Drawing on insights from a recent AECOM mine closure executive forum, Sneha Chanchani, our global energy and sustainability advisor, explores how mining companies can navigate this evolving landscape. She explores the value of shifting from a project approach to a program mindset, reframing mine closure as more than just an endpoint. Instead, it becomes a generational opportunity to create a positive legacy by regenerating land, building trust, and creating lasting value for both communities and mining companies.

Mine closure is hard, and getting harder

Mine closure is an inherently complex undertaking. Our proprietary analysis of more than 10 global mine sites shows closure timelines can span decades — often 30 years or more. These long timeframes are shaped less by mine size and more by environmental, social and regulatory intricacies. Even then, the goal of a “walkaway”, free from ongoing obligations, is often elusive. Only a few sites globally have received closure certificates acknowledging the site has been rehabilitated. 

As operators take on this long-term responsibility, they are focused on site safety and sustainability, meeting community and regulatory expectations, and managing liabilities. Throughout this multi-generational process, technologies, regulations, best practices and stakeholder expectations will keep progressing, reshaping what responsible and effective closure looks like.

Navigating these challenges has never been easy, but it is becoming harder as expectations rise. Updated frameworks such as the International Council on Mining and Metals’ Integrated Mine Closure: Good Practice Guide (second edition) emphasize social, environmental and economic outcomes. Investors are increasingly entering the conversation, with the Global Investor Commission Mining 2030 calling for mines to leave a positive legacy. The Church of England Pensions Board is pushing for new tailings management standards, and using its financial influence to promote industry-wide compliance. 

This pace of change is not likely to slow, so mine operators need an approach with the flexibility to manage closure through long durations and changing expectations. For newer sites, there’s an opportunity to embed closure planning from the outset to lay the foundation for more efficient, sustainable outcomes down the line.

A new approach: From projects to programs

Traditional major project management approaches can be effective for clearly defined infrastructure builds. But they have limits when it comes to the long timelines and shifting variables of mine closures. Project plans made at the start of the closure often struggle to accommodate changes over 30 years. 

One effective solution is shifting from a project-based approach to a program management model. This means managing initiatives as part of a broader strategy — working holistically to deliver long-term outcomes through integrated planning, consistent delivery models and a focus on continuous improvement. A programmatic approach enables greater flexibility, measurable progress and cross-functional governance. It is dynamic, phased and responsive — equipping mining companies to navigate shifting risks and expectations, capitalize on emerging opportunities, and respond to evolving community needs, ultimately increasing the certainty of a successful closure.  

A rigorous plan is still critical, of course. A successful program still begins with robust stakeholder engagement, leading to a shared vision of closure criteria, post-closure use and ongoing stewardship. Whether the goal is ecological restoration or redevelopment, this plan establishes a strong foundation and clear direction for everyone to work toward.

But the plan also embeds contingencies and continuous improvement into its DNA. Program-based closure incorporates ongoing reviews, even post-closure, to assess best practices in light of shifts in technology, climate, regulations, workforce and stakeholder expectations. It integrates lessons learned from other projects, ensuring the plan remains current, informed and resilient. 

Program management promotes a fundamental mindset shift for those delivering it. Success depends on equipping managers with the tools and training to operate within a “plan, do, assess, learn” cycle — one that prioritizes learning over fixed delivery and encourages experimentation and innovation.

All of this supports early identification of issues and continually spots opportunities to improve. Take stakeholder engagement: ongoing dialogue helps teams stay aligned with evolving expectations throughout the closure process. Or technology: routine assessments allow mines to benefit from advances in areas like artificial intelligence, sensing and automation — tools that could dramatically reduce cost or improve outcomes.

This kind of adaptability helps prevent issues before they escalate. It enables mine closures to evolve with changing conditions, ultimately reducing closure durations, liabilities and costs.

Long-term value for mining companies and communities 

A long-term program management mindset is a powerful tool to improve the closure process. But it also opens the door to lasting, value-generating outcomes through ongoing stewardship. 

For instance, nature-based solutions like reforestation and wetland restoration can produce ‘habitat credits’ and ‘carbon credits’, which can be sold to offset environmental impacts elsewhere. Kennecott Utah Copper has restored 3,670 acres of saltpans and industrial land into shorebird habitat along Utah’s Great Salt Lake. A Utah Department of Natural Resources study suggests this project and others like it could generate tens to hundreds of thousands of dollars per acre in wetland credits to help offset ongoing monitoring costs.

Repurposing sites for renewable energy offers another opportunity. Chevron’s Questa Mine in New Mexico installed a one-megawatt solar facility on its tailings area, selling electricity to the local cooperative under a long-term contract.

These strategies enhance environmental outcomes and unlock new revenue streams. They also strengthen the social license to operate — closures that create community value can build trust with key stakeholders and reduce the risk of post-closure concerns arising. 

Leaving a lasting legacy 

Mine closure is more than a technical challenge or a regulatory requirement. It is a strategic opportunity to demonstrate value, build trust and leave a positive legacy.

By adopting a program management approach — flexible, responsive, and long-sighted — mine operators can deliver lasting outcomes that meet diverse needs, and shape a future where closure is not the end of the story, but a new beginning.

To learn more about legacy mine closures, reach out to our mining leads or contact your AECOM account manager directly.

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The need for travel efficiency and environmental sustainability has brought us closer than ever to realizing a concept that seemed futuristic merely a decade ago: flying cars. This breakthrough has been enabled by Advanced Air Mobility (AAM), a safe, automated, electric and accessible system to transport passengers, cargo and other operations, through the air.

Specifically, electric Vertical Take-off and Landing (eVTOL) aircraft have started to disrupt conventional travel methods. Leveraging advancements in Distributed Electric Propulsion (DEP) and battery technology, these aircraft combine the features of drones, helicopters and conventional aircraft to efficiently move people and goods. They are particularly suitable for tackling congestion and providing a more sustainable transportation solution in urban environments such as Hong Kong and the Greater Bay Area (GBA).

With the increasing demand for smarter, faster and more cost-effective solutions to manage urban mobility and logistics, now is the time to start considering how to integrate eVTOLs into our transport systems. The GBA, with its dynamic economy and rapid urbanization, is an ideal testing ground for innovations. So how can this vision be turned into reality?

Gathering momentum of eVTOL and Urban Air Mobility

We are currently witnessing a surge of interest in eVTOLs, with over 1,100 different concepts being developed worldwide. Governments and cities around the world are also actively promoting the technology. For instance, the development of the ‘low-altitude economy’ — defined as economic activities conducted in airspace below 1,000 meters — was highlighted in the Hong Kong Chief Executive’s 2024 Policy Address, with eVTOLs set to play a central role.

Elsewhere in the GBA, the Shenzhen government implemented China’s first legal framework for promoting this economy, which aims to create a comprehensive network of approximately 1,200 take-off and landing points for both eVTOLs and drones by the end of 2026. This would include associated communication and sensor infrastructure.

The opportunity for Urban Air Mobility (UAM), a subset of AAM that specifically focuses on urban environments, is also sizeable. Research from Morgan Stanley forecasts that the total addressable market for UAM is set to reach approximately US$1 trillion in 2040, but will then boom to US$9 trillion by 2050 — representing around five to six percent of the projected global GDP.

Transforming travel: Potential benefits in Hong Kong and the GBA

The cruising range of eVTOLs varies by their design, size and intended use. Some eVTOL models are suitable for intra-city transport, while others could be used for serving inter-city transport needs. The following provides an illustration of the range that eVTOLs could provide from Hong Kong, demonstrating their ability to reach cities within the GBA on a single charge:

To highlight the benefits that eVTOLs can bring, an intra-city journey in Hong Kong from Central to the future San Tin Technopole in the Northern Metropolis could take approximately 10 minutes — 80 percent less time than using a taxi during peak hours. Similarly for inter-city travel across the GBA, a trip from Central to the city of Foshan, could take approximately 40 minutes via eVTOL, down from around four hours via conventional means such as a cross-border bus.

These time savings do not only enhance the efficiency of daily travel, but will also improve productivity and quality of life for individuals. By offering faster and more convenient travel options, eVTOLs thus have the potential to revolutionize transportation and improve mobility for residents and visitors in the GBA.

Infrastructure design considerations for the low-altitude economy

In the next five years, limited premium eVTOL services for high-end transportation needs will be offered as a complement to existing modes of transport. However, adoption is expected to become more widespread after 2030 as more people recognize the benefits of UAM. This will require an expanded network of vertiports, as well as associated infrastructure such as air traffic management systems.

In working towards the successful implementation of eVTOL, AECOM is already collaborating closely with eVTOL industry stakeholders around the world, including the National Aeronautics and Space Administration (NASA) in the US and clients in the Middle East and Asia. Our expertise in integrating various components, such as energy systems, enables us to optimize eVTOL operations and facilitate their effective implementation in urban landscapes.

Based on our involvement in eVTOL infrastructure in projects around the world. including studies in the Northern Metropolis, we have identified 10 key factors that must be considered in the design of vertiports for Hong Kong:

1. Strategic Location: Integration of eVTOLs into existing transport networks for inter-modal connectivity.

2. Vertiport Size and Layout: Compatibility with different models of eVTOLs.

3. Spatial Requirements: Air space separation from other traffic (e.g. conventional aircraft, helicopters, drones) through air traffic management systems.

4. Charging Infrastructure: Provision of power for eVTOLs’ charging needs.

5. Safety Measures: Fire protection systems and other emergency measures.

6. Environmental Considerations: Noise and impact on migratory birds.

7. Passenger Experience: Ensuring simplicity, speed, and convenience.

8. Scalability: Modular and adaptable designs for high-frequency operations.

9. Security: Physical and cybersecurity against unauthorized access and potential threats.

10. Visual Pollution and Privacy: Addressing concerns of operating eVTOLs in urban areas.

Advancing eVTOL integration

Our experience in AAM, vertiport designs, sustainable technologies and transport planning has enabled us to overcome multiple challenges associated with eVTOL technology to deliver safe, efficient and sustainable transport solutions. The technology has the potential to transform the transport landscape of Hong Kong and the Greater Bay Area. In this regard, the launch of Hong Kong’s Low-altitude Economy Regulatory Sandbox as well as legislative amendments to support implementation of the low-altitude economy mark a significant step forward, enabling the city to trial eVTOL applications that could redefine urban mobility. Together, these initiatives will not only secure the take-off of the low-altitude economy in Hong Kong, but also foster closer integration and collaborative development across the GBA.

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Both private capital and universities are investing in and building student accommodation. In the private market, developers typically build and finance projects, holding the asset for several years before selling it on to an institutional investor, such as a pension fund. Private investors may also buy multiple student units across branded residential sites. Universities, meanwhile, tend to develop on land they already own, often in collaboration with private investors and developers.

These investors are driving high specifications. University-funded projects must meet high environmental standards to meet academic institutions’ stringent corporate social responsibilities across their real estate portfolios. Pension funds, meanwhile, require high build quality and a sustainability accreditation to match their long-term investment requirements. Their assets must perform reliably for many decades, and also match pension funds’ growing mandate to invest in sustainable, low-carbon assets.   

According to property consultants Knight Frank, nearly £575 million was invested in the UK purpose-built student accommodation (PBSA) market in the final quarter of 2024, taking annual investment to £3.87 billion. Annual investment rose 14 per cent; UK student accommodation is a healthy, enticing market for investors. However, construction costs, stricter safety regulations, and an increased emphasis on wellness and sustainability present design challenges for developers.  

Design considerations  

PBSA developments should ensure that students have access to safe, secure, and comfortable living conditions. These accommodations are typically equipped with modern amenities and facilities such as high-speed internet, study areas, recreational spaces, laundry facilities, and 24/7 security. 

Living in purpose-built managed student accommodation provides students with the opportunity to engage with colleagues from various backgrounds. This develops a wider sense of community which facilitates networking, collaboration, and personal growth. 

For many residents, it will be their first time living away from home. Design considerations tend to focus on student well-being, considering aspects such as mental health support, social spaces, and communal areas which can promote a balanced lifestyle. PBSA developments should consider providing additional support services such as on-site management, study support, and social activities, which can enhance their overall university experience. 

New developments must consider student accommodation preferences, and include varied room options to suit different needs and budgets. Accommodation types should generally enable students to share common spaces, or to live individually.  Games rooms, a cinema, on-site bars and cafes, and event spaces are now all common features, as are gyms. As with other public spaces, designing for accessibility is important. 

A shift towards more self-contained, hotel-style room design reflects changing demands of these buildings. Newbuild student accommodation is often expected to serve double or even triple duty: as housing for students in term time, leisure and travel accommodation in the university holidays, and as occasional event spaces, hosting, for example, out-of-town guests visiting academic and business conferences. This means the quality and finish of such accommodation must be high.

Managing heat, airflow and efficiency

Student accommodation typically has high occupancy levels, and as such has intensive power, heating, cooling, and water demands. In addition, student buildings also often incorporate high-speed internet, smart home systems and technology enabled amenities like digital fitness classes and online study resources. Sophisticated digital door entry, security and alarm systems allowing only permitted people to enter student buildings is another common feature.  

As high-density, resource-and-technology-intensive living spaces, creating the conditions for a flexible, comfortable environment which provides appropriate and reliable heating, cooling and ventilation is a challenge. Factors to consider include: 

• Minimising internal heat generation through energy efficient design 

• Reducing the amount of heat entering the building in summer 

• Use of thermal mass to manage heat within the building 

• Passive ventilation 

• Mechanical ventilation 

Passivhaus as the new benchmark

Passivhaus is emerging as the go-to standard for sustainability in the UK, following on from its well-established popularity in northern Europe. It requires only a small number of targets and requirements to be met.  

Key considerations for Passivhaus student accommodation, as with other building types, includes thermal bridge-free design, ‘energy positive’ windows, ventilation and heat recovery systems, and high-quality insulation.  

In Canary Wharf, London, one development currently under construction is set to become Europe’s largest Passivhaus student accommodation. Three buildings, ranging between 28 and 48 storeys, will provide 1,672 student beds. It incorporates a McDonald’s drive thru at ground level and a yoga studio, cinema and games rooms on a skybridge.  

The future: Communities — not just beds — must be built  

Concerns are starting to be raised about the impact of large-scale, student-only accommodation on demographics, spending and behaviour in city centres. 

As these mega-projects spring up, their proliferation is in sharp contrast to the crisis of low availability in the wider housing sector. Given the lack of affordable housing in the UK, and sluggish housebuilding levels outside of student accommodation, investors and developers may find themselves answering questions about their focus on this sector. We anticipate that project teams will increasingly be tasked with positively assimilating these buildings into their local communities. 

Despite the challenges, UK student accommodation is now firmly established as a standard asset class for institutional investors. With this, however, comes high sustainability expectations to meet the requirements of their portfolios and investment criteria: buildings need to be future-proofed to prevent becoming stranded assets. We also expect that given the increasingly global nature of university-level education, international students’ needs and expectations will remain a key driver and influence on this fast-growing sector. 

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One of the greatest hurdles — and potential opportunities — is the management and prevention of harmful discharge into surface and groundwater. Smarter mine water management is a crucial piece of this puzzle. Lucy Pugh, our global industrial water practice lead, explores how mine water can be treated and reused to reduce the impact on the local environment.  

Increased demand means increased responsibility

Growth in renewable energy, electricity networks, electric vehicles (EVs) and battery storage technologies is driving an ever-greater need for minerals. Elements such as copper, cobalt, nickel and lithium are, and will continue to be, in high demand. The World Bank predicts that demand for copper alone, largely driven by these low carbon technologies, will increase by 50 percent in the next 20 years.

As the mining industry ramps up operations to supply these elements, their environmental practices face increasing scrutiny. Water management plays a crucial role in mining — it’s essential for extraction, washing, sorting minerals, dust suppression and slurry transport. Effective water management is key to a company’s operational efficiency, sustainability and compliance with current regulatory requirements.

Drivers for change

Mining operations impact local water sources in several ways, including acid rock drainage from mine waste, residual chemicals present in wastewater, management of tailings (a by-product of the mining process) and the diversion of watercourses on the surface or underground.

Since the middle of the last century, attitudes about how we use water in mining have changed considerably for the better. This has been driven by several factors:

1. Water scarcity.  In dry regions like the Australian outback, mines must reuse water to protect the region’s ecology and maintain operations.

2. Continuously evolving regulations.  Water management rules vary by country. Regulations change as new research reveals new risks. Mandates respond based on new information, such as the hazards of constituents like selenium in mining water.

3. Environment and social value.  Alongside other heavy industries, mining companies have a responsibility to society to minimize their environmental impact. Moreover, their performance on these issues can influence shareholder confidence and business viability.

4. Cost.  Recycling wastewater lowers treatment expenses and reduces the need for expensive freshwater supplies, especially in water-scarce regions.

There is also the potential cost (financial and reputational) of contravening regulations, both for discharge and water extraction. In recent years, regulators have issued numerous fines for breaching water licenses – including a Chilean copper mine which received a US$8.2 million fine in 2022 for exceeding its permitted extraction limits, while a Canadian mine was fined CA$60 million for polluting watercourses in 2021.

A two-fold approach

Water management challenges are unique to every mine. They vary based on local regulations, geography, water tables and the materials being extracted. However, management can broadly fall into two main approaches, each with their own pros and cons:

1. Treatment for water discharge.  This process can be expensive. For instance, cyanide used to leach gold from ore must be removed from wastewater. Mines have traditionally used costly oxidation or ultraviolet light technology for treatment. The good news is that new technologies, such as SART (sulfidization, acidification, recycling, thickening), reduce operating costs and environmental liabilities by recovering cyanide for reuse.

2. Treatment for water reuse.  This strategy may involve capturing excess water from early processing stages and repurposing it for later steps, such as using polishing water to clean equipment. However, reuse is only possible if operators understand how added chemicals behave in the water and react throughout the mining process.

Successful examples of mine water management 

Solar glass mine — Manitoba, Canada

A mining company intended to extract sand for the glass used in solar panels; however, the mine was in an environmentally sensitive area with an indigenous community and important fishing grounds nearby. In response, the company committed to zero water discharges by using only mechanical treatment processes, avoiding chemicals. This approach allowed the reuse of 100 percent of the available process water, minimizing the need for additional water.

Base metals mine — Flin Flon, Manitoba, Canada

Nearly a century old, storm water and spring melt would collect in the Canadian mine, which became contaminated by minerals from the mine tailings. The contaminated water needed to be treated before being discharged into the watercourse, involving chemically intensive processes.

Initially, the site owners planned to neutralize the tailings to cut long-term costs. Instead, they discovered a way to reclaim the valuable minerals. They adopted a solution that uses a series of chemical extractions and physical separation technologies including flotation, countercurrent thickening and dewatering. After extracting the residual minerals, dewatered tailings will be placed in an impoundment area that are capped at end-of-life with no further surface water treatment expected.

What does the future hold?  

As demand for key materials used in clean energy technologies grows, so does the need for smarter mine water management. Future strategies are likely to focus on reuse as water becomes scarcer through climate change, and regulations for discharge become tighter. AI modeling and real-time sampling will also enable operators to reduce the quantity of chemical reagents while still maximizing extraction — decreasing costs, improving environmental discharge and increasing revenue. There will be a trend toward natural treatment, especially in large legacy mines where traditional chemical methods are prohibitively expensive. 

Mining operations will always be connected with the economics and implications of water management. By embracing innovative water management strategies, the mining industry can transform its environmental footprint, avoiding harmful discharge and proving that critical resource extraction and responsible stewardship can go hand in hand.  

If you’d like to find out more about mine water management, please check out our industrial water page.

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It’s a fast transition, and organisations face a complex set of new reporting requirements. While compliance is now a key driver, the challenge lies in defining risk ownership and governance, assessing climate risks and opportunities across your value chain, quantifying financial impacts, and integrating these insights into decision-making.

AECOM specialises in the detailed technical work that underpins credible climate disclosures. Our expertise spans risk assessments, scenario analysis, adaptation planning, and financial impact quantification – ensuring organisations can provide meaningful and defensible disclosures.

Our four key questions will help you navigate these requirements while strengthening your organisation’s ability to manage climate risks effectively.

Through initiatives like Climate Risk Ready NSW, we have helped organisations establish a structured and consistent approach to climate risk assessment. This groundwork gives decision-makers confidence in their climate risk disclosures and supports proactive resilience planning.

By investing in this foundational work now, your organisation can meet compliance obligations while building long-term resilience. Let’s get started.

Changes to climate-related reporting

New legislation in Australia and New Zealand is mandating large organisations to measure and report on climate-related disclosures, forcing organisations to take immediate action. New Zealand implemented mandatory disclosures through the Financial Sector (Climate-related Disclosures and Other Matters) Amendment Act 2021. Disclosure requirements have been effective from 2023.

In Australia, reporting requirements were introduced via the Treasury Laws Amendment (Financial Market Infrastructure and Other Measures) Act 2024 (Cth) and have been effective since January 1, 2025.

What can we learn from New Zealand?

Two years ahead of Australia, there are lessons to be learned. The Financial Markets Authority conducted a review of 70 statements after New Zealand’s first year of mandatory reporting. The main areas for improvement were; fairer presentation of data, clearer explanation of process, and a need for organisations to find the right balance between too much and too little information.

How should you prepare for mandatory climate reporting? Four questions to get you started.

1. What are your risks and opportunities?

Start by evaluating how climate change might impact your operations, supply chains, markets, and strategic planning. Consider physical risks from extreme weather, and risks and opportunities from policy changes, technological advancements, and market shifts. Develop adaptation and transition plans outlining priority issues, necessary responses, and a governance framework.

Identify and quantify climate-related risks and opportunities. Disclose the metrics used to monitor these risks and responses. Collaborate with financial, operations, and risk experts to measure and disclose financial impacts. Use existing metrics to measure disruption, asset degradation, stoppages, and supply chain delays. Connect climate-related risks to adverse outcomes that these indicators can measure.

2. Tools are useful, but what is your risk-based approach and how will you engage stakeholders?

Understanding climate-related risks and opportunities requires more than just tools; it demands a risk-based approach and active stakeholder engagement. Tools can provide comprehensive analysis and transparency about the process and data gathered, helping to build internal capability and understanding of your organisation’s climate risk profile.

While mandatory reporting might be new, the skills needed to respond effectively aren’t. Our 18+ years working in the field tells us that engaging in collaborative conversations and workshops allows stakeholders to exchange experiences and knowledge more effectively, making the assessment more representative. Integrating engineering specialists into the process ensures that risks and adaptation solutions are practical, balancing physical and material costs with risk appetite.

3. How will you integrate risks into strategy and risk management for long-term resilience?

Long-term resilience needs to integrate climate risks into strategy and risk management processes. We’ve worked with organisations like the Department of Defence, Sydney Water, Stockland, and major Australian airports, which often have two key documents: one for long-term strategy and another for risk management. These frameworks guide daily operations while addressing future challenges.

Embedding climate impacts into these systems ensures effective responses to immediate and long-term challenges. We collaborate with clients to assess needs and readiness, using robust tools to identify priority risks, communicate insights to governance bodies and communities, manage risks, and report on them, fostering resilience at every step.

4. How will you monitor and measure risk and progress?

Continual review of climate-related risks and adaptation actions has always formed part of assessment standards, but mandatory climate disclosures demand greater rigour in monitoring and measuring climate impacts. Clear links are needed between risks or opportunities, outcomes, impact measures, and targets. Your organisation must track the likelihood of risks or opportunities, and the progress of adaptation measures to minimalise or capitalise on these. Significant resources may be required, but leveraging existing metrics and internal systems can improve efficiency.

We’ve developed guidelines for various organisations across sectors including the Climate Risk Ready NSW Guide and the Climate Change and Natural Hazards Risk Assessment and Adaptation Planning Guidelines.

So what’s next for mandatory climate reporting?

It’s clear organisations have significant work ahead to prepare for comprehensive reporting. Developing a robust program of work that also builds internal capabilities is essential. Remember, reporting is not the end game; it’s communication tool, assuring stakeholders that your organisation is aware, prepared, and responsive to change.

We take a collaborative approach to understanding our clients’ assessment and reporting needs to integrate resilience into their work. We apply robust tools to identify and manage priority risks and support clients in communicating insights to governance bodies and the community.

No matter where you are on your climate risk journey, please reach out to our Sustainability & Resilience Practice to help you advance further.

Supporting Brisbane Airport’s climate resilience journey

For nearly three years, AECOM has collaborated with Brisbane Airport Corporation (BAC) on climate change projects, starting with a risk assessment and adaptation plan, followed by a vulnerability assessment, executive training on climate disclosures, and a gap analysis against mandatory reporting standards. Each project builds on and applies previous findings and lessons, ensuring tailored recommendations for BAC’s context and operations. Stakeholder involvement has expanded from BAC’s Sustainability team to include finance, policy, strategy, risk, asset management, and aviation operations. This broader internal stakeholder participation has deepened BAC’s understanding of climate change, embedding it further into their planning and operations.

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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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Current situation in the sector

Fit outs have shorter lives than the shell and core of a building. As they are typically tied to specific tenants, carbon-intensive office elements from flooring to lighting, ceilings to air conditioning systems are often discarded and replaced far earlier than their natural operational lifespans.

These rapid replacement cycles mean that the embodied carbon emissions, raw material demand and waste arising from fit outs quickly surpass that of the shell and core over a building’s life.

The embodied carbon footprint of fit outs is also difficult to fully quantify. Incoming tenants rarely comprehensively track what they have stripped out, and what they have replaced existing materials, products and building materials with. As a result, there is a lack of knowledge and evidence of the true embodied carbon cost of the sector.

Incoming legislation to drive change

The forthcoming release of the complete Net Zero Carbon Building Standard (currently in pilot form) is expected to set ambitious embodied carbon targets for fit outs, which will be challenging for some aspects of the industry to adapt to. Under the Standard, acceptable embodied carbon targets reduce year-on-year. This calls for substantial and consistent decarbonisation over time: the standard’s upfront embodied carbon limit for a whole office (including shell and core) completing in 2050 is just 60kg of CO2/m2, compared to 735kg of CO2/m2 in 2025.

As a result of this clear standard emerging, it is likely that developers will take a stronger view of what their tenants can put in their buildings to try and minimise strip outs for the next tenant. While ownership of the embodied carbon involved in a new fit out sits with the tenant, we forsee greater numbers of landlords start to decrease the carbon footprint of their building to meet investor and environmental, social and governance demands.

Designing out embodied carbon

Factoring in cost and carbon from the outset is key to an efficient, net zero-enabled fit out solution. Often, driving down carbon can lead to cost savings, but it is vital that this is calculated and communicated early. The key questions to ask are: ‘what can be re-used, re-purposed, or de-selected in favour of a lower-carbon material or process?’

Typical elements of a fit out should be considered in turn and in interplay with other elements. Raised access floors, suspended ceilings and partitions can be retained. Existing room layouts can be kept, as can meeting room pods. Every element can be interrogated: is a metal ceiling necessary? Is the existing kitchen functional? Is a new glass meeting room wall needed, or can the existing one be rebranded to fit the client’s requirements?

Designing for disassembly is an essential element of a whole-life approach, allowing components and materials to be reclaimed for reuse at end of first life. Wet trades and chemical bonded joints should be designed out and replaced with reversible, mechanical connections.

This approach also enables ease of reconfiguration of interior spaces: designing in flexibility can also help increase the longevity of a space. Dry-lay floor tiles, for example, do not require VOC-heavy grouts, sealants or adhesives and provide fast, clean installation and de-installation.

Making the most of existing MEP

Retrofitting existing office buildings often involves ripping out and replacing mechanical, electrical and plant (MEP) systems, which has a significant embodied carbon impact. To decarbonise the MEP aspect of a fit out, a staged approach is recommended:

• The first step is to retain the existing system and optimise the system performance to reduce operational energy use before considering replacing any MEP systems. This could include adjusting controls, upgrading older equipment, and ensuring the building is operating as efficiently as possible.
• Only after operational improvements have been made should the focus shift to replacing MEP systems. The aim is to minimise the amount of demolition and replacement required, reusing or refurbishing equipment where possible.
• Where new products are used, opting for more sustainable materials such as cardboard and fabric duct work can help reduce embodied carbon. These products are emerging on to the market as viable alternatives to plastics and metals.

Changing values

The fit out sector is asking existential questions of itself. How do office strip-outs work in an industry which must carefully conserve resources if it is to decarbonise?

Change needs to be systemic. Everyone must be along for the ride – the decarbonisation of the fit out sector will not be achieved in isolation, by a handful of clients, manufacturers, or service providers. Buy-in is required from all parties in a project and across the industry.

We are moving away from an emphasis on the shiny and the brand-new. Instead, increased value is being placed on intelligent, resourceful, imaginative uses of what we already have – valuing existing products and fit out elements as tried and tested, instead of used. The result is good-looking, fit for purpose, net zero-enabled office spaces.

This is an abridged version of an article that was first published in Building magazine. You can read the full article and download the cost model 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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The South-East Queensland region is experiencing a population boom, and Brisbane is the fastest-growing city in Australia[1]. The Games are the stimulus to bring forward planned infrastructure, delivering targeted improvements to regional public transport while accelerating the energy transition. This investment in mass transit connections, zero-emission buses, walking, cycling and micro-mobility facilities will be the Games legacy for a better-connected South East Queensland region for generations.

The International Olympic Committee notes that carbon emissions from the movement of people and goods represent a key environmental impact[2]. Brisbane 2032 will be the first carbon-positive Games, meaning it will remove more emissions than it produces. This aligns with Queensland’s Zero Emission Vehicle Strategy and Queensland Transport Strategy, which aim to realise air quality, health, sustainability, accessibility, resiliency, and productivity goals.

Understanding the transit landscape

To deliver a carbon-positive Games, an innovative and effective Transport and Mobility Strategy is needed to ensure every investment choice, planning decision and design outcome considers carbon impact and ongoing community value far beyond 2032.

“In Brisbane, targeted investment in improvements to active transport facilities will support zero-carbon mobility at a local level,” says Carla Schnitzerling, AECOM’s Technical Director – Transport Planning, Queensland. “This includes access to Games venues with improvements to first and last-mile connections between a transport node and venue to further encourage an uptake of public transport.”

Host cities have long relied on strategic rail connections as a centrepiece of mobility, offering efficient mass transit. Brisbane 2032 will be held across Brisbane, the Sunshine Coast and the Gold Coast, and the rail network will be critical to intra-regional connections. Significant work is underway to progress the planning and delivery of rail network enhancements and Brisbane City Council has made ambitious first steps to envisioning what a transport and mobility strategy could look like for Brisbane 2032, with the extension of the safe and accessible Brisbane Metro network.

Buses will also continue to play a significant role for key cities in the South East Queensland region. The ambition is to deliver a significant zero-emission bus fleet and associated depot and charging infrastructure, and the development and delivery strategy for zero-emission buses needs particular focus to be Games-ready. This is a necessary and critical step to enable athlete and spectator mobility while reducing the Games’ carbon footprint. It will create a legacy of assets, increasing mobility for communities and reducing environmental impact. However, the pathway to transition to an electrified fleet and infrastructure is complex, and competing demands for resources across jurisdictions with other states’ similar priorities, add to the complexity.

The challenge of improving the transit network is heightened by the critical need to simultaneously address climate change through decarbonisation. This is achievable but relies on accelerated decision-making, delivery, and prioritising investment to create a legacy Queenslanders can be proud of, well beyond any sporting success.

With such ambitious targets and a notable infrastructure program to deliver over the next eight years, what will underpin Brisbane’s success?

The Games Venue and Legacy Delivery Authority will steer the Brisbane 2032 Transport and Mobility Strategy to deliver accessible and sustainable travel choices, accelerating travel options that will serve the region’s communities before, during and following the Games. The development of this strategy needs to be accelerated to move planning into delivery with a focus on:

1. Delivering travel options for all – ensuring viable alternatives to private car travel
2. Increasing travel by public transport and active transport
3. Improving access to opportunity (Jobs, Education, Healthcare, Sport + Leisure)

The current public transport system can only serve 50% of projected trips to Games venues[3], so prioritisation of investment is needed to deliver the target of 90% of journeys by public transport and active transport to venues[4], which will include:

1. Mass transit – Rail (Cross River Rail, Direct Sunshine Coast, Logan to Gold Coast Faster Rail) and BRT/Bus (Brisbane Metro, Zero Emission Buses) and Electric Ferries;
2. Walking, cycling and micromobility – Improvements to dedicated facilities for walking, cycling and micromobility, including for first and last mile connections; and
3. Innovation and technology – Advanced Air Mobility, Demand Responsive Transport / On-Demand Transport; Intelligent Transport Systems; Mobility as a Service; Smart Ticketing; Integrated Information and Wayfinding.

South East Queensland is on the cusp of a transformative era in transportation and mobility. The Brisbane 2032 Transport and Mobility Strategy is the first piece of the puzzle, priming the state to set a new standard of universal, inclusive and accessible design. Government, industry and the public will all be key to move strategy into action, working together to deliver multiple complex multidisciplinary projects simultaneously.

Learn more about how AECOM is shaping Brisbane 2032 into a lasting legacy here.

Footnotes:

[1] Source: Australian Bureau of Statistics, 2023, Data by region, accessed 13 August 2024, abs.gov.au/databyregion

[2] According to https://stillmed.olympic.org/media/Document%20Library/OlympicOrg/IOC/What-We-Do/celebrate-olympic-games/Sustainability/sustainability-essentials/IOC-Sustain-Essentials_v7.pdf

[3] Department of the Premier and Cabinet, 2032 Olympic and Paralympic Games Value Proposition Assessment, 2019, pp. 9

[4] https://q2032.au/big-picture/sustainability

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In this article, sustainability expert David Cheshire presents seven revolutionary regenerative design principles to guide the way.

In our cities, isolated from nature and surrounded by steel, concrete, glass and tarmac, it is easy to forget that we are utterly dependent on natural systems for every breath of fresh air, sip of clean water and mouthful of food. The ecosystem is already in crisis and every building we construct further undermines the very mechanisms that allow us to survive. 

Buildings and cities are currently a huge burden on the planet – as well the requiring land to build on, they cast a long shadow on our ecosystems, from the mining of resources, through to capturing and treating water, emptying sewage into our rivers and polluting pristine environments with ‘forever chemicals’. 

We have been trying to reduce this harm by designing sustainable buildings which use less energy, water and materials, while generating less waste and pollutants. And this has been invaluable in raising awareness and starting the journey towards improving performance. However, this has only made the built environment less harmful and the climate and biodiversity crises are a stark reminder that this is no longer enough.   

Instead, what if we could create buildings that have a positive impact on the planet? Ones that restore and regenerate natural systems and even metabolise like living organisms. 

In this video, David Cheshire expands on the concept of regenerative design and what we can do to make buildings climate positive.

Imagine buildings that contribute energy and food, capture water, sequester carbon, clean the air, treat pollutants and reclaim nutrients from waste. All made from locally-available resources. Imagine local infrastructure that defends against flooding, is a haven for pollinators, reduces overheating and reconnects humans with nature. 

It sounds like a wild daydream, but there are already examples of regenerative buildings that have become an active part of the ecosystem and there are even design approaches, such as the Living Building Challenge, that are encouraging and certifying schemes that are achieving this aim. 

Regenerative design as a concept has been widely discussed, but it is much harder to tie it down to a set of design principles for buildings. Based on extensive research and interviews with designers that are already creating regenerative buildings, my new book – Regenerative by  Design –  proposes seven regenerative design principles and maps them onto the hierarchy of scale from the site through to the ecosystem, all bounded by the planetary limits (as shown in Figure 1). 

The design principles (the seven dark green ellipses) straddle across all four of the concentric circles to demonstrate that the building and the site is intimately linked to the ecosystem, and that the wider context of each building has to be considered. The left-hand side of the diagram show the three overarching principles and the right-hand sides shows the three applied strategies for a project.  

Regenerative design requires three major shifts in thinking (shown as the overarching principles in the diagram). 

Firstly, recognising that there are absolute planetary limits in terms of the resources that can be used and the pollutants and waste that can be released. For design, this translates into creating buildings that live within their means, using only the rainwater that falls from the sky and the energy from the sun. It means using locally-available materials and eliminating waste. 

Secondly, it is the realisation that the ecosystem provides free services that we are entirely dependent on for our survival, such as clear air, potable water, edible food, treatment of organic waste and even climate regulation.  

These ‘ecosystem services’ are not recognised by our economic systems which makes it easy for them to be taken for granted. However, if we are to start to restore our ecosystem and reverse the climate crisis, we will have to begin to mimic and recreate these services in the built environment.  

Thirdly, we need think beyond the site boundary and apply systems thinking. This more holistic view looks beyond the scope and boundaries of a project and considers the impacts on natural cycles, the global supply and disposal of resources, and the impact on wider social systems.  

For example, we grow salad, berries and beans in areas of water-scarcity, transport them around the world and then let them rot in our fridges when we could be growing fresh food locally, using building-integrated greenhouses that use the warm, wet, CO2-laden air extracted from our buildings. 

Once we have made this shift in thinking, then we can use three design strategies to create regenerative buildings: circular economy approaches that take advantage of locally-available and biogenic materials; applying blue and green infrastructure to bring nature back into our towns and cities; using bio-inspired design that mimics natural systems and even uses nature directly. For example, microbial fuel cells treat wastewater and generate energy as a useful bioproduct. 

This holistic approach that recognises nature as a partner and something to be supported and even mimicked, will provide multiple benefits including increasing resilience to climate change, mitigating urban heating, less dependence on utilities infrastructure, and the wellbeing benefits of being surrounded by nature. 

The technologies and design techniques also solve global environmental problems. Microbial fuel cells treat blackwater, which avoid polluting waterways, and generate renewable energy. Growing urban food reduces the huge impact of polytunnel farms, creates community spaces and provides fresh, healthy food for local people. 

Regenerative design requires a new way of thinking. It needs new specialists – people who understand how ecosystems function and how we can enhance them. And it needs changes to the way that we calculate cost and value. It is a huge challenge, but one that I believe we have to rise to. The alternative is the decline and destruction of our life support system and there’s no way we can build our way out of that.

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Our ‘Sustainable Legacies’ lead for the western United States (U.S.), Kristin Tremain Davis, and our global transportation ESG lead, Diane Cowin, explain how nature-based solutions (NbS) can help to minimize the impact of surface transportation infrastructure.

Effectively incorporating nature into infrastructure

Understanding the impact of an infrastructure project on nature goes well beyond the way a development affects local habitats and biodiversity. Stakeholders also need to consider how that project will affect the local human communities. They will need to look at the financial and insurance risk, and how the environmental aspects of a project affect potential funding sources. Financial institutions, insurers, project owners and developers need to think about all these elements and make informed decisions around nature at the earliest stage, including seeking out opportunities to integrate nature into the design.

Both the public and private sectors are now considering the broader environmental context of designing and implementing infrastructure projects – beyond regulation and employing nature as a more holistic solution. Several newly launched initiatives are aimed at encouraging developers and engineers to use nature-based solutions, integrating natural processes and systems into infrastructure programs to the benefit of all.

In the U.S., initiatives like Engineering with Nature’s International Guidelines on Natural and Nature-Based Features and the U.S. Government’s Earth Day EO14072 have recently come online, leading to the first National Nature Assessment. In the United Kingdom (U.K.), the Environment Act 2021 introduced mandatory biodiversity net gain for many development projects. The release of recommendations from the Taskforce on Nature-Related Financial Disclosures (TNFD) has also encouraged corporations worldwide to integrate nature into their decision-making .

Moving people, protecting nature

The balance between human mobility and environmental protection has long been a delicate one. The challenges in terms of climate change and biodiversity loss are becoming increasingly acute. However, by adopting nature-based solutions the needs of both humanity and the environment can often be aligned.

The best way to make existing surface transportation more resilient to climate change is to factor in the natural systems functions, moving beyond a regulatory compliance lens toward a broader nature opportunity lens. This means designing projects that work together with nature and enhance the inherent community and ecosystem value.

Bringing it all together

To bring nature-based solutions for surface transportation to life, we offer four interconnected considerations:

1. Social value.

Improving human well-being – this can include health and economic benefits, safety, climate resilience and even the simple enjoyment of our natural environment.

In the U.S., Resilient 37 was tasked with addressing congestion on Highway 37 in California, an area prone to occasional flooding. The ultimate design alternative incorporates a 9-mile (14.5 kilometer) causeway allowing space for rising sea levels and habitat transition through this protected landscape. The planning process has also allowed consideration for the addition of bicycle, pedestrian, transit and carpool options.

2. Ecological gain.

Nature-based solutions can reconnect habitats for plants and wildlife, employ nature’s evolved toolkit for adaptation, such as mangroves and wetlands, and provide wildlife corridors and safe passage for wildlife— from salamanders to mountain lions.

Highway 17 Wildlife and Trail Crossings, California, U.S. is a project developing a large wildlife undercrossing and pedestrian overcrossing through the four-lane Highway 17 in the Santa Cruz Mountains. The project creates habitat connectivity for humans and large mammals, including mountain lion and deer, while improving motorist safety by reducing animal-vehicle collisions.

3. Natural resilience.

Nature can be used alongside traditional engineering measures to improve biodiversity and enhance the resilience of transport corridors, with even small design adjustments having a major impact. For instance, building wildlife-friendly retention ponds (bio swales) to collect runoff at transit stations, or coastal protection from storms and wave events through the restoration of coastal habitats such as wetlands, mangroves, and mudflats.

The 13.6-mile (22-kilometer) Mumbai Trans Harbor Link connects Mumbai with its satellite city, Navi Mumbai, and once complete, will be the third longest bridge in the world. It will significantly reduce congestion and enhance connectivity, giving economic opportunity for communities in the region a welcome boost. Its height was designed to be clear of the Siberian flamingos’ annual migration path, and its construction protected mangroves and surrounding mudflats, which provide natural defense.

4. Alternative funding.

Cost can be seen as an issue for nature-based solutions. However, finding common goals can open finance options. Environmental benefits often translate to social benefits, particularly in disadvantaged communities, which can increase value in the area and widen the potential for further funding.

In the Philippines, we’re working with Conservation International to support 11 cities and municipalities in developing nature-based solutions to build resilience among vulnerable communities. One of the proposed projects is a national coastal road in Borongan City that will employ NbS to mitigate damage caused by flooding and storm surges, which will protect local homes and businesses as well. The project would generate jobs associated with mangrove rehabilitation, improve the livelihoods of local small-scale fishermen, enhance marine biodiversity and increase the potential for future investment in the area.

A commitment to the natural world – making it count

To design nature-based solutions that secure buy-in from all interested parties, planners and engineers must work together with ecologists, transportation experts and other stakeholders — from environmental groups to state legislatures.

Numerically assessing biodiversity impact allows us to understand the true effect of infrastructure on nature, enabling more sustainable design and helping projects become biodiversity positive. That’s why as part of our role leading the Sustainable Markets Initiative’s Measurement and Transparency Hub we’ve built a first-of-its-kind digital tool, powered by AI, that will gauge the impact of potential infrastructure projects on nature.

We’ve also collaborated with FIDIC (the International Federation of Consulting Engineers) and the WWF to create the Playbook for Nature Positive Infrastructure Development. The Playbook highlights how nature-based solutions can be integrated into infrastructure projects to make sure nature and biodiversity are kept at the heart of decision-making and design .

To find out more about surface transportation projects using nature-based solutions, please get in touch | Sustainable Legacies | AECOM.

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Infrastructure is often key to getting economies back on their feet. In selecting projects, though, decision makers should not lose sight of social objectives. Social benefits are typically quantified through the number of jobs created, start-up industries spawned or increases in productivity. Social value, on the other hand, is defined as a broader understanding of value. It moves beyond using money as the main indicator of value, instead focusing on how a project impacts the lives of people.

Taking an equitable approach

Our industry can play an advocacy role by focusing attention on projects that incorporate social values thinking — from the design and planning stages through to delivery. Social equity is essential in helping disadvantaged individuals improve their lives. It is no good providing benefits to those who already are privileged and leaving underprivileged communities behind.

Getting good data is critical to generate the right social outcomes. We have developed the Equity-based Capital Planning Tool, a project tool that incorporates social, environmental, economic, and operational criteria. This tool also uses a data-driven methodology to capture spatial and demographic context for infrastructure projects, ensuring disadvantaged communities can co-benefit from investment.

Case study: Baltimore Department of Public Works, Maryland, United States

To illustrate how our Equity-based Capital Planning Tool is used in practice, we are supporting the Baltimore Department of Public Works in determining which projects should move forward. Our framework and web-based tool evaluates public projects based on a comprehensive quadruple-bottom-line “equity lens” that examines structural, distributional, procedural, and transgenerational dimensions of equity to provide a standardized way to select and bundle projects for the Department of Public Works Capital Investment Plan.

At project initiation, the tool calculates the statistics within the project area and displays aggregated data such as percentages of disadvantaged and/or minority populations within the project area. This enables the City to evaluate multiple locations. Each potential infrastructure project receives a scorecard for project performance, equity (including alignment within the Federal Government’s Justice40 Initiative) and combined performance and equity to help the City prioritize and make equitable infrastructure investment choices. Outcomes of the project include improved visibility and impact of equity in decision-making, more comprehensive equity considerations and enhanced equity analysis and insights.

Gaining buy-in from stakeholders

Stakeholder engagement is crucial to creating social value and this input needs to be incorporated in designs to achieve positive social outcomes. Our proprietary software, PlanEngage, facilitates two-way stakeholder engagement by visualizing what planned infrastructure will look like, how it relates to its environment, and how effectively stakeholders’ needs are addressed.

By using real-time visualization, designs can be clearly communicated from walkthroughs to virtual simulations providing immersive experiences, rather than simply confronting stakeholders with a proposal. Stakeholders can interact with designs, thereby enabling co-creation that reduces the risk of rejection and rework, and which helps to lower costs and maintain schedules.

We all have a role to play

To ensure infrastructure projects truly benefit society as a whole – and not just a select few – it is important to consider the following:

• There is a need to rethink infrastructure from a social value perspective. Meeting society’s needs is not just about physical needs, there are mental and emotional aspirations that can be uplifted with the right infrastructure design.
• Infrastructure should be designed with the well-being of users in mind. There are economic savings as well as social value benefits through well-designed and economically structured infrastructure that meets specific user needs.
• The responsibility for change lies not just in the hands of a few, but among many whose roles are to respect the rights of all and to help when needed. Infrastructure should take social justice and equity into account so that social value is evenly distributed.

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The linear economy model of “take, make, dispose” has led to a massive increase in waste production. It is unsustainable and is worsening global problems of resource scarcity, environmental damage, and climate change.

The idea of a circular economy has emerged as a promising solution, as it aims to reduce waste generation and increase resource efficiency. In a circular economy, materials are retained in use at their highest value for as long as possible, and then never treated as waste, but as a valuable material for other uses.

The concept is inspired by natural ecosystems, where the outputs of one process become the inputs of another; and it challenges us to view “waste” as a design flaw to be designed out of a system, instead of an inevitable occurrence. The World Resources Institute has estimated that half of global carbon emissions come from the extraction and processing of materials, which could therefore be addressed using circular economy approaches.

The circular economy builds on the framework of the familiar “waste hierarchy” of reduce, reuse and recycle, but goes beyond this in its emphasis on retaining the value of resources. Central to the circular economy are three guiding principles: the elimination of waste and pollution, the prolongation of product and material lifecycles, and the regeneration of natural ecosystems.

By addressing key environmental challenges such as carbon emissions, pollution, and resource preservation, the circular economy presents a holistic solution.

Circular economy in Southeast Asia

For countries in Southeast Asia – where economic growth is rapid, population density is high, and environmental vulnerabilities are acute – embracing circular economy principles offers a path to resilience and regeneration.

In October 2021, the Association of Southeast Asian Nations (ASEAN) adopted the Framework for Circular Economy for the ASEAN Economic Community, which sets out an ambitious long-term vision for the circular economy, building on the strengths of existing ASEAN initiatives. It also identifies priority areas for action, to accelerate the realization of a circular economy in SEA.

In the first phase of implementation, the region is focusing on a number of broad initiatives such as developing circular economy standards for production processes and products, and improving access to sustainable finance to support circular initiatives.

Overcoming challenges in implementation

However, implementing circular economy initiatives is not without its challenges. There is still some uncertainty about how best to define and measure circularity – simple metrics like the amount of waste recycled can be used as a starting point, but do not capture the full range of benefits. Reusing and remanufacturing products and components is usually very environmentally beneficial, but there may be issues around quality control, warranties, and matching supply and demand both within an organization and with external parties. Economics can also be a barrier, with repair and refurbishment being labor-intensive and hence costly, compared to factory-made new products.

In addition, companies are still reluctant to make the transition to circular economy practices based upon a perceived lack of expected returns. Additional obstacles include a reliance on resource-intensive infrastructure, political obstacles, putting an appropriate price on resource use, high upfront costs, complex international supply chains, lack of consumer enthusiasm, and fostering inter-company cooperation.

Despite these challenges, organizations are adapting by rethinking processes to minimize waste and strategizing to deliver services with fewer material resources. Combining circularity principles with life cycle assessment can be a powerful tool to understanding, challenging and quantifying the impacts of a process. The newly-released ISO 59000 series of standards for the circular economy are expected to catalyze this process and also provide clarity over how to measure and assess performance.

Economic downturns have sparked increased interest in circular economies and green manufacturing, with government policies crucial in accelerating innovation. According to the Ellen MacArthur Foundation, the most profitable opportunities lie in products with a medium lifespan, allowing for reuse and remanufacturing.

Helping organizations implement circular economy as part of our Sustainable Legacies

As part of our Sustainable Legacies commitment, we provide ESG services, including all aspects of the circular economy, and work with companies across a range of sectors from pharmaceuticals, energy and transport to infrastructure and buildings.

The London example

For example, we have collaborated with the Greater London Authority (GLA) to develop guidance for implementing circularity in the built environment, aligning with the Mayor of London’s vision for innovative and circular design in the city’s homes, buildings, and infrastructure.

Policy SI7 of the London Plan mandates referable development proposals to include a Circular Economy Statement and aim for net zero-waste outcomes. We facilitated this process by creating the GLA Case Officer Toolkit, enabling case officers to evaluate planning applications based on circular economy principles, waste management, and resource efficiency across all development phases.

The toolkit establishes minimum standards, such as compliance with BS 5906:2005 and GLA/local authority guidelines, alongside recommended steps, like achieving zero biodegradable/recyclable waste to landfill by 2026. A report by the Mayor of London found that applicants for major developments were providing commitments to policy targets; reducing materials and waste associated with their development proposals, and exploring how waste could be managed more sustainably.

Building on this foundation, we continue to collaborate with architectural and engineering teams to deliver circular outcomes for numerous developments in London.

Conclusion

In transitioning to a circular economy, organizations must put increased emphasis on whole-life considerations and not just construction waste generation, with designs to optimize re-use, recovery, disassembly and adaptability of materials.

Additionally, nations and regions should proactively enact comprehensive frameworks and policies to accelerate circular economy efforts. By integrating circularity into legislation and promoting incentives for sustainable practices, we can create an environment conducive to innovation and investment in circular solutions.

References:

ASEAN. (2022). ASEAN for Business Monthly Bulletin October 2022. Retrieved from https://www.asean.org/wp-content/uploads/2022/11/ASEAN-for-Business-October-2022.pdf

ASEAN Secretariat. (2021). Framework for Circular Economy for the ASEAN Economic Community. Retrieved from https://asean.org/wp-content/uploads/2021/10/Brochure-Circular-Economy-Final.pdf

Kaza, S., Yao, L. C., Bhada-Tata, P., & Van Woerden, F. (2018). What a Waste 2.0: A Global Snapshot of Solid Waste Management to 2050. World Bank. Retrieved from http://hdl.handle.net/10986/30317

ISO. (2024). Circular economy — Vocabulary, principles and guidance for implementation. Retrieved from ISO 59004:2024 – Circular economy — Vocabulary, principles and guidance for implementation

MAYOR OF LONDON. (2024). Greater London Authority: Circular Economy Monitoring 2022. Retrieved from Greater London Authority: Circular Economy Monitoring 2022

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Bill Hanway, our global sports and social infrastructure lead, explains the bespoke carbon-tracking methodology we developed for COP28 and the benefits of this approach for other mega events and cities.

The challenge of mega events

When putting on an event of this scale – major sporting events, concerts, conferences – with people traveling from all over the world to attend, the potential for significant carbon output comes with it.  

 Everything from travel to hospitality and security will escalate the event’s carbon footprint, so new tools and systems are essential to assess and mitigate the impact. The sheer number of people and services involved in these events makes this a complex undertaking. Organizers must seek to understand and manage how much carbon is being produced, when and where it is emitted and what can be done to lessen the output.  

Managing a unique ‘carbon journey’

Every mega event and every city is different. Accurate data and results demand a tailored, holistic carbon management plan that considers all the key areas including transportation, whole-life impact, carbon circularity, waste management and water usage. With this detailed information in hand, organizers can then efficiently collect the insights needed to effectively manage and mitigate carbon outputs.  

The mega event carbon journey follows these three stages:  

1. Pre-event planning. Establish a carbon baseline to see what ‘normal’ looks like. This foundational level is then compared to carbon output during and after the event to show changes. It can also be used to identify areas where emissions can be reduced. 
2. During event tracking. Keeping a close eye on carbon output as the event progresses will allow event organizers to see which emission reduction strategies are working and which can be improved. Using this information, the baseline can be updated and effective changes carried out in real time. 
3. Post–event analysis. The ideal management tool enables organizers to measure all tracked data and calculate any net growth in emissions. They can then purchase offsets to mitigate any additional carbon footprint.  

COP28: A model of success in carbon management

The bespoke methodology we developed for our sustainability event management system at COP28 in Dubai, UAE, was based on highly detailed data collection. The tool demonstrates how we pull together all the elements needed to provide accurate tracking capability and a plan for carbon mitigation – leaving behind a positive environmental legacy for decades to come. It allowed us to create: 

1. A defined baseline against which improvements could be measured – crucial for ongoing carbon reduction, as well as accurate reporting and mitigation. 
2. A valuable overview of areas where carbon reduction was immediately possible  

“Our approach meant we could provide complete traceability and accountability.  We took concrete actions with measurable outcomes to make this the first PAS 2060 certified COP”

As part of the event’s legacy, we designed a series of sustainability standards and training for businesses in the UAE, such as hotels and restaurants, so the carbon reduction process can continue long after the event. We also developed a Sustainability Guide, which rounds up our lessons learned and outlines best practices, education and training for future COP event organizers.

Carbon management on a city-scale

With entire cities now looking to balance tourism and visitor targets with carbon output and mitigation, evaluating the impact of carbon emissions in achieving tourism goals is becoming essential. This is where our bespoke methodology can provide benefits not just for individual events that draw in the crowds, but for setting a baseline against which all future major activities and city developments can be measured, quantified and mitigated. 

Olympic Games are another example of a global event on a city scale, requiring a tailored approach to carbon modeling and tracking that covers all the complexities that come with an event of this magnitude.  

“Future Olympic events are adapting to the host city, rather than the other way round. Organizers are looking to incorporate existing infrastructure in their plans and make existing venues a priority over new buildings. Where new construction is unavoidable, there is now a huge focus on transit-oriented development to minimize the carbon output of travel to these destinations.” Bill Hanway 

Well ahead of the Los Angeles 2028 Olympics, planning has been underway to reduce the carbon impact of critical event infrastructure. Take Intuit Dome, the new home of the LA Clippers in Inglewood, California. Designed and built to the highest sustainability standards, it will be carbon neutral in operation from day one. It is part of a growing movement to use existing buildings for major events and reduce the carbon output involved in new construction projects.

Find out more about our bespoke carbon management methodology for mega events and cities by contacting our sustainability team. 

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The time is right for a One Water approach

How do we source enough sustainable water? What do we do with wastewater? How do we distribute water equitably? These questions have focused water infrastructure experts on the One Water approach that manages water holistically, using a complete and collaborative methodology to improve our environment and society.

One Water looks at multiple water sources to deliver water to communities, whether from recent rainfall, impaired groundwater or treated wastewater, ensuring a supply that is diverse and sustainable. It’s essential to develop new water sources and combine water infrastructure. And while the cost of new water supplies may sometimes appear higher than existing supplies, additional water supplies make communities more resilient and provide social value benefits.

One of the most important aspects of the One Water approach is developing future drought-proof water supplies by incorporating water reuse into a regional water resource portfolio. The benefits of this are manifold, from environmental improvements to reducing wastage and providing a constant supply that’s not limited by the amount of snow or rainfall. Cost and public acceptance are challenges, but today’s solutions have been proven in practice.

Diversifying water supply is key

No community in the world should rely on a single water source to meet all its future needs. Changing weather patterns could mean that supplies run out, amplifying the risk of drought and social imbalance in that region. This risk was exemplified in Cape Town, South Africa, during the droughts of 2017 and 2018. At the time, Cape Town had just one groundwater source to supply the city. When severe drought took hold, the community was restricted from using water for everyday purposes such as flushing toilets, accessing running water and even sterilizing surgical equipment in hospitals.

Fortunately, today, with a full spectrum of water reuse solutions available from wetland restoration to potable reuse — those able to implement a One Water approach can diversify their water supply and build resilience in their communities.

Closing the disparity between coastal and inland water reuse

Making water reuse solutions accessible to all communities is a work in progress. The use of reverse osmosis, (to generate purified water from treated wastewater for drinking water augmentation) for example, is more suited to coastal locations. This is due to the constant stream of reject water it generates (between 5 percent and 20 percent) containing salt and other impurities. Disposing of this in costal locations is achievable but for inland regions it is far more challenging.

However, recent advances in technology accompanied by changing legislation are improving this situation. Innovative ways of using carbon-based advanced treatment (CBAT), including ozonation followed by biological activated carbon (BAC) filtration and additional polishing steps, are making inland groundwater recharge and drinking water augmentation feasible. The technology is eco-friendly and cost-effective.

The following projects illustrate how using the CBAT approach at scale can bring water reuse benefits to new communities:

1. Hampton Roads Sanitation District Sustainable Water Initiative for Tomorrow (SWIFT) Program in the state of Virginia in the United States (U.S.) takes treated water that used to be discharged into the James River and processes it further using CBAT to meet drinking water quality standards. Up to 50 million gallons per day of this water will be used to recharge the Potomac Aquifer, the primary source of groundwater throughout eastern Virginia.
2. OneWater Nevada Advanced Purified Water Facility at American Flat, will take highly treated effluent water from the Reno Stead Water Reclamation Facility and re-treat it through CBAT processes. The water will then be recharged into an outlying groundwater aquifer. Initially, it will be used to irrigate American Flat Farm, but in the future, it will provide homes and business with a drought-proof supply of extremely high-quality water. Facility construction is slated to begin in 2025.

Water reuse is not ‘one-size fits all’

By treating wastewater to a high level, in ways such as those mentioned above, communities of all sizes can unlock additional water sources in case one dries up. However, outcomes and impacts can vary depending on which methods are chosen, so these must be considered in ways that are appropriate for each specific community.

All options for recycled water use should be kept on the table. Beyond irrigation and drinking water, creating a wetland or augmenting a stream could provide significant community benefits. In Tucson, Arizona, in the U.S., the Santa Cruz River Heritage Project has released recycled water into a dry riverbed. Reflecting on the project’s impact, John Kmiec, Director of Tucson Water comments: “This has revitalized the water course and created recreational and economic opportunities along the river, while acquiring groundwater recharge credits for the infiltration.” The project has been credited with significant improvements to quality of life in the surrounding community The creation of an attractive recreational area with walking trails, where there was once just desert, is a welcome social asset. The environmental benefits are also striking, with an abundant increase in native vegetation and wildlife along the revitalized river.

Several large cities and communities worldwide are considering a combination of large-scale purification and desalination projects to create alternative sources of sustainable water supply. Also in the U.S., the Metropolitan Water District of Southern California, in partnership with the Los Angeles County Sanitation Districts, has embarked on a regional water recycling program. Pure Water Southern California would reuse cleaned wastewater currently flowing into the ocean to generate up to 150 million gallons per day of purified water.

These examples demonstrate the variety of ways that water, once effectively treated, can be reused. They offer practical benefits by creating a more resilient water infrastructure and social benefits — through enhancing the natural environment and providing the peace of mind that comes from a drought-resistant supply.

Fostering public acceptance

Ensuring the local community understands the social benefits of water reuse is essential and helps achieve local buy-in. Initially, public outreach and clear communication with community leaders can be effective ways to do this.

Visitor and learning centers with interactive exhibits and public education kiosks at reuse projects are helpful in explaining how systems work, as well as describing far-reaching and less obvious benefits. Tours for school children can be organized, which help water utilities be transparent about how and why water reuse is carried out.

Years of implementing reverse osmosis and carbon-based advanced water treatment processes around the world have demonstrated that water reuse can be made accessible to all communities. Working alongside utilities, non-profit organizations and economists, social value can be woven in, making it easier to explain the concept, holistic benefits and wider economic output of water reuse to both decision-makers and the community.

If you’re considering a One Water or water reuse project of any kind, please get in touch via our Global One Water Director, Vijay Sundaram, who’d be delighted to offer our experience in using it for social impact.

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