Sustainability Plan PDF

Sustainability Plan
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Title: Sustainability Plan Document No/Ref: ALL-LLB-01-0001-QA-PL-0071

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Description: Sustainability Plan
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\\LLBJV\# PROJECT DRIVE\500A0 Proj Admin\500.2 Mgt Pln\140_Sustainability Plan
Revision History
Revision Date Description Section/Page No.

Revision 00 24.03.15 Issued for Client Review N/A
Revision 01 07.05.15 Issued for Approval N/A
Revision 01 01.07.15 Approved for Construction
Revision 01 26.05.15 Reviewed
Revision 02 27.10.16 Update – Minor Changes Section 2.1.4, 2.2,
3.3, 3.5, 3.7.1, 5.1
5.4.1
Revision 03 02.12.16 Updated to reflect client review Section 2.1, 3.7, 5
Revision 04 11.01.17 Updated to reflect client review Section 5
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Sustainability Plan
Contents
1. Introduction ............................................................................................................................................................ 1
1.1. Overview....................................................................................................................................................... 1
1.2. Purpose ........................................................................................................................................................ 1
1.3. Scope and Structure .................................................................................................................................... 1
1.4. Review and Updates.................................................................................................................................... 1
1.5. Interface with other Management Plans ..................................................................................................... 2
1.6. Guidelines and Standards ........................................................................................................................... 2
2. Sustainability Requirements ................................................................................................................................. 3
2.1. Project Requirements .................................................................................................................................. 3
2.1.1. Introduction ......................................................................................................................................... 3
2.1.2. Conditions of Approval ....................................................................................................................... 3
2.1.3. SWTC Requirements.......................................................................................................................... 3
2.1.4. ISCA IS Rating Tool Requirements and ISCA Strategy ................................................................... 7
2.2. Sustainability Milestones ........................................................................................................................... 10
3. Approach, Roles and Responsibilities ............................................................................................................... 10
3.1. Environmental and Sustainability Policy ................................................................................................... 10
3.2. Sustainable Design Implementation ......................................................................................................... 11
3.3. Roles and Responsibilities ........................................................................................................................ 12
3.4. Ongoing Monitoring and Recording .......................................................................................................... 14
3.5. ISCA As-Built Tracking Sheet ................................................................................................................... 14
3.6. Sustainability Auditing ............................................................................................................................... 15
3.7. Sustainability Risks and Opportunities ..................................................................................................... 15
3.7.1. Enablon ............................................................................................................................................. 16
4. Training and Education ....................................................................................................................................... 16
4.1. Process to Embed Sustainability .............................................................................................................. 16
4.1.1. Clear definition of sustainability drivers and early consideration of requirements ........................ 16
4.1.2. Integration ......................................................................................................................................... 17
4.1.3. Ongoing knowledge management and knowledge sharing ........................................................... 17
4.2. Sustainability Induction .............................................................................................................................. 17
4.3. Sustainability Toolboxes, Workshops and Meetings ............................................................................... 18
5. Sustainability Strategy ........................................................................................................................................ 18
Data Capture .................................................................................................................................................. 18
5.1. ............................................................................................................................................................................ 18
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Sustainability Plan
5.2. Climate Change Risk Assessment ........................................................................................................... 19
5.2.1. Background and Requirements ....................................................................................................... 19
5.2.2. Records and Monitoring ................................................................................................................... 19
5.2.3. Responsibilities ................................................................................................................................. 19
5.3. Procurement and Purchasing.................................................................................................................... 20
5.4. Energy, Carbon and Materials .................................................................................................................. 20
5.5. Community Safety, Urban and Landscape Design .................................................................................. 24
5.6. Water, Waste and Discharges to Air, Land and Water ............................................................................ 25
5.7. Heritage ...................................................................................................................................................... 26
5.8. Land and Ecology ...................................................................................................................................... 26
5.9. Workforce and Training ............................................................................................................................. 27
5.10. Stakeholder Participation, Community Consultation and Education ...................................................... 28
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Sustainability Plan
5.11. Sustainable Site Compound and Site Offices .......................................................................................... 29
Appendices
Appendix A: Environmental and Sustainability Policy ................................................................................................ 30
Appendix B: Ongoing Sustainability Monitoring and Checking ................................................................................. 32
Appendix C: Ongoing Sustainability Recording Schedule ......................................................................................... 38
Appendix D: Sustainability Toolboxes, Meetings and Workshop Schedule ............................................................. 41
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Sustainability Plan
Terms and Definitions
Term Definition
CAFMP Construction Ancillary Facilities Management Plan

CAQMP Construction Air Quality Management Plan
CCAA Cement Concrete and Aggregate Association of Australia
CCRA Climate Change Risk Assessment
CCRAAS Climate Change Risk Assessment and Adaptation Study
CCS Community Communication Strategy
CEMP Construction Environmental Management Plan
CFFMP Construction Flora and Fauna Management Plan
CHMP Construction Heritage Management Plan
NorthConnex Project Company and NorthConnex State Works Contractor (together
Client the Project Company Group) under the NorthConnex D&C Deed;
The Hills Motorway Limited under the M2 Integration D&C Deed.
CNVMP Construction Noise and Vibration Management Plan
CoA Conditions of Approval
CSWMP Construction Soil and Water Management Plan
CWQP&MP Construction Water Quality Plan and Monitoring Program
CWRMP Construction Waste and Resource Management Plan
D&C Design and Construction
As appropriate to the defined scope of the NorthConnex D&C Deed OR the M2

Deed
Integration D&C Deed
EDRC Environment Design Review Checklist
GBCA Green Building Council of Australia

IFC Issued For Construction
IS Rating Tool Infrastructure Sustainability Rating Tool
Infrastructure Sustainability Council of Australia: formerly the Australian Green
ISCA
Infrastructure Council (AGIC)
ISO International Standards Organization
LCA Life Cycle Assessment
LCC Life Cycle Cost
LLBJV Lend Lease Bouygues Joint Venture (Contractor)
M2I M2 Integration
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Sustainability Plan
Term Definition
NCX NorthConnex
NSW New South Wales
OEMP Operational Environmental Management Plan
PMP Project Management Plan
PMS Project Management System
PP Procurement Plan
Project NorthConnex and M2 Integration Projects
NorthConnex Company Pty Ltd, which acts on behalf of the Client’s under both the
Project Company
NCX D&C Deed and the M2I D&C Deed.
PTMP Project Training Management Plan
PV Photo Voltaic technology
QESE Quality Engineering Safety Environment Quality Records Database
Reconciliation Action Plan (Plan from the Lend lease Engineering Management
RAP
System)
RMP Records Management Plan
RskMP Risk Management Plan
SMS Spoil Management Strategy
SP Sustainability Plan
SSS Site Sustainability Standard
As appropriate to the defined scope of the Scope of Works & Technical Criteria
SWTC defined as Exhibit A under the individual NorthConnex D&C Deed OR the M2
Integration D&C Deed
WLC Whole Life Cost
Contacts
Name Phone Email/Link/Address
Sustainability Manager - Tim Clarke 0422 041 611 t.clarke@ncxllbjv.com.au
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Sustainability Plan
1. Introduction
1.1. Overview
The Sustainability Plan (SP) describes the management processes by which Lendlease and Bouygues Joint
Venture (LLBJV) will comply with the sustainability requirements of the Conditions for Approval (CoA) and the
Scope of Works and Technical Criteria (SWTC) for the NorthConnex and M2 Integration projects.
The NorthConnex project involves the construction of a multi-lane motorway linking the M1 Pacific Motorway at
Wahroonga to the Hills M2 Motorway at West Pennant Hills, including integration works with the Hills M2
Motorway (the Project). The Project will comprise twin road tunnels generally following the alignment of Pennant
Hills Road (the main alignment tunnels), with interchanges at the northern and southern end of the Project and
the provision of a new westbound lane on the Hills M2 Motorway extending through to the Windsor Road off-
ramp. The Project description is detailed within the Project Management Plan (PMP). The Project is being
designed and constructed by a joint venture partnership.
1.2. Purpose
The purpose of the SP is to describe the functional approach to sustainability management. The SP details the
roles of personnel and their authority levels, strategies, methodologies, processes and procedures that will help
to deliver the sustainability requirements.
The SP establishes a sustainability policy statement and associated strategies for addressing management,
procurement, climate change, resources, workforce, ecology, heritage, and community and stakeholder issues.
In particular, the SP outlines how the requirement of an ‘Excellent’ rating for both Design and As Built will be
achieved under the Infrastructure Sustainability Council of Australia’s Infrastructure Sustainability (ISCA IS) Tool.
The SP has been developed in consultation with key project personnel and relevant discipline managers.
1.3. Scope and Structure

The SP applies to the design and planning, procurement, construction, commissioning, completion and handover
phases of both the NorthConnex and M2 Integration projects. The SP is structured in the following way:
· Introduction;
· Overview of sustainability requirements;
· General approach, roles and responsibilities;
· Training and education; and
· Sustainability strategy.
1.4. Review and Updates

The SP is a dynamic document that will be developed, amended and updated throughout the duration of the
Design and Construction (D&C) Work to include new elements of the Project Works and Temporary Works and
changes in construction sequencing or methodology. Triggers for a review of the SP include modifications to the
CoAs or variations to contractual works exceeding the value of $50 million.
At a minimum the SP will be reviewed and updated every twelve months from construction commencement.
Between the scheduled reviews, a register of issues will be maintained to ensure that any issue raised by
internal and external personnel associated with the Project is recorded. The Sustainability Manager will own the
register of issues. The scheduled reviews will focus on continuing suitability of the SP to support the
achievement of sustainability requirements, opportunities for improvement and integration of feedback or
comments from relevant personnel.
The Sustainability Manager will review minor changes to the SP. Major changes to the SP will be reviewed by the
Project Director in consultation with the Sustainability Manager. The Sustainability Manager is responsible for
communicating any updated documentation to those affected by the change(s).
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Sustainability Plan
1.5. Interface with other Management Plans

By its nature sustainability involves the integration of multiple disciplines. Consistent with the Sustainability
Delivery Strategy submitted at bid phase, the sustainability requirements have been integrated with the wider
Project Program including, processes, procedures and work streams. This SP therefore includes specific
reference to other Plans where sustainability commitments have been integrated including the:
· Construction Environmental Management Plan (CEMP) and its Sub-plans
· Ancillary Facilities Management Plan (AFMP)
· Spoil Management Strategy (SMS)
· Community Communication Strategy (CCS)
· Project Training Management Plan (PTMP)
· Records Management Plan (RMP)
· Design Plan (DP)
· Procurement Plan (PP)
· Project Management Plan (PMP)
· Risk Management Plan (RskMP)
1.6. Guidelines and Standards

Documents, guidelines and standards that have been consulted in the preparation of this SP are as follows:
Reference Title
AS5334: 2013 Climate Change Adaptation for Settlements and Infrastructure – a risk based
approach.
AGO CCIRM Department of the Environment and Heritage Australian Greenhouse Office Climate
Change Impacts and Risk Management (A Guide for Business and Government
2006)
ISO14001: 2004 Environmental Management Systems
AS/NZS ISO 9001: 2008 Quality Management Systems
ISO13000: 2009 Risk Management – principles and guidelines
ISO19011: 2011 ISO19011: 2011 - Guidelines for Auditing Management Systems,
BS 8903: 2010 Principles and Framework for Procuring Sustainably - Guide
CCIRM Guide Climate Change Impacts & Risks Management: A guide for Business and
Government
NSWT LCC Guideline NSW Treasury Life Cycle Costing Guideline
ANAO LCC Guide Australian National Audit Office Life Cycle Costing Better Practice Guide
IAP2 Spectrum of Public International Association of Public Participation IAP2 Spectrum of Public Participation
Participation
IS Tool Technical Infrastructure Sustainability Rating Tool Technical Manual Version 1.0
Manual

Sustainability Plan
2. Sustainability Requirements
This section outlines the Project sustainability requirements and the sustainability milestones associated with
meeting those requirements.
2.1. Project Requirements

2.1.1. Introduction
The Projects sustainability requirements are detailed in the Conditions of Approval, NCX SWTC Appendix 60 and
Appendix 51, and the ISCA IS Technical Manual. There is some degree of overlap between the requirements in
each of these documents and the processes detailed in this Plan are designed to address the sustainability
requirements in an integrated manner. Sections 2.1.2-2.1.4 describes the requirements and where they are
addressed within this Plan.
2.1.2. Conditions of Approval

Two sustainability requirements are listed in the Project Conditions of Approval (CoA):
· (B36) The SSI shall be designed and constructed to achieve an excellent ‘Design’ and ‘As built’ rating under
the Infrastructure Sustainability Council of Australia (ISCA) infrastructure rating tool.
To meet this CoA the Project has developed an ISCA Strategy that is outlined Section 2.1.4 of this report. The
corresponding credit benchmark levels of achievement being targeted for each ISCA credit are integrated in the
Sustainability Strategy detailed in Section 5 and other relevant Plans as referenced in Section 1.5.
· (B37) Opportunities to reduce operational greenhouse gas emissions shall be investigated during detailed
design. The sustainability initiatives identified must be regularly reviewed, updated and implemented
throughout the design development and construction phase, and annually during the operational phases.
To meet this CoA LLBJV is examining two sources of operational greenhouse gas (GHG) emissions:
Operational GHG emissions from Project Co/RMS operation of the tunnel: The Whole Life Cost study,
submitted at tender stage, includes analysis of energy consumption for mechanical and electrical systems, which
are responsible for the majority of Project Co/RMS operational GHG emissions, combined with a cost analysis to
ensure lowest cost over the full life cycle of the asset.
LLBJV will review the Whole Life Cost study including reviewing advancements in technologies and new
opportunities available for reducing GHG emissions as required by B37. This activity also aligns with the LLBJV
ISCA Strategy targeted credit Ene-1.
Operational GHG emissions from use of the tunnel: GHG emissions from tunnel use have been minimised
through design options to minimise customer fuel use in the tunnel as part of the tender design. This included
minimising steep sections of the tunnel, maintain large radius curves and down gradient merging lanes.
Opportunities to further reduce operational GHG emissions from use of the tunnel will be regularly reviewed,
updated and implemented throughout the design development and construction phase.
2.1.3. SWTC Requirements

Sustainability requirements are detailed in the NCX Scope of Works and Technical Criteria - Appendix 60 Project
Plans and Appendix 51 – Volume 3: Delivery Strategy for Sustainability Management. The requirements and the
section of the document where they are addressed are detailed in Table 1.

Sustainability Plan
Table 1. Appendix 60 Section 15 – Sustainability Plan.
Where
Requirements SWTC Appendix 60.15 - Sustainability Plan, Appendix 51
Addressed
60.15 (a) The Sustainability Plan must identify how the Project Company will comply with the This document
sustainability requirements of the Deed.
60.15 (b) The Sustainability Plan must: -

(i) be prepared and initially submitted to the Principal’s Representative and Independent -
Certifier as required by the Deed within 40 Business Days of the date of the Deed;
(ii) contain, as a minimum, the contents specified for the Sustainability Plan in the SWTC, This document
including this Appendix 60; and
(iii) include the sustainability initiatives identified in Appendix 51. This document
60.15 (c) Further to the requirements the Deed, the Project Company must undertake the ongoing Section 1.4
development, amendment and updating of the Sustainability Plan throughout the duration of the D&C
Work including to take into account:
(i) new elements of the Project Works and Temporary Works not covered by the existing Section 1.3
Sustainability Plan; and
(ii) changes in construction sequencing or methodology. Section 1.3
60.15 (d) The Sustainability Plan must, as a minimum, address and detail: -
(i) the sustainability management team structure, including key personnel, authority and roles Section 3.3
of key personnel, lines of responsibility and communication, minimum skill levels of each role
and interfaces with the overall project organisation structure;
(ii) a sustainability policy statement and associated strategies for adaptation to climate Appendix A,
change, resource management, workforce development and biodiversity enhancement; Sections 1.1, 5.3,
5.6, 5.7, 5.9
(iii) sustainability initiatives to be implemented during the performance of the D&C Work and Sections 2.2
milestones for key sustainability initiatives;
(iv) processes and methodologies for tracking the identification and implementation of Section 3.4
sustainability initiatives;
(v) processes and methodologies for embedding sustainability initiatives into design, Section 3.2 ,4.1,
procurement and construction processes; 5.3
(vi) processes and methodologies for assurance, monitoring auditing, corrective action and Section 3.4, 3.6,
reporting on sustainability performance; Appendix B and C
(vii) a description of the overall approach to the identification of opportunities to reduce carbon Section 5.4
emissions, energy use and embodied lifecycle impacts during the D&C Work;
(viii) how the Project Company will achieve an “As Built” IS rating level of “excellent,” under Section 2.1.4 and
the Infrastructure Sustainability Council of Australia (ISCA) Rating Tool, for the design and throughout
construction of the Project Works and Temporary Works;
(ix) processes and procedures for undertaking climate change risk assessments; Section 1.1

Sustainability Plan
Where
Addressed
(x) processes and procedures for the identification and implementation of climate change Section 1.1
adaption measures;
(xi) methodologies for assessing current and future workforce skill needs and workforce Section 5.9
profiles;
(xii) methodologies for workforce skill development and workforce training including: Section 5.9
(A) analysis of the education and training facilities that can provide qualifications to Section 5.9
enable people to meet projected workforce demand;
(B) details of formal programs and other arrangements for education and training to Section 5.9
provide people with relevant qualifications; and
(C) monitoring and reporting mechanisms to measure achievement of targets. Section 5.9
(xiii) methodologies for workforce skill acquisition and use including: Section 5.9
(A) approaches to the provision of relevant training; Section 5.9
(B) analysis of possible industry partnerships; and Section 5.9
(C) use of existing government programs. Section 5.9
(xiv) an analysis of workforce development funding and programs including subsidies and Section 5.9
grants;
(xv) the approach for support of local small to medium enterprises and social enterprises; Sections 5.3 and
5.9
(xvi) the approach to sustainable procurement including: Sections 5.3
(A) the processes and procedures that will be used to provide environmental and Sections 5.3
social improvement; and
(B) the processes and environmental and social criteria that will be used for the Sections 5.3
selection of Subcontractors;
(xvii) an outline of the systems that will be used to support sustainability management; and This document
(xviii) interfaces with other Project Plans. Section 1.5
60.15 (e) The Sustainability Plan must identify and establish sustainability targets for the design and Targets
construction of the Project Works, the Temporary Works and the performance of the D&C Work. The established
Sustainability Plan must identify how the Project Company will achieve the sustainability objectives through ISCA.
identified Table A60.15-1 and identify how each of the sustainability objectives will be met. Table A60.15–1
requirements as
below.
Table A60.15 -1 Achieve certification of ‘Excellent’ under rating type “As Built” in the Infrastructure Section 2.1.4
Sustainability Council of Australia rating tool
Table A60.15 2 Assess environment and social risks and opportunities and propose measures to Section 4.3
mitigate risks and capitalise on opportunities

Sustainability Plan
Where
Addressed
Table A60.15 3 Appoint a dedicated person to provide sustainability advice and oversee achievement Section 3.3
of sustainability KPIs
Table A60.15 4 Maximise recycling of construction and demolition (i.e. non spoil) waste Section 5.6
Table A60.15 5 All clean spoil to be beneficially reused with prioritisation for local community needs Section 5.6
Table A60.15 6 Maximise use of recycled materials in construction Section 5.4
Table A60.15 7 Maximise use of non-potable water in construction Section 5.6

Table A60.15 8 Propose and evaluate options for water capture, treatment and reuse in operation in Section 5.6
community projects
Table A60.15 9 Maximise use of materials with low embodied environmental impact Section 5.6
Table A60.15 10 Propose and evaluate operational low energy equipment options using WLC Section 5.6
Table A60.15 11 Propose and evaluate operational low carbon energy generation options using WLC Section 5.6
Table A60.15 12 Propose and evaluate road design options to minimise customer fuel use in the tunnel Section 5.6
Table A60.15 13 Embed a policy to prioritise procurement from local businesses Section 5.3 and
5.9
Table A60.15 14 Develop a program to train and hire labour from low socio-economic communities Sections 5.9
adjacent to the project and on the central coast
Table A60.15 15 Facilitate onsite tours for local education institutions for the benefit of curriculum Section 5.9
development
Appendix 51, (j)(i) Details of how it will meet the sustainability certification requirements set out in the Section 2.1.4
D&C contract
Appendix 51, (j)(ii) Identify and asses environment and social risk and opportunities and implement Section 3.7
measures to mitigate risks and capitalise on opportunities
Appendix 51, (j)(iii) Personnel with responsibility for managing and overseeing the achievement of Section 3.3
sustainability objectives
Appendix 51, (j)(iv) Maximise recycling of construction and demolition (i.e. non spoil) waste Section 5.6
Appendix 51, (j)(v) Clean spoil will be beneficially reused with prioritisation for local community needs Section 5.6
Appendix 51, (j)(vi) Recycled materials in construction will be maximised Section 5.4.1
Appendix 51, (j)(vii) Non-potable water in construction will be maximised Section 5.6.1 and
2.1.4
Appendix 51, (j)(viii) Water will be captured, treated and reused in operations and in community Section 5.6.1 and
projects 2.1.4
Appendix 51, (j)(ix) Materials with low embodied environmental impact will be maximised Section 5.4.1
Appendix 51, (j)(x) Low energy equipment will be selected using whole of life cost calculations Section 5.4
Appendix 51, (j)(xi) Low carbon energy generation options will be selected using whole of life cost Section 5.4
calculations

Sustainability Plan
Where
Addressed
Appendix 51, (j)(xii) Road design options will be developed to minimise customer fuel use on the Section 5.4
motorway
Appendix 51, (j)(xiii) Policies that will be used to prioritise procurement from local business Section 5.3 and
2.1.4
Appendix 51, (j)(xiv) Train and hire labour from low social economic communities adjacent to the Section 5.9
project and from the central coast
Appendix 51, (j)(xv) Tours of the construction site for local education institutes Section 5.9 and
5.10
2.1.4. ISCA IS Rating Tool Requirements and ISCA Strategy

LLBJV has registered their interest with ISCA following project approval and LLBJV have committed to achieve a
Design and As Built ‘Excellent’ rating under the ISCA-IS Rating Tool. An ‘Excellent’ rating requires the
achievement of an overall score of at least 50 using the IS Tool. As is illustrated in the Figure 1, the Design rating
is an interim rating and will be replaced by an As Built rating following practical completion.
Figure 1. ISCA stages diagram
An ISCA Strategy was developed during bid phase and is under constant evaluation to ensure that the ISCA
credits targeted are aligned with the overall objectives of the Project Company and the most cost effective path
to achieving an ‘Excellent’ rating is pursued. The ISCA Strategy takes in to account business as usual (BAU)
practice for LLBJV partners and specific actions beyond BAU to meet credit requirements.
There are four stages to the IS Rating Process: registration, assessment, verification and certification. Further
detail of the IS Rating Process are described in Figure 2.

Sustainability Plan
Figure 2. ISCA rating process diagram.
LLBJV will collate all documentation for the ISCA IS rating and will appoint a Sustainability Manager (Reporting
to the Environment and Sustainability Director) who is an ISCA accredited professional (ISAP), who will compile
the Design and As Built documentation and manage the detailed modelling and calculations required to
demonstrate compliance with the requirements. LLBJV will liaise as necessary with the relevant contacts at ISCA
for submission requirements, to enable independent verification and certification in accordance with the IS rating
process.
Table 2 outlines the ISCA Strategy that includes the credits and benchmark performance levels being pursued to
meet the deed requirement of at least 50 points. As the design has progressed, further opportunities have been
identified and a revised internal target of 65 has been set which reflects the industry expectation for large
infrastructure projects. The ISCA Strategy also acts to form a set of sustainability targets for the Project. The
requirements for achievement of each targeted credit benchmark performance level are reflected in the
Sustainability Strategy detailed in Section 5.
LLBJV received a “Leading” rating for the Design submission with a score of 87, this this is a significant increase
in the deed target of 50.

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Table 2. Project ISCA Strategy

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2.2. Sustainability Milestones

The following important sustainability milestones (Table 3) will be incorporated in to the overall Project
Management Plan:
Table 3. Sustainability Milestones
Description Category Indicative Timing*

Development of strategy to achieve ‘Excellent’ ISCA IS Rating 2013
rating
Registration of Interest for Design and As ISCA IS Rating January 2015
Built rating
ISCA Ratings Agreement signed ISCA IS Rating April 2015
Submission of Sustainability Plan Contract 27th March 2015

Requirement
ISCA IS Design Round 1 submission Design Rating 15th July 2016
ISCA IS Design r Round 1 verification Design Rating 8th August 2016

ISCA IS Design Round 2 Submission Design Rating 20th September 2016
ISCA IS Design Round 2 Verification Design Rating 5th October 2016
Verified as a Leading Rating

ISCA IS Rating Award Event Design Rating 25th October 2016
Leading Rating Awarded

ISCA IS As Built documentation submitted As Built Rating Mid- 2019
ISCA IS As Built Rating verification As Built Rating Following doc submission
ISCA IS As Built Rating Award As Built Rating 4-8 weeks after documentation
submission
Table Notes:
1. Timing of sustainability milestones will be aligned with the design and construction program and milestones may change
according to changes in the overall program.
3. Approach, Roles and Responsibilities

This section outlines the overarching approach to sustainability including the Environmental and Sustainability
Policy, the processes for implementing sustainability in design and construction, the roles and responsibilities for
the delivery of the sustainability requirements and the primary tools and processes that will support this delivery.
3.1. Environmental and Sustainability Policy

The LLBJV team is guided by each joint venture partner’s strong approach to sustainability and underpinned by a
Project specific Environmental and Sustainability Policy. The Policy is communicated to staff, contractors and
sub-contractors as part of induction processes and is made publically available. The Policy will be reviewed
annually during construction alongside the SP to ensure it is updated for any changes in the Project. The
Environmental and Sustainability Policy is included in Appendix A.

Sustainability Plan
3.2. Sustainable Design Implementation

Integrating the sustainability requirements in to the design and construction process is important to ensure
commitments are met efficiently. Figure 3 outlines the process that will be implemented to ensure this integration
occurs.
Figure 3. Process for integrating sustainability requirements into design
The process for integrating sustainability requirements in to construction is foremost through the design process
detailed in Figure 3. The process for issuing revised Issued For Construction (IFC) drawings during construction
is described in the Design Plan. The Quality Engineering Safety Environment Quality Records Database (QESE)
Request for Information (RFI) and Non-conformance Report (NCR) Modules will be used for clarification or minor

Sustainability Plan
changes prior to or during construction of a particular activity or element of the works. These modules will include
consideration of the effect of the change on sustainability requirements, where appropriate.
The QESE database allows the project to develop specific workflows that control the review and approval of RFIs
and NCRs.
3.3. Roles and Responsibilities

The LLJBV Project Team’s organisational structure is outlined in Figure 4. Their roles and responsibilities in
respect to sustainability are described in Table 4. In addition to the internal organisational structure, LLBJV
recognises that interface with Project Co and RMS will help to achieve sustainable outcomes across the lifecycle
of the asset, particularly throughout the operational phase.
Figure 4. LLBJV Project Team’s Organisational Structure
NorthConnex Project Director
Relevant
Environment and Sustainability Discipline
Director Sustainability Manager Directors and
Managers
Sustainability Coordinator
Table 4. Sustainability Roles and Responsibilities
Sustainability Roles and Responsibilities

Project Director
Responsibilities ·
Overall delivery of the Project including satisfaction of the Contractual and CoA
sustainability requirements
Environmental & Sustainability Director
Responsibilities · Central responsibility for managing sustainability including accountability for
environmental, social and economic aspects
· Oversight of the implementation of the SP and achievement of an ISCA IS Tool
Design and As Built ‘Excellent’ Rating
· Interface with Project Director and other Project executive level staff and decision
making processes
Sustainability Manager

Sustainability Plan

Responsibilities ·
To provide sustainability advice to the Project
·
to ensure Construction Environment Management Plan, and its sub-plans,
incorporates sustainability requirements
· Maintenance of documentation and records to evidence sustainability requirements
· Facilitation of sustainability communications between key Project parties including
the Project Co and RMS
· Development of sustainability training materials
· Maintenance of the Sustainability Tracking Spread sheet including monitoring of
sustainability performance across all requirements
· Management and coordination of ISCA IS Rating documentation
· Development of the SP and monitor its implementation
· Review and update of the SP
· Communication with, and coordination of, sustainability requirements with the
Project Co
· Communicate sustainability requirements to relevant Project personnel
· Provide strategic support in relation to sustainability priorities and processes
Minimum Skill · Bachelor level Engineering, Environmental Science, Environmental Management or
Level equivalent degree
· Minimum 5 years previous experience in sustainability, environment or closely
related industry
· ISCA Accredited Professional (able to attain AP status after project commencement
in line with ISCA Credit Interpretation Ruling).
Sustainability Coordinator
Responsibilities · Collection of data relevant to sustainability requirements
· Maintenance of sustainability records
· Support for the development of ISCA IS Rating documentation
Minimum Skill · 3-5 years’ experience in data gathering for sustainability purposes
Level · Familiarity with ISCA IS Tool and environmental reporting frameworks
Community Relations and Stakeholder Manager
Responsibilities · Work with Sustainability Manager to ensure Community Communication Strategy
· Maintenance of documentation and records to evidence sustainability requirements
Program Manager
Responsibilities · Tracking of sustainability milestones in conjunction with wider Program
Management
Procurement Manager (under the Commercial Director)
Responsibilities · Work with Sustainability Manager to ensure Procurement Plan incorporates
sustainability requirements
· Reflection of sustainability requirements in procurement contracts
· Tracking of supplier and sub-contractor compliance with sustainability requirements
including relevant documentation
Engineering Director
Responsibilities · Incorporate sustainability requirements in design development
· Ensure Design reports and other relevant design documentation evidence
sustainability requirements as required to achieve targeted ISCA Strategy
· Manage relationship with Aurecon SMEC Design JV, UGL and other relevant
subcontractors in regard to sustainability requirements
Human Resources Manager

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Responsibilities · Work with Sustainability Manager to ensure Training Management Plan
· Ensure training and workforce documentation evidence sustainability requirements
Construction Director(s)
Responsibilities · Work with the Sustainability Manager to ensure sustainability processes are
implemented through construction plans and processes including coordination and
communication with subcontractors.
· Work with Sustainability Manager and subcontractors to ensure documentation to
evidence sustainability requirements is produced and maintained.
Risk Manager (under the Commercial Director)
Responsibilities · Work with the Sustainability Manager to ensure sustainability risks are integrated in
broader risk management procedures
· Work with Sustainability Manager and assigned risk managers to ensure
documentation to evidence sustainability requirements is produced and maintained.
ISCA Case Manager (External to Contractor)
Responsibilities · Provides technical support to the assessor and project/asset management team
during the IS rating process.
· Advice regarding the IS rating tool, IS rating process and information contained
within the IS Technical Manual
· Attendance at regular progress meetings
· Facilitating workshops/forums with various members of the project/asset
management team
· Review and advice on reference design (base case), TC/CIR, and scope out
requests
· Advice regarding the self-assessment submission and evidence requirements
· Manages the formal verification and feedback processes.
3.4. Ongoing Monitoring and Recording

Ongoing monitoring and recording that underpin the review and improvement processes are described in Section
1.4 and Appendices B and C.
Where monitoring identifies targets that are not being met, corrective actions will be specified in a sustainability
action list. The action list will be created by the Sustainability Manager in consultation with relevant disciplines. It
will be issued to the relevant Project members with assigned responsibilities and priorities for implementation.
Documentation and records will be kept in accordance with the Records Management Plan.
3.5. ISCA As-Built Tracking Sheet

The key tool used by LLBJV to monitor progress against the sustainability requirements will be the ISCA As Built
Tracker spread sheet. The spread sheet identifies all activities that need to be tracked, reviewed and updated on
a month by month basis for the life of the project to meet contractual and ISCA obligations for the As Built
submission. A snapshot of the spread sheet is included in Figure 5, a full tracker is available in Appendix B The
tracking spread sheet will be reviewed on a monthly basis along with associated data to monitor performance.

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Figure 5. ISCA As Built Tracker Spread Sheet Snapshot
3.6. Sustainability Auditing

Sustainability audits will be conducted to ensure the effectiveness of the Project Management processes and
systems in regards to sustainability and ISCA credits. Audits will be conducted consistent with ISO19011: 2011 -
Guidelines for auditing management systems. Sustainability audits will cover environmental, social and economic
issues and priority will be given to matters that are material to the sustainability requirements and impacts of the
Project.
Internal sustainability audits of the management system will be conducted at least quarterly by the Sustainability
Manager (or delegate). External audits of the management system will be conducted at least annually by a
suitably qualified auditor who is not part of the project or asset management team. Project Co and RMS will be
invited to observe these audits.
3.7. Sustainability Risks and Opportunities

Sustainability risks and opportunities will be integrated with the Project Risk Management Approach as detailed
in the Risk Management Plan (RMP). LLBJV will monitor and review risks and opportunities on a regular basis, at
key stages of the project and at least annually. Key stages of the project include significant changes to the
proposed design, construction methodology, or any other aspect that would cause a change to the risk profile.
Risks, treatment measures and responsibilities will be recorded in the Risk Register.
As described in the RMP the Sustainability Manager will be involved in the risk and opportunity process, by
attending the risk review meetings.
Risk and opportunity workshop was held during the design phase to address specific environmental and social
risks, which involved a cross section of the project team. The workshops were used to:
· Identify risks and opportunities;

· Rate the risk in terms of likelihood and consequences;
· Develop and agree measures to eliminate or control the risk, or capitalise on the opportunity;
· Confirm that the residual risk (after application of measures) is acceptable;

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· Assign the appropriate risk or opportunity owner; and

· Document all of the above in a risk register.
Further detail on the purpose, timing and attendees for this workshop is included in Appendix D.
The risk and opportunity owner was responsible for taking the agreed actions to mitigate or eliminate the risk, or
capitalise on the opportunity. The risk and opportunity owner will provide feedback to the Risk Manager, who will
update the risk register accordingly.
3.7.1. Enablon
Risk Management software Enablon has been integrated into the Risk Management process for NorthConnex.
All sustainability risks will be added to the software and will be reviewed on a monthly basis by the risk owner
going forwards.
Figure 6. Enablon Snapshot
4. Training and Education

This section outlines the training and education processes that will be used to communicate the sustainability
requirements to staff and other relevant stakeholders.
4.1. Process to Embed Sustainability

For LLBJV embedding sustainability means integrating sustainability requirements in to the Project strategies,
management plans, systems and targets. LLBJV believes three components are important to embedding
sustainability effectively: clear definition and early consideration, integration and ongoing knowledge sharing.
These are explained below along with the mechanisms used to ensure that they are effectively implemented:
4.1.1. Clear definition of sustainability drivers and early consideration of requirements

LLBJV recognises that sustainability is an important consideration for Project Co. In order to embed sustainability
within the Project sustainability targets and objectives have been integrated from the earliest planning stages.
For LLBJV this has included consideration and costing of sustainability initiatives in the bid phase such as a

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thorough proposed strategy for achieving an ISCA ‘Excellent’ rating and proposed initiatives to satisfy each
credit. Additionally, a Project Environment and Sustainability Manager was in place from the day the Deed was
signed to ensure sustainability requirements were clearly communicated to those responsible. Approaches to
this communication have included workshops with all relevant disciplines and regular maintenance of the
Sustainability Tracker spread sheet.
4.1.2. Integration
The sustainability requirements for the whole project are broken down in to targets, objectives and processes
that are assignable to Project Departments. As far as possible this Plan's structure is aligned with this division of
responsibilities. This structure ensures that sustainability requirements are the responsibility of the Project team
rather than being controlled by the Sustainability Department. Wherever possible the requirements are included
in the Project team’s management plans and this SP is used as a directory and management structure for these
plans.
Further processes for integration of sustainability requirements in to design and construction are detailed in
Section 3.2.
4.1.3. Ongoing knowledge management and knowledge sharing

Ongoing knowledge management and knowledge sharing is facilitated through sustainability inductions
(described in Section 4.2), toolboxes, workshops and sustainability challenges (described in Section 4.3 and
Appendix D). The Sustainability Manager will also leverage existing Project communication tools including
newsletters and process to share lessons learnt.
LLBJV will also seek to share sustainability knowledge through regular communication with Project Co,
involvement in ISCA working groups, attendance at industry conferences and through organisations with which
LLBJV have company memberships (e.g. Engineers Australia).
Innovative ways to generate and share knowledge within the Project team, and with external Project
stakeholders, will continue to be explored and documented throughout the Project duration.
4.2. Sustainability Induction

All personnel (including sub-contractors) are required to attend a compulsory site induction that includes a
sustainability component prior to commencement on-site. This is done to ensure all personnel involved in the
Project are aware of the requirements of the SP and to ensure the implementation of sustainability strategy.
Short-term visitors to site for purposes such as deliveries will be required to be accompanied by inducted
personnel at all times.
The Sustainability Manager (or delegate) will conduct the sustainability component of the site inductions.
The sustainability component will include, but not be limited to, an overview of the following points as relevant to
each induction group:
· Project Environmental and Sustainability Policy
· The Project’s sustainability commitments, targets and requirements
· Relevant details of the Sustainability Plan including purpose and objectives
· Key sustainability issues
· Relevant sustainability monitoring, reporting and documentation requirements
A record of all inductions will be maintained and kept on-site. The Sustainability Manager may authorise
amendments to the induction at any time. Possible reasons for changes to the induction may be Project
modifications, amendments to this SP or related documentation.

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4.3. Sustainability Toolboxes, Workshops and Meetings

Project toolbox talks will be held regularly to share information including the sustainability requirements and
responsibilities of subcontractors.
A number of sustainability workshops and meetings to support knowledge sharing, innovation and risk
management will be undertaken throughout the Project. The purpose, attendees and outcomes are detailed in
Appendix D.
5. Sustainability Strategy
This Section organises the sustainability requirements according to themes and the responsibility for delivery.
The Background and Requirement section outlines important context and the sustainability requirements within
each theme. The Record and Monitoring section specifies how evidence of each sustainability requirement will
be captured and the Responsibilities section assigns accountability for managing the delivery and evidence of
the requirements. The requirements outlined in this Section reflect the ISCA Strategy and the targeted credit
benchmark performance level from Section 2.1.4 as well as the requirements listed in Sections 2.1.2 and 2.1.3.
Where relevant the ISCA credit code is included to highlight the connection with the ISCA Strategy.
5.1. Data Capture

In order to monitor performance against Deed and ISCA As Built requirements, LLBJV have implemented a data
capture program, Envizi, which will collect and monitor Waste, Water, Electricity, Fuel, Spoil, Materials and
Energy usage.
Data captured in Envizi will be reviewed on a monthly basis to review performance against Deed requirements
and ISCA Targets, and reported within the monthly reports

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Figure 7. Envizi Snapshot
5.2. Climate Change Risk Assessment

5.2.1. Background and Requirements
The assessment of climate change risk is particularly important for long life assets such as road infrastructure.
Climate change was incorporated in the Environmental Impact Statement (EIS) including an initial climate
change risk assessment (CCRA). The following findings were recorded:
· Consideration of potential impacts of climate change on rainfall intensity.
· Where high or medium risks to project infrastructure have been identified, the construction contractor would
review existing design policies, specifications or practices to consider the impacts of climate change.
The EIS notes that climate change will continue to be considered during the development of the detailed design
of the project.
Following from these recommendations and in order to satisfy the requirements of the targeted ISCA credits Cli-1
Climate change risk assessment and Cli-2 Adaptation measures a climate change risk workshop was
conducted at detailed design stage to identify impacts and specific risks to the design. The CCRA was conducted
in accordance with AS/NZS ISO 31000:2009 and Climate Change Impacts & Risks Management: A guide for
Business and Government and/or AS5334 Climate Change Adaptation for Settlements and Infrastructure
(consistent with the ISCA IS Cli-1 requirements). The identified climate change impacts have been managed as
part of the design process and mitigation measures put in place. The climate change risks have been included
into the risk register which is being managed through Enablon and are reviewed at monthly intervals by the
Sustainability Manager and the Senior Leadership Team.
5.2.2. Records and Monitoring

The CCRA Report will record the identified risks, analysis, evaluation and adaptation measures agreed upon and
personnel responsible for implementation. The CCRA will list direct climate change risks identified by the
workshop and proposed adaptation actions to ensure that the project works and temporary works are resilient to
these effects. Adaptation options that treat all risks rated 'extreme' and 'high' will be identified and assessed for
implementation. Adaptation measures to treat all ‘extreme’ and ‘high’ priority climate change risks have been
implemented as part of the design process, in order that no extreme priority residual climate change risks remain.
Implementation of adaptation measures will be documented through reports, management plans or other
documentation as appropriate.
Information from the risk assessment will be integrated into the overall project risk register. The risk register will
be reviewed and updated monthly during detailed design and construction to include best available projections,
consider any design developments and any procedural requirements for operation and maintenance.
5.2.3. Responsibilities
The CCRA workshop and associated activities will be undertaken by a multidisciplinary team and responsibility
for implementation of risk mitigation measures will be recorded in the CCRA Report. Management of the CCRA
Reporting process will be the responsibility of the Sustainability Manager.

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5.3. Procurement and Purchasing

Thorough procurement planning is essential for the effective integration of sustainability requirements. All
material procurement processes will reflect the technical requirements and specifications associated with
LLBJV’s sustainability requirements. These include the following:
· A commitment to require environmental, social and economic aspects to be considered in the procurement
process (Pro-1).
· Potential suppliers will be requested to provide details of their environmental and sustainability policy, its
implementation and sustainability objectives and/or targets (Pro-2).
· This will be linked to progress claims where possible.
· Supplier evaluation will consider sustainability aspects through use of multi-criteria analysis (or similar) (Pro-
3).
· Supplier contracts will incorporate sustainability objectives and/or targets (Pro-4).
· A transparent and robust procedure and policy will be embedded to prioritise procurement from local
businesses including contractors, subcontractors, voluntary sector organisations, consultants and suppliers
but also extending to service providers and employment opportunities within the program.
· Processes will be implemented to ensure dematerialisation, minimum environmental impact of resources
(including low embodied energy, standard sizes, recyclability and local sourcing), fair contract prices are met
and minimum ethical and regulatory requirements are complied with.
· Key subcontractors will be selected based on demonstrated sustainability experience, including past
experience with sustainability rating tools, or a demonstrated cultural willingness to embrace Motorway
sustainability initiatives.
These requirements have been undertaken throughout detailed design when new suppliers and items were
procured, and will continue throughout construction. Additional audits of key suppliers will be completed during
construction to assist suppliers reach their targets and ensure that they fulfil their sustainability procurement
requirements.

Procurement strategies, evaluation criteria and management processes, including local procurement
requirements, will be documented in the Procurement Plan (PP). The PP will draw upon BS8903: 2010 Principles
and Framework for Procuring Sustainably – Guide for implementation. Sustainability requirements and targets for
suppliers and contractors will be incorporated in standard contracts.
Where objectives and targets have been set ongoing monitoring of supplier and service providers practices and
performance will be undertaken to ensure the Project’s sustainable procurement requirements are met. To the
extent possible, subcontractor progress claims will be linked with the supply of sustainability documentation.
Processes will be implemented to seek feedback from suppliers and service providers on opportunities for
continual improvement of sustainable procurement.
The PP is managed by the Commercial Manager and the Sustainability Manager is responsible for updating the
Commercial Manager regarding any changes to the sustainability requirements that may affect the PP.
5.4. Energy, Carbon and Materials

Energy and carbon emissions are emitted from construction activities, in operation of the asset and are also
embedded in the materials used on the Project. An assessment of carbon dioxide and greenhouse gas (GHG)
emissions, divided by scope 1, 2 and 3, was undertaken as part of the ISCA Design submission (during detailed
design) to establish a Base case and Design case associated with the project and identify opportunities
(mitigation measures) that may be implemented to reduce the GHG emissions.

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From the assessment, the following activities were identified as potentially generating the majority of GHG
emissions during construction of the project:
· Combustion of diesel fuel for earthworks and construction activities using construction plant and equipment
· Combustion of diesel fuel for use in project vehicles
· Combustion of diesel fuel for the transport of construction materials to site and the transport of spoil from site
· Electricity consumption to power construction plant, such as road headers and project site offices
· Clearance of vegetation
· The embodied energy of construction materials associate with construction of the project
The total amount of GHG generated from construction activities is approximately 475,205 tCO2e (Table 5) and
from operation and maintenance (excluding operational road use emissions) is approximately 22,903 tCO2e per
annum (Table 6). Note that Scope 3 emissions related to operational road use have been minimised through
design options to minimise customer fuel use in the tunnel as part of the tender design. This included minimising
steep sections of the tunnel, maintain large radius curves and down gradient merging lanes.
Table 5. Estimated construction GHG emission results reported as tonnes of carbon dioxide equivalent (tCO2-e).

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Table 6. Estimated operation and maintenance GHG emission (tCO2-e).
Table 7. Estimated construction and operations GHG emission (tCO2-e).
LLBJV recognises the need to adopt a whole of life cycle approach to energy use and material use. This includes
regular review of opportunities to reduce operational greenhouse gas emissions. A Whole Life Cost report
undertaken at tender stage has informed the selection of energy using equipment and materials with appropriate
durability. This Whole Life Cost report was updated during detailed design stage and extended to include three
scenarios that use low carbon energy generation and materials, with scenario four resulting with the least
amount of carbon generation. The scenarios are as follows;
1. Scenario 1 – construction of NorthConnex as per current design. All design information and
operational estimations provided by the NorthConnex project team.
2. Scenario 2 – construction of NorthConnex as per current design with addition of a 1000kWp
roof/ground mounted photovoltaic (PV) system.
3. Scenario 3 – construction of NorthConnex as per current design with addition of a 3800kWp noise wall
integrated photovoltaic (PV) system.
4. Scenario 4 – construction of NorthConnex as per current design with addition of a 4000kWelec gas-
fired electricity generation system. Which will provide lighting and ventilation electricity for the project
operation.
The report as required by the Project Deed, followed the principles of the NSW Treasury Life Cycle Costing
Guideline and the Australian National Audit Office Life Cycle Costing Better Practice Guide.

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Furthermore LLBJV:
· Has, developed the necessary reference case for satisfaction of the targeted ISCA credits;
· Will, Monitor and model energy use and GHG emissions and undertake actions to reduce them including
Scope 1, Scope 2 and land clearing across the infrastructure lifecycle (Ene-1-2);
· Publish A5.4.1nnual Sustainability report which will detail GHG performance
· Investigate opportunities to use renewable energy (Ene-3);
· Model the lifecycle impacts of materials and compare these to the reference design with the aim of
maximising the use of materials with low embodied environmental impact (including recycled materials)
(Mat-1);
· Use materials and products with approved environmental labelling where possible (Mat-2); and
· Minimise the use of ozone depleting substances.
· Use of recycled materials in construction wherever possible (e.g. recycled bedding sands)
At tender stage a Life Cycle Assessment (LCA) was undertaken to estimate the environmental impacted of the
proposed design and compare this to the Client’s reference design. Key differences between the proposed and
reference designs are:
· LLBJV’s proposed design incorporates the use of concrete with 25% fly ash composition compared with the
reference design, which uses no Portland cement substitution;
· LLBJV’s construction methodology results in approximately half the electricity usage as a result of utilising
road headers for tunnel excavation compared to the reference design
Initiatives that will be further evaluated through ongoing LCA throughout construction in order to minimise
embodied energy will include:
· Use of up to 40% fly ash in concrete where feasible and in compliance with technical specifications, with an
average fly ash content in concrete of approximately 25% across strengths; Concrete usage will be
monitored monthly throughout the construction phase.
· Opportunities for increased proportions of Portland cement substitution have been considered and
implemented where feasible through the detailed design;
· Manufactured sand and crushed slag aggregate (or similar alternative materials) has been used in concrete
mixes where feasible;
· Raw materials such as concrete, sand and aggregates will be sourced from local suppliers, which will
significantly reduce energy, carbon and traffic impacts associated with transporting materials over longer
distances;
· Locally sourced steel, thereby reducing environmental impacts associated with transport;
· Identifying a preferred reinforcing bar and mesh supplier, who has energy reduction processes integrated
into their steelmaking process including recycled content;
· Asphalt mix design will incorporate reclaimed asphalt pavement (RAP) where reasonable and feasible; and
· Further initiatives and design innovations to reduce embodied environmental impacts will be
analysed following identification.

The responsibility for minimising GHG emissions and optimising material use are shared across many project
areas. These include:
· Design: Identification and implementation of energy and carbon reduction opportunities has been detailed in
design reports or equivalent documentation. This will also include the minimisation of the use of ozone
depleting substances were feasible.
· Construction and Environment: Mitigation measures that aim to reduce the generation of greenhouse gases
during construction have been developed and included within Table 6
· Opportunities for use of renewable energy, low energy using equipment and low embodied carbon materials
are included in the Whole of Life analysis outlined in table 5
· Material lifecycle impacts will be further evidenced using the ISCA IS Materials calculator or equivalent LCA
method accepted by ISCA.

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· Monitoring and auditing of energy use and GHG emissions will be undertaken in line with existing Lend
Lease monitoring procedures. This includes integration in contracts of the requirement to submit
subcontractor progress reports and processes to gather data from invoices direct to LLBJV including fuel
(and other Scope 1) and electricity (Scope 2).
As with the recording and monitoring processes, the responsibility for minimising GHG emissions and optimising
material use are shared across many project areas. These include but are not limited to:
· Design reports and equivalent documentation will be the responsibility of the Engineering Director.
· The management of the CWRMP is the responsibility of the Environment and Sustainability Manager
· The Whole of Life analysis and Materials Calculator will be coordinated by the Sustainability Manager with
support of specialised consultants as required
· The coordination of monitoring processes is the responsibility of the Environment and Sustainability
Coordinator, supported by the Sustainability Manager as necessary.
The Sustainability Manager is responsible for updating the relevant managers regarding any changes to the
sustainability requirements that may have an effect on these Plans or processes.
5.5. Community Safety, Urban and Landscape Design

LLBJV is targeting a number of credits under the ‘People and Place’ Theme of the ISCA IS Tool. The following
targeted credits are particularly related to the Engineering Team:
· Hea-2 Community Health, Well-being and Safety - Crime prevention
· Hea-3 Community Health, Well-being and Safety - Community and user safety
· Urb-1 Urban and landscape design - Site and context analysis
· Urb-2 Urban and landscape design - Site planning
· Urb-3&4 Urban and landscape design - Urban design and implementation
· Lan-4 Land - Flooding design
Processes were established throughout detailed design to raise awareness of the targeted credits and the
requirements of each. These processes continue into the construction stage as additional design reports and
information become available.

Crime prevention and community and user safety requirements will be documented in design reports and as-built
drawing documentation.
Urban and landscape design will be documented in design reports and as-built drawing documentation.
Assessment of flood risk and measures to manage floodwaters over the life of the asset will be included in the
Flood Mitigation Strategy.
Design processes will also incorporate environment and sustainability requirements to ensure they are integrated
in the relevant design packages as required (see Section 3.2 for further detail).
The responsibilities for the records and monitoring described above are as follows:
· Design reports, design meetings and as-built drawing documentation may be assigned to design consultants
as required but ultimate responsibility will be held with the Engineering Director.
· Flood Mitigation Strategy will be produced with ultimate responsibility held with the Engineering Director.

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The Sustainability Manager is responsible for updating the Engineering Director regarding any changes to the
sustainability requirements that may have an effect on the documentation described above.
5.6. Water, Waste and Discharges to Air, Land and Water

The following sustainability requirements are contained in the Deed and/or reflected in the Project ISCA Strategy
(refer to Section 2.1.4).
· Water - monitoring and modelling of water use, opportunities to reduce water use and replacement of
potable demand with non-potable sources including the development of a reference case. Furthermore,
LLBJV will set a target for percentage of total water consumption for non-potable water demand. This also
includes campaigns to notify the community of availability of treated water. Relevant ISCA credits are Wat 1-
3.
· Waste (including spoil) – Predictions of waste quantities, types and tracking of wastes to show diversion
from landfill targets are met. This will include communication with the community to advise them of
availability of spoil (following confirmation that relevant waste legislation requirements are satisfied).
Relevant ISCA credits are Was1-2 (note Was-3 was not targeted in the initial ISCA Strategy).
· Discharges to Air, Land, Water – Initial studies or baseline surveys (as necessary), predictions, modelling
and monitoring against targets. Relevant ISCA credits are Dis 1-5.

The following documents include details of the processes and procedures to meet these requirements:
· Water – Sustainability requirements relevant to water use in the construction phase are addressed in the
Construction Soil and Water Management Plan (CSWMP). Requirements relevant to the operational phase
will be recorded in design documentation and as-built drawings.
· Waste (including spoil) – Sustainability requirements relevant to waste are addressed in the Construction
Waste and Resources Management Plan (CWRMP) and Spoil Management Strategy (SMS).
· Discharges:
· Air: Construction air quality targets, mitigation measures and monitoring are detailed in the
Construction Air Quality Management Plan (CAQMP). Operational air quality predictions and
mitigation measures for in-tunnel air quality limits and outlet emission air quality will be recorded in the
relevant design reports and Operational Environmental Management Plan (OEMP).
· Noise and Vibration: Construction noise and vibration analysis of existing environment, predictions,
mitigation measures, identification of sensitive receivers, monitoring and modelling are included in the
Construction Noise and Vibration Management Plan (CNVMP). Operational noise and vibration
predictions and mitigation measures will be recorded in the relevant design reports and OEMP.
· Receiving water quality: Construction receiving water quality baseline studies, prediction of water
quality impacts, measures to minimise adverse impacts, monitoring, opportunities to improve receiving
water quality and adherence to urban stormwater guidelines peak stormwater flows are detailed in the
Construction Soil and Water Quality Management Plan (CSWQMP). The Construction Water Quality
Plan and Monitoring Program (CWQP&MP) details monitoring processes related to water quality.
Operational water quality predictions and mitigation measures will be recorded in the relevant design
reports and OEMP.
· Light Pollution: Construction light spill mitigation measures are detailed in the Construction Ancillary
Facilities Management Plan (CAFMP). Operational light spill will be recorded in the relevant design
reports and OEMP.
The Environmental Manager is responsible for the management and update of the CEMP, its sub-plans, the
CAFMP and SMS. The Engineering Director is responsible for the management and update of documents
relevant to the operation period (where applicable). Where communication is required with the community (for
example, regarding the availability of water for reuse) this will be coordinated through the Community Relations
and Stakeholder Manager.

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The Sustainability Manager is responsible for updating the relevant Managers regarding any changes to the
sustainability requirements that may have an effect on their plans, reports or activities.
5.7. Heritage
Under LLBJV’s ISCA Strategy two credits are being targeted from the Heritage topic (Her-1 and Her-2). Targeted
credits include monitoring and management of impacts on heritage throughout detailed design phase and
construction.

The processes for identification and management of heritage are recorded in the Construction Heritage
Management Plan (CHMP).
The CHMP is the responsibility of the Environment Manager. The Sustainability Manager is responsible for
updating the Environment and Sustainability Manager regarding any changes to the sustainability requirements
that may have an effect on the CHMP.
5.8. Land and Ecology

The Project EIS concluded that there were unlikely to be significant residual flora and fauna impacts associated
with the construction and operation of the Project, following the implementation of the proposed mitigation and
management measures identified in the EIS.
The sustainability requirements contained in the Deed and/or reflected in the Project ISCA Strategy (Eco1-2,
Lan1-3) include minimising use of land not previously disturbed, conservation of topsoils, subsoil and
conservation of non-site mineral resources. The mitigation options for any site contamination onsite will be
selected based on a sustainability hierarchy and audited by an independent specialist.
Impacts on ecologically sensitive sites must be identified and managed; ecological value should be enhanced
and existing degree of biodiversity values are enhanced (including biodiversity management). Each of these
ecological requirements were identified through detailed design, with mitigation measures being implemented
throughout construction to ensure the ecological significance of the project footprint remains.

Land use impacts will be assessed by conducting a desktop investigation of current land use within the project
footprint and recording the results in a Land Use Impacts record. Where the desktop investigations cannot
confirm the previous land use, it will be assumed that land is not classified as previously disturbed. If required,
field investigations will be conducted to confirm the previous land use in those areas. The strategy to support the
conservation of topsoils will be detailed in the Construction Soil and Water Management Plan (CSWMP). Soil
tracking reporting requirements will be incorporated in contracts of relevant contractors or enforced through other
equivalent mechanisms.
The Construction Flora and Fauna Management Plan (CFFMP) details how construction impacts on ecology will
be minimised and managed. The Biodiversity Offset Package includes further information as required by the
CoAs. A Biodiversity Management Pan (BMP) generated to meet the requirements of Eco-3 and Eco-4, further
dictates how the impact to the environment can be managed through construction.
The ISCA Ecological Calculator will be used to calculate and record the impact on ecological value of the Project
site throughout construction.

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The Environmental Manager is responsible for the management and update of the CSWMP, CFFMP and
management of the Land Use Impact records. The ISCA Ecological Calculator will be the responsibility of the
Sustainability Manager in consultation with the Environmental and Sustainability Manager and appropriate
specialists. The Sustainability Manager is responsible for updating the Environment and Engineering Director
regarding any changes to the sustainability requirements that may have an effect on the SWMP, CFFMP or
design reports.
5.9. Workforce and Training

Methodologies to assess training and workforce needs are an integral component of timely supply of labour and
positive contribution to communities adjacent to the project. LLBJV will:
· Work with local industry, TAFE and government, to set targets for training and hiring of labour from low
socioeconomic communities adjacent to the project and from the central coast.
· Develop methodologies for assessing current and future workforce skill needs and workforce profiles
· Develop methodologies for workforce skill development and workforce training including:
· Analysis of the education and training facilities that can provide qualifications to enable people to meet
projected workforce demand
· Detail formal programs and other arrangements for education and training to provide people with
relevant qualifications
· Develop approaches to provision of relevant training, analyse possibility for industry partnerships and
opportunities to leverage existing government programs.
· Explore opportunities to work with current Lend Lease Reconciliation Action Plan Indigenous partners and
promote positive employment and training outcomes for the local indigenous communities and businesses
· Develop a program to train and hire labour from low socio-economic communities adjacent to the Project
and on the Central Coast.
To enhance the opportunity to engage central coast and local communities, LLBJV will investigate the
effectiveness of an Employment Bus that would tour these areas and promote job opportunities on the project.
Subcontractors will be obliged to assist LLBJV in meeting these targets depending on their ability including trade
package type, value, duration and tender interview response.
Opportunities to extend education to local schools and tertiary institutions will also be explored including
undertaking site tours, establishing a program of talks and opportunities for learning through assignments and
site visits.
Included in LLBJV’s approach to training is the support of the mental health of employees. LLBJV will leverage
existing programs and a partnership with Beyond blue that aims to raise awareness of depression and anxiety
disorders in the construction industry and encourage people to seek help early.
In order to meet the training initiatives and targets, LLBJV have developed the NorthConnex Hub Program, a
dedicated training and employment facility. NCXHub will ensure we maximise local participation in the delivery of
this landmark infrastructure. Our targets are:
· 5%Indeginous representation of staff and labour across the project

· 15 apprentices engaged on the project
· Overall upskilling of LLBJV staff and workforce
· Develop a program to train and hire labour from low social-economic communities adjacent to the
project and on the central coast.

Sustainability Plan
The implementation of these strategies will continue from detailed design phase of the project through to
construction. Further details of the initiatives can be found in the NorthConnex Hub Training and Employment
Program publication and the LLBJV Indigenous Participation Strategy.

The Project Training Management Plan (PTMP) documents the approach to training and workforce skill
development. The PTMP will include processes to capture existing skills, identify roles and project training
requirements, conduct a gap analysis, implement a Project training program and monitor and evaluate the
effectiveness of training.
The Aboriginal Participation Plan will detail the approach to indigenous engagement on the Project.
Where training requirements are the responsibility of sub-contractors these requirements will be detailed in
contracts.
The Human Resource Manager is responsible for the PTMP. The Sustainability Manager is responsible for
updating the Human Resource Manager regarding any changes to the sustainability requirements that may have
an effect on the PTMP.
5.10. Stakeholder Participation, Community Consultation and Education

LLBJV acknowledge that community engagement and consultation are critical to the success of the Project.
Extensive community engagement has already been undertaken as part of the EIS consultation and LLBJV plans
to build upon this foundation. Sustainability requirements within the Deed, and being targeted as part of the ISCA
Strategy (Sta1-4, Hea-1), include:
· The development of a comprehensive stakeholder engagement strategy
· Development, monitoring of community health and wellbeing indicators across all priority issues for the
community
· Methods to ensure engagement of negotiable issues is ‘involve’ or higher on IAP2 schedule
· Procedures to ensure information is provided in a timely manner, is objective, is supported by community
participation, is meaningful, relevant and accessible
· Procedures to ensure community believe their concerns are addressed
Additionally, there is a requirement that, at a minimum, the schools within two kilometres of the project will be
contacted and consulted about their interest in participating in an Education Program. This was commenced in
detailed design and will continue throughout construction

The Community Communication Strategy (CCS) describes LLBJV’s approach to dealing with the community and
all other road stakeholder groups with respect to the D&C Work. The CCS provides full details of the systems,
processes and procedures for communication with the community and project stakeholders.
The Business Plan documents the process for identifying and coordinating activities with local businesses and
industry organisations.
An online Consultation Manager System is utilised to record interactions with the community. Other activities that
that are recorded or reported for the purpose of evidencing sustainability requirements include:
· Knowledge sharing plan or process, examples of knowledge sharing (with external parties)
· Community health and wellbeing indicators: baseline studies, plans for measurement and monitoring
reports.

Sustainability Plan
· Minutes of stakeholder and/or community meetings

· Stakeholder engagement strategy and plan
· Community newsletters and stakeholder letters
· Stakeholder engagement database
· Community survey(s) or equivalent
· Contact with local education institutions
The Stakeholder and Community Relations Manager (SCRM) is charged with maintaining appropriate
documentation to evidence the stakeholder participation, education and community consultation sustainability
requirements. The CCS, Consultation Manager System and the Business Plan will all be managed by the SCRM
and the Sustainability Manager is responsible for updating the a Stakeholder and Community Relations Manager
regarding any changes to the sustainability requirements that may have an effect on the CCS.
5.11. Sustainable Site Compound and Site Offices

LLBJV will apply the Lend Lease Site Sustainability Standard (SSS) on all Project sites and compounds in order
to maximise energy and water efficiency, maximum reuse of furniture, fittings and appliances and minimum
waste production. Initiatives to be explored for the main project site compounds and offices include recycling
facilities, waterless urinals, water tanks, water efficient appliances, solar hot water heaters and energy efficient
lighting. The implementation of the SSS will be supported by the Procurement Plan.

The sustainability initiatives implemented on each site or compound will be recorded in the SSS spread sheet
tool. Where the SSS does not cover sustainability requirements included in Appendix 51 these will stipulated in
separate documentation to relevant contractors.
The implementation of sustainability initiatives in site compounds will be further explored in the CAFMP.
The implementation of the SSS is the responsibility of the members of the Construction Department assigned to
project office or site compound establishment. The Sustainability Manager is responsible for collating the SSS
spread sheet tools as evidence of the satisfaction of the site compound and office sustainability requirements.

Sustainability Plan
Appendix A: Environmental and

Sustainability Policy

Sustainability Plan

Sustainability Plan
Appendix B: Ongoing Sustainability

Monitoring and Checking

Sustainability Plan
The table below lists sustainability issues that, under the sustainability requirements and current ISCA Strategy,
require ongoing monitoring or checking across design and construction stages of the Project. The information
gathered through these processes often forms the basis of regular recording (detailed in Appendix C). Please
note that one-off measurement or recording procedures are covered in the respective sections, as they do not
fall in to the category of ongoing activities.
Comments
Date Progress
Monitoring or Checking Required Responsibility Action required (who &
Checked
when)
As Required
Records of monitoring of noise at appropriate Environment and

intervals and in response to complaints Sustainability
during construction. Records include Manager
information on recurring or major
exceedences of noise goals (ISCA IS Dis-2).
Records of monitoring of vibration at Environment and
appropriate intervals and in response to Sustainability
complaints during construction. Records Manager
include information on recurring or major
exceedences of vibration goals (ISCA IS Dis-
3).
Records of monitoring of local air quality at Environment and
appropriate intervals and in response to Sustainability
complaints during construction. Records Manager
include information on recurring or major
exceedences of air-quality goals (ISCA IS
Dis-4).
Records of monitoring of light pollution to Environment and
confirm relative to its particular mounting Sustainability
orientation, 95% (by number) of external Manager
public lighting luminaries within the project
boundary have an Upward Light Output Ratio
less than 5% (ISCA IS Dis-5).
Soil tracking reports to demonstrate retention Environment and
of productivity and its beneficial re-use on or Sustainability
nearby to the project or asset. (ISCA IS Lan- Manager
2)
Soil contamination and remediation Environment and
monitoring records exist to evidence Sustainability
selection of remediation options using the Manager
sustainability hierarchy (ISCA IS Was-1)
Records of monitoring of health and Stakeholder and
wellbeing indicators at appropriate intervals Community
and improvement is demonstrated (ISCA IS Relations
Hea-1) Manager
Community and user safety audits (ISCA IS Engineering
Hea-3) Director
Record of monitoring of heritage at Environment and
appropriate intervals during construction (e.g. Sustainability
conditions survey/s and vibration monitoring) Manager
Weekly

Sustainability Plan
Comments
Date Progress
Checked
when)
Sustainability site inspection checklist Sustainability
including consistency of management Manager
processes with this Plan, appropriate
monitoring and recording procedures and
identification of any areas of improvement
(ISCA IS Man-5). The sustainability site
inspection will be coordinated with
environmental auditing processes.
Fortnightly
Review and update of Sustainability Sustainability

Responsibilities in SP (if required). Manager
Monthly
Water meter records are maintained (ISCA Environment and

IS Wat-2) Sustainability
Manager
Replacement of potable water use is Environment and
monitored (ISCA IS Wat-3) Sustainability
Manager
Monitoring of local receiving water quality Environment and
records are maintained (ISCA IS Dis-1) Sustainability
Manager
Information regarding supplier and service Procurement
provider practices and performance is being Manager
collected.
Supplier and Service provider practices Procurement
comply with sustainable procurement Manager
framework:
- Details of their environmental policy and its
implementation (ISCA IS Pro-2)
- Details of their sustainability policy and its
implementation (ISCA IS Pro-2)
- Records of supplier sustainability objectives
or targets (ISCA IS Pro-4)
Supplier and service provider contracts Procurement
include sustainability requirements (ISCA IS Manager
Pro-3)
Waste tracking records are maintained Environment and
including volume of spoil, volume of inert and Sustainability
non-hazardous waste and volume of office Manager
waste with diversion from landfill %’s.
Quarterly
Documentation of knowledge sharing Sustainability

process (ISCA IS Man-7) Manager
Internal audit of Project Management System Sustainability
(including sustainability management) (ISCA Manager
IS Man-5)

Sustainability Plan
Comments
Date Progress
Checked
when)
Material tracking and auditing to inform ISCA Environment and
IS waste reporting requirements (ISCA IS Sustainability
Was-2) Manager
Bi-Annually
Compliance Tracking Program checks for Environment and
CoA B36, B37 and other requirements as Sustainability
relevant (e.g. REMMs) Manager
Annual
External audit of Project Management Sustainability

System (including sustainability Manager
management)
Records of environmental, social and Sustainability
economic risks and opportunities Manager and
assessment exist (ISCA IS Man-3) Risk Manager
Records for community survey (ISCA IS Sta- Stakeholder and
3 and 4) Community
Relations
Manager
Ongoing
Maintain register of issues to ensure that any Sustainability

comments raised by internal and external Manager
personnel that is relevant to the Sustainability
Plan is recorded
Sustainability Tracker Spread sheet up to Sustainability
date. Manager

Sustainability Plan

Sustainability Plan

Sustainability Plan
Appendix C: Ongoing Sustainability

Recording Schedule

Sustainability Plan
The table below lists sustainability issues that require ongoing recording. Much of the recording processes rely on the information gathered through the ongoing monitoring.
Please note that one-off measurement or recording procedures are covered in the respective sections as they do not fall in to the category of ongoing activities. For example,
where a one-off report is required to be generated to satisfy ISCA requirements it is not included in this table. Additionally where monitoring records are sufficient in
themselves there are no reporting requirements below.
Description of Record (final titles will vary from those here) Audience Author Date Due Date Closed
As required
Receiving Water Quality Monitoring Record Environment and Environment Coordinator

Noise Monitoring Record Environment and Environment Coordinator
Vibration Monitoring Record Environment and Environment Coordinator
Air Quality Monitoring Record Environment and Environment Coordinator
Light Pollution Monitoring Record Environment and Environment Coordinator
Soil Tracking Record Environment and Environment Coordinator
Heritage Monitoring Record Environment and Environment Coordinator
Quarterly Recording
Report to the Project Sponsors on progress towards compiling Project Sponsors Sustainability Manager
documentation for ISCA Accreditation
Report quarterly to the Project Sponsors on waste recording Project Sponsors Sustainability Manager,
progress Environment and
Annual Recording

Sustainability Plan
Description of Record (final titles will vary from those here) Audience Author Date Due Date Closed
Environmental, social and economic risks and opportunities Relevant project team Risk Manager, Sustainability
assessment members Manager and other
Managers as required by
current/upcoming activities
Sustainability performance reported to senior management Senior Management Sustainability Manager
(including objectives, targets and areas for improvement).
Formal review and improvements made by senior management
must be documented.

Sustainability Plan
Appendix D: Sustainability
Toolboxes, Meetings and Workshop
Schedule

Sustainability Plan
Workshop Title Purpose Owner Attendees Frequency Outcome

Briefing Meeting Review sustainability objectives, Sustainability Project Co, Engineering teams, Once (Early Refined sustainability objectives,
including risks/opportunities, Manager Construction teams and RMS Planning including risks/opportunities,
alternatives, buildability, cost Stage) alternatives, buildability, cost
implications, key milestones and implications, key milestones and
contingency strategies contingency strategies
Sustainability Education on sustainability Sustainability Engineering Director/s, Human Once Understanding of the sustainability
Education and requirements Manager Resources Manager, Stakeholder and requirements of the project and the
ISCA Kick Off and ISCA Community Relations Manager, program of sustainability activities.
Workshop Case Environment and Sustainability Manager,
Manager Sustainability Manager, design sub-
consultant representatives, ISCA staff,
Project Co, RMS and other LLBJV staff
as required.
Senior Progress updates on ISCA Sustainability Senior management and other project Quarterly Senior management understand of
management accreditation and sustainability Manager personnel as relevant sustainability progress and early
workshop requirements warning of any requirements not
progressing as scheduled.
Risk and Identify, rate, assign controls and Sustainability An interdisciplinary group relevant to the Annually Social and Environmental risks
Opportunity manage social, economic and Manager risks being considered, Risk Manager, and opportunities documented in a
Workshop environmental risks AND Sustainability Manager. risk register.
opportunities. Processes to manage risks and
opportunities established.
Climate Change Satisfy requirements of ISCA credits Sustainability Engineering Managers/Directors, design Once Direct climate change risks are
Risk Workshop Cli-1 (level 1) and Cli-2 (level 1). Manager sub-consultants, Environment and documented in a risk register.
Sustainability Manager, Sustainability Adaptation measures to treat all
Manager, RMS, Project Co. extreme and high level risks are
identified and processes are
established to implement these.

Sustainability Plan
Workshop Title Purpose Owner Attendees Frequency Outcome

Toolboxes Raise awareness and provide Sustainability Project personnel as required by topic As required Personnel are made continually
education to personnel related to Manager area. Attendance is mandatory and aware of sustainability
sustainability requirements. Toolbox attendance forms will be maintained. requirements and provided with
topics will be tailored to specific the necessary information to
sustainability issues relevant to ensure sustainability requirements
upcoming works. are met.
Inductions Educate new personnel on Sustainability New project personnel As required Personnel involved in the Project
sustainability commitments, targets Manager are aware of the requirements of
and requirements, the Project the SP and contribute to the
Environmental and Sustainability implementation of the
Policy and relevant details of the sustainability strategy.
Sustainability Plan.

Sustainability Plan
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Sustainability Plan

Title: Sustainability Plan Document No/Ref: ALL-LLB-01-0001-QA-PL-0071

Revision Date Description Section/Page No.

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page i

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page ii

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page iii

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page iv

Terms and Definitions

CAFMP Construction Ancillary Facilities Management Plan

CNVMP Construction Noise and Vibration Management Plan

CoA Conditions of Approval

CSWMP Construction Soil and Water Management Plan

CWQP&MP Construction Water Quality Plan and Monitoring Program

CWRMP Construction Waste and Resource Management Plan

D&C Design and Construction

As appropriate to the defined scope of the NorthConnex D&C Deed OR the M2

EDRC Environment Design Review Checklist

GBCA Green Building Council of Australia

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page v

Name Phone Email/Link/Address

Sustainability Manager - Tim Clarke 0422 041 611 t.clarke@ncxllbjv.com.au

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page vi

1.3. Scope and Structure

1.4. Review and Updates

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page 1

1.5. Interface with other Management Plans

1.6. Guidelines and Standards

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page 2

2.1. Project Requirements

2.1.2. Conditions of Approval

2.1.3. SWTC Requirements

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page 3

60.15 (b) The Sustainability Plan must: -

(ii) changes in construction sequencing or methodology. Section 1.3

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page 4

(B) analysis of possible industry partnerships; and Section 5.9

(C) use of existing government programs. Section 5.9

(xviii) interfaces with other Project Plans. Section 1.5

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page 5

Table A60.15 6 Maximise use of recycled materials in construction Section 5.4

Table A60.15 7 Maximise use of non-potable water in construction Section 5.6

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page 6

2.1.4. ISCA IS Rating Tool Requirements and ISCA Strategy

Figure 1. ISCA stages diagram

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page 7

Figure 2. ISCA rating process diagram.

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page 8

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page 9

2.2. Sustainability Milestones

Description Category Indicative Timing*

Submission of Sustainability Plan Contract 27th March 2015

ISCA IS Design r Round 1 verification Design Rating 8th August 2016

ISCA IS Design Round 2 Verification Design Rating 5th October 2016

Verified as a Leading Rating

Leading Rating Awarded

ISCA IS As Built Rating verification As Built Rating Following doc submission

3. Approach, Roles and Responsibilities

3.1. Environmental and Sustainability Policy

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page 10

3.2. Sustainable Design Implementation

Figure 3. Process for integrating sustainability requirements into design

© Lend Lease Bouygues Joint Venture ALL-LLB-01-0001-QA-PL-0071_04 Page 11

3.3. Roles and Responsibilities