Here at the IS Council, we are dedicated to spotlighting the heroes along the infrastructure supply chain who contribute to sustainability outcomes for people, planet, and the economy with their innovative products and impactful services.
In this webinar we heard from –
Cherie Lee from MatX, Melissa Herman from Capral Ltd, Chris Parratt from AMPD ENERGY, Morne Breytenbach from HUESKER Australia Pty Ltd-Asia Pacific Pte Ltd and Dave Simmons from HIWAY
Presentation – here
Webinar recording – here
Welcome to the Infrastructure Sustainability Council’s FY24 Impact Report. This year’s report focuses principally on the impacts that the ISC and its ecosystem of member organisations and stakeholders delivered during the year. It outlines the value created and captured through our efforts to influence policy and regulations that shape our sector, our membership, training and supplier programmes, and the IS Ratings. It also profiles the tremendous expertise, influence and reach of the wider ISC ecosystem – which in the 12 years since our inception has improved sustainability outcomes across 405 registered projects valued at $382 billion across Australia and Aotearoa New Zealand.
These impacts matter! The infrastructure sector consumes, embodies and enables some 70% of Australia’s and 50% of Aotearoa New Zealand’s carbon emissions. Decarbonisation is just one way that infrastructure affects the sustainability of communities. The IS Ratings scheme provides a world class framework for shaping, reporting, and verifying enhanced sustainability performance across 36 aspects in 16 social, economic, environmental and governance categories that cover 15 of the 17 UN Sustainable Development Goals.
A massive thank you to everyone who attended our annual ISCConnect conference that took place this year in Sydney from 22 – 24 October!
Please click below to access the session records and event photos.
The collaborative development of the extensive urban forest strategy on the Byford Rail Extension Project has set a new standard in prioritising preservation of urban ecosystems during infrastructure delivery through collaborative stakeholder and community engagement.
The significant efforts undertaken by MetCONNX’s Tree Working Group to challenge business-as-usual-delivery practices, has resulted in outstanding improvements from original canopy loss projections of 64% at Reference Design, to an expected 70% retention to date, and projected 32% increase (above baseline) over time. This equates to an outstanding 94% improvement in canopy retention (>37,000sqm)!
Improving design and construction methodologies that concentrated on protecting significant trees and habitat with high ecological value, as well as optioneering with external stakeholders, has informed responsible decision-making and built trust and buy-in.
This approach demonstrates what is possible when delivering large-scale infrastructure projects when natural capital preservation is prioritised, to create enduring outcomes for people and the environment.
GLC has successfully established the first Tunnelling and Infrastructure Academy (TIA) in NSW. The TIA is a purpose-built state-of-the-art training facility on site on the Sydney Metro West – Western Tunnelling Package project. The TIA features bespoke technical equipment which simulates the live environment of a tunnelling site, in a completely safe environment.
The TIA addresses a national skills shortage within the construction and engineering industry and the capability needed to deliver a national pipeline of infrastructure work. To attract a more diverse workforce, including women and youth, the TIA was designed to upskill our existing workforce while also attracting new entrants to the industry. This is achieved through the roll-out of unique opportunities for young people and other diverse groups to access new jobs through Pre-Employment Program pathways, school-based programs and a first-of-its-kind national accreditation in tunnelling operations.
Through collaboration across multi-functional teams and key stakeholders, including our client, Sydney Metro, Gamuda and Laing O’Rourke Consortium (GLC) has successfully delivered a first of its kind in NSW: the Tunnelling and Infrastructure Academy (TIA).
The TIA addresses an important issue in our industry: a skills shortage within construction and engineering to deliver a national pipeline of infrastructure work. With a shortage of people entering the industry and a need to attract a more diverse workforce, GLC designed the TIA to upskill our existing workforce while training the next generation of tunnelling workers to deliver the Sydney Metro West – Western Tunnelling Package (WTP).
Key stakeholders including WTP subcontractors, partners, schools, universities, government, and Registered Training Organisations (RTOs), were consulted to gain an understanding of the need for the facility, its benefits, and how we could collaborate to create opportunities for the existing and future WTP workforce.
The TIA is a purpose-built state-of-the-art training facility in Clyde featuring bespoke technical equipment which simulates the live environment of a tunnelling site, in a completely safe environment. Inside are six practical rooms featuring a decommissioned and refurbished Tunnel Boring Machine (TBM) cabin, TBM conveyor belt, partial cutterhead, grouting station and foaming station. The TIA also uses innovative technology, including three Virtual Reality (VR) modules developed specifically by TBM manufacturer Herrenknecht for TBM crane, TBM Erector and Emergency rescue modules. These practical and engaging components have been integrated into classroom-style training, and provide each learner with an immersive, holistic real-world training experience.
GLC was the lead contractor for the development of a first of its kind Unit of Competency in TBM tunnelling operations (RIICTC306 Conduct TBM Operations), which aligns directly with the Australian Qualification Framework. The TIA enabled Gamuda’s subject matter experts to partner with Health and Safety Advisory Service to develop bespoke training and assessment resources to deliver this training on WTP. The TIA’s in-house training technology significantly enhances learning experiences for WTP’s workforce, providing them with skills that would not have been able to be gained otherwise.
Establishing this unique facility represented a significant investment and undertaking to secure buy-in, funding and support. The execution and delivery of the TIA involved consultation and communication across various stakeholder groups, including Sydney Metro, industry and the wider community who would contribute to its success.
To secure the multi-million-dollar funding for the TIA and convince the business to invest in the facility, Gamuda Australia developed a value proposition modelled on the success of Gamuda’s Tunnelling Training Academy in Malaysia.
The team worked closely with building partners and the WTP site to build the TIA, also working closely with colleagues from Gamuda Malaysia to source and acquire the decommissioned TBM components used for the accredited training module.
To further support GLC’s commitment to sustainability, the TIA is powered entirely by an Australian-first 240kWp mobile solar farm, located on the WTP Clyde site and is one of the largest solar farms to be used on a Sydney Metro project to date.
As a first-of-its-kind facility in NSW, the TIA enables the delivery of innovative virtual and hands on training programs targeted at attracting new entrants to the industry, and training and upskilling WTP’s new and existing workforce in a safe and simulated environment.
Located within the rapidly growing Parramatta LGA, the TIA additionally provides a unique opportunity for young people through pre-employment pathways (PEP), and school-based programs. Outcomes include:
• A first of its kind Unit of Competency in TBM tunnelling operations (RIICTC306 Conduct TBM operations), and other accredited training in civil and WHS, including bespoke upskilling opportunities for the existing WTP workforce.
• PEPs targeted at providing entry-level employment for new entrants and underrepresented groups such as women and Indigenous people.
• School-based programs targeted at youth and female students who may otherwise not consider a career in construction.
• Traineeships and Apprenticeships supporting continued learning for WTP’s existing workforce and new entrants.
The outcomes of these programs have been shared with WTP delivery partners, including subcontractors, RTOs, and the local community, including schools. Outcomes the above programs have achieved include:
Gamuda Girls Infrastructure Boost – Skills for Schools: In partnership with the NSW Department of Education and Training, this two-day program was designed and curated by Gamuda’s Training and Development Team to provide young female students in Greater Western Sydney from years 9-12 with an introduction to a career within the construction industry.
The program provides an opportunity to explore university, traineeship and apprenticeship pathways, get practical exposure to hand and power tools, and for the students to obtain a national unit of competency in CPR. Since launching, 16 schools from the Greater Western Sydney region have participated in the program, including schools who have never had access to these types of programs within their catchment area.
64 female students have participated in the Gamuda Girls Infrastructure Boost – Skills for Schools program, with 70% indicating an interest in pursuing a career in the industry. Broader outcomes of this program for WTP include expressions of interest for work experience, and the 2025 intake for the School-Based Apprenticeship and Traineeship program.
PEPs: In collaboration with Sydney Metro, Workforce Australia and registered training providers, our PEPs have targeted underrepresented groups.
The Sydney Metro First Nations PEP and Women Who Work in Tunnelling (WWWIT) PEP have been designed to give First Nations people and women an opportunity to pave a sustainable long-term career in the construction industry, helping to increase the participation of women in non-traditional roles.
Each PEP includes two weeks of accredited training, providing foundational skills for a variety of entry-level tunnelling roles and a formal six week mentoring and coaching program post-delivery. All participants were paid by Gamuda during the WWWIT PEP program, which was further supported by funding from the Department of Education and Training.
Since opening, the TIA has facilitated three PEPs. The three PEPs encompass 38 participants, including 42% female participation and 39% Aboriginal participation. The WWWIT PEP has achieved 100% employment outcomes for 15 women, with 13 employed directly by Gamuda or a project partner on WTP. 15 First Nations people who participated in the Sydney Metro First Nations PEP also all received employment outcomes.
The development of the TBM training resources has not only provided a unique upskilling opportunity for WTP’s internal workforce, but the content has also been established for industry utilisation, helping to address the skills shortage in this specialised area.
Traineeships and Apprenticeships: WTP has embarked on an impressive traineeship and apprenticeship journey, supporting continued learning for our existing workforce and new entrants. 123 traineeships and apprenticeships have been facilitated at the TIA, maximising utilisation of the practical equipment, for training that is conducted in a safe environment, and providing real-world experience.
Since opening in July 2023, the TIA and its curriculum has benefitted the construction industry, local community and new entrants by bolstering the accessibility and exposure to training and job opportunities. This positively impacts the NSW and Commonwealth Governments by providing increased confidence in the local workforce capability and confidence in the ability of contractors to deliver the infrastructure pipeline.
The TIA has become the hub where WTP have trained and upskilled our existing workforce on the project, including GLC employees – both staff (white collar) and workforce (blue collar), and subcontractors within the supply chain, creating a multiplier effect for the industry.
Through the TIA, locals and new-entrants can access jobs on the project through PEPs and school-based programs such as apprenticeships and traineeships. Local schools and VET programs have already enjoyed the benefits of the TIA.
These programs provide an opportunity, especially to young people, underrepresented groups and the local community, to understand the career pathways they wish to pursue, whilst also offering gender equity programs that encourage women to join the industry for meaningful career progression.
Industry partners have also benefitted through participation in the programs, including social enterprises such as Empowered Women in Trades, industry bodies such Engineers Australia, government and training organisations, such as Department of Education and Training, who also utilise the TIA to help attract and expose the future workforce to the construction industry.
As at September 2024, the TIA has facilitated 5,653 enrolments across 423 individual training events including:
• 12 school-engagement sessions
• 3 PEPs (First Nations, Heavy Haulage, WWWIT), resulting in 38 employment outcomes
o Female = 16
o Indigenous = 15
o Youth (under 25) = 4
o Refugee / Asylum Seeker = 1
o Returned Serviceperson = 3
• 129 tunnel training sessions to upskill our new entrants and existing workforce
• Traineeships and Apprenticeships:
o Certificate III in Civil Construction (Plant Operations) = 99
o Certificate IV in Leadership & Management = 11
o Certificate IV in WHS = 6
o Certificate IV in Civil Supervision = 3
o Diploma of Project Management = 4
The TIA has addressed an important issue in our industry, a national skills shortage within construction and engineering and lack of industry capability to deliver a national pipeline of infrastructure work.
The delivery of critical training initiatives, made possible through the TIA, will have a multiplier effect on the workforce and wider construction industry as they take these skills into future roles. For instance, the newly developed RIICTC306 Conduct TBM Operations training materials have been provided to the industry for use, further cementing the legacy Gamuda are leaving and an example of the blueprint to successfully develop and replicate this training and accreditation across industries.
The TIA provides a new way of thinking about learning outcomes and has proven a valuable way to attract new entrants and under-represented groups to the industry. The legacy the TIA leaves behind is a proven concept to deliver education and training outcomes which can now be applied to the industry as a whole and replicated into new industries. The outcomes achieved via the training programs will have a broader impact on the industry. Already, we have welcomed other major construction firms through the TIA who aim to mirror its success.
With focus turning to the energy sector to achieve 82% renewable share of electricity by 2030, considerations for the next phase of the TIA include a transmission tower base to further upskill our existing workforce to deliver Australia’s renewable energy pipeline.
Through the TIA, the below UN SDG contributions have been achieved:
UN SDG 4: Quality education – ensure inclusive and equitable quality education and promote lifelong learning opportunities for all.
Driven by Sydney Metro’s identification for the need for inclusive and equitable education to contribute to a diverse and sustainable workforce, Gamuda has created an inclusive space for high quality education opportunities that has been traditionally out of reach for women and people from disadvantaged backgrounds.
Working together with our training partners (NSW Department of Education & Training, Health & Safety Advisory Service, Empowered Women in Trades) we created fit-for-purpose programs such as the Gamuda Girls Infrastructure Boost, to create pathways for women into traditionally male-dominated roles. Female students from Greater Western Sydney high schools have been able to experience life on-site, learn new skills, and connect with accomplished women in the engineering and construction industry. Seventy percent of these girls have already reiterated their interest in pursuing this career, showcasing the TIA’s contribution to quality education.
UN SDG 8: Decent work and economic growth – Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all.
The TIA has fostered productive and equitable employment opportunities for its participants, including youth and vulnerable populations. By providing high-quality training and skills development, the TIA equips individuals with the competencies required for successful careers in the construction industry. This, in turn, promotes inclusive and equitable employment practices. The TIA’s focus on executing Sydney Metro’s PEPs, apprenticeships and traineeships has created pathways for young people and those facing barriers to employment to enter the workforce, “equal pay for work of equal value”.
The PEPs have also provided employment outcomes for women and First Nations people who have been employed directly by Gamuda or a project partner on WTP. These initiatives collectively drive Sydney Metro’s vision of a more just and equitable labour market. The program aimed to provide women and First Nations people an opportunity to pave a sustainable, long-term career in the construction industry, complete with mentoring following the program to further enhance their success.
The Late-Start program at John Holland’s M7-M12 Integration project is revolutionising the construction industry by redefining working hours and offering greater flexibility to all. Supported by the NSW government, this groundbreaking initiative introduces a second rostered pre-start of 8:45am – complementing the standard 6.45am session – meaning women, other parents and carers, and those with varying morning commitments can now pursue a career in construction.
Unlike the vast majority of similar pre-employment initiatives, the Late-Start program is both paid and provides job security from day one, with participants offered an apprenticeship at John Holland as soon as their training commences.
This unique program not only helps to diversify the construction industry’s workforce, which currently comprises just 15% women, it also helps to address the sector’s skills shortage by promoting construction as a flexible and accommodating employer of choice.
The Late-Start program is a circuit-breaker in the construction industry, dismantling the assumption that 6.45am is the required start time for all workers.
Supported by the state government’s Women in Construction Industry Innovation Program and successfully trialled at John Holland’s M7-M12 Integration project, the Late-Start program offers construction workers an alternate pre-start meeting at 8.45am, meaning those who can’t commit to the early start can still pursue a career in construction. This has the potential to not only attract a more diverse workforce, it also promotes the sector as flexible and inclusive, helping to address the industry’s skills shortage.
The Late-Start program centres around the establishment of a second pre-start. Without attending a pre-start – which communicates key tasks and safety updates – workers aren’t allowed on-site. But the traditional 6:45am pre-start is a barrier for workers with young children or other morning commitments. In fact, a difficulty balancing work with other responsibilities is the main reason why women consider leaving construction. The Late-Start program’s 8:45am pre-start means women, other parents or carers, and those who feel a later start is better for their wellbeing, can now pursue a future in construction.
Unlike many other pre-employment training initiatives, the Late-Start program is paid and provides permanent employment with John Holland, with participants commencing an apprenticeship at the conclusion of the four-week program. this delivers both financial and job security.
Trailed on the M7-M12 Integration Project, a mega- project based in Western Sydney which boasts a workforce of 250 full-time employees, 100 wages staff and over 500 people on-site daily, the first step in executing the Late-Start program was targeting Western Sydney women looking for a new career. With a recruitment campaign comprising of social media, local area marketing and media coverage, in less than a week it reached 84,000 women, generated 197,000 impressions and attracted 400 applications.
Secondly, an information session was hosted which included a team building activity and an outline of what applicants could expect. A shortlist was then created, and members of the project’s People and Construction teams conducted interviews to determine the final 11 participants.
A large emphasis was placed on ensuring the buy-in of the project’s frontline construction team, including superintendents and supervisors. Their support was critical to the program’s success, as they’d be working closely with the cohort and would have the greatest impact on their experiences on-site. Superintendents were given significant influence throughout the selection and training process, oversaw the participants’ integration on-site and had regular check-ins to ensure their experiences were positive.
Throughout the program’s delivery, extensive workforce consultation was also undertaken. For example, many frontline leaders had never managed a team of women with little construction experience. These leaders needed a safe space to voice concerns, in which training was provided on appropriate workplace behaviour, delivering constructive feedback and building an inclusive culture. There were also formal bi-annual check-ins with both the supers and the participants, to uncover what was working well, what wasn’t, and any additional training required.
The Late-Start program has delivered valuable outcomes for the participants, the M7-M12 Integration project, and the industry more broadly.
As mentioned above, a lack of marketing of construction roles to women is a key contributor to their underrepresentation in the sector. The media and industry attention garnered by the Late-Start program will address this, helping to attract women to the industry and amplifying the message that regardless of your circumstances, construction can offer you a promising career pathway.
As part of the program, the project’s supervision team underwent extensive training and consultation, ensuring they felt confident leading a cohort of women with no construction experience. It’s been a worthwhile investment, with 73% saying they’re now more likely to consider women for on-site roles.
How outcomes were shared
To ensure the positive impacts of the Late- Start program are felt across the industry, outcomes have been shared widely with internal and external stakeholders.
The M7-M12 Integration project is a recipient of the NSW government’s Women in Construction Industry Innovation Program (IIP) grant, which supports initiatives encouraging female participation and retention in the industry. The Late-Start program is one of these initiatives, and details of the program and its outcomes have been shared with the government and other IIP stakeholders, including the University of Melbourne, since its launch. This represents an opportunity for effective and impartial analysis of the program, and for its outcomes to be shared broadly in research papers and across the industry.
The initiative has also garnered attention from mainstream media including the Daily Telegraph, and industry bodies including the National Association of Women in Construction and Roads Australia, who have praised the program to their respective audiences, further amplifying its outcomes.
Additionally, to document the journey of the Late-Start participants, the project produced a Women in Construction video series, helping to celebrate the positive outcomes of the program. These videos provide firsthand perspectives from four participants, sharing valuable insights and program impacts. Additionally, the mini-series dispels biases for those with concerns about entering the industry. This will also play a key role in the recruitment for the Late-Start’s second iteration, launching later this year.
Following the program’s success, John Holland is continuing to lead in this space, and in tenders for new business, is using the Late-Start’s execution on M7-M12 Integration project as a case study for proposed new rostering systems.
The industry-first Late-Start program has delivered exceptional results for a number of stakeholders.
First and foremost, significant gains have been made by the construction sector overall. The Late-Start program serves as an example that flexible work practices are possible on construction sites, removing barriers for women entering the workforce. It provides the industry with a compelling case study to refer to when promoting itself as a modern-day workplace that offers pathways for everyone, regardless of their gender or personal circumstances.
Not only does the program address the gender gap in the industry, but it also helps to resolve the overall skills shortage. By promoting gender inclusivity, the industry can expand its talent pool and attract individuals who may not have traditionally considered a career in construction. This diversification brings in a wider range of skills, experiences and perspectives, fostering innovation and problem-solving capabilities. Additionally, offering flexibility in work arrangements can also help to retain existing workers, mitigating the impact of the skills shortage.
Additionally, the media attention surrounding the Late-Start will help to promote the construction industry as an employer of choice. If embraced by other companies in the sector, the program could dismantle the assumption that all workers need to start at 6:45am – something which has previously deterred certain groups from entering the sector. The program’s success has also been shared with key advocacy groups in the industry including the Australian Constructors Association, NAWIC and Roads Australia, who have shared details of the program with their respective audiences, amplifying its scalability.
Of course, the program has also benefited the participants themselves. It provided all 11 with a unique opportunity to enter the construction industry and to do so in a way that suits their personal lives. The participants have not only gained valuable paid training, but were also given job security from day one, via a guaranteed apprenticeship with John Holland.
Finally, the Late-Start program has had a positive impact on other project employees, particularly on-site workers. By offering a second structured pre-start meeting at 8:45am, the Late-Start program has demonstrated that all workers can exercise flexibility as part of their role. This has resulted in greater adhoc flexibility for both the direct and subcontractor workforce, who can utilise this second pre-start whenever they require it. This challenges the long-held perception that workplace flexibility is incompatible with construction work.
The legacy
The Late-Start program is creating a legacy of inclusion, diversity and opportunity. With the ability to re-define working hours, the program could be a gamechanger for construction, which is under-resourced and struggling to attract a diverse workforce. By offering a later pre-start, the Late-Start demonstrates that construction, like many other industries, can offer flexibility to all workers, regardless of their personal circumstances.
The Late-Start program increases the diversity of the workforce while also broadening the mindsets and skillsets of its leaders. The fact that 73% of the program’s supervising team are now more likely to consider women for on-site roles demonstrates a positive shift in attitudes, and points to a recognition of the value that women bring to the industry.
One of the key benefits of the Late-Start program is its ability to attract a broader talent pool. By offering a second start time, the program appeals to individuals who may have previously been deterred from a career in construction, including parents, carers, or those with a long commute. Following the success of its first round, applications for the second iteration will be opening soon, and will target all genders. This will reinforce the notion that everyone can pursue a career in construction and – importantly – give parents and carers of all genders the opportunity to fulfil their responsibilities at home before coming to work. The program is therefore also creating a legacy of equality, where traditional gender roles are redundant.
This program has been shared within John Holland and with other industry stakeholders to amplify its impact, and to allow for the initiative to be replicated across other projects. It’s also been included in a number of John Holland tenders as an opportunity to embed flexible working into a project from its commencement.
UN SDG contributions
The Late-Start program contributes to the UN Sustainable Development Goal #5: Achieve gender equality and empower all women and girls. Specifically, the program aligns with Target 5.5, which aims to ensure women’s full and effective participation and equal opportunities for leadership.
As mentioned, the program enables improved gender diversity in construction, where currently women represent just 15% of the workforce. A 2024 survey conducted by the Building Commission NSW listed difficulties in balancing work with other responsibilities and long or inconvenient hours as key reasons why women consider leaving the industry. By providing a second pre-start meeting, the Late-Start is enhancing gender equality on-site and in homes. As a result of the program, the M7-M12 Integration project boasts 18% female representation, with 6% in non-traditional roles and 12% in trades and apprenticeships.
Furthermore, the Late-Start program contributes to Goal #8: Decent work and economic growth. Target 8.5 is particularly relevant, as it aims to achieve full and productive employment and decent work for all. This is exactly what the Late-Start program achieves, giving all workers equal access to training, mentorship and career progression. By increasing the proportion of women on-site, the program has a ripple effect; when young girls see women excelling in construction, they’re more likely to consider a career in the industry themselves.
Finally, Goal #10: Reduced inequalities within and among countries, specifically 10.3, which reads – “Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory laws, policies and practices and promoting appropriate legislation, policies and action.”
By affording workers of all genders with flexibility initiatives, the Late-Start program is dismissing traditional gender roles and reducing inequality at home and at work. While the program’s first cohort primarily targeted women, the program’s second round will be open to all genders, promoting fair and equal allocation of domestic responsibilities.
This Project represents a landmark achievement in integrating sustainability into major infrastructure projects.
From the outset, SEPA developed a comprehensive sustainability strategy targeting decarbonisation, circular economy, and biodiversity. This strategy was built on insights from previous projects and was crafted through a collaborative process involving senior leadership and functional experts, ensuring sustainability was woven into every stage of the project.
The project significantly reduced carbon emissions, surpassing its initial targets, through the adoption of a build-less approach. Circular economy principles were successfully integrated, leading to effective material reuse and recycling, reducing waste, and promoting sustainable resource management. Biodiversity efforts included habitat conservation, planting native vegetation, and creating wildlife corridors, which positively impacted local ecosystems.
The knowledge and insights gained have been shared, allowing other projects to benefit from the Project’s best practices. This ensures that the innovative sustainability strategies used on the Project continue to drive improvements in infrastructure development.
The South Eastern Program Alliance (SEPA), responsible for the Union Road and Mont Albert Road Level Crossing Removal Project (UMA), established a robust sustainability strategy from the outset of the project. Drawing from the experiences and lessons learned from previous SEPA and Level Crossing Removal Project (LXRP) projects, SEPA set ambitious targets in three core areas; decarbonisation, circular economy, and biodiversity. This strategy was developed through a collaborative process involving senior leadership and various functional inputs, ensuring that sustainability was embedded across all functions and stages of the project.
A key aspect of SEPA’s governance approach was integrating all non-owner participant (NOP) and client sustainability targets from the beginning. This comprehensive alignment guaranteed that the strategy met the expectations of all stakeholders, fostering commitment and driving exceptional sustainable outcomes.
An important component of the strategy was the reintroduction of the Infrastructure Sustainability Council (ISC) Design rating. While previous SEPA projects had an As Built only rating, the team recognised that incorporating a design rating would reduce risks and enhance outcomes by providing more certainty and better performance.
Moreover, the project’s sustainability strategy ensured that sustainability considerations were integral to the project’s leadership. It also meant that sustainability had a seat at the table. This was achieved by appointing a sustainability representative to the Senior Leadership Team, which proved crucial in embedding sustainability into daily discussions and decision-making processes. This approach fostered a strong relationship between the sustainability team and the Project Director, who was committed to achieving genuine sustainability results. The Project Director ensured that sustainability was widely communicated on the project through alliance-wide meetings, toolbox talks, lunch and learns, and email blasts.
Throughout the project’s design and delivery phases, a rigorous decision-making process was employed, incorporating a multi-criteria analysis for significant choices. For instance, the decision to merge the Surrey Hills and Mont Albert stations into the new Union Station was evaluated through sustainability considerations across the quadruple bottom line: land acquisition impacts (governance), land use and environmental impacts (environment), community and safety impacts (society), and transport network, whole-of-life cost, and development opportunities (economy).
This holistic approach ensured that sustainability was not only a component of the project but a fundamental aspect of its governance and execution from start to finish.
The Project implemented a comprehensive sustainability strategy from the outset. Building on insights gained from prior LXRP works, UMA established ambitious targets in three key areas: decarbonisation, circular economy, and biodiversity. This strategy was crafted through an inclusive process that engaged senior leadership and functional experts, ensuring that sustainability was seamlessly integrated across all project functions and phases.
The governance approach adopted by SEPA was pivotal in embedding sustainability into the project framework. By considering and incorporating all NOP and client sustainability targets from the very beginning, the strategy was aligned with the expectations of all stakeholders. This alignment not only fostered a strong commitment to sustainability but also motivated the team to achieve outstanding results. The clear focus on these targets ensured that the project delivered on its sustainability promises, resulting in significant and measurable outcomes.
The successful integration of sustainability into the project’s leadership team was another key outcome of SEPA’s strategy. By appointing a sustainability representative to the Senior Leadership Team, the Project ensured that sustainability considerations were embedded in high-level decision-making processes across all functions. This also facilitated downstream conversations within the wider functions that involved sustainability. An example of this was noted in the procurement process, where the procurement leadership personnel actively engaged with the sustainability team to ensure the requirements were communicated and embedded into the procurement process for the wider functional team, and that the procurement team would be confident to facilitate sustainable outcomes beyond just requirements and compliance. This empowered the wider team to consider how their work can have positive sustainability impacts.
Additionally, one of the parent companies introduced the requirement for sustainability goals in the yearly goal setting cycle. SEPA aligned this requirement with the sustainability strategy objectives and targets to provide suggested sustainability goals for the wider delivery team. This resulted in buy-in as well as an increased desire to understand sustainability and promote initiatives.
The outcomes of this governance approach were evident in the project’s performance and stakeholder satisfaction. By embedding sustainability into every aspect of the project, UMA achieved several key results:
Decarbonisation: The project saw significant reductions in carbon emissions, surpassing the initial targets set. This achievement was due to the implementation of innovative technologies and practices designed to minimise the carbon footprint of construction activities. Energy emissions were reduced by 61% compared to a Base Case over the lifecycle of the project, with the solar array reducing emissions by 4,674 tonnes of CO2 over the lifecycle of the asset, and the use of GreenPower in the construction phase reducing CO2 by 469 tonnes.
Circular Economy: UMA successfully integrated circular economy principles into the project, resulting in effective material reuse and recycling. This approach reduced waste and promoted more sustainable resource management throughout the project lifecycle. An exemplar result is the diversion of 40% of office waste from landfill, an achievement due to the difficulty to implement behavioural outcomes.
Biodiversity: The project contributed to local biodiversity conservation efforts by incorporating measures to protect and enhance natural habitats. This included the planting of native vegetation and the creation of wildlife corridors, which helped to preserve and improve the local ecosystem.
In addition to these tangible outcomes, the project’s decision-making process was guided by a multi-criteria analysis that considered a range of factors. For instance, the decision to consolidate the Surrey Hills and Mont Albert stations into the new Union Station involved a thorough evaluation of sustainability across the quadruple bottom line. This analysis considered land acquisition impacts (governance), environmental and land use impacts (environment), community and safety impacts (society), and transport network, whole-of-life cost, and development opportunities (economy).
The results of these analyses were shared with stakeholders through detailed reports and presentations, ensuring transparency and fostering trust in the project’s sustainability efforts. By maintaining open communication and demonstrating the effectiveness of its sustainability measures, SEPA was able to build strong support and ensure that all project goals were met.
In summary, SEPA’s sustainability strategy for the UMA project embedded sustainability from the beginning and integrated it into every aspect of project governance. The clear focus on sustainability targets, effective communication, and thorough decision-making processes resulted in significant positive outcomes, setting a new benchmark for sustainable infrastructure projects.
The governance approach applied to UMA provided benefits to a wide range of stakeholders due to the high sustainability performance of the project, which inherently meant that impacts to the environment and local community were minimised, and that the positive impacts to industry were wide-reaching.
UMA’s governance approach prioritised the wellbeing of the local community by addressing potential negative impacts and enhancing overall quality of life. Through rigorous stakeholder engagement and the integration of community feedback, the project minimised disruptions during construction and improved safety around the work sites. The consolidation of the Surrey Hills and Mont Albert stations into the new Union Station streamlined transport options, reducing congestion, and provides a more efficient public transport solution. Additionally, the project included measures to preserve and enhance local green spaces, resulting in improved aesthetics and recreational areas for residents. The regular communication and transparency maintained throughout the project ensured that community concerns were addressed promptly, fostering trust and support.
The sustainability-first approach on the project led to significant environmental benefits. By implementing decarbonisation strategies and circular economy principles, the project effectively reduced carbon emissions and promoted efficient resource use, notably using waste material in concrete as supplementary cementitious materials (SCMs) and in pavements as recycled asphalt pavement (RAP). Key environmental initiatives included the protection of local biodiversity through habitat conservation efforts and the incorporation of sustainable materials and construction practices. These actions helped mitigate the project’s environmental footprint and contributed to long-term ecological health. The project’s focus on sustainability ensured that natural resources were managed responsibly, and any adverse impacts on the environment were minimised.
UMA set a new standard for sustainability in the infrastructure sector, benefiting the industry at large. The project demonstrated the feasibility and advantages of integrating comprehensive sustainability measures from the outset. This leadership provided valuable insights and benchmarks for future projects, encouraging other industry players to adopt similar practices. The project’s success highlighted the importance of embedding sustainability into governance and decision-making processes, influencing industry standards and practices. Additionally, the proactive approach to sustainability fostered innovation and collaboration, showcasing best practices that could be replicated across various infrastructure projects.
In summary, the governance approach to UMA resulted in a range of benefits, enhancing community well-being, environmental health, and industry standards. The project’s commitment to sustainability not only addressed immediate concerns but also set a precedent for future initiatives, driving positive change across multiple fronts.
The Project’s success has significantly influenced subsequent SEPA projects and beyond. The success prompted other SEPA projects to follow the same structure and best practice initiatives and ideas shared with the wider program via the Sustainability Joint Coordination Committee (JCC).
Using the power of the program and the best practices from UMA, and via knowledge sharing, the standard of governance from UMA has become business as usual across projects on the alliance, as well as the parent companies.
The governance structure and sustainability practices established during the Project have become the benchmark for future projects within the alliance and its parent companies. This shift was facilitated by the Sustainability JCC, which shared UMA’s best practices and insights across the program. The standard of governance from UMA has now become business as usual across the alliance and other projects in Australia. Knowledge-sharing has allowed future projects to adopt the same robust sustainability framework, ensuring that the lessons learned from UMA continue to drive improvements in infrastructure development.
The policies and targets set by the UMA project have had a ripple effect, guiding the implementation of sustainable practices in future projects. Key policies from UMA, such as the focus on increasing ecological value, employing sustainable materials, and reducing embodied emissions, have been adopted as standard practices. The project’s commitment to socially responsible employment practices, such as contributing to the training of disadvantaged persons and investing in innovation, has also influenced broader industry standards. By publicly sharing its Sustainability Policy, SEPA has demonstrated a commitment to transparency and has provided a valuable model for other projects.
The UMA project’s approach to sustainability has made significant contributions to several UN Sustainable Development Goals (SDGs), notably:
SDG 9 (Industry, Innovation, and Infrastructure): The project’s innovative practices and integration of sustainability from the outset have set a new benchmark for infrastructure projects. The adoption of comprehensive sustainability measures and the reintroduction of the ISC Design rating have demonstrated how to achieve high standards in infrastructure development. This has influenced industry practices and encouraged other projects to follow suit.
SDG 11 (Sustainable Cities and Communities): UMA’s enhancements to public transport, reduction in congestion, and improvements in safety contribute directly to creating more sustainable and resilient urban environments. The preservation and enhancement of local green spaces further supports this goal, improving the quality of life for residents.
SDG 12 (Responsible Consumption and Production): The project’s commitment to circular economy principles, including effective material reuse and recycling, showcases responsible consumption and production practices. This approach has set a precedent for managing resources more efficiently and reducing waste.
SDG 13 (Climate Action): UMA’s significant reductions in carbon emissions highlight its commitment to climate action. The adoption of decarbonisation strategies and innovative technologies has contributed to mitigating the impacts of climate change.
SDG 15 (Life on Land): The project’s biodiversity conservation efforts, including habitat protection and the creation of wildlife corridors, support the preservation of terrestrial ecosystems and local wildlife.
The UMA Level Crossing Removal Project has established a legacy of excellence in sustainable infrastructure development. Its approach to integrating sustainability into governance and project management has become a model for future projects within the SEPA alliance and across the industry. The project’s contributions to UN SDGs, including Industry, Innovation, and Infrastructure, Sustainable Cities and Communities, Responsible Consumption and Production, Climate Action, and Life on Land, underscore its role in advancing global sustainability goals. The legacy left by the Governance of the UMA project allows future LOR projects, in VIC and the other projects in Australia to learn from its example, and to implement on their own projects through knowledge sharing.
Social sustainability initiatives are some of the hardest to measure the full return of investment, with detailed measurement of outcomes typically not within the remit of infrastructure projects. In delivering the Metro Tunnel Project’s Tunnels and Stations package of works, CYP Design & Construction sought to change that by undertaking six Social Return on Investment (SROI) studies over five years to verify the value of three priority social sustainability initiatives, with the three evaluative SROI analyses conducted in 2023-24. These detailed studies have undergone third-party independent assurance by Social Value International, the global network for social value and impact measurement that promotes the use and development of the SROI methodology. They were used by CYP Design & Construction to inform the evolving design and implementation of the initiatives and to inform government and the consortium about how projects can create social value alongside meeting the critical infrastructure need.
Social sustainability initiatives are some of the hardest to measure the full return of investment. Reporting in the context of infrastructure projects tends to focus on outputs rather than detailed measurement of outcomes for people and communities.
In delivering the Metro Tunnel Project’s Tunnels and Stations package of works, CYP Design & Construction (CYP D&C) sought to change that by undertaking independently verified Social Return on Investment (SROI) studies to evaluate the value of three priority social sustainability initiatives:
These studies comprised three forecast SROI analyses conducted in 2019 and three evaluative SROI analyses conducted in 2023-24. All six of these detailed studies have undergone third-party independent assurance by Social Value International, the global network for social value and impact measurement that promotes the use and development of the SROI methodology.
Social Value International commended CYP D&C’s approach and consider that it is the first time an assured forecast plus evaluation SROI has been assured for the infrastructure sector at the scale of CYP D&C’s activities.
CYP D&C, in conjunction with our specialist partners Think Impact, has gone ‘over and above’ a standard practice measurement approach. We have actively sought to measure the legacy value of these investments and initiatives to deeply understand the social return on investment and value created for individuals, community, CYP D&C, industry and government stakeholders.
By conducting forecast analyses we had a better understanding of the value that stakeholders hoped for and anticipated, and how CYP D&C could design the initiatives to create the most social value for individuals, community, CYP D&C, industry and government stakeholders.
The SROI approach draws on established methodologies in economics, accounting and social research. It is underpinned by eight principles which ensure that the analysis understands the changes that take place and the additional value that has occurred through the activities being delivered.
SROI analysis compares the investments required to deliver the activities, with the value of the outcomes experienced by all beneficiary stakeholders.
Social Value International has praised CYP D&C’s approach and stated that we have exceeded standard practice by incorporating stakeholder interviews and interactions across all benefit receivers, to validate the investigations and findings claimed. This included interviews with individual participants in the programs offered by CYP D&C, where possible including their families, government representatives, supply chain partners, industry representatives and CYP D&C personnel involved.
Over 400 people provided input to the research through focus groups, surveys and interviews.
Extensive research was undertaken alongside the thorough stakeholder interview process to determine and validate of value findings. The comprehensive analysis and reporting were submitted to Social Value International for third-party assurance. The first three (Forecast) submissions were assured in 2019. The final three (Evaluative) submissions were assured in 2024.
This initiative undertaken by CYP D&C achieved significant outcomes in social return on investment (SROI).
The SROI studies conducted over five years validated the positive impact of three priority social sustainability initiatives: employment of priority jobseekers, workforce development for trainees, cadets, and apprentices, and social procurement. These initiatives demonstrated a net positive return on investment, with the most significant returns attributed to the Priority Jobseeker programs, followed by Social Procurement activities, and then the Traineeships, Apprenticeships, and Cadets programs. All SROIs returned a net positive return on investment (>$1 value per $1 spend).
By conducting the forecast analyses, CYP D&C were able to deeply understand, from a stakeholder perspective, what was changing for them in their lives and what was most impactful. This informed the ongoing design and implementation of the initiatives being delivered and prompted us to make several changes to maximise the Project’s impact, adjust initiatives, and create valuable lessons for the infrastructure and social value sectors.
The independent assurance of the SROI research process and outcomes by Social Value International provided robust validation of the stakeholder outcomes. This assurance confirmed the positive impact on stakeholders’ livelihoods, and their social and economic situations. The research produced compelling evidence and powerful stories of personal impact, raising awareness and understanding of the benefits of these initiatives within the CYP D&C workforce and beyond.
Internally, the outcomes of the SROI research were used to demonstrate the merits of these programs to various teams within CYP D&C, including human resources, procurement, commercial, and site managers. The initiatives being researched were not well understood by the CYP D&C workforce and staff beyond the core project teams implementing them. Creating employment opportunities for people who have experienced barriers to employment and social procurement wase not standard practice. An outcome of this research was raising awareness and understanding of the benefits of initiatives of this nature. This helped in engaging these teams to deliver similar initiatives at a larger scale. The parent companies of CYP D&C have also taken these lessons to future infrastructure projects, ensuring the continuation of these beneficial practices.
The Project client, Metro Tunnel Project Office (MTPO), has been involved throughout the conduct of the research. It has helped their understanding of how to incorporate social sustainability targets into infrastructure projects and how initiatives need to be delivered to maximise positive impact. The learnings from the Forecast SROI have been shared with other project delivery agencies within the Victorian Government, influencing future projects and policies.
The lessons gained for the infrastructure sector include:
The social value sector benefited from the unprecedented five-year study, which provided insights into the benefits and challenges of conducting forecast and evaluative analyses on the same initiatives. These findings have been shared with the social value measurement community of practice, contributing to the broader understanding and development of SROI methodologies.
The results of the forecast analyses, the process for conducting large-scale social impact measurement, and the lessons learned have been presented to the social impact sector at a webinar co-hosted by CYP D&C and the Social Impact Measurement Network Australia. This event attracted representatives from the infrastructure sector, keen to learn how to maximize social impact through infrastructure projects. CYP D&C and Think Impact are committed to amplifying these lessons by sharing and presenting the recent Evaluative SROI findings with MTPO and other government agencies. Social Value International has also expressed interest in promoting this work to their international audience.
The initiative by CYP D&C has set a new standard for measuring social value in infrastructure projects. The validated outcomes and lessons learned have not only demonstrated the positive impact on stakeholders but have also provided valuable insights for future projects and policies. This initiative has significantly contributed to the understanding and implementation of social sustainability initiatives, ensuring that social value is an integral part of sustainable development in the infrastructure sector.
The ultimate beneficiaries of CYP D&Cs innovation and rigour in social return on investment analysis will be future priority jobseekers, trainees, cadets, social enterprises and Aboriginal-owned businesses.
Stakeholders shared their life-changing experiences due to these initiatives:
“I used to get up at 10am. Now I can support my family financially, they can rely on me.” – Cadet
“My health has improved since I’ve been here. I work hard but I’m more energetic and I feel more connected.” – Cadet
“[I am now] able to rent a house instead of living in a caravan.” – Priority jobseeker
“Confidence and networking are the most significant changes for me. If I look at myself 5 years ago and now, there was a huge transition from me in 2017 to me now.” – Priority jobseeker
“We were a low income family. Now I have a job in CYP, financially I am more stable now.” – Priority jobseeker
“Financial stability is valuable; I don’t need to worry about food. That’s been fantastic”. – Priority jobseeker
“I would say, probably the growth that I’ve had with leadership skills, empathy, EQ skill, I’m able to empathise a lot more with younger people.” – CYP D&C manager/mentor
“Thank you for everything, it [this job] has literally saved my life.” – Social enterprise employee
“This role has given me the second chance I so desperately needed.” – Social enterprise employee
Externally verified research demonstrated that employment of priority jobseekers, workforce development, and social procurement lead to significant outcomes, encouraging continued investment from industry, government organizations, and contractors. Internally, this measurement approach helped stakeholders understand the importance of these initiatives by integrating stakeholders’ stories with quantitative data, bringing the story of change to life.
By conducting a forecast SROI on the three initiatives and then following up with three evaluative SROIs we were able to draw out insights that other research is not able to, such as the impact of refocusing training initiatives on the most impactful elements, the difference between having a dedicated social procurement arm versus integrating it into business as usual, and the effects of changing targets or focusing on those experiencing greater levels of disadvantage.
The social impact measurement community benefited from this unprecedented five-year study, which also enabled three practitioners to obtain Accredited Practitioner status through Social Value International, significantly uplifting the social value community in Australia and internationally.
The SROI studies conducted by CYP D&C have left a significant legacy and contributed to multiple United Nations Sustainable Development Goals (UN SDGs). The legacy and UN SDG contributions achieved through the outcomes and SROI evaluation of the three key social sustainability initiatives are profound and multifaceted.
The legacy of CYP D&C’s SROI studies is rooted in their pioneering approach to measuring social value in infrastructure projects. By conducting both forecast and evaluative SROI analyses, CYP D&C has set a new standard for social impact measurement. This approach has provided valuable insights into how infrastructure projects can create lasting social value, influencing future projects and policies:
The SROI studies have made significant contributions to several UN SDGs, demonstrating the alignment of CYP D&C’s initiatives with global sustainability goals:
In summary, the SROI studies conducted by CYP D&C have not only provided a robust evaluation of social sustainability initiatives but have also created a lasting legacy and contributed significantly to the achievement of multiple UN SDGs. These efforts have set a precedent for future infrastructure projects, ensuring that social value is an integral part of sustainable development.
The Metropolitan Roads Program Alliance (MRPA), including Fulton Hogan, Level Crossing Removal Project, and Metro Trains Melbourne, has achieved notable sustainability successes through a strong governance framework, collaborative efforts, and innovation.
MRPA’s approach emphasized sustainability from the start, focusing on collaboration, system development, and continuous improvement.
Key initiatives implemented on the Fitzgerald and Robinsons Road Level Crossing Removal Projects included the development of a paperless data capturing system and sustainability dashboard, Design Artefact Checklists and energy, materials, and water models. The Minimum Material Standard (MMS) and Minimum Biodiesel Standard (MBS) were also developed and mandated across the program of works.
Their dedication has not only led to significant successes but also fostered a vibrant team environment where collective efforts have driven meaningful sustainability results and a wider adoption of sustainable practices across the industry, which will undoubtedly leave a lasting legacy and contribute to multiple UN Sustainable Development Goals (SDGs).
The Metropolitan Roads Program Alliance (MRPA) comprises of Fulton Hogan, Level Crossing Removal Project, and Metro Trains Melbourne.
Key to MRPA’s enduring sustainability success has been its effective governance framework which has ensured sustainability is embedded across all projects from the onset, with a clear focus on partnerships and collaboration, innovation, system development, and continuous improvement.
WHAT WE DID:
By continuously improving and streamlining this framework, MRPA has been able to innovate and improve its systems and processes and share these learnings with the industry.
This submission highlights how this approach has driven significant innovations and sustainability improvements, which were implemented on the Fitzgerald and Robinsons Road Level Crossing Removal projects.
The most significant results of MRPA’s governance strategy and framework include; increasing the quality and visibility of sustainability performance and monitoring data, developing and implementing ‘Design Artefact Checklists’, Minimum Material Standards (MMS), Minimum Biodiesel Standards (MBS), trialling and adopting innovative sustainable construction methodologies and materials.
HOW WE DID IT:
PERFORMANCE MONITORING AND REPORTING –
Accurately tracking as-built materials, energy, water, and waste data is a challenging part of the sustainability rating process.
Working with MRPA’s Continuous Improvement team, suppliers, subcontractors, other Alliances, and External IT consultants, the Sustainability team developed a paperless data Sustainability data capturing program for as-built materials, energy, water and waste.
The team researched options and metrics for each type of input to ensure reporting accuracy, a monthly external reporting form was developed on SharePoint which utilised construction pre-start meeting attendance to automatically send reports out to relevant subcontractors, triggering them to report material, energy, water and waste.
The paperless data capturing program has enabled data collection to be more efficient, ensuring any refinements to systems and processes are supported by robust and accurate data.
CONTINUOUS IMPROVEMENT APPROACH –
Lessons from previous Level Crossing Removal Projects (LXRP) were captured and assessed to ensure there was ongoing evaluation and adaption of governance practices to improve sustainability outcomes and performance. This approach identified several key areas for improvement, including:
Moreover, an annual Sustainability Survey has been undertaken within MRPA over the last 3 years to review performance, strategies, and implement new actions.
COLLABORATION –
Feedback and lessons learnt from previous projects were shared and discussed with key stakeholders including design partners, asset owners, suppliers, and subcontractors.
This ensured that a collaborative and robust approach was taken to continuously improving and enhancing systems and processes in a way that benefited all parties involved.
By incorporating lessons learnt and unpacking these with key stakeholders, MRPA were able to enhance and develop their systems and processes, and successfully implement them on the Fitzgerald and Robinsons Road Level Crossing Removal Projects.
Following the effective implementation of the paperless data capturing program, MRPA developed a Sustainability Dashboard on PowerBI that pulls the data onto live streamed Dashboards.
This automated data management approach provides consistency and transparency allowing MRPA to compare live data to sustainability targets.
This has ensured project teams and management are informed and aligned, and sustainability targets are on track to be met. This level of automation also offers significant time savings leading to a more effective use of labour hours and allowing the team more time to analyse the findings of the data and put them to use.
Lessons learnt, flow charts, background processes and the template of the data capture system were shared with the other alliances and other projects within Fulton Hogan to give them insight into the process and a reference point should they wish to implement a holistic paperless solution.
The Sustainability team reviewed the existing management system and identified that updates and new documents were required to ensure sustainability was embedded early in the project lifecycle.
The team developed ‘Design Artefact Checklists’ to ensure social, environmental and economic initiatives were included in the design partner’s scope with timelines allocated. Procurement management systems, pre-award, and contract documents were also updated to include sustainability targets.
Early intervention during the design and planning phase and the use of the Artefact Checklist has resulted in significant fuel savings on the Fitzgerald (22.79% reduction) and Robinsons Road (3.44% reduction) projects, and a leading design rating.
Energy, materials and water models were also developed and implemented across the Fitzgerald and Robinsons Road LXRP and subsequent projects. These models were developed by way of identifying industry best practise and creating purpose-built models that captured the requirements for civil construction.
The models and Design Artefact Checklists are shared across Fulton Hogan projects throughout Australia and New Zealand, and are shared with MRPA’s design partners to increase industry sustainability resources.
The MRPA sustainability team developed a Minimum Material Standard (MMS) which mandated minimum recycled content for ready-mix concrete and asphalt and the Minimum Biodiesel Standard (MBS) to mandate B5 for all dry hire, select wet hire and B20 for all light towers and generators.
To develop the standards MRPA engaged suppliers and subcontractors to ensure products availability and acceptability. These were endorsed by senior management, mandating their use across all MRPA projects.
These standards make the Alliance’s carbon reduction initiatives clear and achievable for all project delivery teams. Resulting in a replacement of diesel with B20 Biodiesel of (6.55%) on the Fitzgerald and (4.44%) Robinsons Road LXRP.
The MMS and MBS are stored in the Project Collaboration System and electronically shared with the Project team. The minimum standards are also included in Alliance procurement document templates to ensure they are captured from the outset of a project.
MRPA worked with project development and delivery teams to implement several innovative construction methodologies and materials. Innovations achieved between July 2023 and June 2024 included:
• Australian first design adoption and manufacture of the ‘Vista’ RSS (Reinforced Soil Structure) wall reducing materials and construction energy;
• Victorian first acceptance and rewriting of the DTP (Department of Transport and Planning) ‘Off structure’ roadside barrier standard, allowing the use of slimline steel barriers instead of larger reinforced concrete roadside barriers, reducing materials and energy used.
• Australian first trial of a green hydrogen light tower during construction night works resulting in lessons learnt shared across the industry. This was shared and well received with the ARA’s Rail Infrastructure Contractors Executive Committee and ARA’s Sustainability Committee, and is the first infrastructure project in Australia to utilise this now patented innovation.
Lessons Learnt in the development of these systems and initiatives were shared with parent companies, design partners and the LXRP program.
MRPA’s collaborative approach to developing sustainability management systems by engaging with key stakeholders ensured extensive knowledge sharing and the best sustainability outcomes achieved for the industry. MRPA consulted with several key stakeholders including the client LXRP, consultants, industry competitors, design partners, asset owners, suppliers and subcontractors while developing these robust sustainability management systems.
By working with these external stakeholders, MRPA was able to identify current best practice, as well as any existing gaps in the industry. MRPA then worked with key stakeholders, in particular, asset owners (DTP, councils) and our design partners (SMEC, Aurecon, Arcadis) to develop and implement new management systems and ensure their governance.
In developing the Design Artefact Checklists and the energy, materials and water modelling templates, extensive consultation took place with external stakeholders to create these templates, purpose built for civil construction projects. These templates have since been shared with Alliance parent companies and design partners to promote best practice and knowledge sharing.
MRPA’s digital paperless as-built reporting system and PowerBI dashboard has also been extensively shared across the LX program, other construction sharing forums (Emerging Sustainability Infrastructure Professionals network) and with Alliance parent companies. The feedback received from external partners has been that this system is best practice across the industry and has prompted others to build and implement similar systems.
The Minimum Material Standard (MMS) for concrete and asphalt alongside the new Minimum Biodiesel Standard (BMS) have been industry leading mandates, creating true management commitment to MRPA’s carbon reduction targets. The MMS and MBS have both been shared and reused across the LXRP program and with parent companies.
MRPA’s efforts have been recognized with four consecutive ‘Leading’ IS v1.2 certifications in just three years on the Evans and Cardinia LXRP, Clyde Road LXRP, South Gippsland Highway LXRP and finally in 2023 on the Fitzgerald and Robinsons Road LXRP – demonstrating clear efforts to implement initiatives and innovations with a far reaching audience.
MRPA’s development of a robust sustainability management system and continuous improvement of this system has left a significant industry legacy and contributed to several Sustainability Development Goals (SDGs) in the process.
SDG 8. Decent work and economic growth:
When LXRP engaged MRPA with Fulton Hogan as the principal contractor, they set ambitious sustainability targets and associated KPIs for their aggressive program of level crossing removal projects. Not only did MRPA meet these sustainability targets, but they developed a system that enabled the team to exceed these targets.
Over a period of five years, MRPA’s engagement with external consultants and other stakeholders drove further economic growth, providing work during the development of their sustainability management systems.
SDG 9. Industry, Innovation and Infrastructure:
MRPA’s innovations including the ‘Vista’ RSS wall, off-structure steel roadside barrier, and hydrogen powered light tower trial have been widely shared with industry partners. The RSS wall and steel roadside barriers resulted in Victorian road asset owner DTP changing their standards, allowing these innovations to be used across all new projects.
SDG 12. Responsible consumption and production:
Management systems including the updated procurement system, Design Artefact Checklists, digital paperless data collection and the Minimum Materials Standard culminated in an overall reduction of material use and subsequent reduction of 34% in greenhouse gas emissions for the Fitzgerald and Robinsons Road LXRP in 2023.
SDG 13. Climate action:
In addition to the 34% reduction in GHG emissions, the Fitzgerald Road and Robinsons Road LXRP also realised a 44% overall reduction in GHG emissions for the project’s energy footprint. These energy reductions were realised by several initiatives including design efficiencies and the extensive use of biodiesel in generators.
SDG 17. Partnership for the goals:
MRPA’s engagement and partnership with stakeholders including design partners, asset owners, suppliers, and subcontractors when developing systems and implementing sustainability initiatives has led to the successful achievement of MRPA’s carbon reduction targets and goals.
Legacy:
MRPA’s management system and governance framework has been extensively shared amongst alliance partners, design partners, asset owners, suppliers and subcontractors and other industry competitors. This knowledge sharing has left a significant legacy with several stakeholders utilising and employing these systems on their own projects.
Governance Legacy:
From the outset, an Environmental and Sustainability Manager was appointed to MRPA’s Alliance Management Team, ensuring sustainability was represented in all key strategic decisions. Since then, the sustainability team has been enabled with the tools and resources to continually strive for transformational change. Additionally, MRPA created an Operational Improvement Manager role to identify areas of improvement and continuously update Alliance management systems.
Community Legacy:
• The Fitzgerald Road project successfully integrated indigenous design into their RSS wall panels. This co-design occurred after extensive consultation with the local Registered Aboriginal Party;
• MRPA strives to give resources back to the community, wherever possible. On the Fitzgerald and Robinsons Road projects, this included donating large amounts of mulch and felled timber logs to the local Friends of Kororoit Creek group;
• MRPA have organised ‘Clean up Australia’ events over four consecutive years within local community groups. The Fitzgerald Road project team worked with the Friends of Koroit Creek group to clean up the creek local to the project;
MRPA has achieved outstanding sustainability outcomes by emphasizing collaboration, innovation, and continuous learning. This dedication has not only led to significant successes but also fostered a vibrant team environment where collective efforts and shared objectives drive meaningful sustainability results. The exceptional team culture cultivated through these values will undoubtedly leave a lasting legacy.
The MELconnx Alliance (Laing O’Rourke and the Public Transport Authority) is delivering the METRONET Morley-Ellenbrook Line, one of Perth’s largest public transport projects.
The Project is an exemplar of meaningful Aboriginal engagement, leaving a positive legacy through a series of initiatives that addressed METRONET’s Gnarla Biddi (Our Pathways) Strategy and supported Stretch Reconciliation Action Plan objectives. The project achieved industry leading outcomes including:
The persistence in achieving outstanding economic and social outcomes for the Indigenous community on the Project has supported greater inclusion and improved supplier diversity within the broader industry.
