Design.
• Wider industry, who have benefited from the IPT sharing knowledge based on the EastLink WA approach and governance frameworks. EastLink WA sets a benchmark for other planning and development projects and highlights integrative and innovative approaches to enhance project outcomes.

Fundamental to the IPT’s approach to design development is considering long-term needs to create more sustainable and resilient infrastructure. The development, application, and improvement of the Decision-Making Framework has resulted in the creation of significant legacies, including:

Transferable experience: The project team have gained valuable experience applying the Framework, which can be used on future projects. Although a new practice for many team members at the start of the project, as the project progressed, the design team proactively sought input from environment, stakeholder, sustainability, and urban design managers as a standard practice. The success of the Framework has also led to its informal sharing within several other Main Roads WA projects and can be applied to all future Main Roads planning projects.

Integrated environmental and stakeholder benefits: The project design now incorporates and prioritises environmental and stakeholder considerations, which will carry forward into future phases, creating a lasting legacy. By addressing potential impacts early in the planning phase, many adverse impacts have successfully been avoided or mitigated. This early action benefits not only the environment and the community, but also reduces reputational risks, risks associated with approvals, and potentially lowers the cost of impact management.

The project implemented a systematic approach that provides benefits to the community, minimises impacts on Aboriginal heritage sites, reduces clearing of remnant vegetation, improves connectivity, and provides clarity on decision-making processes.

Drawing from this project experience (and previous projects), the IPT presented a 90-minute masterclass and teaching paper on ‘Integrating Sustainability into Project Level Decision-Making’ to the Institute of Public Works Engineering Australia (IPWEA). The IPT’s decision-making approach and knowledge sharing contribute to responsive, inclusive, participatory and representative decision-making at all levels, as per SDG 16 (Peace, Justice and Strong Institutions).

For SDG 16 target 16.7, the framework guided the process and documentation throughout the project, facilitating the consideration and integration of social, environmental, and economic factors. A lessons learned workshop with IPT discipline leads encouraged co-design of the project’s processes and tools.

The project contributed to SDG 9 (Industry, Innovation and Infrastructure), specifically target 9.1, to develop quality, reliable, sustainable, and resilient infrastructure, as well as providing redundancy for surrounding links on the network. Planning and development for EastLink WA seeks to provide a safer, more efficient route between Perth and Northam for freight and road users by providing a high standard, fit for purpose, alignment. It encompasses planning for the first section of the Perth-Adelaide National Highway, a transborder freight corridor with strategic state importance. The planning has also incorporated a climate change risk assessment process, leading to robust resilience outcomes. Design decisions prioritised reducing service impacts, visual impacts, and maintaining and improving connectivity with infrastructure that will meet WA’s future freight needs.

The project contributed towards SDG 11 (Sustainable Cities and Communities), including targets 11.2 (safe, affordable, accessible and sustainable transport systems), 11.4 (cultural and natural heritage), 11.A (support economic/social/environmental links between urban, peri-urban and rural areas) and 11.B (integrated policies and plans). The Decision-Making Framework resulted in design development that enhances safety, accessibility, and a sustainable transport system. This includes reducing intersections, improving network efficiency, and creating two-way access for residential properties. The project has supported positive economic, social and environmental links evidenced by opportunities identified to retain and protect the Kep Track, a local trail which traverses these landscapes and is of significant social value. The framework enabled evaluation of options to protect and retain the ‘living stream’ and adopted an updated road alignment to reduce the impact on the Susannah Brook tributary. The preferred alignment option selected at Bakers Hill also reduces impacts to an Aboriginal heritage site.

Governance and leadership played a pivotal role in the design and delivery of the M4-M5 Link Tunnels (the Project) delivered by the ACCIONA, Samsung and Bouygues Construction Australia Joint Venture (ASBJV) in partnership with Transurban and Transport for NSW. The Project commenced in 2018 and opened to traffic in early 2023, with 7.5km motorway accommodating four new lanes of traffic in each direction and connecting the M4 Tunnels with the M8 Tunnels – forming the 33 km long WestConnex Motorway.

The Project’s success is characterised by a transformation in Governance that led to key outcomes and influenced the development of a targeted Sustainability strategy, diversity and inclusion, risk and opportunity management, sustainable procurement and ensured integrated decision-making across delivery functions.

Overcoming Boundaries and Achieving Integration:

At Project inception, the Senior Leadership Team (SLT) established a strong foundation of shared values detailed in a comprehensive Governance Plan. This unified approach ensured the diverse sustainability objectives of parent companies merged seamlessly into a single Sustainability Policy. This approach influenced significant decision making and ensure collaboration with community and supply chain.

This shift towards integrated Governance challenged the 2018 Business as Usual (traditional) approach to design and construction of road tunnels, resulting in sustainability requirements incorporated as contractual compliance obligations which enabled the delivery of numerous sustainability outcomes.
At project completion the positive cultural shift was characterized by a team that embraced a shared vision, allowing the project to surpass traditional boundaries of engineering, environmental responsibility and social awareness leaving a net positive legacy for all involved on the project.

• Aboriginal Participation – Connecting to Country:
  The SLT recognised the opportunity to include meaningful engagement of Aboriginal businesses in delivery of the Project, inclusive of ‘story telling’ of local First People’s culture through inclusion of public art. The Governance Plan set out the framework for delivering the project in a culturally sensitive manner, resulting in the development of an Aboriginal Participation Plan, implemented and overseen by a dedicated Aboriginal Participation Manager.
• Workforce Empowerment – Diversion and Inclusion:
  In 2018, the team recognised the need to improve diversity and female participation in leadership and traditional construction roles in the industry and identified as an area for intervention. The team implemented a bespoke Diversity and Inclusion Policy, overseen by female leaders in the SLT. Numerous training programs for both professional and unskilled candidates were rolled out, including a dedicated ‘Women in Construction’ support network to facilitate information and opportunities regarding career progression and professional development.
• Lean Construction, Construction Fatigue and the Tunnel Production Line
  Construction fatigue amongst local community was a major concern for the SLT, as the Project was sandwiched between two completed WestConnex projects. Using the Governance Plan as a framework to address this social issue, the Project made the decision to accelerate construction program by implementing the Tunnel Production Line (TPL) methodology, enabling civil, mechanical and electrical fit-outs to follow the tunnel face. Although common in tunnel boring machine construction (internationally), the TPL method was an Australian first for a mined tunnel (using roadheaders).

The Project’s Governance Plan established robust Sustainability Contractual Targets (CT), inclusive of Aboriginal Participation and Workforce Diversity. The establishment of ambitious policies, procedures and management plans were supported by the SLT, all of whom had ongoing governance and oversight of the progress of the CTs and identify risk and opportunities.

• Aboriginal Participation – Connecting to Country:
  The Project set new standards in Aboriginal engagement and connection to country. The Governance Plan committed all members of the SLT to complete Cultural Immersion Training – this action emphasized the significance of identifying and selecting local Aboriginal owned suppliers over and above contractual requirements. Importantly, the impacts of including targeted spend across the Supply Chain resulted in the investment of $65 million across Aboriginal participation. This was above the contractual target of $32 million and established as a result of the robust targets through the Project’s Governance Plan.

The Project’s crowning achievement was the integration of an iconic Aboriginal artwork, ‘Movement of Shells, Movement of Time,’ adorning the Campbell Road Ventilation Facility. This was a collaborative enterprise between the local Aboriginal elders Aunty Esme Timbery and her daughter Marilyn Russell of the Bidjigal nation, facilitated through the SLT’s Governance approach (including the urban design team from CM+).

The artwork references the tradition of shellwork, handed down from mother to daughter over many generations and connects the past with present and future generations. The location of the artwork is highly visible for all motorists entering the tunnel at St Peters, and visible from the air given its location under the flight path of Sydney Airport. welcoming new arrivals.

• Workforce Empowerment – Diversion and Inclusion:
  The Diversity and Inclusion Policy, including the ‘Women in construction’ programs initiated through the SLT, was considered a success. The project welcomed many first-time female staff and workforce into construction; this is additionally significant in the male dominated tunnelling industry which is considered one of the most challenging work environments and safety settings in construction. Statistics on female participation were reported each month and progress reviewed by the SLT.

The ‘Women in construction’ mentoring program oversaw the professional development and career progression of many women. As the project reached its final phases, the first-time female staff and workforce were supported and encourage to continue their careers in construction. Positions were identified on existing and future projects to promote female retention within the industry.

Importantly, the Project is proud to have had the largest female workforce on a tunnelling project in New South Wales, with an overall female participation of 7.6%. During peak production, the Project reported women in blue collar roles of 10%, women in white collar roles of 24%, and women in leadership roles of 15%.

• Construction Fatigue – Tunnel Production Line (TPL):
  The strong leadership culture and governance framework established at the project’s outset played a pivotal role in achieving success. With meticulous planning, streamlined processes, and agile decision-making, the team navigated complex challenges, ensuring the project’s efficient progress.

The successful completion of the Project, ten weeks ahead of schedule and within budget, stands as a testament to effective project governance and unwavering dedication. This step change reduced traffic disruption and returned access to local residents and significantly reduced construction fatigue.

Additional, the TPL methodology had a significant impact on reducing energy consumption, by minimising requirements for temporary tunnel ventilation, lighting and vehicle movements. This resulted in a saving of approximately 72,300 tonnes of CO2-e emission.

• Lean Construction – More with Less:
  Incorporating a LEAN construction plan as part of overall Governance, proved a great success for the Project and assisted with delivery of Sustainability targets. The Project recognises the positive influence the SLT Governance Plan had on Procurement, Design, and Quality teams working with external stake holders and the supply chain, resulting in minimal defects and rework which enhanced the team exceeding contractual sustainability goals during construction. These include:
  • 95% beneficial reuse of spoil – achieved 100% (8,700,000 tonnes).
  • 15% water reuse – achieved 63% water reuse and 810 megalitres.
  • 5% cement replacement – achieve 32% with an overall embodied carbon reduction of 44,560 tonnes of embodied carbon.

These outcomes have been shared with the wider industry through various technical papers, conferences, award presentations, and knowledge sharing opportunities such as the 2022 ISAP Day.

Beneficiaries of the M4-M5 Link Tunnels project’s remarkable outcomes as a result of the robust Governance Plan established at project inception – extends to various stakeholders and has left a lasting impact on individuals and the wider community.

The collaborative approach adopted by the Project (transcending corporate boundaries), benefited the participating joint venture companies and their employees. By pooling resources and expertise, the joint venture partners achieved greater efficiency, shared knowledge, and expanded their internal capabilities. This integrated team approach allowed for streamlined decision-making, enhanced communication, and optimal utilisation of resources, ultimately delivering a project that exceeded expectations.

The timely completion of the project within budget brought significant benefits to the public and the NSW Government. Early delivery not only minimised disruption to commuters and local businesses but also demonstrates the efficiencies and effectiveness that large-scale infrastructure projects can achieve if Governance is a primary focus. By completing the project within budget also ensured that public funds were managed respectfully, freeing up resources for other essential initiatives.

The project’s strong focus on Safety protected the thousands of workers, and served as an industry benchmark for delivering optimal occupational health and safety practices. By providing comprehensive training, fostering a culture of accountability, and engaging a diverse workforce, the project empowered individuals, created job opportunities, and promoted inclusivity. The participation of workers from marginalised communities, including a significant number from Sydney’s Western suburbs, generated socio-economic benefits by providing equitable employment opportunities and fostering local economic growth.

The project’s commitment to Aboriginal engagement and environmental management resulted in numerous positive outcomes. The investment in Aboriginal participation, education, employment, and cultural awareness programs contributed to the empowerment and well-being of local Aboriginal communities. The support extended to Aboriginal businesses through procurement activities further stimulated economic growth and fostered social cohesion. Environmentally, the project’s focus on beneficial reuse and connection to the Circular economy was inclusive of; recycling and reuse of site won materials, efficient resource management and reduced waste generation, conserving resources, and minimizing the project’s ecological footprint, will benefit both present and future generations.

The implementation of innovative technologies and practices created a ripple effect of positive outcomes. The utilisation of cutting-edge machinery and techniques enhanced efficiency, productivity, and safety standards within the construction industry. The awarding of contracts to local suppliers and companies provided a boost to the regional economy, generating employment opportunities and fostering the growth of local businesses.

The Project has contributed a profound legacy to industry, directly addressing several United Nations Sustainable Development Goals (SDGs). The Governance Plan facilitated outcomes that went beyond contractual targets, developed to align with SDGs 5, 8, 9, and 12.

SDG5: Achieve gender equality and empower all women and girls
The Project made significant inroads to addressing diversity and gender inequality within the tunneling sector. By focusing on female participation, the Project has resulted in one of the largest female workforce on a tunnelling project in NSW and progressed the career development of women at all levels.

SDG 8: Decent Work and Economic Growth
The emphasis on safety, workforce empowerment, and local economic impact aligns with SDG 8. Through comprehensive training programs, rigorous safety protocols, and the engagement of a diverse workforce, the project created a secure and inclusive work environment, promoting decent work opportunities for thousands of individuals. By actively involving workers from marginalized communities and Sydney’s Western suburbs, the project contributed to reducing inequalities and fostering economic growth at a local level. Additionally, the procurement of goods and services chain prioritized local Aboriginal suppliers, encouraging responsible sourcing and supporting sustainable business practices.

SDG 9: Industry, Innovation, and Infrastructure
Adopting cutting-edge technologies and processes including the Tunnel Production Line, enabled the team to achieve remarkable efficiency and productivity. This innovation not only improved project outcomes but elevated industry standards, benefiting the wider construction sector.

Furthermore, the Project’s collaboration among global companies showcased the power of integrated teams and fostered knowledge sharing, contributing to advancements in infrastructure development.

SDG 12: Responsible Consumption and Production
The project focused on recycling and waste management practices for beneficial reuse, with over 8.7 million tonnes of excavated material repurposed, minimizing environmental impact. In addition, the team reduced emissions, water usage and resource consumption through innovative design and construction practices further promotes responsible consumption and production.

By actively addressing these SDGs, the Project has left a positive and sustainable legacy by creating decent work opportunities, fostering economic growth, stimulating innovation, enhancing infrastructure development and promoting responsible consumption and production. The Project stands as a shining example of how large-scale infrastructure initiatives can contribute to a more sustainable and inclusive future.

Lessons learnt from the Project have successfully been transferred onto other projects’ governance procedures.

Continuing the story of the First Australians
Lastly, the design of the façade of the Campbell Road Ventilation Facility will remain as a visual, long lasting legacy piece, exemplifying the core values of the Project and its investment in cultural emersion. The facility design is based on an interpretation of artwork ‘Movement of Shells, Movement of Time’, by celebrated Bidjigal artists – Aunty Esme Timbery and her daughter Marilyn Russell.

The artwork references the local Bidjigal people as saltwater people; the Timbery and Russell families who continue the tradition of shellwork have handed down from mother to daughter over many generations. The team chose to interweave the urban design of the facility with the art and storytelling of the Bidjigal people. to connect their past stories with present and future generations.

All sides of the facility feature folded aluminium cladding, which forms a large three dimensional and multi-coloured ‘canvas’ allowing for changes of colour, shadows and shading. Realistic stills and animations were used to visualise the viewing experience as one walks around (or drives past) the building.

The result is a highly visible façade, 9m high and wrapping the full perimeter of the building, which sits prominently at the gateway to Sydney. This visual beacon was seen as an unprecedented opportunity to provide a “Welcome to Country” for international and local visitors.

Victoria’s landmark Level Crossing Removal Project (LXRP) is removing 110 dangerous level crossings across Melbourne. In 2022, the North Western Program Alliance (NWPA) completed the Preston Level Crossing Removal Project (‘the Project’); a complex rail infrastructure upgrade that included the removal of four level crossings, construction of two kilometres of elevated rail viaduct, two new premium stations and precincts, as well as extensive open spaces in Melbourne’s inner north.

NWPA’s robust governance framework enabled the team to deliver a range of innovations and was key to optimising sustainable outcomes for the community, the LXRP program and the industry.

WHAT WE DID: THE ALLIANCE MODEL AND EMBEDDING SUSTAINABILITY EARLY

NWPA is comprised of LXRP as the client, and John Holland Group (principal contractor), Kellogg Brown & Root (designer), and Metro Trains Melbourne (network operator). This Alliance model embeds LXRP as a partner, which enables effective collaboration, to continually raise industry standards for sustainable infrastructure.

Early engagement and collaboration on the Project meant that NWPA was able to embed sustainability initiatives and processes in the development stages, rather than in the delivery phase, when the Project’s design and footprint is largely set. It allowed NWPA to effectively influence and shape outcomes, which delivered not only a built-to-standard project, but sustainable precincts that have improved quality of life outcomes for the Preston community.

HOW WE DID IT: NWPA’S GOVERNANCE PRINCIPLES

NWPA’s governance framework and the mechanisms outlined below, ensured alignment of values and objectives between all stakeholders, which informed the Project from the preparatory phases, through to completion.

-OPTIONEERING AND MULTI CRITERIA ANALYSIS (MCA): potential solutions were proposed and assessed as part of an extensive optioneering process. MCA determines not only whether an option is viable, but whether it holistically achieves the best outcome for all. The Project’s innovative and complex Single-Line Running (SLR) strategy resulted from this comprehensive process.

-PARTNERSHIPS AND COLLABORATIONS: early engagement with subcontractors enabled the Project to optimise capabilities and discover innovations.
-The successful implementation of Radiant Heat Curing (RHC) resulted from early collaboration with stakeholders, to
develop, test and gain approval.
-Engaging and collaborating with local Traditional Owners early, created a genuine partnership that ensured an authentic Indigenous design outcome.

-A CONTINUOUS IMPROVEMENT APPROACH: leveraging the power of an ongoing program of works, NWPA applies lessons learnt from previous projects, to continually target and adopt or adapt step-change innovations, which turns them into business-as-usual practice. For example, an Indigenous Design process was first implemented on the Bell to Moreland Project and was further refined for successful implementation on the Preston Project.

-EARLY ENGAGEMENT WITH COMMUNITY: to seek advice, preferences and solutions. For the Preston Project, this was in the form of The Preston Open Space Advisory Panel (POSAP) to ensure design outcomes were suited to the characteristics of the area and the needs of residents.

Since this Project, NWPA has successfully leveraged and further enhanced its governance framework to support the creation of sustainable infrastructure on the Pakenham and Keon Parade projects, currently in construction.

The Project delivered exceptional sustainability outcomes. It reduced energy emissions by 47%, materials emissions by 22%, created a 105% increase in ecological value designed for climate resilience, and delivered a sustainable precinct with 60,000m2 of new public spaces with parks, pedestrian and cycling paths, an amphitheatre, recreational equipment and yarning circle.

The Project’s governance framework was critical to success, enabling ideas to be heard, developed, and evaluated, realising these four initiatives:

SINGLE-LINE RUNNING (SLR):

Implemented for the first time in Victoria, the SLR strategy allowed the build of 2km of viaducts while minimising interruption to train services and commuters. It was a requirement to work within strict track occupation time limits and a lack of space within a narrow rail corridor. Through careful planning, this innovation kept trains running in both directions on one track, while viaduct construction occurred on the other track. This allowed:

-Reduced potential occupation time for construction of the second viaduct from 158 days to 40 days
-Reduced total hours of replacement buses for disrupted train services by an estimated 64%, or 11,998 hours.
-Reduced carbon footprint of bussing hours, a carbon reduction of 494.12 tC02-e.

RADIANT HEAT CURING (RHC):

NWPA partnered with subcontractor Civil Infrastructure Group (CIG) to develop a method of accelerating concrete curing times, allowing a rapid cast ‘in situ’ program. RHC enabled efficient and safe construction of the piers and crossheads required to support the viaducts, which removed the need to construct large concrete elements off-site, transport them to the project, and ‘heavy lift’ them into place. This innovative engineering solution reduced the overall carbon footprint of construction by:

-Avoiding increased cement content – the conventional method to increase curing speed.
-Reducing curing time from seven days to under 30 hours, representing a 45% reduction, or 1,900 curing hours saved, reducing the overall pier and crosshead construction process from two weeks to 3-4 days, also contributing to the reduced bussing hours described above.
-Reducing materials used: accelerated curing times meant fewer steel moulds were required overall.
-Reduced carbon impact of transporting and craning 80 X 100 tonne precast crossheads across the project.

This is the first infrastructure project in Australia to utilise this now patented innovation.

INDIGENOUS ENGAGEMENT AND DESIGN:

NWPA’s design team engaged the Wurundjeri People starting in the development phase, to ensure meaningful local Indigenous culture was authentically represented in the Project’s outcome. Face-to-face workshops with local Elders allowed the Project team to learn their stories and seek feedback on design concepts.

Collaboration with Traditional Owners at all stages resulted in strong cohesion of Indigenous design elements across the Project’s architecture, integrated artwork, landscaping, and wayfinding. The theme for the Project’s ‘Oakover Green’ space was the result of workshops with Wurundjeri Traditional Owners. The story of Baliyang the bat, creator of women, is depicted, creating a space for the Indigenous female voice. A yarning circle as well as native plantings and landscaping from Aboriginal-owned contractor Wamarra, interprets, enhances, and promotes cultural learning and knowledge sharing for the community.

LOCAL COMMUNITY DEVELOPED SOLUTIONS:

During the development phase, the Project created the Preston Open Space Advisory Panel (POSAP) to engage and empower community-nominated representatives, to better understand their wishes and needs, making it a truly collaborative effort. Three areas of open space were identified for the POSAP to provide their advice and preferences, which gave a sense of ownership and ensured areas of the design were inclusive and featured community-led solutions.

SHARING OUTCOMES:

It is NWPA’s aim to lead industry by showcasing sustainable solutions and lessons learnt. The Alliance model gives NWPA the ability to share outcomes with the wider LXRP program, including with other program alliances, and the wider rail and construction industry, through:

-Showcasing our governance processes that drive innovation and meaningful change. In 2022, this included the ISC NZ Conference, Australasian Railway Association (ARA) National Rail Sustainability Conference, an AustRoads seminar and the ARA AustRail conference.
-Publishing of NWPA’s Annual Sustainability Report, detailing case studies and sustainability outcomes achieved. The 2022 report will be available on the public LXRP website in August 2023.
-Partnering with subcontractor CIG, who has now patented the RHC technology and are driven to share this solution to all potential clients across the industry.

Overall, the Project delivered a complex rail infrastructure upgrade using sustainable construction strategies, and revitalised a precinct through a suite of sustainable and inclusive innovations that leave a lasting legacy.

The Project benefited Preston residents and business owners, a range of community stakeholders and the wider construction industry.

COMMUNITY:
Improving the community’s quality of life was at the forefront of our thinking. The Project achieved the following outcomes for Preston:

-Spaces designed by community, for community: NWPA consulted local business and community interest groups to design a precinct of connected public amenities that met community needs and reflected the characteristics of the area.

-The creation of sustainable community spaces: through elevating the rail, 60,000m2 of new, connected open space was created, featuring parks, bicycle and pedestrian pathways, an amphitheatre, recreational equipment, yarning circle, and barbecue area.

-Celebration of Indigenous culture: supported reconciliation and sharing of cultural knowledge through authentic engagement and collaboration with Traditional Owners to represent local Indigenous culture in the new community spaces.

-Improved access and safety: enhanced safety and accessibility to Preston and Bell stations on one of Melbourne’s busiest public transport routes to and from the CBD, supporting more than 200 trains a day.

-Minimised impact to community and rail network: minimised impact to roads and public transport network and avoided some property acquisitions through the innovative SLR construction strategy.

SOCIAL ENTERPRISES
The Project significantly contributed to equity, diversity and inclusion in rail and construction. Through this Project, NWPA and its subcontractors created 487 jobs, including 133 apprenticeships. The Project also engaged 25 Indigenous-owned Businesses (total spend $28 million) and engaged 22 Social Enterprises (total spend $1.28 million).

INDUSTRY
Our practices on this Project supported the development of our subcontractors’ capabilities and contributed to the wider LXRP program by furthering the state of knowledge in sustainability in the construction industry:

-NWPA uses its buying power to support sustainability solutions. We optimise subcontractor forums to inspire strategic procurement, and work with suppliers to encourage communication with their networks. We support subcontractors through innovation showcases and conferences to promote their solutions to other alliances and the wider industry. For example, CIG’s RHC innovation is now patented and in use across the industry.

-NWPA has advocated and shared lessons for embedding sustainability in development with infrastructure clients in Victoria and nationally. Through providing outcomes-based evidence, NWPA is supporting infrastructure proponents to enhance tendering practices that embed sustainability early.

LXRP and NWPA’s Sustainability Strategy aims to deliver transport infrastructure that is climate resilient, promotes human wellbeing and inclusivity, and increases our resource use efficiency. The initiatives highlighted in this submission address eight UN SDGs and are measured, tracked, and publicly reported to drive improvement for each project.

This Project advanced the following SDGs:

-SDG 3: Good Health and Wellbeing (through reducing road injuries by removing level crossings)
-SDG 7: Affordable and Clean Energy (17% increase in renewable energy through 90kW solar system and 47% overall energy reduction)
-SDG 8: Decent Work and Economic Growth (through social enterprise engagement and diverse employment)
-SDG 9: Industry, Innovation and Infrastructure (through sustainable governance and innovative engineering solutions)
-SDG 10: Reduced Inequalities (through the creation of equitable, inclusive public spaces and facilities)
-SDG 11: Sustainable Cities and Communities (through resilient, inclusive and sustainable urban design)
-SDG 12: Responsible Consumption (through 22% materials embodied carbon reduction, sustainable procurement practices and annual reporting)
-SDG 15: Life on Land (through 105% enhancement of ecological value)

URBAN DESIGN LEGACY
The Project’s new urban precinct enhanced sustainability in the wider community through:

-Fostering a culture of collaboration to realise engagement strategies that develop community led solutions.
-Enhancing human interaction and experiences with nature, which builds affinity and appreciation for the environment.
-Bringing Indigenous culture and knowledge to the forefront of design, which supports reconciliation and encourages the perception of urban spaces embedded in a wider cultural context.
-Encourages and enables active transport, specifically cycling and walking, which reduces transport emissions and helps create community resilience through better health outcomes.

INNOVATION LEGACY
For innovations to have a legacy, they must be shared and reused until they become conventional solutions. NWPA uses awareness and knowledge sharing campaigns, including lessons learnt, to promote innovations widely, so that they can be adopted or adapted on current and future NWPA and LXRP projects. For example, the Preston Project’s SLR approach and RHC innovations as well as Indigenous Design outcomes, have been endorsed for reuse on other NWPA and LXRP projects, and the SLR concept has been built upon at Keon Parade LXRP, continuing our approach of leveraging our proven solutions.

NWPA has presented innovations at showcases and conferences to support better sustainable practices throughout the rail and construction industry. For example, we have recently presented CIG’s recently patented RHC innovation to industry at a virtual conference, and it has been adopted on two other projects by other alliances.

GOVERNANCE LEGACY
The governance processes in place today will continue to evolve. Rather than setting how we govern in stone, NWPA’s approach is to continually improve, to ensure we are at the forefront of sustainable innovations in the infrastructure sector, through embedding sustainability in projects, such as Preston, as early as possible.

As an organisation we remain open to disrupting the status quo, by changing how and why we do things in the interests of sustainability within the infrastructure industry.

In 2021, the role of Strategic Procurement Manager was created, to focus on the sourcing of sustainable materials and innovative subcontractors, and to support diversity by engaging social enterprises and Indigenous-owned businesses.

In 2023, NWPA promoted its Sustainability Manager to Director Transformation and Sustainability, to ensure sustainability is represented at all key strategic decision-making gates and drive our team to continually strive for transformational change towards sustainability.

While the Preston Project is within the niche of public rail infrastructure, the principles of embedding sustainability early into project development, partnering designers and contractors with infrastructure proponents to realise exceptional sustainability outcomes, can be adapted to any greenfield development, brownfield development, and urban renewal projects.

The Tonkin Gap Alliance (TGA) comprised of Main Roads, Public Transport Authority (PTA), Georgiou, BMD, WA Limestone, BG&E and GHD, is upgrading Tonkin Highway in Western Australia with additional lanes, new interchanges, bridges and a shared path, as well as delivering enabling works for METRONET’s Morley-Ellenbrook Line. We are proud to submit our award application, highlighting our achievements in sustainability governance and our commitment to driving positive change in the construction industry.

Throughout the design and construction process, we recognised the significance of establishing a robust and integrated sustainability system and have maintained a focus on engaging the whole team, from management to on-site employees.

To increase the teams’ understanding of sustainability in construction, we launched the ‘Sustainability Essentials’ initiative. During toolbox presentations, our Sustainability Lead and Alliance Director introduced the six key essentials for construction: Integrated Decision Making, Sustainable Procurement, Energy Use, Material Use, Water Management and Waste Management. These were presented in a booklet shared with the team, promoting priorities for each topic and the expectation the wider team would contribute to sustainability success. Training was also rolled out with engineers, serving as a reminder of individual and team responsibilities, as well as introducing the IS rating tool and its broad requirements.

The key driver to our success has been the early set up of a governance structure and comprehensive Sustainability Strategy that has informed our approach. Through collaboration with a broad multi-disciplinary team of internal and external stakeholders, we identified priority sustainability issues and developed suitable focus areas and objectives. The focus areas closely align with the key result areas, (KRAs) established by the Alliance management team, which encompass wellness, quality, timeliness, sustainability and environment, cost, reputation, Aboriginal participation and industry sustainability.

Our Sustainability Strategy helped us establish governance processes that effectively manage both risks and opportunities. By integrating sustainability considerations into the decision-making procedures, we ensure that our actions, through design and construction, align with our commitment to sustainability outcomes and our priority issues.
Sustainable procurement practices have been prioritised and integrated into the commercial management system, with employees engaged in procurement processes and actively participating in the evaluation and assessment processes. To ensure our sub-contractors are aligned with our objectives, we have communicated our sustainability objective and KRAs through toolbox and other meetings, including incentives in some contracts to increase sustainable outcomes.

Our approach to sustainability was further enhanced by the Alliance contractual framework. As an Alliance, we worked together to surpass business-as-usual sustainability practices, fostering an approach to exceed expectations in sustainability performance. Our local focus has been instrumental in providing significant benefits to the Project, leveraging our understanding of the local context and allowing us to tailor our sustainability efforts to address specific industry challenges that have previously been seen in WA.

Our comprehensive and pragmatic Sustainability Strategy underpins the integration of governance processes and has contributed to specific outcomes across many objectives. With significant support from senior management, and across the wider team, we have successfully implemented an approach that addresses social, environmental and economic aspects, rather than chasing a singular achievement.

Our sustainability workshops were aimed at identifying risks and opportunities across the triple bottom line and were closely aligned with overarching our sustainability objectives.

As an early intervention strategy, we facilitated a workshop with key internal stakeholders and Main Roads representatives, including Project Management, Materials Engineering Branch and Asset Management. This collaborative effort enabled us to identify priority opportunities, particularly in materials trials and innovative approaches, and we successfully laid the foundation for achieving various resource efficiency outcomes.

Notable accomplishments include reuse of 612T of stone-pitching at Guildford Road and Railway Parade abutments, saving 5,600L diesel, repurposing approximately 20 light poles slated for removal and trial of lower carbon concrete mix, all which required acceptance from Main Roads representatives.

We developed an integrated decision-making tool that incorporated sustainability criteria and whole-of-life costing for design and construction. This framework was extensively applied during the design phase, assessing at least 25 value engineering initiatives, which enabled us to make significant reductions in diesel and material usage, while optimising outcomes for community and stakeholders.

A standout outcome resulting from our decision-making approach was one of our verified Australia First innovations, an incrementally launched bridge over the Derbarl Yerrigan (Swan River) with the longest girder ever used. By eliminating need for a temporary pier in the river, dredging was not required, and we avoided disturbance to sediment and minimised water quality impacts. This approach resulted in substantial savings, including 23kL of diesel and 25T of reinforcement steel, while minimising impacts to an important Aboriginal heritage site and reducing disruptions to recreational users during construction.

To help our team achieve sustainable outcomes, we established robust sustainable procurement processes. This included a vendor self-evaluation and procurement multi-criteria analysis, incorporating sustainability criteria such as environmental impact, resource use and waste, stakeholder and community impact, safety, quality and industry experience, and industry sustainability.

This evaluation tool enabled us to identify opportunities in consultation with subcontractors, in line with our sustainability objectives. Our commitment to sustainability was also effectively communicated to subcontractors and suppliers through the request for quote (RFQ) process. We conducted industry briefings with the Civil Contractors Federation and dedicated sessions for Aboriginal businesses, fostering early engagement and demonstrating our commitment to sustainable procurement practices.

Through active supplier engagement and partnerships, we successfully implemented two Australia First innovations. We leveraged off WA Limestone’s existing relationship with Avertas Energy and Covalent Lithium to trial two types of retaining wall blocks containing recycled construction and demolition waste, one supplemented with incinerator bottom ash aggregate (IBAA) from a waste-to-energy plant and the other with de-lithiated beta spodumene, from lithium processing. TGA shared the challenges and learnings from the trial at the ISC WA Symposium in 2023, providing a platform for the suppliers to share this opportunity and encourage wider industry adoption.

Fostering the relationship with Holcim led to a trial of their ECOPact concrete mix, delivering a 30 per cent reduction in carbon emissions through the use of recycled aggregates, at the Wotton Reserve footpath. These outcomes exemplify our dedication to promoting sustainability within our supply chain.

Our focus on delivering outcomes against our sustainability objectives and KRAs, yielded exceptional results in Aboriginal business spend. We identified priority packages utilised the procurement multi-criteria analysis and engaged with the Traditional Owner Advisory Group. As a result, we have significantly exceeded our initial $10 million target spend for Aboriginal businesses, with a current committed spend of $25 million, and a new stretch target of $30 million.

We regularly report and seek advice on ways to improve outcomes from our investment in areas of employment and culture heritage with the Traditional Owner Advisory Group and Main Roads Aboriginal Engagement team.

Our sustainability progress and success has been communicated internally through meetings, Board presentations, Toolboxes and Workplace, and externally through social media, Open House events, Annual Sustainability Reports and the Project website.

Our Sustainability Strategy is providing benefits to the local community, key stakeholders, industry, our workforce and the natural environment.

We have prioritised the needs of key stakeholders, building strong relationships and ensuring their involvement throughout the design and ongoing construction. By establishing various working groups, we provided a platform for targeted feedback and collaboration around risks and opportunities for stakeholders with differing priorities. Notably, the Traditional Owner Advisory Group was engaged to inform the decision-making and development of design initiatives, including the heritage trail, and have also meaningfully contributed to the outcomes around Aboriginal business spend.

The community has also been a primary beneficiary of our sustainable governance approach. Recognising the importance of minimising disruption and maximising social outcomes, we went above and beyond to engage with the local community using their input to inform decision-making in design and construction. More than 6,000 community members across three local government areas have been given the opportunity to participate in shaping the design and delivery of the infrastructure through regular Open House events which showed design at various stages.

Our workforce has been a major beneficiary of this Project. In a collaborative and supportive work environment, we have created a sense of ownership and professional development across our team. This has contributed to the overall success of the Project and has led to a substantial growth in sustainability knowledge for each organisation within the Alliance. Employees will leave the Project with a greater understanding and knowledge of Sustainability Governance to carry forward in their career.

Our procurement approach has had a positive impact on subcontractors and suppliers. By effectively communicating and driving sustainability outcomes through the supply chain, we are raising expectations around sustainability performance and consideration of triple bottom line impacts for construction related activities and project delivery. The industry as a whole stands to gain from maintaining a steadfast commitment to integrating sustainability and updating practices to align more effectively with sustainability outcomes, propelling the industry forward.

Finally, the outcomes achieved through implementation of our Sustainability Strategy have contributed to improvements in the natural environment. With significant focus on design optimisation and value engineering through the risk and opportunity process and use of the integrated decision-making tool, significant savings of carbon emissions, including those through material selection and reduction, have been realised on the Project. Prioritising environmental considerations during design has also reduced direct and indirect impacts to the environment.

Through our comprehensive Sustainability Strategy and collaborative efforts, our Project has achieved significant outcomes in line with several UNSDGs, creating a legacy in line with the core principles. Our commitment to SDG 8 (Decent Work and Economic Growth) is evident in outcomes from our sustainable procurement practices, which prioritised opportunities for Aboriginal businesses. Our initial target of a $10 million spend was significantly surpassed and a new stretch target of $30 million was established. This not only fosters economic empowerment within the Aboriginal community but also contributes to the growth and prosperity of local businesses.

In line with SDG 9 (Industry, Innovation and Infrastructure), our Project has embraced a culture of innovation and sustainable infrastructure development. By incorporating sustainability consideration into our decision-making processes, we successfully implemented at least 25 value engineering initiatives, resulting in significant reductions in diesel and material use, along with improved outcomes for community and stakeholders. Notably, our Australia First innovation of utilising the longest launching girder for an incrementally launched bridge and subsequent removal of the requirement for a temporary pier in the Derbarl Yerrigan, minimised environmental impacts and showcased our commitment to pushing the boundaries of engineering excellence. Our risk and opportunity assessment process, including assessment of climate change impacts, contributed to designing and building more resilient infrastructure, while our focus on sustainable procurement has made a substantial impact on local and Aboriginal business spend.

SDG 12 (Responsible Consumption and Production) has been at the core of our sustainability approach. Our integrated decision-making framework, including the procurement multi-criteria analysis, has guided us through our design optimisation and procurement decisions, contributing to outcomes in resource efficiency, workforce engagement and development.

Initiatives driven through these governance processes have minimised waste generation, reduced carbon emissions and promoted responsible resource management. By maximising the retention and repurposing of onsite resources, such as stone pitching, light poles and pavement materials, as well as incorporating more than 200,000T of recycled content, we have enhanced our contribution to circular economy principles and SDG 12.

Our resource management approach, including trials outcomes and challenges was communicated to the industry through conference presentations and knowledge sharing forums facilitated by Main Roads and the PTA.

In line with SDG 17 (Partnerships for the Goals), we actively engaged with stakeholders, suppliers and the wider industry to share our expectations, challenges, outcomes and knowledge. Through conferences, industry forums and supplier engagement sessions, we shared valuable insights and encouraged the adoption of sustainable practices by other projects and organisations. Our partnerships with WA Limestone and Holcim resulted in Australia First innovations, demonstrating our commitment to collaborative innovation and advancing the industry as a whole.

The legacy of our Project extends beyond the physical infrastructure. Our Project team has gained invaluable experience in sustainability practices, setting them and the organisations involved in the Alliance up for future projects and contributing to the advancement of the industry. By creating a culture of sustainability, and providing the tools and training, we have empowered our team to drive sustainable outcomes and lead by example. Through integrated decision-making processes, knowledge sharing and stakeholder engagement, we have actively contributed to the collective efforts towards achieving the SDGs. Our Project has served as a platform for internal and external knowledge exchange, facilitating wider adoption of sustainable practices and ultimately shaping the future of the industry.
The opportunity to deliver this Project has not only granted invaluable expansion of experience and knowledge to employees of all levels, but it has also acted as a catalyst for broadening the collective comprehension of sustainability management and application of the IS rating tool on a major project.

In 2018, the John Holland CPB Contractors Joint Venture (JHCPB) was contracted by Transport for New South Wales (TfNSW) to deliver the Rozelle Interchange (RI). The Project scope included construction of an underground tunnel motorway interchange, including enabling works for the future Western Harbour Tunnel (WHT).

In late 2021, TfNSW issued JHCPB a contract variation to construct WHT Stage 1. The new scope included tunnel excavation between Emily St, Rozelle and Cove Street, Birchgrove, connecting into the WHT Cut and Cover (C&C) previously constructed by JHCPB as enabling works for WHT.

JHCPB identified three design innovations to reduce the environmental and community impacts associated with WHT Stage 1:

1. Eliminating the temporary construction site at the corner of Victoria Road/Darling Street by establishing a spoil load-out zone within the pre-existing WHT C&C.
2. Optimising the driven tunnel alignment.
3. Optimising the ventilation tunnel alignment.
   The following benefits were realised:

• A substantial reduction of 170,255t of carbon (7.43%), and between 7-12% of various raw material use and waste generation during construction.
• Elimination of a substantial number of community impacts, including noise, dust, traffic congestion and loss of visual amenity at Iron Cove and Rozelle.
• Reduced construction program duration and de-risking of the overall works program.
• Reduced capital expenditure for the NSW State Government.
Further detail on the innovations developed by JHCPB:

1. Elimination of the need for a temporary construction site
   The WHT EIS identified a requirement for a temporary tunnel decline on the corner of Victoria Road/Darling Street (the site of the former Balmain Leagues Club) to provide access for spoil haulage during WHT excavation.
   The 8,500m2 site is bounded by residential properties, Rozelle Public School and small retail businesses. With up to 420 heavy vehicle movements anticipated to enter the site daily, this proposal was likely to be highly impactful for the community.

As the contractor responsible for delivering both RI and WHT Stage 1, JHCPB proposed to establish the spoil load-out zone within the WHT C&C structure situated inside the existing RI boundary. This solution entirely omitted the need for the temporary tunnel decline under Rozelle Public School that had been already approved by the Minister for Planning.

2. Driven tunnel alignment optimisation
   JHCPB optimised the mainline tunnel horizontal alignment, reducing the driven tunnel length by 2.77%. This small refinement has compounding benefits; with 67,000 vehicles forecast to use the tunnel daily by 2027, the shorter distance means estimated vehicle emissions will be reduced by >800kg CO2e daily.
3. Ventilation tunnel alignment optimisation
   During detailed design the ventilation support tunnel alignment was optimised and overall length reduced. A 10% reduction in excavation volumes was achieved for these tunnels.

1. Elimination of the need for a temporary construction site
   By eliminating the need for a tunnel decline at the former Balmain Leagues Club site (https://www.transport.nsw.gov.au/news-and-events/media-releases/update-on-victoria-road-construction-site), the following benefits were realised:
   Economic
   • Forgoing establishment of a new site means the WHT delivery timeline was shortened and the Project de-risked as a whole. This has broader benefits; the earlier the Project is completed, the sooner WHT can deliver efficiencies for the economy by shortening cross-city journey times and reducing traffic congestion.

Community/sensitive receivers
• No temporary construction site established in Rozelle’s busy residential/retail/commercial precinct. The alternative solution saw the new spoil load-out zone be established within the WHT C&C structure, which sits within an existing construction site and industrial area.
• No deterioration of visual amenity on Darling Street and Victoria Road.
• Elimination of shallow tunnelling under Rozelle Primary School avoids disruptive noise/vibration impacts on students.
• Heavy vehicles taken off Victoria Road minimises traffic congestion and enhances safety for children accessing nearby primary school.
• The site offices for Stage 1 WHT were also relocated to the WHT C&C structure alongside the spoil loadout zone. This was a superior outcome to the EIS-approved location (inside the future Rozelle Parklands). Thanks to this innovation, the Rozelle Parklands will be kept free of construction office buildings, leading to more open green space for the community, sooner (refer attachments).
Environment
• Large volumes of materials and waste were saved:
o No need to demolish existing structure at former Balmain Leagues Club.
o No need to establish new utilities connections, hardstand, an acoustic shed or signalised intersection.
o An estimated 28,343t steel and 48,031m3 spoil waste were not required (refer attached table).
• Reduction in noise pollution. All spoil load-out activities are instead undertaken within the WHT cut & cover, an acoustically insulated structure with no immediate neighbouring residential receivers.
• Emissions reductions. Direct heavy vehicle access to motorways/arterial roads (City West Link) from the WHT C&C has reduced journey lengths and associated emissions.
• Less potential for dust generating activities through forgoing the need to establish a new site.
Financial
• Reduced capital expenditure by the State Government as delivery costs are reduced.

2. Driven tunnel alignment optimisation

By shortening the mainline tunnel length:
• Vehicle emissions will be reduced by an estimated >292,000kg CO2e during the first year of operations alone.
• >14,000m3 of spoil was saved through reduced excavation requirements, reducing waste generation and avoiding heavy vehicle emissions associated with spoil haulage.
• Less water, steel and concrete required to reinforce and fit-out the tunnel (refer attached table).

3. Ventilation tunnel alignment redesign
   The 10% reduction in excavation volume means:
   • Reduced steel, concrete, shotcrete and water consumption.
   • Reduced spoil excavation volumes.
   • Ventilation fan power loads are reduced, as vitiated and clean air has a shorter distance to travel to circulate through the tunnel network.
   Sharing outcomes
   These positive outcomes have been shared with the following stakeholders:
   Client
   • The WHT C&C innovation was shared to the client prior to awarding the WHT Stage 1 variation. The innovative, agile contract negotiations that took place between TfNSW and JHCPB to enable such innovations to be realised demonstrated a capacity within TfNSW to fully maximise opportunities in infrastructure delivery, regardless of project stage. The development and approval of this solution required close cooperation and collaboration between the two parties.
   Mainline and ventilation tunnel alignment enhancements were shared with the client during meetings and presentations in detailed design.
   Community
   • The local community is one of the most important stakeholders in the delivery of the WHT Project. The benefits of the solution have been shared with the community via email and paper-based construction updates, as well as on Frequently Asked Questions pages and during face-to-face community town hall meetings.
   Project staff and parent companies
   • The WHT innovations developed have been converted into a 2-page summary document stored on the Project’s external-facing website
   (https://rozelleinterchange.com.au/media/c3odpqmw/230501-underground-spoil-loadout.pdf)
   • This 2-pager has been shared with interested third parties, including members of the parent companies (JH and CPB Contractors), to provide an overview of the innovation and generate interest in further knowledge share across the businesses.
   • The innovation has also featured in Project intranet articles and newsletters, spreading word of the innovation to the 1500 direct employees and subcontractors who attend the Project site daily.

NSW Government

• Reduced capital expenditure, as the delivery contractor was able to pass on financial savings from the more efficient solutions.
• No need to acquire the site of the former Balmain Leagues Club as a temporary construction site.
• Simplification of project delivery methodology allowed resources to be better focused on other areas of project delivery.
• De-risking the overall WHT program of works by reducing the forecasted delivery timeline.
• Reduction in carbon footprint aligns with TfNSW carbon reduction goals and enhances the reputation of the NSW government.

Local community

• Reduction of trucks on local and arterial roads reduces traffic congestion and enhances pedestrian safety, particularly for school children accessing the local primary school.
• Less potential for dust generation.
• Significant reduction in noise and visual amenity impacts to local business and sensitive receivers by forgoing use of the temporary construction site at the site of the former Balmain Leagues Club.
• Local businesses not impacted by disruptive temporary construction site in the centre of the commercial/retail district.
• The site of the former Balmain Leagues Club can be beneficially redeveloped for other pursuits earlier, as it is no longer required to support WHT construction.
• Earlier access to the full extent of the future Rozelle Parklands for the community, with the WHT Stage 1 site offices able to be relocated to the WHT C&C structure rather than the future Rozelle Parklands.

NSW state and global community

• Reduced materials (steel, concrete, water) usage reduces pressure on finite resources.
• Reduced waste generation reduces pressure on landfills and fuel emissions associated with heavy vehicle haulage.
• Reduction in project carbon footprint benefits the global community by limiting contribution to climate change.
• Contributing to on-time delivery of a major infrastructure project will benefit the state economy through increased efficiency of transportation and road travel.

JHCPB
• Project delivery is de-risked by avoiding the need to establish an entirely new site.
• The superior outcome delivered for the client and community enhances the reputation of JHCPB and the parent companies as trusted tier one contractors.
• Excavation of WHT Stage 1 was able to commence 3 weeks earlier than originally forecast.

Commuters

• By shortening the length of the mainline tunnel alignment, commuters will consume less fuel and reach their destination sooner once in operation.

The three successful innovations highlighted above have left a strong environmental legacy for WHT Stage 1. In implementing these changes, JHCPB and TfNSW have set a high benchmark for responsive and responsible urban construction that considers the needs of stakeholders and the environment in all aspects of project delivery.

The reduced carbon footprint achieved has contributed to the State’s net zero goals, and the decision to relocate spoil load-out activities has enhanced the local community’s experience with the Project. For most residents, the construction of WHT Stage 1 will go almost entirely unnoticed, with all works being conducted ‘out of sight and out of mind’; occurring entirely underground from within the WHT C&C structure.

The innovations presented align with the SDGs on a number of fronts:

Responsible consumption and production – By reducing spoil excavation volumes, better urban waste outcomes have been achieved, closely aligning with SDG Target 12.5, to ‘substantially reduce waste generation through prevention, reduction, recycling and reuse’. Reduced consumption of finite materials including steel, concrete and water to construct the Stage 1 WHT project also align with this SDG.

Sustainable cities and communities – By forgoing the use of a temporary construction site at the former Balmain Leagues Club, JHCPB has supported the maintenance of a safer road network, keeping construction vehicles separate from popular pedestrian areas and traffic to the greatest extent possible. This aligns with SDG Target 11.2, which highlights the importance of ‘improving road safety’.

Impacts to urban air quality have been mitigated by moving spoil load-out to the WHT C&C, where the potential for dust generation is reduced. Noise and vibration impacts have been lessened, with no shallow tunnelling to be undertaken underneath sensitive receivers such as Rozelle Primary School. The urban amenity of Iron Cove and Rozelle’s retail and commercial precinct has been maintained thanks to these innovations.

Industry, innovation and infrastructure – The Innovative, agile contract negotiations that took place between TfNSW and JHCPB to enable such innovations to be realised, demonstrated a capacity within TfNSW to fully maximise opportunities in infrastructure delivery, regardless of project stage. This fosters innovation by encouraging industry to bring new ideas to government in the knowledge there is the capacity to act quickly to benefit the State and community.