Union Road and Mont Albert Road Level Crossing Removal Project – Governance Outcomes

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.