Dr Jane Scanlon

Overview

Topic: Making Sustainability a Success -

Approaches to incentivising and embedding sustainability in infrastructure project delivery

•Points of entry for sustainability on a project.

•AGIC IS Rating tool.

•Getting a ‘green light’: incentivising and embedding.

•Getting a ‘red light’: what doesn’t work.

Points of entry for sustainability

AGIC IS Rating Tool

• First national sustainability rating tool for infrastructure in Australia.

• Measures sustainability performance across the triple bottom line (environmental, social and economic).

• Voluntary.

• Scheme includes:– Infrastructure Sustainability (IS) rating tool.

– Assessment process.

– Education and Training programs.

AGIC IS Rating Tool

Rating Type:

Project Phase:Planning

& DesignConstruction Operation

Design Rating

As Built Rating

Operation Rating

AGIC IS Rating Tool

Getting a ‘green light’

• The role of the project proponent:“Sustainability is very much led by the client” Design Manager, Olympic Delivery Authority

Transport

• The project procurement process:“The contracts are where the heart of sustainability lies in the end” General Manager

Planning Approvals, Sydney Metro Authority

“We pushed sustainability as an objective all the way through our documents and we said to the contractors, yes it is important to us and you will be assessed on it” Project Director, Sydney Metro Authority

“We need to send a clear signal to the market that we want the right people with the right values working with us on projects –it’s all about people and values” Project Director, Penninsula Link

Getting a ‘green light’

Demonstrating the business case:

•5 benefit areas:1. Reputation.

2. Cost efficiencies.

3. Employee engagement.

4. Risk reduction and management.

5. New revenue sources.

•Capex and Opex –contract type comes into play.– PPP –inherent interest in long term.

– Alliance –relationship-based and financial incentives.

Getting a ‘green light’

The role of the Sustainability Manager or Advisor:

•Build relationships.

•Be tenacious and passionate.

•Engender ownership.

•Recognise and reward.

•Use the right ‘language’ –lean, innovation, continuous improvement.

Getting a ‘red light’

• Inadequate upfront budgets.

• Not having a clear sustainability position and agenda.

• Poorly defined or risky sustainability targets.

• Wholly definitions.

• No reward mechanisms.

• Lack of baseline (data).

• Lack of integration.

Thank you!