Leadership Initiatives

We take into consideration the extended life of a rail asset and its components when working with contractors and under contractual obligations. While able to work successfully with the targets achieved on a year to year basis, the long-term management of responsible recycling and waste disposal by contractors is impractical owing to factors such as time liability limits under contract and materials procurement and disposal time gaps. In addition to the current legislated management programmes, we have taken steps through internally developed protocols to re-cycle and manage construction materials wastage from our projects. Through selected mechanisms such as the WIT and project-specific environmental targets, we continue to explore our capabilities in managing the longer term up and downstream effects of our operations.

The Environmental Management System serves as the starting point in how we transfer broader sustainability practices when approaching new markets. By leveraging our expertise in systems, procedures and accountability in managing environmental impacts, we have developed a roadmap to evolving social, economic and environmental best practice in projects and with project partners. Current activities in mainland China demonstrate this agenda. With measurable and encouraging results on the environmental and stakeholder engagement fronts in Shanghai, we are formulating a model that will have viable applications for future projects where we have substantial input into the management, and more importantly, the planning and development of projects such as those in Beijing and Shenzhen.