Growing up in Palestine’s West Bank with a civil engineer father, Ahmad saw how strong water infrastructure can make a real difference for communities. That early experience sparked his passion for sustainability and water reuse. After earning his engineering degree in the West Bank and a master’s degree from Utah State University, Ahmad made Charlotte home. Motivated by the potential for smart water use — including the One Water concept in which all water sources are managed as equally valuable with an eye on resilience and reliability — Ahmad works on projects like water reclamation networks and biosolids dewatering systems to create lasting, positive impacts. 

What inspired you to join the industry?

 It all started with my dad, a civil engineer working on water and wastewater projects in Nablus, a city in the West Bank. Growing up in the 1990s, we would be walking around the city and I would watch as people came up to thank him. I’d ask why, and he’d say, “We installed a new water line,” or “We built a well to improve access to clean water.” Seeing firsthand how infrastructure could change lives inspired me early on.

In high school, I gravitated toward science projects about wastewater. For my ninth grade science project, I explored different treatment processes. Naturally, I chose civil engineering for my undergraduate degree, with a focus on water and wastewater systems.

During my senior year, professors encouraged me to consider graduate school at Utah State University. I was accepted and joined the Utah Water Research Lab, which focuses on hydraulic modeling and environmental wastewater treatment. That’s also when I got involved with the Water Environment Federation (WEF). I joined the student chapter, competed in the state’s annual design competition twice, and represented Utah at WEFTEC both years. That experience sparked my deeper interest in biosolids and introduced me to the professional side of the water industry.

In 2018, I moved to Charlotte where I started with pipeline projects, odor control and biogas systems. I gradually took on more responsibility — running calculations, conducting field work, and contributing to design efforts. When AECOM reached out, I was drawn to the opportunity to work with a tight-knit local team backed by a global firm’s resources.

Now, I lead technical work on pipeline and biosolids projects, handling everything from early study phases to detailed design submittals. I also stay active in the industry through my involvement with North Carolina One Water.

What is your favorite AECOM project that you’ve worked on and why?

We designed a water reuse network for the University of North Carolina at Charlotte that uses reclaimed water from a nearby Charlotte Water treatment plant for irrigation and use in cooling towers. Our team developed the connection from the plant to the university campus, and the pipe distribution network throughout campus grounds.

Before it’s reused, the water is treated to EPA standards suitable for agricultural or industrial use, in this case, for cooling systems. It’s a smart, sustainable solution that reduces the university’s use of potable water and supports Charlotte Water’s “One Water” vision of circular water use.

The university has completed part of the system, with plans to expand it over the next few years. I served as the deputy project manager for the initial phase and will step into the project manager role as construction continues.

Tell us a story of how your work positively impacted the community

We’re working on a biosolids project in Fort Lauderdale, Florida, alongside AECOM’s global biosolids lead, Terry Goss, who’s based in Raleigh.

The local wastewater plant uses belt filter presses to remove water from biosolids, reducing their volume and weight. Those presses are at the end of their useful life, so we’re evaluating options to replace and increase capacity. That could mean newer, larger belt filter presses — or different technologies like screw presses, centrifuges, or volute presses that offer more reliable performance and better dewatering. My role specifically is to choose the right dewatering equipment to replace the existing belt filter presses, correctly size it to fit their current and future needs, design the polymer system that will be added to thicken the biosolids, and design the necessary connections and appurtenances.

Dewatering is key to biosolids management. The more water you remove, the less volume there is to haul or dispose of — saving municipalities money, especially when biosolids go to landfills. Many utilities are also exploring composting or biogas production to turn waste into usable resources.

My role specifically is to choose the right dewatering equipment to replace their existing Belt Filter Presses, correctly size it to fit their current and future needs, design the polymer system that will be added to thicken the biosolids, and design the necessary connections and appurtenances.

Upgrading the equipment in Fort Lauderdale will have a meaningful impact on both public health and the environment. Keeping waterways and beaches clean is a big part of what drives me. It’s an exciting time in the industry. Technology now allows us to treat wastewater to the point that it can become clean drinking water again. That full-circle approach is at the heart of the “One Water” concept: using and reusing water wisely to protect our limited resources and reduce environmental impact.

Share a piece of career advice

Try everything at least once. Accept the opportunities that come your way. Maybe you’ll find there is something you do not want to do again. That’s fine. But at least try it first and see where it takes you. Biosolids weren’t something that I initially wanted to work on. I was approached to work on them. I found that I liked the work and have remained involved ever since. Being receptive to opportunities keeps your options open and will motivate you to learn new things.

The post People Spotlight: Meet Ahmad Bitar appeared first on Blog.

Daniel Charbonneau is a proud Anishinaabe Algonquin with over 30 years of experience in Indigenous relations. Throughout his career, he has focused on Indigenous business partnerships, major projects consultation, and modern treaty negotiation. He brings a wealth of expertise in strategic planning, evidence-based policymaking and program management. 

Tell us about what inspired you to join the industry. 

What inspired me to join the industry is the immense potential for meaningful impact and collaboration. The infrastructure sector is at a pivotal moment with a growing emphasis on inclusive practices that ensure full Indigenous participation in major projects. For me, engineering consulting is not just about building structures; it’s about forging partnerships that drive shared success. The commitment to integrating Indigenous perspectives such as Indigenous traditional knowledge, environmental stewardship, business development and employment creation into every aspect of project planning and execution is not only important but essential in driving innovation and achieving sustainable outcomes. The opportunity to contribute to initiatives that enhance both industry progress and Indigenous prosperity is what truly motivates me. 

What is your favorite AECOM project that you’ve worked on and why? 

In my role as Reconciliation Project Manager, I am leading AECOM Canada’s participation in the Partnership Accreditation in Indigenous Relations (PAIR) program for the Canadian Council for Indigenous Business (CCIB). The CCIB PAIR program enables organizations to set and achieve progressive performance targets in Indigenous employment, procurement, business partnerships and community investments. I am very excited about our progress such as updating an Indigenous Relations Policy, developing an Indigenous Procurement Policy, and creating an Indigenous Investment Fund — all of which support relationship building with Indigenous communities. I am also leading our efforts towards Bronze Level of certification, making sure that AECOM meets the highest standards of collaboration in its engagement with Indigenous communities. I am eager to continue to drive initiatives that promote genuine engagement, foster mutual trust, and advance the company’s commitment to reconciliation. 

Tell us a story of how your work positively impacted the community. 

I am currently working on a large passenger rail project called Alto that will provide more frequent, faster and reliable service for commuters between Quebec City, Quebec and Toronto, Ontario. My contribution to the project supports meaningful economic participation and maximum socio-economic benefits for Indigenous Peoples. By fostering strong partnerships and ensuring that Indigenous voices are integral to the planning and implementation process, I have helped create opportunities that extend beyond the project itself such as creating a series of socio-economic research reports serving Indigenous communities in other projects. This work has led to increased capacity building, employment and training opportunities, which are helping sustain long-term benefits within the communities such as environmental protection, and business and job creation. My goal is to ensure that the project not only respects Indigenous rights and traditions but also leaves a lasting, positive legacy for future generations. 

Share a piece of career advice. 

Always stay curious. Learn the needs and aspirations of the communities your projects impact. Embrace learning and be ready to apply the latest industry best practices in your field. Adapt to new challenges as they arise, and keep proposing innovative ideas, knowing that only one in ten come to fruition. Continue to collaborate with your colleagues and sustain team efforts in the areas important to Indigenous Peoples such as healing, education, socio-economic benefits, cultural protection and environmental stewardship. This is about creating social value through intentional design, driving sustainable community growth, and working with authenticity. Acting ethically means going beyond mere performative actions to make a genuine impact. 

The post People Spotlight: Meet Daniel Charbonneau appeared first on Blog.

As a leader in our Civil Works department, Kimberly Heenan brings a unique blend of technical expertise, strategic vision, and deep personal commitment to infrastructure resilience. With more than 19 years of experience and over $2.5 billion in constructed projects, she has led the inspection, assessment, design and construction of levees, floodwalls, dams, floodgates and stormwater pump stations across the U.S.

Kimberly’s portfolio spans more than 275 miles of levee systems and 35 dams, supporting agencies such as the United States Army Corps of Engineers (USACE), United States International Boundary and Water Commission (USIBWC), and USACE Engineer Research and Development Center (ERDC). Under her leadership, our civil works team has grown into a nationally connected group equipped to take on the country’s most complex water infrastructure challenges. Whether managing risk assessments, engineering solutions for flood protection, or guiding large-scale alternatives analyses, Kimberly is driven by one goal: protecting communities and helping them thrive.

Tell us about what inspired you to join the industry.

Hurricane Katrina occurred while I was in college, and when I saw the devastation, I felt a deep calling to do something. I wanted to help fix the levees and to be part of the recovery. I remember students from Louisiana State University, Tulane University, and other universities relocating to Texas A&M, where I was attending. Their experiences really stayed with me — I just kept thinking, what can I do?

At the time, I was still finding my footing and building confidence in my ability to be an engineer. Then, during a career day event, I handed my resume to a representative from AECOM. They passed it along, and shortly after, I received a call about a junior Geotechnical Engineer position — working on the levees in New Orleans that had been devastated by Hurricane Katrina. It felt like a sign. Even though I was nervous about moving to the big city, I accepted the offer and committed fully to the opportunity. I worked long hours, asked questions, and soaked up knowledge from teammates who loved to teach. It was a chance to contribute to something deeply meaningful — something that had personally impacted me — and that experience became the turning point that truly anchored me in this field and shaped the trajectory of my career.

What is your favorite AECOM project that you’ve worked on and why?

Obviously, the New Orleans levee project will always mean a lot to me. But another that stands out is the Freeport Levee Coastal Storm Risk Management (CSRM) project. Unfortunately, the client’s funding limitations meant we couldn’t finish the project, but it gave us the space to build something special at AECOM — a civil works group that can operate from anywhere in the country and work with anyone. 

Over the course of the work we were able to complete, we grew from a team of just six people to about 20. And it wasn’t just our group working on the project. At one point, there were over 100 people across AECOM contributing.

The project raised our team’s visibility and gave us this incredible experience with the Galveston Corps of Engineers District. The Gulf Coast region is facing significant challenges from rising sea levels, aging infrastructure, and increasingly severe storm events. The experience positioned us to contribute meaningfully to future critical resilience work still needed across this part of the country.

And honestly, I just loved the team. The people on that project made it a favorite, too.

How has the growth of AECOM’s civil works team prepared us to meet the infrastructure resilience challenges of communities?  

For me, it means having a team I can rely on to help design these incredible levee systems that protect people and communities, so they never have to go through something like Hurricane Katrina again. Building a civil works team that can do this work, and do it well, has always been deeply meaningful.

Many of these flood risk projects are happening in communities that have historically been underserved. It’s not just about protecting property. It’s about protecting lives, bringing peace of mind, and in many cases, helping families financially by lowering flood insurance costs. Everyone deserves that kind of security, no matter where they live.

We’re at a critical moment in the U.S. Much of the nation’s infrastructure, including levees, floodwalls, and protection systems, was designed to last about 50 years. That time has passed. I knew we had to grow our civil works team because I knew these projects were coming. These systems either start to fail, or they get updated. Too often, people only pay attention after a catastrophic failure, but we shouldn’t have to wait for that to happen.

To me, this work is about making sure we don’t wait — that we’re ready. When we bring new people onto the team, we look for those who are driven by purpose, who genuinely want to make a difference in people’s lives. That’s what it’s all about.

Share a piece of career advice.

My dad coached women’s basketball, and he used to say something that stuck with me: “It doesn’t have to be perfect.” He noticed that many players would hesitate, waiting for the perfect moment to take a shot and by then, the opportunity was gone.

He taught me there are only three outcomes: you miss and the other team gets the rebound, you miss and your team gets the rebound and you get to try again, or you make it. Two out of three isn’t bad. I’ve carried that with me throughout my career. When I’m facing a challenge, I remind myself not to wait for perfect. Just take the shot and keep moving forward.

The post People Spotlight: Meet Kimberly Heenan appeared first on Blog.

Kelly has worked in the environmental field for more than 20 years. As Director of Environment and TechEx Lead (Environment + Energy) for Australia and New Zealand, she drives business growth, technical leadership and capability development across the region.

Kelly’s work spans complex State Significant Infrastructure, international environmental and social assessments, and project governance roles. She’s played a key role in establishing feasibility and securing environmental approvals for some of Australasia’s largest infrastructure projects, including WestConnex (M4 East and M4–M5 Link) in Sydney and the Purari Hydropower Project in Papua New Guinea.

Known for her people-driven leadership, Kelly brings a clear, outcomes-focused approach with strengths in stakeholder engagement, project directorship and aligning environmental performance with our clients’ broader infrastructure goals.  

Tell us about what inspired you to join the industry.

I grew up in the 1980s during a time where environmental awareness was growing and the plight to protect our ocean mammals inspired a generation. My sustainability values formed by this exposure at a formative age, combined with frequent opportunities to spend time in nature, with my grandparents and wider family who were all gardeners and spoke fondly of these values.

I was lucky enough to spend my childhood visiting Oatley Regional Park, which contains 45 hectares of Sydney’s prime bushlands, 310 plants species and 107 bird species. The opportunity to study this biology and be part of protecting it was ultimately what drove me to make a career for myself in environmental consulting at a time when it was only burgeoning.

I started out as an ecologist, and early in my career developed a broad base of experience in smaller town planning and environmental consultancies. I’ve taken opportunities to gain experience in the full gamut of disciplines, from noise and air monitoring, koala surveys, water treatment, impact assessments, master-planning, project management, expert witness reporting, permitting, detailed design development and construction management. My ‘say yes’ mindset allowed for rapid growth in diverse skills and associated responsibility.

Having such a broad experience-base led me to realise that where I could make a material difference was by bringing an ‘ecosystem mindset’ to early phase project definition, connecting and collaborating with clients and in-house designers at an organisation like AECOM.

What is your favorite AECOM project that you’ve worked on and why?

My favourite types of projects overall are those where I can work collaboratively in shaping the project with a client. One that stands out was my role as the Australian Environmental Lead for the Purari Hydropower Project, a pre-feasibility project for a hydropower plant in Papua New Guinea (PNG). We assessed the potential to send power by cable from PNG and through a 1,300kilometre high-voltage transmission line to Far North Queensland (FNQ), Australia.

I collaborated closely with clients including EDF, Origin Energy and PNG Energy Developments Ltd, and AECOM’s trans-Tasman team. The feasibility project focused on identifying, evaluating and refining high-voltage transmission corridor and route options across remote Pacific island regions. This involved navigating challenging terrain, including large, dense rainforests and wild rivers.

I coordinated our team’s reconnaissance mission by light aircraft over the Torres Strait Islands and Far North Queensland — an unforgettable career highlight. We conducted fieldwork and extensive GIS mapping to inform the design and multi-jurisdictional planning approval pathways of the project, to meet World Bank Sustainable Development Principles and Australian Commonwealth standards. We also conducted extensive in-country social mapping, including Indigenous and stakeholder consultations in both FNQ and PNG. These insights directly informed the development of stakeholder engagement strategies and Indigenous Land Use Agreement planning for future stages of this multinational energy transition project.

Tell us a story of how your work positively impacted the community.

As Environment Lead, I oversaw the construction of a 17-kilometre desalination pipeline project through urban and contaminated areas, and across Botany Bay. This project delivered significant community benefits, most notably enhancing Sydney’s drinking water security during drought.

We engaged the community extensively during this project and embedded the local benefits we identified during this engagement. These benefits included the creation of a parkland on the shores of Botany Bay, adding beach accessibility platforms in the suburb of Kurnell and including public art along the pipeline route. Through our environment-led design approach, we successfully avoided adverse environmental and community impacts, while restoring native vegetation in the corridor adjacent to the nearby RAMSAR wetlands.

Our alliance that designed, permitted and delivered this project over a three-year period won several design and construction awards for our work.

Share a piece of career advice.

Say yes. Take on the less glamorous tasks and problematic projects, be collaborative and complete them well. You’ll reap the opportunities and choices that flow from this.

Don’t go dark on clients or your internal peers, especially if you have a delay or issue, get in front of it and show you’re acting fast to resolve it.

As you progress in your career, look for opportunities for your team and elevate their profiles in your networks, use your local, regional or global platform.

Lastly, stay curious, and think broadly about who else you can bring in to your team to solve your clients’ complex issues.

The post People Spotlight: Meet Kelly Pearsall appeared first on Blog.

At the launch of the Ireland Annual Review 2025 back in January, I had the privilege of joining a panel of industry experts to discuss the future of infrastructure in Ireland. The conversation spanned housing, real estate, transport, energy, healthcare and water.

It was good to see the water sector included in the conversation. Water is fundamental to every aspect of economic and social progress. Without it, there is no housing expansion, no industrial growth, and no way to sustain a thriving population. We often say that economic growth is thirsty work, and it is good to see that Ireland recognizes that investing in resilient, future-proof water infrastructure is just as important as building roads, rail and housing.

But water is just one piece of a much larger puzzle. What I see happening in Ireland today — just as I have seen in many other parts of the world — is an urgent need for a shift in how we approach infrastructure delivery. The key to solving the challenges ahead is embracing programmatic thinking — an approach that moves beyond isolated projects and instead delivers infrastructure in a strategic, coordinated and efficient way.

What programmatic thinking really means

For too long, infrastructure delivery has been fragmented, with different agencies and sectors working in silos. In many cases, projects that should be connected — such as housing developments, water supply systems and transport networks — are planned and executed independently. This lack of coordination not only drives up costs but also leads to inefficiencies, delays and missed opportunities.

Programmatic thinking changes that. As we explain in this year’s report, it is not just about delivering a collection of projects; it is about delivering a vision of success. It allows us to:

• Maximise efficiency by leveraging economies of scale and reducing duplication.
• Attract international expertise by creating a clear and reliable pipeline of work.
• Accelerate delivery by streamlining procurement and approval processes.
• Ensure long-term sustainability by designing infrastructure that meets future needs, not just today’s.

In my experience working across the globe, the most successful infrastructure programs have been those that break down silos and bring together multiple sectors. In Los Angeles, for example, we have seen transport, healthcare, water management and urban development integrated under a single strategic framework. Instead of competing for resources and attention, different agencies work collaboratively, resulting in faster, more effective project delivery.

These large programs present a unique opportunity to drive meaningful change across our communities. To maximize their impact, they must be integrated, leveraging their scale to attract investment, talent and innovation — ultimately strengthening the economy and supporting national growth. This is why complex programs require cohesive, strategic leadership, ensuring alignment across sectors and delivering long-term benefits for all.

Ireland’s unique opportunity

Ireland is at a critical juncture. Unlike many other nations struggling with infrastructure deficits, Ireland has a rare combination of strong economic growth, budget surpluses and a growing population. The country has the ability — and the resources — to invest in infrastructure strategically, rather than reactively.

However, to fully capitalize on this opportunity, Ireland needs to provide certainty and commitment. As I emphasised at the event, international infrastructure firms and investors are watching closely. They need to see long-term stability in government policies, clear pipelines of work, and a commitment to follow through on major projects. Without that, the best talent and resources will go elsewhere.

This is especially true in the water sector. While Ireland is a water-rich nation, the supply is not always where it is needed most. Climate change is adding new pressures, with more frequent flooding in some areas and water scarcity in others. These challenges cannot be solved with short-term fixes. They require a comprehensive, programmatic approach that prioritises resilience, efficiency and sustainability.

The supply chain challenge — and how to fix it

One of the most pressing concerns in infrastructure delivery today is the strain on the global supply chain. This is not just about materials — it is also about people, skills and expertise.

Ireland, like much of the world, faces a significant shortage of skilled workers in engineering, construction and infrastructure management. This is a challenge that could impact the pace and cost of delivery if not addressed proactively.

At the event, I spoke about how infrastructure investment is happening everywhere — from the United Kingdom’s AMP8 water investment program to Australia’s massive transport projects and the United States’ historic infrastructure bill. This means that the best talent and global contractors have options.

In my experience, programs that overcome the issues around supply chain are the most successful. If Ireland wants to attract top-tier firms and expertise, it needs to become the location of choice by offering:

• A clear, long-term pipeline of work to give companies confidence in investing here.
• Efficient procurement and approval processes to avoid unnecessary delays.
• A collaborative contracting environment that fosters shared risk and shared reward.
• Commitment to workforce development — building talent at home while also attracting international expertise.

We also need to rethink traditional working models. In this new digital age, we do not need to rely solely on in-person expertise. Many aspects of infrastructure planning and design can be done remotely.

One of the most effective examples of this has come from Uisce Éireann (Irish Water), which has successfully opened its doors to global expertise and leveraged international talent to support local delivery. This model demonstrates how organizations can broaden their talent pool and ensure that vital infrastructure projects move forward efficiently.

Collaboration is key

Another major takeaway from the discussion was the need for collaboration across all levels of infrastructure planning and delivery. The projects we develop today are far more complex and interconnected than they were in the past. A new housing development is not just about homes — it is about water supply, transport access, energy efficiency and climate resilience.

To get this right, we need a unified strategy that brings together all key stakeholders — government agencies, private sector partners and global experts. We need to create shared success metrics, where everyone, from designers to contractors, is working towards the same vision. And most importantly, we need to commit to long-term thinking rather than short-term political cycles.

This is exactly the approach that has worked in other global infrastructure programs, such as in Los Angeles. These collaborations did not happen by accident — they were intentional, strategic and focused on the bigger picture.

A once-in-a-generation moment

What excites me most about Ireland’s future is that the potential is enormous. The country has the resources, the ambition and the opportunity to become a global leader in sustainable, strategic infrastructure delivery.

But to do that, Ireland must embrace programmatic thinking, commit to long-term planning, and foster a culture of collaboration over competition. It is time to move beyond the old, fragmented approach and build an infrastructure system that works as a whole, not just in pieces.

A programmatic approach is not one that just delivers a project, it delivers a vision of success. The vision for success in Ireland is going to be underpinning of economic growth and success in providing housing for a growing population.

This is Ireland’s once-in-a-generation moment to create an infrastructure model that will serve its people for decades to come. The question now is — will we seize it?

Read this article to learn more about the increasingly successful application of programmatic principles across the island of Ireland.

The post Unlocking Ireland’s future: Why programmatic thinking is the key to sustainable infrastructure appeared first on Blog.

In 2020 however, the transit system bore the brunt of the coronavirus. Ridership and the farebox revenue financing dropped precipitously, putting the transit system and New York City’s economy on the edge of viability. While now rebounding, New York City is continuing to face economic challenges, transit ridership is down 50 percent from 2019, and bringing back ridership will be an ongoing challenge, as the Global Workplace Analytics estimates that 25-30 percent of the workforce may continue to work from home multiple days a week. While decreases in ridership are real and pose an issue, the fact remains that many across New York City will continue to rely on our public transit system – and that its health is vital to the economic and cultural health of our city.

Although ridership may be tenuous, and some may question the wisdom of transit infrastructure investments, I believe that now is the time to invest in transit infrastructure. Simply put, the spending choices we make now will impact our city’s speed and the depth of its recovery. And in New York City, there is no better investment than our transit infrastructure. Here are four factors illustrating the importance of transit infrastructure investment in securing New York City’s future as a world city:

The economy. The wellspring of a healthy city is its economic condition. Infrastructure spending yields important economic dividends – with spending benefits that are even more significant when investing in transportation infrastructure. According to a study for the Business Round Table, an association of chief executives for the United States’ leading companies, every US$1 invested in transportation infrastructure returns US$3.54 in economic impact, a nearly 4:1 ratio, the result of improved efficiency and connectivity.

Developing jobs. As New York’s economy begins to rebound, unemployment is still a concern. Investing in transit infrastructure programs such as the Second Avenue Subway Phase II and an expansion and overhaul of Pennsylvania Station will improve regional connectivity while adding much needed job opportunities. The Economic Policy Institute estimates that every US$100 billion of infrastructure spending adds 1 million jobs. According to Duke University’s Center on Globalization, Governance and Competitiveness, this number doubles when projects are transit related.

Advancing transit’s future. New York City is home to one of the oldest subway systems in the world and incorporates a transit network with one of the world’s largest regional commuter rails. Continuing to modernize and invest in technology that manages density and encourages a return to transit ridership in the age of the coronavirus will keep this network, and in turn New York City’s economy, vibrant for years to come. AECOM’s Transportation Resilient Integrated Passenger Solution (TRIPS) uses new and existing technologies to inform passengers’ decisions with real-time trip planning. It manages congestion at station platforms, and control boarding and alighting which ensures safe arrival at final destinations. The system also enables communication with operators and passengers to help manage transit density, increasing passenger comfort and system ridership.

Resiliency, sustainability and equity. The pandemic raised concerns about difficulties maintaining social distancing on the subway system, factors that some believe might reduce transit use; this however runs counter to New York City’s history. Many believe public transit usage and capacity – and notably on the subways – will continue to expand if we invest in strategies that address convenience, resiliency, sustainability and social equity.

There is an inextricable link between infrastructure investments, and equity, sustainability and resiliency. Programs and projects such as station flood gates promote resiliency, sustainability and transit equity by protecting transit capital investments from damages resulting from climate change and extreme weather. This also promotes equity by keeping the system operational for those relying on it, maintaining their ability to connect to work.

Investing in electrifying buses is one example of a key investment in equity. Implementing the use of these vehicles reduces greenhouse gas emissions that are related to issues of public health. This is particularly important for lower income neighborhoods where bus depots are typically located. Improving the health and well-being of its citizens through projects and programs that reduce emissions will leave lasting legacies to communities across New York City.

Act now. Investing in transit infrastructure affords New York City one of its best chances to stimulate its economy. And the time to act is now. The recently passed Infrastructure Investment and Jobs Act affords us with the ability to reap long-term dividends and improve the system’s long-term health. Investments in subway, MetroNorth and Long Island Rail Road station accessibility and such projects as the Second Avenue Subway Phase II and East Side Access, which will deliver Long Island Rail Road service to Manhattan’s East Side will continue to improve equity, sustainability and in turn our city’s economy. As we continue to manage the coronavirus and its impacts, the economic health and well-being of our city’s residents should be our most pressing concern. The time to act is now.

The post Why we must act now: Investing in New York City’s infrastructure is essential for its future appeared first on Blog.

When launching the Clean Green Initiative at COP26, which was designed to help finance sustainable growth initiatives in developing countries, UK Prime Minister Boris Johnson reflected that “climate has often been a silent victim of economic growth and progress.” However, to fully understand the impact of climate change and our response to it, we must also consider the significant social implications.

The impacts are real, from flood damage to households to the pressure on urban water sources driving up costs and forcing people into water poverty. Guided by public opinion, governments and policy makers are looking at ways of ensuring the transition to a green economy happens in a fair way. The European Union has established the Just Transition Mechanism to offer financial support to alleviate the socio-economic impacts of the move towards a carbon neutral economy, and the Scottish Government has set up a Just Transition Commission to monitor the impacts on communities, with Richard Lockhead as its Minister for Just Transition, Employability and Fair Work.

Environmental, social and governance issues are increasingly the central focus for businesses, too. At AECOM, one of the key pillars of our Sustainable Legacies strategy is improving social outcomes through the projects we deliver.

In Canada, we conducted an environmental assessment for the development of a 300-megawatt wind farm, the largest First Nation wind partnership project in the country. As part of this, we engaged with the local community and delivered local jobs and training, with 15 percent of our project workforce being comprised of First Nation staff. Furthermore, due to the local staff knowledge of the land and proximity to the project site, we were able to more effectively protect and preserve the natural environment and provide time- and cost-saving opportunities for the client.

Through projects such as Henvey Inlet, our teams have distilled a number of lessons for delivering social value:

• Projects should consider the social implications at the earliest stage of decision making in order to embed social value through the project from design to delivery
• Efforts should be made to secure local support and engage in long-term partnerships
• Projects should engage with local people and business to ensure the infrastructure fits local needs and benefits those who will use it. This will also strengthen the project by harnessing local knowledge
• Projects should set tangible goals for delivering social value as part of the project – for example, the percentage of the workforce on big infrastructure projects living locally
• Consider social value beyond the project, building in local capacity through education and training initiatives that leave a legacy, for example.

As we transition to a green economy, we must ensure that the people, businesses and communities affected are not left behind. Similarly, as we design and develop sustainable, climate resilient infrastructure, we must ensure that the social value for local communities is part of the decision-making process.

The post Green infrastructure must consider social value: Here’s how appeared first on Blog.

Here we are in Glasgow at the end of the Ride the Change mission. Wow, what a trip for a great cause! 

Along the route to COP26, we encountered several logistical challenges. On my part, that included how to get to the start point some 40 miles away with a bike, and endless deliberations over how many energy bars, recovery drinks and inner tubes I needed to pack. Not to mention how many pairs of nice dry socks I would need.

The bike ride was organized with the intention of raising public awareness for climate action and inspiring others to make green-friendly changes to their lives. So, what did I learn?

The bicycle is a wonderful invention and many of us at AECOM are lucky enough to be able to work in offices with great facilities for cyclists. Cycle lock up areas, showers and lockers remove many of the barriers that prevent daily use of the bicycle as a functional means of transport to and from the office.

My daily commute is around 15 miles. If I travel it by car, this trip often takes over an hour. On a bike, the journey length is comparable, even including the time it takes to change out of my cycling gear, but the experience is much more enjoyable.

On the ride we used large sections of the National Cycle Network. That’s brilliant for sports or leisure cycling, but to really step up and make cycle-commuting a way of life for more of us in the UK, we need to look at the way we design the infrastructure better. As engineers, we are ideally placed to lead those conversations.

I’m fortunate that much of my commute is on vehicle-free canal towpaths.  With many of the UK’s towpaths now well maintained and suitable for bike use, it’s easy to forget about how these picturesque, often hidden urban green areas came to be.

This is what I was thinking about as we rolled from the point where I joined the London-Glasgow route in Stoke on Trent. The route took us through the post-industrial revolution landscape of the North Midlands, past the former Chatterley Whitfield Colliery and further north, all the time passing along the canals built by our great ancestor builders who dug deep into the earth to make safe (if somewhat slow) passage for earthenware goods. It felt like our industrial legacy was writ across the landscape like a book waiting to be picked up and used once again.

In addition to repurposing the towpaths, there is much value in the structures built by our ancestors. Approximately 30 percent of the UK’s buildings sit above former coal mines, which have since flooded with water. This naturally warm water could in the future be used to heat people’s homes, helping the UK reach its carbon reduction goals. Brownfield sites could also be key to a sustainable future that doesn’t require the use of greenfield locations. 

Over the past few days, I’ve had some really interesting conversations regarding the way in which we can all contribute towards a sustainable future and once I get home, I’ll be thinking about how to incorporate some of these great ideas into my daily life – and into the delivery of the great projects we have at AECOM. But first, I’m looking forward to a long hot soak of my weary legs!

PS: It’s not too late to make your own personal contribution to tackling the climate crisis by pledging your support to our team of cyclists.

The post Repurposing our industrial heritage for sustainable commuting: A post-ride report appeared first on Blog.

Congress and the Biden Administration are pushing to fund it and, most importantly, put the climate-oriented policy frameworks in place to do it right. As of September 2021, Congress is poised to act on the bipartisan $1.2 trillion Infrastructure Investment and Jobs Act. If it passes, it will provide significant funds to jump-start electrification and enable decisive movement toward a low-carbon electric grid. We are actively supporting many of our clients in operationalizing this exciting and challenging shift from vehicles powered by gasoline to an electrified future.

Why is modernizing the grid so important? The International Energy Agency expects the global electric vehicle fleet to reach about 130 million by 2030, and to increase electricity demand by 4-to-6 percent. Technological and policy developments could push these numbers much higher. What we do know is this: Electric vehicles will vastly increase the demands on our energy grid. We are working with our clients to plan and execute effective modernization strategies that take into account the specific grid-related needs and issues from the micro to macro level so that we can reliably power electric vehicles and boost user confidence. Recent severe weather-related U.S. grid shortages and outages have further highlighted the need to modernize the grid for resilience as well as effectively power our transportation infrastructure.

The electric grid, as we know it, needs to adapt. Once sourced solely from large power plants, modern grids need to accommodate increased supplies from renewable, distributed resources that enable power to flow more flexibly based on supply and demand. While some solutions will be shared, each utility and geographical region will have different grid resources and demands, so a one-size-fits-all solution won’t work. Physical infrastructure improvements coupled with digital smart grid management technology will enable distribution utilities to move energy from one part of the grid to another to avoid service interruptions. And innovation will play a key role in enabling these new-use requirements.

Electric utilities are poised to see a significant growth in demand for their services. Utilities, as well as the policy making community, must be proactive to support the effective transition to transportation electrification: modeling, developing, implementing and managing programs and incentives to advance energy infrastructure and grid modernization.

Enter the Infrastructure Investment and Jobs Act. With proposed federal investments to reenergize America’s power grid and transmission systems, resources will flow to states and municipalities to modernize the grid, producing jobs and strengthening communities along the way. As passed by the U.S. Senate in August 2021, this $1.2 trillion investment toward infrastructure initiatives would be spent in just five years – an average of $700 million dollars a day – and approval by the House of Representatives and President Biden’s signature are all that’s required to authorize the funding. The funds proposed for grid modernization and transportation electrification is significant, and AECOM is supporting our proactive clients in preparing to leverage these funding resources as they are made available.

As of this writing, Congress is also considering other funding proposals as outlined in the Administration’s Build Back Better Initiative that target electrifying our transportation infrastructure.  Funding has targeted building out a national network of charging stations, subsidizing renewable energy development, incentivizing consumers to purchase electric vehicles, funding municipalities and states to convert their school bus fleets from diesel to electric, and many other investments that would fund the transition to a low-carbon transportation system.

New allies, new challenges. The transition to electrified transportation and distributed energy resources also highlights the need for collaboration between the U.S. Department of Energy (DOE) and the U.S. Department of Transportation (DOT). Their partnership can benefit utility companies and transit agencies by delivering roadmaps for electrification programs and incentive funding through existing loan programs and contracting measures. The DOT typically funds vehicles, such as new buses, but not the energy infrastructure needed to support electrified fleets. The DOE can help plan the modernization of the grid and provide technical expertise to expand advanced control systems.

The nation’s electric utility industry is grappling with the difficult challenge of powering up the nation’s vehicles as more people are buying electric cars, fleets are announcing conversions, manufacturers are responding to the demand and policy makers are encouraging the shift. The electric utility industry is highly regulated, and it’s designed from a regulatory standpoint to deliver the power needed when the customer wants it. How will different utilities meet the challenge, and mitigate the risks? How quickly will demand grow? How should utility rate structures be optimally designed? What are the reliability issues that need to be mitigated? How will be local distribution utilities fund grid improvements needed to effectively power all the new transportation-related needs? And what’s the right blend of private vs. public investment?  

While the challenges are significant, the opportunity is greater.  With the initial funding in the Infrastructure Investment and Jobs Act, innovative thinking from DOT and DOE, the private sector can and will respond with solutions.  At AECOM, where we are deeply involved in all aspects of transportation, we can see that grid modernization is at the heart of transportation electrification. It’s an opportunity to create new jobs, power the transition to a lower-carbon use economy and deliver the future of infrastructure.

The post Scaling Up: Electric vehicles, distributed energy, grid modernization and the infrastructure debate appeared first on Blog.

As a result, our brand has evolved. We’re excited to share how we’ve built on our vision, beliefs and core values to reflect where we see ourselves today, and where we’re going.

The foundation of who we are is our purpose: delivering a better world. It unites our organization and has always been clear. It also drove the development of Sustainable Legacies, our recently introduced strategy for reaching bold environmental, social and governance (ESG) objectives that make a positive impact on our company, our communities and our planet.

“Our purpose unites us as professionals, aligns us with the ambitions we share with our clients and defines the sustainable legacies and opportunities we are creating through the impact of our work,” said Chief Executive Officer Troy Rudd.

As our company evolves, so do the values that shape our culture and guide how we work. In partnering with clients to turn their ambitions into action, we are sharpening our focus on digital transformation, sustainability, and equity, diversity and inclusion. Our refreshed core values reinforce our commitment to managing our business with the utmost responsibility and always striving for better.

• Safeguard – We operate ethically and with integrity, while prioritizing safety and security in all that we do.
• Innovate – We think without limits and embrace new ideas, shaping digital solutions to help clients address current and future challenges.
• Collaborate – We connect unrivaled expertise from around the world to anticipate and solve our clients’ most pressing challenges.
• Deliver – We grow our business through relentless client focus, operational excellence and exceptional project execution.
• Sustain – We take action to make a positive impact on the planet, enrich the communities we touch and build legacies for future generations.
• Thrive – We build diverse teams, create an inclusive workplace and provide opportunities where each one of our people can reach their full potential.

You’ll see these changes reflected in our visual identity, which in line with the issues our clients and society are concerned about is greener and more natural than before. We’ve also developed a signature graphic that’s circular shape conveys our shared journey, representing our inclusive, collaborative global community working together to deliver a better world.

Together, we’re nearly 50,000 planners, designers, engineers, scientists, consultants and program and construction managers who believe in a world where infrastructure creates opportunity for everyone – uplifting communities, improving access and sustaining our planet. While we may look a little different and sound a little different, we continue to be the world’s trusted infrastructure consulting firm.

At AECOM, we’re delivering a better world. And we hope you’ll join us on this journey.

The post Delivering a better world appeared first on Blog.