center3177761PEN628 Sustainable Energy Development
13199178727100
center3177761PEN628 Sustainable Energy Development
S1-2024
SUSTAINABLE MANAGEMENT PLAN
020000PEN628 Sustainable Energy Development
S1-2024
SUSTAINABLE MANAGEMENT PLAN
-4080575628971Kuldip Arsibhai (34448611)
Andrick Dsouza (34568541)
Jasmeet Singh (34522201)
Mohsen Tavakoli (34452213)
00Kuldip Arsibhai (34448611)
Andrick Dsouza (34568541)
Jasmeet Singh (34522201)
Mohsen Tavakoli (34452213)
Contents
TOC o "1-3" h z u 1.Introduction PAGEREF _Toc164721275 h 41.1.Project PAGEREF _Toc164721276 h 41.2.Specification PAGEREF _Toc164721277 h 42.Sustainable Management Plan (SMP) PAGEREF _Toc164721278 h 52.1.Purpose of SMP PAGEREF _Toc164721279 h 52.2.Alignment with the ISC lea-1 Credits PAGEREF _Toc164721280 h 53.Sustainability in the Wind Energy Sector PAGEREF _Toc164721281 h 63.1.Environmental Stewardship PAGEREF _Toc164721282 h 63.2.Climate Change Mitigation PAGEREF _Toc164721283 h 63.3.Climate Change Mitigation PAGEREF _Toc164721284 h 63.4.Innovation and Technology PAGEREF _Toc164721285 h 63.5.Long-term Sustainability PAGEREF _Toc164721286 h 64.Project -Specific Sustainability Objectives PAGEREF _Toc164721287 h 74.1.Environmental PAGEREF _Toc164721288 h 74.1.1.Biodiversity Conservation PAGEREF _Toc164721289 h 74.1.2.Emission Reduction PAGEREF _Toc164721290 h 74.1.3.Baseline Emission Assessment PAGEREF _Toc164721291 h 74.1.4.Prioritize Operational Efficiency PAGEREF _Toc164721292 h 74.1.5.Circular Economy PAGEREF _Toc164721293 h 74.2.Social PAGEREF _Toc164721294 h 74.2.1.Community Co-Benefits PAGEREF _Toc164721295 h 74.2.2.Equitable Employment and Procurement PAGEREF _Toc164721296 h 84.2.3.Cultural Heritage Preservation PAGEREF _Toc164721297 h 94.3.Economical PAGEREF _Toc164721298 h 94.3.1.Proactive Asset Management PAGEREF _Toc164721299 h 95.Methodology PAGEREF _Toc164721300 h 105.1.GRI Standards PAGEREF _Toc164721301 h 105.2.Sustainable Development Goal PAGEREF _Toc164721302 h 105.3.ISC Lea-1 Credit PAGEREF _Toc164721303 h 116.Stakeholders, expectations, Interests PAGEREF _Toc164721304 h 126.1.Federal and State Agency PAGEREF _Toc164721305 h 126.2.Project developers and owners PAGEREF _Toc164721306 h 126.3.Banks and Financial, and Institutions PAGEREF _Toc164721307 h 126.4.Environmental Group PAGEREF _Toc164721308 h 136.5.Suppliers, Contractors, and Manufacturers PAGEREF _Toc164721309 h 136.6.Local Community PAGEREF _Toc164721310 h 146.7.Summary PAGEREF _Toc164721311 h 147.Management plan during the construction phase PAGEREF _Toc164721312 h 157.1.Environmental Protection PAGEREF _Toc164721313 h 157.2.Resource Efficiency PAGEREF _Toc164721314 h 157.3.Social Responsibility PAGEREF _Toc164721315 h 168.Materiality Assessment PAGEREF _Toc164721316 h 178.1.GRI PAGEREF _Toc164721317 h 178.2.SDG PAGEREF _Toc164721318 h 219.References: PAGEREF _Toc164721319 h 23
IntroductionClear and concise project background 4 out of 5. Providing a map (from Google) would help improve your report (to see the project location with their surrounding area. E.g., national parks, agricultural farms, residential areas, etc.)
ProjectThe Ararat wind farm is located in Western Victoria, Australia, about 180km northwest of Melbourne. It is located at the coordinates of 3714S 14259E, approximately 917 km north-east of Ararat, Victoria. Established in 2017, this wind farm is a partnership between Partners Group and OPTrust. Windlab Asset Management manages the wind farm and is in charge of overseeing its day-to-day operations.
In August 2015, work on the project started, and on June 27, 2017, it was formally opened. Ararat Wind Farm was Australia's third-largest wind farm by generation output when it first started. A$450 million went towards the construction project. Since June 2017, the wind farm has been in operation and has been producing power constantly.
SpecificationThe 75 General Electric (GE) turbines in the Ararat Wind Farm contribute to the total installed capacity of 240 megawatts (MW). With a 3.2 MW rated capacity, each turbine measures 85 meters in height at the hub, 103 meters in diameter at the rotor, and 135 meters at the tip. Roughly 120,000 Victorian dwellings might be powered by the wind turbine. It has 21.5 km of transmission lines and 52 kilometers of internal roadways.
A 240-megawatt onshore wind farm received approval in October 2010 after its planning permission was filed to the Minister of Planning in January. The main transmission network and the grid route to connect the wind farm were authorized by planning in 2012.
The Ararat Wind Farm has the capacity to generate enough clean energy annually to power 123,000 houses in Victoria. Because it created 165 direct jobs and 120 indirect jobs during the construction phase, it also greatly benefited the local population. The initiative supports the regional economies of the Northern Grampians area, Ararat Rural City, and Pyrenees Shire Council in addition to reducing greenhouse gas emissions and improving the social, economic, and environmental conditions.
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Sustainable Management Plan (SMP)Purpose of SMPThe Ararat Wind Farm's Sustainability Management Plan (SMP) is intended to guarantee the project's sustainability performance and efficiently manage its environmental effects. The ISC Lea-1 Credit, which focuses on Leadership in Sustainability - Project Planning and Design, is in line with this goal. To achieve the requirements of the ISC Lea-1 Credit and to demonstrate the project's commitment to sustainable practices, the SMP is essential.
Alignment with the ISC lea-1 CreditsThe Ararat Wind Farm's SMP directly links to the ISC Lea-1 Credit by meeting its fundamental needs. Sustainable project planning and design are prioritized under the Lea-1 Credit, and the SMP attempts to do this by:
Key Credit Components: The SMP lists the essential components of the Lea-1 Credit, such as identifying and ranking important sustainability issues, establishing precise goals and targets, and creating thorough plans for mitigation and management of sustainability.
Identification and prioritization of material sustainability topics: Explain your materiality assessment process:
Sustainability targets and objectives: Highlight how your SMP sets clear targets:
Sustainability Management and Mitigation Plans: The SMP is expected to include complete strategies for both management and mitigation. These strategies detail how the project will handle any potential problems that may come up throughout its lifetime as well as how it will manage its effects on the environment.
Sustainability in the Wind Energy SectorWell-defined objectives 4 out of 5. What is the source of this information?
Environmental StewardshipThe Ararat Wind Farm is designed to minimize its environmental impact through careful site selection, construction, and operation. By harnessing wind energy, it reduces greenhouse gas emissions and contributes to the fight against climate change. This aligns with global efforts to mitigate the effects of climate change and promote sustainable development.
Climate Change MitigationWind energy is a crucial zero-emission energy source, displacing fossil fuels and significantly reducing greenhouse gas emissions. Emphasize the urgency of the energy transition to combat climate change.
Social and Economic Benefits: Wind farms generate jobs and stimulate local economies, especially in rural areas. They contribute to energy security and reduce reliance on imported fuels.
Climate Change Mitigation same headers like 3.2
The Ararat Wind Farm engages with local communities, providing opportunities for economic development and community involvement. Sustainable practices, including community consultation and engagement, ensure that the project benefits the local community and is seen as a positive addition to the landscape.
Innovation and TechnologyThe wind farm likely incorporates advanced technologies and innovative solutions to enhance its efficiency, reduce costs, and improve the overall sustainability of its operations. This includes the use of smart grids, predictive maintenance, and renewable energy storage systems, all of which contribute to a sustainable future.
Long-term SustainabilityThe project is designed with a lifespan of 25 years, with plans for maintenance, upgrades, and potentially repowering to ensure its continued operation and contribution to renewable energy production beyond the initial construction phase. This long-term perspective ensures that the Ararat Wind Farm remains a sustainable asset for future generations.
Project -Specific Sustainability ObjectivesRelevant sustainability targets 3 out of 5 (Specific, Measurable, Achievable, Realistic and Timely (SMART). Does the company also have information on the sustainability target in its company profile following SMART criteria? For example, the project will reduce 360,000 tonnes of CO2 emissions per year, aligned with SDG 13. The project will develop a waste management plan by 2025. Providing 150 jobs during the construction phase and 20 jobs during the operations. Etc.
Identification of a wide range of potential sustainability impacts (5 out of 5 points)
Thorough explanation of each identified impact (identify the impacts and potential sustainable opportunities) (5 out of 5 points)
EnvironmentalBiodiversity ConservationAchieve a net positive impact on biodiversity withinof the wind farm through habitat restoration and conservation partnerships.
Assessing the biodiversity distribution using Biodiversity maps to monitor biodiversity threats and create effective conservation plans.
Using tools can show the relative amount of biodiversity in different parts of the planet compared to Ararat wind farm site, highlighting areas with high levels of biodiversity that are being threatened by human activity.
Emission ReductionConsider emissions throughout the Ararat wind farm's existence.
Manufacturing and Transport of Components
Construction Activities
Ongoing Operations and Maintenance
Decommissioning
Baseline Emission AssessmentDirect emissions and indirect emissions (scope 1 and scope 2)
Indirect emissions during operation (scope 3)
Prioritize Operational EfficiencyTurbine Technology
Predictive Maintenance
Electric Vehicles (where feasible)
Circular EconomyDesign for Disassembly: While turbine selection is likely done, there might be choices made during installation that facilitate future reuse.
Proactive Approach: Planning now, even though decommissioning is decades away, yields the best results.
Industry Collaboration: Develop best practices partnerships are crucial.
SocialCommunity Co-BenefitsEarly Stakeholder Consultation
Map out individuals, community groups, local councils, and Traditional Owners who should have a voice in the fund's governance and decision-making.
Engage proactively to understand local priorities and concerns. This ensures the fund aligns with actual community needs.
Fund Structure
Decide the percentage of project revenue committed to the fund, and whether it's based on net profits, electricity generation, or another metric.
Governance Model
Committee structure that ensures fair representation of diverse stakeholders.
Outline the process.
Consider an advisory board of respected community figures to provide additional guidance and transparency.
Focus Areas
The initial consultations shape project.
Allow for some responsiveness to changing needs over time.
Equitable Employment and ProcurementLocal Hiring
Advertise open positions through local media outlets, job boards, and community centers.
Collaborate with local training institutions and employment agencies to connect with skilled candidates.
Partner with local organizations to offer targeted skills training focused on wind farm operations and maintenance.
Host job fairs and information sessions in the Ararat area to connect directly with potential employees.
For essential roles that require specialized skills not readily available locally, consider offering relocation packages to attract qualified candidates.
Local Sourcing
Develop a comprehensive database of local businesses that can provide goods and services for the project.
Proactively reach out to local businesses to understand their capabilities and how they can be integrated into the supply chain.
Supplier Diversity Program
Seeking out and engaging with businesses owned by underrepresented groups in the supply chain.
Cultural Heritage PreservationEarly and Ongoing Engagement
Contact relevant Traditional Owner groups or regional Aboriginal Corporations early in the project planning phase.
Follow the community's preferred methods and timelines for communication and decision-making.
Culturally Sensitive Protection Plans
Explore options for interpretation, knowledge sharing (with permission), and active management of sites in continued collaboration with Traditional Owners.
Establish protocols for handling sensitive preservation of traditional lands.
Economical Proactive Asset ManagementAsset Inventory
Develop a way to track the health of assets over time (inspections, sensor data).
Predictive Maintenance
Shift from reactive repairs to early detection of potential failures.
Strategic Spare Parts Management
Identify critical components with long lead times for replacement. Develop a stocking strategy or partnerships with suppliers to minimize downtime in the event of major breakdowns.
Financial Planning
Link asset management plan to budget forecasts for maintenance, repairs, and eventual replacement costs. This ensures long-term economic predictability for the project.
Methodology
Comprehensive description of the assessment methodology (10 out of 10 points). Assessment framework and methodology on conducting materiality assessment has been provided.
Description of data sources and collection methods where a timeline for the delivery of tasks and milestones is provided (2 out of 10 points). Providing more information on the data sources and how you will collect the data will improve the mark. E.g. Whether the source will be project documentation, minutes of meetings. If reports, what kind of reports (environmental impact, sustainability report, etc.). Providing more information on timeline on conducting this assessment 3 will also improve the mark.
GRI StandardsThis Sustainability Management Plan adopts the modular design principles of the Global Reporting Initiative (GRI) Standards. The GRI's structure allows for flexibility and scalability, fostering a focused sustainability assessment. The project will begin by utilizing the Universal Standards to build a foundation for disclosures and reporting. We will then analyse sector-specific standards and relevant topic standards to prioritize and address the material impacts of our project. This tailored approach aligns with the specific context of our project, ensuring we provide a meaningful sustainability assessment that is transparent and credible for our stakeholders.76644534226500The tables below show the process of utilizing GRI standards on SMP.Sustainable Development GoalThe SMP for this project will comprehensively integrate a range of SDGs to drive holistic sustainability outcomes. Promoting gender equality (SDG 5) will include inclusive hiring practices and ensuring equal opportunities in training and advancement. Water management practices (SDG 6) will prioritize efficiency and conservation. Reliable and sustainable energy solutions (SDG 7) will be embedded throughout. The SMP will foster inclusive and resilient economic growth opportunities (SDG 8), prioritizing local sourcing and building supply chain sustainability (SDG 9, 12). Strategies to reduce inequalities (SDG 10) will be implemented through outreach programs and a focus on accessibility. The project's design will consider sustainable city and community principles (SDG 11), minimizing footprint and maximizing integration. Finally, decisive climate action (SDG 13) and biodiversity protection (SDG 15) will underpin decision-making.
ISC Lea-1 CreditThis Sustainable Management Plan (SMP) aims to position the Ararat Wind Farm as a leader in infrastructure sustainability, aligning with the ISC Lea-1 Credit. A core focus is demonstrating leadership, innovation, and knowledge transfer. To achieve this, the SMP will emphasize:
Strong Governance: We will provide strategic direction, ensuring top-level commitment to ambitious sustainability goals. A dedicated Sustainability Lead will coordinate execution and reporting.
Integrated Planning: The SMP will address environmental, social, economic, and governance dimensions of sustainability across the project lifecycle.
Capacity Building: We can also provide training for staff and contractors, building a project culture focused on SDG-related outcomes.
Innovation: We will prioritize cutting-edge technologies and solutions. Targets for net-positive biodiversity impact and active research partnerships will push sustainability boundaries (aligned with Lea-1's innovation emphasis).
Knowledge Sharing: A robust monitoring and evaluation framework will align with ISC Lea-1 requirements, providing data for transparent annual reporting. The project will adopt an "open source" approach, sharing findings to advance industry knowledge.
Connection between objectives and targets/Monitoring framework and methodology to track progress against targets and objectives (5 out of 5 points).
Stakeholders, expectations, Interests
Identification of relevant stakeholders (5 out of 5 points).
Analysis of stakeholders' expectations and interests includes stakeholder input into the project delivery (10 out of 10 points).
Federal and State AgencyExpectations: The study will show how machine learning techniques may increase forecast accuracy and boost the efficiency and dependability of Australia's energy system.
Interests: Their main area of interest is the creative application of technology to improve wind farms' forecasting capacities, which can result in more cost-effective and efficient energy management with stable power generation.
Stakeholder inputs: The project's conformity with the RETs, standards, and requirements of the national energy market depends on AEMO's and ARENAs participation, which guarantees that the project's forecasting capabilities satisfy market demands.6
Stakeholder Influence (low/medium/high) Category (Primary/Secondary/tertiary) Undertake Review Finalize
AEMO High Primary * *
ARENA Medium Secondary * *
Victorian Government High Primary * * *
Department of Environment and Energy High Primary * * *
Project developers and owners
Expectations: Expect that the project to be financially viable, contribute to renewable energy generation, and align with environmental sustainability goals.
Interests: Their main interests include the project's financial viability, the long-term investment possibilities in the renewable energy industry, and the sustainability of renewable energy generation.
Stakeholder inputs: Their involvement in the design, funding, and operating decisions of the project is noteworthy, as they guarantee its feasibility, adherence to regulatory and environmental requirements, and congruence with the objectives of renewable energy.
Stakeholder Influence (Low/Medium/High) Category (Primary/Secondary/Tertiary) Undertake Review Finalize
RES High Primary * * *
Downer High Primary * Partners Group High Primary * OPtrust High Primary *
GE Medium Secondary * Banks and Financial, and InstitutionsExpectations: Expect the project to generate a stable return on investment over its 25-year lifespan3
Interests: Financial performance of the project and its contribution to sustainable energy solutions.
Stakeholder inputs: In addition to capital, financiers offer knowledge of risk evaluation and financial management. Their involvement is essential to obtaining funds, controlling financial risks, and guaranteeing the project's sustainability.
Stakeholder Influence (Low/Medium/High) Category (Primary/Secondary/Tertiary) Undertake Review Finalize
RES High Primary * Partners Group High Primary * OPtrust High Primary * Environmental GroupExpectations: Reduce GHG and mitigate climate change. Interested in the project's commitment to sustainable practices, such as minimizing the impact on native vegetation and achieving an Infrastructure Sustainability Council of Australia (ISCA) Infrastructure Sustainability (IS) As Built Rating6
Interests: Clean energy solution, social and economic benefits, Also interested in the project's commitment to sustainable practices, such as minimizing the impact on native vegetation and achieving an Infrastructure Sustainability Council of Australia (ISCA) Infrastructure Sustainability (IS) As Built Rating6
Stakeholder inputs: Compliance with environmental and regulatory standards. Their input is also important in the project's educational and community engagement efforts.
Stakeholder Influence (low/medium/high) Category (Primary/Secondary/tertiary) Undertake Review Finalize
NGOs Medium Secondary * Local environmental groups Low Tertiary * *
Suppliers, Contractors, and ManufacturersExpectations: Economic benefits including job creation. The project's economic impact is substantial, with more than $20 million of goods and services procured from suppliers located from Ballarat to Horsham6
Interests: Interested in the technological advancements and innovative solutions
Stakeholder inputs: Inputs such as ensuring the project's technical feasibility, compliance with environmental and regulatory standards, and alignment with sustainability goals. This includes providing goods and services for construction and ensuring the project's sustainability through practices like native vegetation offsets.6,7
Stakeholder Influence (low/medium/high) Category (Primary/Secondary/tertiary) Undertake Review Finalize
AusNet Services Medium Secondary * Australian Energy Operations Medium Secondary * Mammoet High Primary * RJE Global High Primary * Downer EDI Ltd High Primary * Local CommunityExpectations: Open communication, job creation, transparency, minimal noise and visual impact, no negative impacts on property values, and use of native vegetation offsets.
Interests: Receive benefits like local jobs, community investment programs, or stable electricity prices.
Stakeholder inputs: Decision-making process, interests and feedback.
Stakeholder Influence (low/medium/high) Category (Primary/Secondary/tertiary) Undertake Review Finalize
Local residents and communities Low Tertiary * Landowners Low Tertiary * Summary
Impact Positive Negative Neutral
Increased Renewable Energy Generation Project developers and owners, ARENA, and local community Environmental groups AEMO (as long as grid stability is maintained)
Job Creation (Construction & Operation) Local community, Suppliers, Contractors & Manufacturers - -
Land Use and Habitat Disruption - Environmental groups, Local community -
Noise and Visual Impact - Local community -
Financial investment and returns Project Developers & Owners, Banks & Financial Institutions - -
Grid Integration and Power Quality AEMO - -
Demonstration of the relationship between impacts and stakeholder interests (0 out of 5 points). Information is missing. Please add this to your final report. For example you may add the following type of diagrams showing different stakeholders
Management plan during the construction phaseManagement plan developed in conjunction with the construction team (5 out of 5 points)
Creating, monitoring progress, and adapting the plan during the construction phase with construction team ensures continuous improvement. This approach helps the Ararat wind farm contribute to a sustainable future.
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Environmental ProtectionBiodiversity Management: Adhere to pre-established Wildlife Protection Protocols. Minimize site clearing, and schedule activities outside sensitive breeding seasons where possible.
Waste Management: Hierarchy of reduce-reuse-recycle. Set targets for landfill diversion. Source materials with recycled content where feasible.
Noise and Emissions Mitigation: Schedule noisy activities considerately. Utilize modern equipment with low emissions profiles.
Resource EfficiencyEnergy Conservation: Optimize construction site energy use. Prioritize fuel-efficient vehicles and equipment. Consider on-site solar for temporary power needs.
Material Efficiency: Careful procurement planning to minimize over-ordering and waste. Source locally to reduce transport emissions
Social ResponsibilitySafe & Inclusive Workplace: Zero tolerance for discrimination. Provide fair wages, safe working conditions, and mental health support services.
Local Employment and Procurement: Where possible, prioritize local hiring and support regional suppliers, boosting the local economy
Community Engagement: Maintain open communication channels. Proactively address concerns about noise, dust, or visual impacts. Explore opportunities for shared benefits, like skills training for locals.
Materiality AssessmentGRIMateriality assessment undertaken or reviewed and updated with internal stakeholders (5 out of 5 points)
Presentation of a comprehensive materiality matrix or a similar visualization and interpret it (10 out of 10).
Matrix Area Credit Credit Name Comment
Very High Ene-1 Energy Efficiency Core Business Alignment: Energy efficiency is essential for maximizing the wind farm's revenue generation, directly impacting the project's core goals.Stakeholder Expectations: Investors, regulators, and the public expect strong energy efficiency from a renewable energy project, and it's crucial for maintaining the project's reputation.
Ene-2 Renewable Energy Project Purpose: The Ararat Wind Farm's fundamental goal is to generate renewable energy, making the efficiency and reliability of this process vital to the project's success.Stakeholder Importance: Investors, the public, and regulatory bodies likely place strong emphasis on the wind farm's ability to deliver on its promise of clean energy production.
Ene-3 Carbon Offsetting Net Zero Commitments: If the Ararat Wind Farm has made public commitments to achieving net-zero emissions, then effective carbon offsetting strategies become crucial for reaching that target.Reputation and Market Positioning: Investors and consumers are increasingly favoring companies with strong sustainability credentials, and carbon offsetting can be a way to demonstrate commitment to climate action
Env-2 Noise Community Impact: Wind turbine noise can significantly impact the quality of life for nearby residents, leading to complaints, potential legal action, and project delays.Stakeholder Concerns: Communities are likely to have strong concerns about noise pollution, and failure to address these concerns could damage the project's reputation and social license to operate.
Env-3 Vibration Community Disruption: Excessive vibrations generated during construction or operation could disturb nearby residents, leading to complaints and potential project delays.Structural Impacts: Depending on proximity, vibrations could potentially cause damage to buildings or infrastructure over time, leading to costly repairs or liabilities.
Rso-1 Resource Strategy Development The need to responsibly manage resources like topsoil and aggregates during construction to ensure long-term site sustainability and minimize environmental impacts
Sta-1 Stakeholder Engagement Strategy Development Risk Mitigation: Effective stakeholder engagement helps identify and address potential concerns early on, minimizing the risk of conflicts, delays, or negative reputational impacts.
Sta-2 Stakeholder Engagement Strategy Implementation Maintaining Trust: Successful implementation of the stakeholder engagement strategy demonstrates responsiveness to community concerns, fostering positive relationships and ongoing support.Conflict Resolution: Effective implementation provides channels for ongoing dialogue and addressing issues as they arise, preventing minor concerns from escalating into major project disruptions.
Res-1 Resilience Plan Long-term Asset Protection: A resilience plan safeguards the wind farm against extreme weather events or other disruptions, ensuring continued energy production and protecting the significant investment.Climate Change Adaptation: Rising climate risks make resilience planning essential for mitigating future operational disruptions and demonstrating the project's preparedness for long-term challenges.
Con-1 Strategic Context Project Alignment: A clear strategic context ensures that all decisions and actions support the wind farm's overarching goals and contribute to its overall success.Risk Management: Situating the project within its broader context helps identify potential risks and opportunities, enabling proactive planning and mitigation strategies.
Gre-1 Green Infrastructure Enhanced Resilience: Green infrastructure elements might be considered for their potential to improve stormwater management or mitigate heat island effects, contributing to the wind farm's resilience against climate-related risks.Stakeholder Value: Green infrastructure could align with the community's desire for environmental benefits beyond clean energy generation, improving the project's reputation and social license to operate.
High Con-2 Urban and Landscape Design context minimizing visual impact and addressing community concerns about aesthetics
Leg-1 Legacy Leaves a lasting positive impact on the local community, potentially through economic benefits, skills development, or contributions to environmental restoration beyond the project's lifespan.
Eco-1 Ecological Assessment and Risk Management Need to identify and responsibly manage the wind farm's potential impacts on biodiversity, both to meet regulatory requirements and to maintain a positive environmental reputation
Her-1 Heritage Assessment and Monitoring Need to identify, protect, and manage any sites of cultural or historical significance within the wind farm's footprint, ensuring compliance with regulations and respecting local heritage values
Moderate Env-4 Air Quality While important, wind farms typically have minimal air quality impacts compared to other energy sources, potentially leading to a moderate ranking unless the area has specific air quality sensitivities.
Env-5 Light Pollution Wind turbine lighting can be a concern, but its impact is likely less significant compared to other development types, potentially justifying a moderate ranking.
Rso-4 Resource Recovery Responsible waste management is essential but may not be a primary focus compared to other sustainability aspects of a wind farm, leading to a moderate ranking.
Res-2 Climate and Natural Hazards While important, adaptation to climate change and natural hazards might be considered less directly tied to the wind farm's core operations compared to other credits, resulting in a moderate ranking.
Low Env-1 Receiving Water Quality Wind farms generally have minimal impact on water quality during operation, unless there are specific sensitivities in the area due to pre-existing contamination or high-value aquatic ecosystems
Rso-2 Contamination Remediation Material Unless the wind farm site has a history of contamination, the likelihood of needing major remediation work is likely low.
Wat-1 Avoiding Water Use Wind farm operations typically have minimal water requirements compared to other industries
Wat-2 Utilising Appropriate Water Sources If relying on an established water supply, responsible water sourcing may be important but not a top-tier concern compared to other sustainability aspects of the project.
SDG
Matrix Area Credit Credit Name Comment
Very High SDG-13 Climate Action Emission reduction: Offsets a considerable amount of carbon dioxide emissions annually.2-Environmental protection: Reduces local air pollution and contributes to broader climate change mitigation efforts.
SDG-11 Sustainable Cities and Communitites While beneficial to the surrounding region, wind farms are often located outside of major urban centers.Supporting clean energy infrastructure: Wind-generated power can be integrated into the energy grid that supplies cities, contributing to cleaner energy use.
SDG-7 Affordable and Clean Energy The wind farm's energy production reduces reliance on polluting, traditional power sources.Contributes to a diversified energy mix, making the region less vulnerable to disruptions in traditional energy sources.
SDG-8 Decent Work and Economic Growth Specialized skills in renewable energy sectors can be developed, offering new employment opportunities.Wind energy projects often have good standards for worker safety, fair wages, and labor rights.
SDG-5 Gender Equality Women as an active agent in rural areas for the consumption of traditional fossil fuels and wind energy can help them in reducing the consumptionWomens and children health factor is getting better
SDG-15 Life on Land Compared to traditional power plants, wind farms have a relatively small land footprint per unit of energy generated. This leaves more space for natural habitats or sustainable agriculture.
High SDG-3 Good Health and Well-being Wind power combats climate change, which is itself a major threat to global health. Reducing heat waves, extreme weather events, and the spread of certain diseases are long-term benefits.
SDG-4 Quality Education
SDG-9 Industry, Inovation and Infrastructure
SDG-6 Clean Water and Sanitation By reducing reliance on fossil fuels, wind power may lessen long-term pollution risks to water resources.
SDG-10 Reduced inequalitites If the wind farm increases the overall supply of electricity in the region, it may help stabilize prices or even lower them. This could reduce energy poverty and economic inequalities.
SDG-12 Responsible Consumption and Production Wind energy has a much lower footprint in terms of resource use (water, land, etc.) compared to traditional power generation methods. It helps conserve resources overall.Wind turbines still require resources to manufacture, and their disposal involves potential environmental impacts.responsible production has direct benefits for local air and water quality which contributes to overall community health.
Moderate SDG-16 Peace, Justice and Strong Institutions
SDG-17 Partnerships for the Goals
Low SDG-14 Life Below Water Wind farms are primarily terrestrial (land-based) projects. Their most direct impacts are on bird and bat populations, not marine life
Sustainability targets, responsibilities, and reporting framework developed or reviewed and updated (0 out of 10 points) Providing information on whether companies regularly reviewed or updated their targets and whether they report their targets will improve your mark. For example, does the company have an annual report on sustainability? How updated are they? Etc. If there is no information, you may provide a justification for why the information is not available. Eg, the project is still in the construction phase, etc.
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Ewbank, L. (2016, March 29). The case for VRET ambition: Ararat wind farm creates jobs & drought-proof income. WordPress.com. https://yes2renewables.org/2016/03/30/ararat-wind-farm-creating-manufacturing-jobs-drought-proof-income/
Beon Energy Solutions. (2018, December 28). Ararat Wind Farm Terminal Station Case Study Beon Energy Solutions. https://beon-es.com.au/latest-news/case-studies/ararat-windfarm/
Dvorak, P. (2017, February 28). All 75 turbines erected in Australias Ararat Wind Farm. Windpower Engineering & Development. https://www.windpowerengineering.com/75-turbines-erected-australias-ararat-wind-farm/
Victorian Government Department of Environment, Land, Water and Planning. (2016). Ararat Wind Farm: Environmental Impact Statement. https://www.planning.vic.gov.au/environmental-assessments/browse-projects/referrals/ararat-wind-farmGlobal Reporting Initiative(2018). GRI 303: Water and Effluents. https://www.globalreporting.org/how-to-use-the-gri-standards/resource-center/United Nations. (n.d.). Sustainable Development Goals: Goal 7. https://sdgs.un.org/goals/goal7Infrastructure Sustainability Council. (2023). IS Rating Scheme: Version 2.0. Ararat Wind Farm. (2020, April 7). Home - Ararat Windfarm. Ararat Windfarm.
Wikipedia contributors. (2023, May 6). Ararat Wind Farm. Wikipedia. https://en.wikipedia.org/wiki/Ararat_Wind_FarmArarat 240MW Onshore Wind Farm, Victoria, Australia. (2021, June 18). Power Technology https://www.power-technology.com/projects/ararat-wind-farm-victoria/Exploring Wind Energys Impacts on Wildlife https://www.energy.gov/eere/wind/articles/exploring-wind-energys-impacts-wildlifeWind Farms and Community Engagement in Australia: A Critical Analysis for Policy Learning (Nov 2009) https://www.tandfonline.com/doi/full/10.1215/s12280-010-9155-9Community Stakeholder Management in Wind Energy Development Projects (2007) https://www.diva-portal.org/smash/get/diva2:141249/FULLTEXT01.pdfGuidelines for Avoiding, Minimizing, and Mitigating Impacts of Wind Energy on Biodiversity in Nebraska https://wind-energy-wildlife.unl.edu/download/Guidelines_March%202016.pdf
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Contents
TOC o "1-3" h z u 1Introduction PAGEREF _Toc132275419 h 31.1Background PAGEREF _Toc132275420 h 31.1.1Location PAGEREF _Toc132275421 h 31.1.2Project Objectives PAGEREF _Toc132275422 h 31.1.3Explain the task PAGEREF _Toc132275423 h 31.2Stakeholder Analysis PAGEREF _Toc132275424 h 31.2.1Description of project team members PAGEREF _Toc132275425 h 31.2.2Sustainability responsibilities (internal team) PAGEREF _Toc132275426 h 31.2.3Stakeholder identification PAGEREF _Toc132275427 h 31.2.4Stakeholder analysis PAGEREF _Toc132275428 h 31.2.5Communications plan PAGEREF _Toc132275429 h 32Materiality assessment PAGEREF _Toc132275430 h 33Sustainability Objectives and Targets PAGEREF _Toc132275431 h 44ISC Credit Pathways PAGEREF _Toc132275432 h 44.1Explain the concept of ISC credit pathways and how they are used to assess sustainability performance PAGEREF _Toc132275433 h 45Defining Project Sustainability Credits PAGEREF _Toc132275434 h 55.1Targets that aligned with the ISC pathways PAGEREF _Toc132275435 h 55.2Mapping the credits against relevant SDGs PAGEREF _Toc132275436 h 56Self assessment of selected ISC Credits PAGEREF _Toc132275437 h 56.1Governance Theme PAGEREF _Toc132275438 h 56.2Economic Theme PAGEREF _Toc132275439 h 56.3Social Theme PAGEREF _Toc132275440 h 57Steps to Meet Sustainability Objectives and Targets PAGEREF _Toc132275441 h 58Lessons Learned and Recommendations PAGEREF _Toc132275442 h 59Conclusion PAGEREF _Toc132275443 h 6
IntroductionIntroduce the project and its objectivesExplain the importance of sustainability in the project contextState the purpose of the report, which is to assess the sustainability performance of the project using the ISC approach, highlighting the importance of the materiality assessmentBackgroundLocationProject ObjectivesExplain the taskStakeholder AnalysisDescription of project team membersSustainability responsibilities (internal team)Stakeholder identificationStakeholder analysis
What are the main negotiables and non-negotiables from stakeholders?
Communications planHow are negotiables discussed and how are non-negotiables going to be monitored?
Materiality assessmentDiscuss the importance of materiality assessment in identifying sustainability issues that are relevant to the project and its stakeholdersExplain the process, how did you conduct the materiality assessment? What are the conclusions of the task? What areas are excluded/not material to the project and why?
Sustainability Objectives and TargetsBased on the materiality assessment, define sustainability objectives for the project
Based on the objectives, define target to achieve those objectives. How can you measure progress against those targets? What happens if targets are not achieved?
ISC Credit Pathways
Explain the concept of ISC credit pathways and how they are used to assess sustainability performanceDefine an ISC certification score and justify What is ISC? Why is the project using ISC? How many points is the project aiming for and why?
ISC includes 46 credits for a sustainability assessment. Each credit has default points. Based on the score targeted, define at least 2 credit pathways to achieve the score. Examples:
Pathway 1 Credits easy to achieve (Because the project already complies with most of the credit requirements in their BaU)
Pathway 2 Credits relevant to the project (All the credits related to the materiality assessment)
Pathway 3 Credits that are both BaU and not BaU but should be included (Credits where the project should allocate more budget to get the certification)
Pathway 4 Sustainability outcomes (Selecting credits that will push the project to get out of a comfort zone and push beyond BaU tasks and credits)
Defining Project Sustainability CreditsTargets that aligned with the ISC pathways
Justify the selected pathwayWhat are the risks associated with the credits selected? (e.g. lack of interest, lack of documentation, budget constraints, etc)
What happens if you cannot achieve one or more of the credits selected?
Mapping the credits against relevant SDGs
How are those selected credits related to SDG?
Identify project activities that go against SDG if any.
Self assessment of selected ISC CreditsGovernance ThemeEconomic ThemeSocial ThemeSteps to Meet Sustainability Objectives and TargetsBased on the self-assessment and the defined sustainability targets, provide a list of concrete steps that the project can take to meet the objectives and targets
Discuss the roles and responsibilities of internal team and different stakeholders in implementing the stepsLessons Learned and RecommendationsSummarize the key lessons learned from the sustainability assessment and the self-assessment of ISC creditsProvide recommendations on how to improve the project's sustainability performance, based on the findings and analysis in the previous sectionsConclusionSummarize the main points of the reportEmphasize the importance of sustainability in achieving the project's objectivesEncourage the project team and stakeholders to prioritize sustainability and implement the recommended actions.
Example 1
Lea-2 Risks and OpportunitiesTable SEQ Table * ARABIC 1 Lea-2 Credit Criteria CITATION Inf18 l 3081 (Infrastructure Sustainability Council of Australia, 2018)Level 1 Level 2 Level 3
DL1.1 Direct governance, economic, environmental and social risks and opportunities are assessed. X The requirements for Level 1 are achieved.
AND
DL2.1 The risk and opportunity assessment also considers indirect risks and opportunities to the asset. The requirements of Level 2 are achieved.
AND
DL3.1 Treatment options have been assessed considering the optimal scale and timing, and costs and benefits of addressing the risks and opportunities. DL1.2 Treatment options for direct risks and implementation actions for direct opportunities are identified and implemented and after treatment there are no residual high priority direct risks X DL2.2 Treatment options for indirect risks and implementation actions for indirect opportunities are identified and implemented and after treatment there are no residual high priority direct or indirect direct risks and opportunities. DL3.2 A comprehensive set of affected external stakeholders participated in identifying direct and indirect risks, opportunities, treatment and implementation options.
DL1.3 A management plan is developed in conjunction with the construction team.
X MERGEFIELD M_16 DL1.3 A multidisciplinary internal team participated in the identification and assessment of direct risks and opportunities, including selection of treatment or implementation options. MERGEFIELD M_14 X MERGEFIELD M_17 MERGEFIELD M_16 DL1.4 The risk and opportunity assessment is reviewed and updated at least annually. MERGEFIELD M_15 MERGEFIELD M_16 MERGEFIELD M_17 Level Assessed Non Evidence of met the criteriaDL1.1
With almost 1000 operating WtE plants of a similar nature to the proposal, with many operating under strict EU, US and Japanese emissions standards in close proximity to major population centres, there is a wealth of literature and data to support the finding of this preliminary HRA; that a well- designed and well operated WtE facility will generally pose a very low risk to human health and environment. Risk assessment Pages 144-156 CITATION Pho14 l 3082 (Phoenix Energy, 2014).
DL1.2
With almost 1000 operating WtE plants of a similar nature to the proposal, with many operating under strict EU, US and Japanese emissions standards in close proximity to major population centres, there is a wealth of literature and data to support the finding of this preliminary HRA; that a well- designed and well operated WtE facility will generally pose a very low risk to human health and environment. Risk assessment Pages 144-156 CITATION Pho14 l 3082 (Phoenix Energy, 2014).
DL1.3
It is the entire document where this report is taking evidences from CITATION Pho14 l 3082 (Phoenix Energy, 2014).
Recommendations to meet at least level 1If no levels are achieved, what needs to be done to meet the criteria to complete level 1?
Treatment options for risks and implementation actions for opportunities must be outlined in a risk and opportunity plan. For simplicity, this plan will be referred to as the risk and opportunity treatment plan from hereon in. The risk and opportunity treatment plan must include, as a minimum:
The risks and their treatment option/s
The opportunity and their implementation option/s
The selected treatment/implementation options and the reason for selecting the treatment/implementation option
Resources required to implement treatment/implementation options
Timing and schedule
Reporting and monitoring requirements
Persons responsible for implementing the treatment/implementation options, measurement, monitoring and reporting.
ISO 31000:2009 provides guidance on managing risks including treatment options.
After treatment/implementation options are identified and implemented, there must be no residual extreme, high or very high risks. Note, the risks here only relate to sustainability (governance, economic, environmental and social) risks and opportunities therefore other projects risks (such as commercial, financial and legal) are not included in this requirement.
Example 2
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55181531578559525004978400Credit Summary Form
Eco-1 Ecological Protection and Enhancement
00Credit Summary Form
Eco-1 Ecological Protection and Enhancement
General Project/Asset Information
Rating Number Project/Asset Name Credit Information
Credit Reference and Title Eco-1 Ecological Protection and Enhancement
Rating Type As Built
Benchmark level claimed Ruling Number (General or Project Specific) Ruling Description Assessor
Date Level Criteria/ Must Statements Response Evidence
1 ABL1.1 Measures to avoid, minimise and remedy impacts on ecological features and values identified in design have been implemented.
MS1.1a: Measures identified in Design to avoid, minimise and remedy impacts on project-related ecological features and values (DL1.2) must be implemented Each response must include pinpoint referencing to evidence where required (incl. section and page references). For example- (Refer to evidence Man-3a Governance Plan [Section 3.3, p11-12]. Whilst concise explanations are best, sufficient information should be provided to put the evidence into context. For more information, please refer to the IS Submission Guidelines. Man-3a_ Governance Plan
MS1.1a: Evidence must be provided to demonstrate that all practicable measures to avoid and minimise impacts on site have been implemented
ABL1.2 Management plans to ensure the ecological outcomes of the infrastructure project are achieved have been implemented and reviewed.
MS1.2a: Management plans developed during design (DL1.3) including construction phase monitoring activities must be implemented. MS1.2b: When monitoring triggers for prompting management responses are detected (DL1.3), the agreed processes must be followed. MS1.2c: Relevant management plans must be reviewed annually during construction by a suitably qualified professional to reflect feedback from monitoring activities and any changes to management responses. MS1.2d: Recommendations must be implemented in management plans or in improved site management practices. ABL1.3 The ecological values of the site (post-development) result in no quantifiable loss when compared to its pre-development state (like for like land-based offsets allowed) MS1.3a: Evidence that ecological features and values have been maintained or enhanced and result in no quantifiable loss must use quantifiable metrics (DL1.4) where possible to demonstrate that all adverse ecological impacts have been mitigated or offset. MS1.3b: Offsets of any residual impacts to ecological features and values must follow the implementation of all practicable measures to avoid, minimise and remedy impacts on the project site. MS1.3c: Offsets used must be evidenced and:
Be land based and relate to the features and values that are subject to residual impacts
Show what actions have been or will be implemented on the offset site (where applicable) to achieve no quantifiable loss, ensuring these actions are additional to baseline duty of care
Demonstrate how the offset area will be protected and managed in perpetuity for conservation purposes. MS1.3d: Any biodiversity offsets must be delivered as per the management plan prepared in Design (DL1.4). ABL1.4 Details regarding mitigation measures and monitoring that require ongoing attention during operation and supporting documentation have been formally handed over to the operator or proponent.
MS1.4a: To maintain the ecological value of the asset relevant management plans, implemented mitigation measures and offsetting arrangements must be provided to the operator (if known) or proponent. Level Criteria/ Must Statements Response Evidence
2 ABL2.1 The ecological values of the site (post-development) result in a quantifiable net ecological gain when compared to its pre-development state (like for like land-based offsets allowed).
MS2.1a: Evidence that ecological features and values have been maintained or enhanced and result in quantifiable net ecological gain must use quantifiable metrics (DL2.1) to demonstrate that all adverse ecological impacts have been offset
MS2.1b: Offsets of any residual impacts to ecological features and values must follow the implementation of all practicable measures to avoid, minimise and remedy impacts on the project site. MS2.1c: Offsets used must be evidenced and meet the requirements as outlined in (ABL1.3) but for achievement of net ecological gain. MS2.1d: Any biodiversity offsets must be delivered as per the management plan prepared in Design (D2.1). Level Criteria/ Must Statements Response Evidence
3 ABL3.1 The ecological values of the site (post-development) result in a quantifiable net ecological gain when compared to its pre-development state (like for like land-based offsets allowed; 50% project-led restoration required)
MS3.1a: Evidence that ecological features and values have been maintained or enhanced and result in net ecological gain must use quantifiable metrics (DL3.1) and demonstrate that all adverse ecological impacts have been offset and improvements have been achieved.
MS3.1b: Offsetting and improvement measures implemented must include at least fifty percent (50%) project-led restoration. MS3.1c: Offsets of any residual impacts to ecological features and values must follow the implementation of all practicable measures to avoid, minimise and remedy impacts on the project site. MS3.1d: Offsets used must be evidenced and meet the requirements as outlined in (ABL1.3) but for achievement of net ecological gain. MS3.1e: Project-led restoration must be implemented as per the management plan prepared in Design (DL3.1) and the management plan for on-going maintenance provided to the operator or proponent (as part of ABL1.4). MS3.1f: Any biodiversity offsets must be delivered as per the management plan prepared in Design (DL3.1). Round 2 Assessment Responses to Verification Comments
Level/Criteria Round 1 Verification Comments Round 2 Project Response Evidence
Criteria reference and title.
For example- ABL1.2 Management actions to realise or sustain renewable energy substitution have been included in handover Verifier Comment (Repeat steps for multiple round 1 verification comments) Each response must include pinpoint referencing to evidence where required (incl. section and page references). For example- (Refer to evidence Man-3a Governance Plan [Section 3.3, p11-12]. Whilst concise explanations are best, sufficient information should be provided to put the evidence into context. For more information, please refer to the IS Submission Guidelines.
Man-3a_ Governance Plan
Document History (For Project/Assessor use)
Version Date of Approval Author Summary of Change
