Many businesses and organizations are now becoming more aware of their impact on nature and how this may affect operations and financial performance. Understanding the relationship between nature and business, and risks and opportunities this presents, will guide corporations, leaders and investors in making decisions where conservation and business performance are prioritized.

A way to assess infrastructure’s relationship with nature 

The Taskforce on Nature-related Financial Disclosures (TNFD) was established to help organizations and businesses better assess their relationship with nature. This framework, which was released towards the end of 2023 and examined by us previously, provides a consistent approach for organizations to assess, report and act on their​ dependencies and​ impacts ​a ​on nature.  

AECOM ​took part in Global Canopy’s TNFD piloting program prior to the launch of the TNFD’s Final Recommendations in September 2023. Supported by Global Canopy and Nature-Based Insights (NbI), we piloted the TNFD’s LEAP (Locate, Evaluate, Assess, Prepare) approach to identify and assess our nature-related issues and explore how our infrastructure projects can better account for nature-related risks and dependencies. The pilot involved a high-level assessment for a portfolio of projects across Asia. These included urban developments, shoreline restoration, power transmission lines, and cross-border rail connections, which are in contact with a range of biomes such as tropical and subtropical moist broadleaf forests, tropical and subtropical dry broadleaf forests, savannah and shrublands, inland wetlands and mangroves.

Unlike traditional environmental assessments, which often focus on immediate, site-specific impacts, the LEAP approach takes a broader view. Across four phases, it considers the landscape as a whole, looking at factors like biodiversity, water stress and physical risks such as flooding or drought.

Putting the LEAP approach into practice

Our pilot study evaluated 87 projects in Asia based on nature variables or datasets grouped under eight categories — biodiversity importance, ecological integrity, ecosystem extent, ecosystem change, physical risk, water stress, reputational risk, and dependencies and impacts on nature. Our technical partner, NbI, developed a scoring system that allowed us to compare projects and identify the extent of their nature-related dependencies, impacts, risks and opportunities. For example, projects in areas with high water stress were flagged for their reliance on scarce water resources. On the other hand, infrastructure builds may be less dependent on water but may amplify environmental challenges — such as water depletion or habitat loss — while also being vulnerable to external risks like flooding or coastal erosion.

Identifying and analyzing complex variables necessitated the use of digital tools and data sets. We used Aqueduct to identify water risks and project vulnerabilities to water and the Integrated Biodiversity Assessment Tool (IBAT) to evaluate biodiversity importance and ecological integrity. These tools where helpful in scoring projects under the eight categories based on the available nature variables and datasets. ​We then used ENCORE, a free, online tool that helps organizations explore their exposure to nature-related risk and take the first steps to understand their dependencies and impacts on nature, to map our supply chain activities and see the potential impacts and dependencies on nature from materials used and upstream production processes. These gave us a wider understanding of what ecosystem services and natural capital assets we’re most vulnerable to, and how we can mitigate this. It also provided an opportunity to discuss with our supply chain partners potential solutions to reduce their nature-related impacts and risks.

A new chapter for environmental assessments

One of the broader implications of this study is that it demonstrates how the TNFD framework could enhance traditional Environmental Impact Assessments (EIAs). Typically, an EIA is undertaken once a site is already selected and usually assesses the environment at a granular level, and very rarely looks at landscape scale issues in a holistic way. At the same time, EIAs tend to stay at the operational level, whereas LEAP brings nature-related issues to the strategic and governance level of an organization. Understanding dependencies and impacts with a bird’s-eye view could benefit organizations in the long run, allowing them to potentially see and avoid costly mistakes and hurdles that may appear at a later stage.  

By incorporating a wider range of nature-related considerations, EIAs can evolve to address emerging challenges like biodiversity loss and water scarcity more effectively. This approach doesn’t just mitigate risks — it creates opportunities for positive outcomes, such as biodiversity net gain or improved ecosystem services.

For example, a project near an area with a high presence of invasive species may spread and exacerbate the problem. However, it may also present an opportunity to reintroduce native species and aid nature recovery.

The framework will also prove useful in developing some of our current projects, particularly those in the design stage, such as our work in the Northern Metropolis in Hong Kong, where we are balancing development needs with nature conservation through a people first and nature positive approach.

Enhancing nature-positive infrastructure planning

Applying elements of the TNFD LEAP process allowed us to see the wider nature-related risks of our projects and the construction sector’s critical dependencies on nature. It also presented opportunities to consider incorporating green and blue infrastructure and nature-based solutions at a project design.

The pilot study identified that providing this project level nature-related risks and dependencies analysis at the ‘alternatives evaluation’ phases of infrastructure investment planning may also improve decision-making at the siting and design stages of projects, which in turn will reduce cost and nature risk at the infrastructure design stage.

Additionally, collaboration with supply chain partners on reducing the impacts of their operations on nature will help shift the whole sector towards meeting globally biodiversity and climate goals.

The pilot study gave us valuable insights on TNFD’s LEAP approach and its potential to shape how EIAs are conducted in the future. If adopted and executed properly, it could create a ripple effect in the industry and its supply chain, encouraging a more holistic approach to nature assessments and nature-positive development.

Read the full ​​​​​​case study​​​ on our pilot​​​. ​​ For more insights, visit ​​​the Global Canopy and Nature-Based Insights ​​.​​​ Global Canopy is a founding partner of the TNFD, and was an official piloting partner for the TNFD prior to the launch of the TNFD Final Recommendations in September 2023. It continues to provide technical expertise to the TNFD, and to build capacity among companies and financial institutions, preparing them to get started with adopting the TNFD recommendations. ​​ 

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Highlighted in every single Chief Executive’s Policy Addresses since 2017, the pre-fabricated modular approach as an innovative construction technology has been emphasized for Hong Kong’s development. This approach, using Design for Manufacture and Assembly (DfMA), has transformed construction practices over the last decade, driving efficiencies, fostering innovation, and enhancing safety.

With AECOM having promoted the use of DfMA-inspired prefabricated roof modules with pre-installed MEP for the Hong Kong Port of the Hong Kong-Zhuhai Macao Bridge, we were engaged by the Construction Industry Council (CIC) to develop an industry guideline on extending the DfMA approach into mechanical, electrical and plumbing (MEP) works, now known as multi-trade integrated MEP or MiMEP.

Released in 2021, the industry guideline Reference Material on Adopting DfMA for MEP Works encourages offsite prefabrication solutions, while fully harnessing digital tools such as Building Information Modelling (BIM). In the three years since, there has been a healthy development of MiMEP in Hong Kong. Application has been seen across a variety of government and private sector projects, while MiMEP was also highlighted as a key strategy to expedite housing supply in the Chief Executive’s 2022 Policy Address. However, technical, logistical and supply chain challenges still need to be overcome in order to drive further adoption.

3SS Smart Support solution to manage large MiMEP frames

Compared to traditional methods, MiMEP essentially reorganizes the construction process, replacing low-efficiency on-site construction with high-efficiency off-site construction. The idea is to use DfMA’s assembly line concept, combining parallel off-site and on-site construction with streamlined logistics processes, and ensuring full preparation for future maintenance.

MiMEP can significantly enhance productivity, work efficiency and quality, while improving workers’ safety and reducing site waste. However, since MiMEP aims to integrate multiple systems into a single, cohesive module, a more elaborate and robust concept is needed for transportation protection, on-site hanging and facilitating construction. AECOM has developed the Three SS (3SS) Smart Support solution to provide a framework that addresses these technical challenges and encourages the adoption of MiMEP.

Tackling logistics issues through digital solutions and careful planning

MiMEP logistics are inherently challenging. Issues include costs, time, coordination of off-site/on-site aspects, finding suitable suppliers, transportation costs, and customs clearance. Nowadays, digital solutions have emerged to track logistics and ensure long-distance travel does not cause potential delays.

In Hong Kong’s West Kowloon Terminal Topside Development, AECOM was able to overcome construction difficulties by using multi-trade components in the tunnel connecting the topside development to an off-site seawater cooling system plant room, with logistics arrangements for installation pre-planned using 4D software.

However, more mature solutions are still needed to address certain issues when adopting MiMEP. For instance, the large size and weight of MiMEP modules can present a bottleneck for on-site logistics, requiring specialized equipment and careful planning.

Application of the 6Ps Framework to identify suitable suppliers

A solid base of suppliers is also crucial for further adoption of MiMEP. Supply chains in Hong Kong, the Greater Bay Area and further into Mainland China have emerged to meet this demand. Yet, the market is still developing as we now require a broader range of skillsets beyond just MEP, for instance in digital and logistics. Our 6Ps serve as a checklist to help make an informed decisions when selecting a suitable supplier:

Advancing the MiMEP ecosystem

Three years after publication of AECOM’s industry guideline, both the public and private sectors in Hong Kong have shown a growing interest in adopting MiMEP. As it continues to gain traction in the industry, the concept will evolve and develop. There is no one-size-fits-all approach in this case, and stakeholders will need to identify project-specific drivers such as a client’s values and project KPIs, supply chain capability and degree of repeatability to create a viable MiMEP solution.

Our goal is to continue to facilitate wider adoption of MiMEP in Hong Kong by collaborating with industry partners. To achieve this, four steps are essential:

1. Raise awareness through education and promotion
2. Engage with stakeholders to create the demand
3. Enhance supply chain collaboration/ecosystem
4. Build up local capabilities and skills

By focusing on these steps, we can solidify MiMEP’s role in the Hong Kong construction industry, helping to enhance productivity, quality and safety, while achieving environmental sustainability.

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Our planet faces interconnected crises compounding into the climate and nature emergency. The degradation of ecosystems and loss of biodiversity can potentially destabilize the global economy.

Despite international agreements and targets, many countries still struggle to meet their goals and arrest declines in biodiversity. This shortfall is largely due to insufficient resources and a lack of effective policy and economic drivers. By aligning economic incentives with environmental sustainability, we can drive meaningful change and protect our natural resources.

To move forward from using carbon as a single environmental benchmark, and foster sustainable economies around nature, we need a strategic entry point that leverages the growing momentum in Environmental, Social, and Governance (ESG) ambitions among corporations.

We believe that the critical issue is recognizing the value of nature and its natural capital. Traditionally, investments in conservation have been viewed as charitable endeavours, lacking explicit returns or gains for companies. However, to bridge the gap between the natural environment and the commercial world, we need a common ground. This is where data monitoring and the quantification of natural capital can play crucial roles, creating synergy by demonstrating the tangible benefits and returns of conservation efforts.

We aim to establish frameworks that recognize and capitalize the value of natural ecosystems, thereby integrating natural capital with traditional financial systems and fostering economies that are aligned with nature. The Natural Capital Manifesto discusses methodologies for measuring conservation impact, showcase case studies, and outline pathways for integrating these insights into mainstream investment practices.

The method: three steps towards nature investments

The Natural Capital Manifesto outlines three steps that merges conservation, digital and AI technologies, and financial incentives to restore ecosystems. These steps involve:

1. Creating a high-performance ecosystem – Conserving the last remaining high-performing ecosystems is not enough to overturn the nature and climate emergency. Our focus is therefore to restore ecosystems. This involves applying scientific principles to improve ecosystem performance, ensuring that all restoration actions are grounded in robust research and evidence.
2. Natural capital quantification – To quantify the results of restoration and enhancement actions, natural capital accounting will be employed, using five selected performance data points as key performance indicators. Natural capital is defined by a basket of metrics relating to air, water, soil, carbon, and biodiversity.
3. Digital monitoring and display – The monitoring process involves establishing a robust and comprehensive data monitoring system using camera traps, audio recordings, and eDNA. This approach ensures thorough and accurate data collection. The data will then be displayed in a natural capital digital twin with a user-friendly interface, making the information accessible and understandable to all stakeholders, including the public.

Moving towards a balanced future

By integrating natural capital investments in their overall strategy, businesses can create a continuous cycle that benefits both natural and financial capital. Investments in green technologies, sustainable practices and conservation efforts can enhance ESG performance, strengthen brand value and improve business sustainability. With today’s nature emergency calling for urgent action, proactive engagement in conservation is essential in business continuity plans and should be an integral part of strategy to help sustain operations and thrive in the future.

Read the Natural Capital Manifesto here

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The climate crisis and biodiversity loss are the two biggest global threats today. At COP15 in 2022, it was estimated that nature conservation would require annual funding of US$200 billion, with 196 nations committing to conserve 30% of the earth’s oceans, lands and freshwater ecosystems by 2030. Less than two years later, COP16 concluded that we are far short of the required funding levels to halt biodiversity declines, and new financial mechanisms are failing to gain traction. This reality check underscores the urgent need to intensify our efforts to protect and restore our ecosystems.

Balancing development and conservation through high-performance ecosystems

In the Natural Capital Manifesto, AECOM outlined innovative strategies to create a new asset class centered around nature, focusing on quantifying and rewarding investments in conservation initiatives. This approach integrates natural capital with traditional financial systems, fostering economies that benefit both people and the environment. It begins with the creation of high-performance ecosystems.

A high-performance ecosystem is any nature-based solution or ecosystem-based approach that is planned, designed and managed to optimize ecosystem service delivery. By enabling high-performance, we can amplify the environmental benefits of all projects, applicable to both infrastructure systems in urban centres and natural habitats in the hinterlands.

Drawing on best practices from AECOM’s multi-disciplinary experts, the Design Principles for High-performance Ecosystems is a comprehensive framework. It guides the design and management of ecosystems to deliver maximum environmental benefits. The framework features eight principles, anchored on three foundations:

Physical complexity supports higher biodiversity

Compositional richness in nature’s building blocks, whether natural or man-made, plays a crucial role in shaping diverse and functional ecosystems. Physically complex habitats, with varied structures and layers, tend to support higher biodiversity by offering a greater variety of niches and microhabitats that support different species. For instance, in forest landscapes, structural diversity is largely provided by the trees and plants. Varying tree densities, age classes, and species compositions enhance the complexity of forest ecosystems, creating niches for different organisms to thrive.

The same approaches used in natural habitats can also be applied in urban settings by maximizing compositional diversity through integrating various habitat elements and native plants. In urban parks, for example, diversity can be promoted by using plant species that flower and fruit throughout the year, supporting local wildlife. Incorporating pollinator-friendly plant species enhances biodiversity, supports essential ecosystem services, and helps maintain healthy urban ecosystems.

Integrating nature-inspired features into urban design

Nature-inspired landscape features can also enhance urban biodiversity. For instance, gabion walls made from wire cages filled with rocks provide structural support and create habitats for insects, amphibians, reptiles, and plants. The eco-shoreline, such as the one adopted by AECOM at Tung Chung East in Hong Kong, is a nature-based solution that enhances surface complexity in intertidal zones. By providing different niches that respond to physical stresses (e.g. heat and desiccation) and biological stresses (e.g. competition and predation), biodiversity is enhanced, from algae to invertebrates to fish. Elsewhere, concrete printing has been used to mimic the micro scale complexity of sub-tidal reefs.

At a global scale, creating landscapes that promote biodiversity brings us closer to nature positivity. Larger areas of high-quality habitats enhance nature’s resilience to climate-related changes and human disturbances, helping to secure the viability of threatened species and habitats. At the project level, key measures to consider in designing resilient ecosystems include using species tolerant of future temperature variations and incorporating those capable of withstanding flood and drought conditions.

High-performance ecosystems: prioritizing people and planet

While development and conservation are often seen as opposing forces, this need not be the case. From the expansive macro scale to the intricate micro scale—such as the concrete textures applied in the eco-shoreline—embracing complexity can deliver inspiring and sustainable solutions that enhance the quality of life for both people and our planet.

Despite international efforts, progress on financing nature-positive initiatives remains uncertain. This uncertainty presents an opportunity for the private sector, governments, and organizations to step in and leverage green finance to develop ambitious nature-based solutions. Creating high-performance ecosystems is a crucial first step in building a common ground between conservation actions and the commercial world.

To read the full publication on AECOM’s Design Principles for High Performance Ecosystems, click here.

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Using BIM, we can make digital replicas of physical assets, processes and systems the so-called ‘digital twins’ of buildings. These models show three-dimensional details of construction drawings including structural, electrical, and mechanical elements, and fire safety systems. In addition to these key design elements, there are a variety of other data points that can be included such as material specifications, component costs and the sequence of the construction and maintenance requirements.

Using such digital models, which draw vast amounts of data in one place, complex calculations can be drawn. In a similar way to how analytics is used to provide insights to financial data, we can now use analytics to interpret the vast amount of data contained within building and infrastructure project models.  Many organisations are creating and maintaining digital models across the full lifecycle of an asset, from early design through construction and then into ongoing operation and maintenance.

However, there is currently no ‘standard’ way that infrastructure owner-operators set their data requirements. They often rely on an information manager (internal or external) to manually process data, which is laborious and time-consuming.

Here we offer six reasons why building and infrastructure owners and operators should use BIM analytics tools to unleash the full potential from their building information models.

Reason 1: Data insights gathered over time help save projects time and money 

The building and infrastructure sector has a poor record when it comes to productivity and efficiency. The opportunity to save time and money on projects without sacrificing the quality of outcomes is increasingly important. Project owner operators often receive models from a range of designers in a variety of formats and there are usually clashes that need to be resolved. Traditionally, this can take a couple of days for specialist BIM teams to analyse.

With access to artificial intelligence tools backed by machine learning, the days of manually extracting and interpreting data should be behind us. These digital tools allow teams to be more efficient and spend less time extracting data, increasing efficiency and accuracy, while freeing up BIM professionals to provide genuine insights and advice.

Reason 2: Easier compliance with data requirements for an audit

Audits are probably the least pleasurable and most stressful part of any project or operation.  If we apply technology smartly, however, they should be a seamless part of our delivery processes.

For owner-operators, digital project models must adhere to either a global data standard (such as COBie, Uniclass or OmniClass) or an organisation’s custom data standards. To ensure that these requirements are met throughout the design phase, BIM consultants are often engaged to conduct an audit on the model to validate compliance.  This ensures that models meet the project-information requirements specified in the contract and are compliant for audit purposes.

We can use technology to automate the compliance process, allowing more time for consultants to analyse the results and work on solutions to identified problems. Automation allows checks to be done more often, at regular ‘milestones’, for greater confidence that a project is on track. Automation also makes it easy to validate that the model’s data complies with the required standards.

Reason 3: Cost avoidance and improved quality management through project controls

The larger and more complex projects, the bigger the chances that inadvertent and unnecessary duplication of orders are made for building materials and specialised labour. Effective supply management can lead to significant cost savings. BIM analytics makes it easier to monitor quantities of building materials to help streamline procurement and delivery schedules – all from the comfort of a site office or a mobile device.  Model analytics charts and graphs make it easier to track quantities, with all suppliers and disciplines captured in a fully configurable dashboard.

In a recent project, the AECOM BIM team were able to identify that seven different strengths of concrete were being ordered. By simplifying this to three strengths of concrete, the team was able to reduce costs, including the time and cost of ordering, delivery, handling and processing. We are only just beginning to realise the benefits of having full control and visibility of all the data that is built into our projects.

Reason 4: Geometric clashes are resolved more efficiently, earlier on in a project

The advancements in digital design tools and fabrication technology has led to increasingly complex model geometry, especially in building architecture. To a lesser extent, this is also the case across roads, bridges and rail projects. There are a myriad of clash detection tools available, which thankfully makes the construction and fabrication processes more efficient. If we take this one step further and apply BIM analytics tools, this allows project owners, suppliers and designers to identify clash relationships earlier in a project’s design phase, reducing the likelihood of costly on-site delays.

Reason 5: Automated dashboards make communication and collaboration easier

Major building and infrastructure projects hold regular stakeholder meetings to enable the various design disciplines, owners and project management teams to communicate and collaborate. These meetings are essential to delivering a large design project. In the past, supporting information raised during these meetings was typically manually collated, added to a pdf ‘dashboard’ and distributed to teams. Whilst this was once cutting edge, it can now be automated and distributed online, reducing the time spent collating data and allowing more time to be spent on collaboration and stakeholder engagement.

Reason 6: More-efficient handovers

Accurate, ‘as-built,’ digital models with resolved issues and clashes, full data compliance and optimised quantities improves construction efficiency and reduces errors and time delays. After construction, digital models can be transitioned to operations and maintenance teams to set up enterprise asset-management systems and building-management systems to support ongoing operations and maintenance.

Using digital to drive this process makes it easier to manage the required data handover process and ensuring the data is compliant with standards at key points of handover, thereby streamlining the asset-handover process.

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