Opportunities for Improvement

What worked this year?
  • Early engagement in Design:  Opportunities for improvement raised via a series of multidisciplinary Sustainability in Design workshops successfully identified key initiatives to reduce resource consumption (energy, water, materials) during construction and operations.
  • Early engagement in Procurement: Aboriginal spend and associated participation requirements embedded into tender schedules (e.g. Form 1) to ensure Aboriginal business was mandated for every package of works. As a result, Aboriginal spend reached 45% of the JHCPB’s target of $34,000,000 during the first year of construction.
  • Sustainability requirements were embedded in management systems early in the planning phase, resulting in a robust sustainability assurance framework that facilitates clear and concise tracking of sustainability performance across the disciplines.
  • The Sustainability Team actively interfaced and engaged with Design, Construction, Commercial, Stakeholder, and People and Capability teams during design and early works construction resulting in a foundational understanding of SWTC and IS requirements and an increased level of support for sustainability outcomes.
  • Continuous participation in knowledge sharing forums by the JHCPB has allowed the team to leverage off lessons learnt from other Westconnex stages delivered and incorporate those learnings into the Project strategies. 
  • Waste to destination audits have been completed with other Major Projects which has facilitated healthy discussion on waste management practices between Contractors and Suppliers, particularly with regard to poor performance of spoil haulage contractors.
  • The role of the Independent Stakeholder Auditor has been performed by SQP’s from other Major Projects again contributing to knowledge sharing, whilst reducing reliance on external consultants.
  • The establishment of an active and engaged Contractor and material Supplier network for reporting purposes created tangible opportunities to collaborate on alternative materials (such as Emesh and Envisia) and other sustainability initiatives.
What didn't work this year?
  • Treated groundwater sharing arrangements between tunnel and civil sites were overlooked in the establishment phase meaning that the 15% potable replacement target is not being achieved.
  • Electricity contracts set up for tunnels and surface works separately. GreenPower was included in the tunnel electricity contract, whilst omitted from the civil electricity agreements, resulting in 20% target not being met.
  • Renewable energy opportunities not fully explored during early works construction, meaning that several opportunities to implement solar lighting across the surface sites were missed.
Opportunities for improvement for 2020-2021
  • Incorporation of GreenPower in civil electricity contracts (currently 16% out of 20% target).
  • Improved water sharing between tunnels and civils during construction (currently only 9% out of 15% non-potable replacement target).
  • Focus on local procurement (currently only 3% local supply).
  • Engagement of trainee’s post Covid-19.
  • Finalisation and distribution of the Project Procurement Plan and Social Procurement Policy.
  • Improved engagement and retention of Aboriginal & Torres Strait Islander Employees.
  • Collaboration with parent companies to establish preferred electricity providers for future projects to explore the possibility of reduced rates for large consumption forecasts and the inclusion of 25% min. GreenPower.