ATP Sustainability Report

A Sustainability Strategy for Australian Technology Park

TECHNOLOGY+INNOVATION=ASUSTAINABLEFUTURE

Reducing our carbon ‘thumbprint’

CONTENTS

FROM THE MANAGING DIRECTOR 3

WHY A SUSTAINABILITY ACTION PLAN FOR ATP? 4

OUR VISION 6

ATP REDUCTION TARGETS 8

WATER CONSUMPTION 9

ENERGY USAGE 10

WASTE TO LANDFILL 12

ENVIRONMENTAL HARM PREVENTION 14

MEASURING OUR PERFORMANCE 16

ATP STAKEHOLDER ENGAGEMENT ACTION PLAN 17

SUSTAINABILITY GOALS 18

CONTACTFor more information please contact:

AUSTRALIAN TECHNOLOGY PARK PRECINCT MANAGEMENT LIMITED Suite 3220, Locomotive WorkshopAustralian Technology ParkPhone: +61 2 9209 4420Fax: +61 2 9209 4222

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The earliest inhabitants of the site which Australian Technology Park now occupies were the Cadigal people. This proud group of Aboriginal Australians had a deep respect for the land and what it could yield. They maintained the site and the surrounding community for over 40,000 years ensuring environmental balance and sustainability.

Today, as custodians of the site, that challenge has been passed to us. In the wake of over a century of intensive industrial use, we are reawakening a deep respect for minimising the environmental impact on our site and the wider community.

With environmental consciousness rapidly emerging as a priority consideration for most consumers and corporations, Australian Technology Park Precinct Managament Limited has implemented a time-based plan to ensure its recognition as a world-class technology precinct and events venue. Uniquely positioned with a tradition of state-of-the-art technological leadership spanning three centuries, ATPPML is privileged to be combining Sustainability, Technology & Innovation and Community Engagement in its business model for the next decade.

This plan provides a blueprint for the implementation of energy efficiencies, solar power generation, rainwater capture and re-use, and a significant reduction of waste to landfill by 2012, with visionary targets for 2020. Further, it describes how ATPPML is engaging its tenants to achieve collective environmental benefit, “alliancing” its suppliers and delivering sustainable events.

Strategically, ATPPML is committed to ensuring we achieve the NABERS ratings so critical to our continued robust business performance. NABERS is the National Australian Buildings Ratings System which rates an existing building on the basis of its measured operational impacts. By making an existing building more energy efficient rather than replacing it, ATPPML creates an “embodied energy” equivalent to two avoided rebuilding events.

This whole-of-Park strategy is being embraced by ATPPML and all relevantstakeholders and we look forward to applying best practice in sustainability to minimise our environmental impact on this truly extraordinary site.

FROMTHEMANAGINGDIRECTOR

Roy Wakelin-King AMManaging DirectorAustralian Technology Park

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WHYASUSTAINABILITYPLANFORATP?

REGULATORY BACKGROUND

1 CommercialBuildingDisclosure(CBD)program–NationalAustralianBuiltEnvironmentRatingSystem(NABERS)

2 Nettlettableareaof2,000m2ormore

3 Wherecost-effective

Under its National Energy Efficiency Program, the Australian government is actively pursuing a range of policy initiatives to improve Australia’s environment and mitigate greenhouse gas emissions. The Government has committed to reducing Australia’s carbon emissions to five per cent below 2000 levels by 2020 and has also adopted a target of improving energy efficiency by 30 per cent (based on current levels) by 2020.

This challenging national target means that the regulatory mandates on business are increasing and this more stringent legislative framework impacts on ATP, its tenants and, increasingly, its events clients.

The Australian government’s Building Energy Efficiency Disclosure Act 2010 became law on 1 July 2010 and is being implemented through the Commercial Building Disclosure (CBD) program. The requirement to disclose information commenced on 1 November 2010. Under that legislative instrument, building owners are required1 to disclose an energy efficiency rating before leasing large2 commercial office space. A full Building Energy Efficiency Certificate (BEEC) needs to be disclosed. BEECs are valid for 12 months, and must be publicly accessible on the online Building Energy Efficiency Register.

In May 2008, the Premier announced new benchmarks for environmental performance by NSW Government agencies. These benchmarks are outlined in the Premier’s Memorandum 2008-28 – Sustainability Policy for the NSW Government.

In addition to requiring government agencies to consider sustainability in all relevant decision making, the key measurable requirements3 of the policy are:

• All government owned or tenanted office buildings over 1,000m2 to obtain 4.5 star environmental performance rating (NABERS) for both energy and water efficiency by 1 July 2011

• A 15% reduction in water consumption across all budget dependent agencies.

This brings with it challenges for owners and tenants of commercial buildings; especially older buildings.

The NSW government policy provides a valuable benchmark both for compliance (regarding ATP’s NSW government tenants - present & future) and as a guide to target setting for reduction of environmental impact (GreenPower purchasing, solid waste management, vehicles, purchasing etc).

NationalNational NSW

“ In a changing landscape of environmental mandates and energy price increases, a road map for sustainability became an essential tool within ATPPML’s business model.”

Notwithstanding this increasingly stringent regulatory background, it makes good business sense for ATPPML to take a leadership role in sustainability.

ATPPML has embraced sustainability, not only as a natural element of its corporate and social responsibility, but because it will deliver a lower operating cost structure which translates to a more competitive pricing formula for our clients and tenants.

In addition, ATPPML’s plan to become recognised as an innovative business park and events venue synonymous with heritage & sustainability is a prerequisite to enhancing a brand that reflects this vision.

In April 2010, IPART (the Independent Pricing & Regulatory Authority) announced a 10% increase in electricity prices for Energy Australia customers for 2010/11. IPART also flagged a cumulative total increase by 2013 of 36%, if the CPRS (Carbon Pollution Reduction Scheme) is not introduced. If the CPRS is introduced from 2011/12, ATPPML’s average price will increase to a cumulative 60% over its 2009/10 electricity price.

• 10% average increase as of July 1, 2010

• 36% cumulative total average increase by 2013, or

• 60% cumulative increase if the CPRS is introduced

Sydney’s electricity bills have increased by more than 60% since 2005. While the rationale for these increases has been reported as essential to funding long overdue infrastructure investment (postponed by the States in the context of CPRS uncertainty), there are other views that link the increases to the cost of renewable energy projects.

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PART OF THE WAY WE DO BUSINESS

SUMMARY OF ENERGY PRICE RISES ANNOUNCED BY IPART

“ ATPPML has embraced sustainability, not only as a natural element of its corporate and social responsibility, but because it will deliver a lower operating cost structure which translates to a more competitive pricing formula for our clients and tenants.”

NICTA building Restored crane in Innovation Plaza Native plants at ATP

Fashion on show in the Exhibition Hall

In a changing landscape of environmental mandates and energy price increases, a road map for sustainability became an essential tool within ATPPML’s business model.

Like safety, sustainability is now a consideration in every business decision undertaken at ATPPML.

To reach this point, ATPPML sought the guidance and insight of the NSW Department of Environment, Climate Change & Water (DECCW). Under its Sustainability Advantage Program, DECCW led ATPPML through vision & objective setting, resource efficiency and staff engagement workshops. Based largely on industry case studies and lessons learned, the Sustainability Advantage Program has facilitated the development of an overarching vision that will drive environmental performance and improve sustainability at ATP.

SUSTAINABILITY GOALSATPPML has developed a set of sustainability goals that will lead to the achievement of our vision. These goals include specific and time-bound criteria to give the company the best chance of achieving them. Aligned with government targets, ATPPML has set two time frames for progressive sustainability targets – June 2012 and June 2020.

The goals that will enable ATPPML to achieve its vision are:

1. Establish sustainability commitment, vision and goals;

2. Gather information to establish baselines for utilities, waste, consumables and buildings;

3. Establish corporate sustainability targets;

4. Prevent environmental harm;

5. Achieve international environmental best practice; and

6. Obtain buy-in engagement from all relevant stakeholders (staff, tenants, clients, stallholders etc)

KEY BUSINESS DRIVERSThe key business drivers underpinning the development of this strategy are:

• Being committed to a sustainable future

• Demonstrating leadership in the sustainability of our business

• Being both a successful and efficient business

• To lower energy and other resource costs

• To demonstrate the company’s commitment to its charter

• To comply with current and emerging statutory requirements regarding the environment

• To effectively manage risk

• Leverage off our technology partners

• Leverage off our heritage assets

OURVISION

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“ Like safety, sustainability is now a consideration in every business decision undertaken at ATPPML.”

TO CREATE A WORLD-CLASS TECHNOLOGY PARK THROUGH LEADERSHIP, INNOVATION, SUSTAINABILITY AND COMMUNITY ENGAGEMENT BASED IN A HERITAGE SETTING

UNDERSTANDING AND MANAGING OUR IMPACTSIn order to better understand where in the business the major environmental impacts occur, the Company’s value chain has been mapped. The following opportunities have been identified in the development of this strategy to minimise these impacts:

1. Using environmental performance to further promote effective relationships with customers and contractors;

2. Reducing waste to landfill through a reduction in consumption and transfer to more effective recycling systems;

3. Reducing the demand on natural resources;

4. Using energy more efficiently;

5. Raising awareness of environmental improvement opportunities within the Company and its customers;

6. Investing in clean energy and legitimate energy offset programs; and

7. Investing in capital to deliver resource efficiency assets and capabilities.

• NON-RENEWABLE ENERGY SOURCES

• SOLID WASTE TO LANDFILL

• WATER CONSUMPTION

• NOISE

• VISUAL IMPACTS

• ASSET LIFE CYCLE IMPACTS

• USE OF PACKAGING

• CONSUMABLES

• POTENTIAL AIR POLLUTION

• DEVELOPMENT

• LEASING

• FACILITIES MANAGEMENT

• GENERAL MAINTENANCE

• CONTRACT MANAGEMENT

• EVENTS

• CONFERENCES

• MARKETS

• CATERING

• VISUAL EFFECTS

• SOUND PRODUCTION

PROPERTYENVIRONMENTAL IMPACTS

EVENTS & MARKETING

Locomotive Workshops façade Restored steam crane in Innovation Plaza Solar panels

OUR2012-2020SUSTAINABILITYTARGETS

88

WATER CONSUMPTION

ENERGY USAGE

WASTE TO LANDFILL

ENVIRONMENTAL HARM PREVENTION

2012

TAR

GET

15% reduction on 2009/10

15% reduction by June 2012 (based on 2009/10 levels)

30% reduction (based on 2009/10 levels) in waste to

landfill by June 2012

85% of all purchased paper to have recycled

content by 2012

• Annual assessment of site capping to ensure it is maintained in good condition

• Routine groundwater monitoring at six monthly intervals

• Implement an intrusive works management plan

• Implement planning/management of above ground developments

• Use of Hybrid vehicle

• Sustainable materials for fit outs & refurbishments 20

20 T

ARGE

T

25% reduction on 2009/10 total

consumption levels; ie 1.25% pa for the

8 years beyond 2012

30% reduction on 2009/10 total

emissions; ie approx. 2% pa for the 8 years

beyond 2012

50% reduction (on 2009/10 levels) in waste to landfill; ie 2.5% pa for the 8 years beyond 2012

95% of all purchased paper to have recycled content

• Undertake site water consumption audit and implement recommendations

• Use drought-resistant plants and enhanced horticultural practices

• Rainwater capture and re-use

• Waterless urinals to be installed as part of wash room refurbishments

• Implement resource efficiency initiatives

• Optimisation of building management system

• Efficient lighting substitution

• Solar panel power generation

• Ensure sufficient appropriate Receptacles for cafe & event Clients

• Investigate and implement compostable waste handling options

• Reduce paper purchasing by printing on two sides, and maximise e-distribution for promotional events

• Ensure paper cups at all cafes and events are recyclable

• Targeted training of cleaning staff in waste segregation

• Implement an e-waste stream for ATTPML, and assess the feasibility of a centralised e-waste service for all tenants

ATPPML’s water sustainability strategy is based on rigorous management and reporting of current and future water reduction initiatives coupled with alignment to NSW public sector guidelines. The strategy will see robust water consumption monitoring through electronic upload of real-time data from smart meters. This will enable instantaneous identification of areas where water consumption patterns are deemed to be excessive or inconsistent, and enable prompt corrective measures.

Immediate consumption reduction measures being implemented:

• Existing motion detection sensors replaced to optimise water flow for the flushing of urinals in the Locomotive Workshops;

• Waterless urinals in future refurbishments which has begun with the Bay 9 washrooms;

• Upgrading the irrigation management of all gardens, comprising a drip feed system and watering regime;

• Implementation of a landscaping management plan based on native plants and grasses including an enhanced lawn management protocol; and

• Fully automating the irrigation system on the Vice Chancellors Oval including the use of in-ground moisture sensors.

Opportunities for rainwater capture and re-use are currently being evaluated. The NICTA Building has two water cooling towers servicing air conditioning requirements and existing reticulated “grey water” plumbing will deliver captured rainwater to w/cs throughout the building. The Biomedical Building also has cooling towers and is ideally positioned to capture rainwater for re-use in irrigating the Vice Chancellor’s Oval.

STRATEGY

WATERCONSUMPTION

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CASE STUDY: NATIVE LANDSCAPING

Recent landscaping throughout the Park has involved the use of more sustainable horticultural practices including native, drought-resistant plants and grasses. Some areas have been especially designed as zero-water areas, while lawn care is being modified so that less watering is required. This is part of a landscape man-agement plan implemented in mid-2010; an integrated management program involv-ing soil, water application and irrigation,

fertilisation, disease & pest control that optimises plant health, resource efficiency and therefore cost effective-ness. Irrigation management is intended to maximise plant health and minimise water over usage and is coordinated with all other maintenance activities.

ATP TARGETS

2012 2020

15%REDUCTION

25%REDUCTION

on 2009/10 on 2009/10 total consumption levels; ie 1.25% pa for the 8 years beyond 2012

Since the establishment of Australian Technology Park in 1995, existing buildings within ATP have been adaptively reused to avoid rebuilding and the aim is for these and more recent buildings to continue to be of service well into the future. ATPPML’s recognition of the “embodied energy” in older buildings is part of our commitment to ensure their sustainability contribution is acknowledged and valued.

Strategically, ATPPML is committed to achieving the NABERS ratings so critical to our continued robust business performance. NABERS is the National Australian Buildings Ratings System which rates an existing building on the basis of its measured operational impacts and is administered by the NSW Department of Environment, Climate Change & Water (DECCW).

As demand for tenancy at ATP expands, new buildings are being constructed that are highly energy efficient. One example is the NICTA building, which has achieved a 4½ star NABERS rating, while Media City was built to a 4½ Green Star rating (Green Building Council of Australia). For each of the buildings to meet these requirements, motion detectors were fitted for lighting control and air conditioning to meeting rooms in both buildings are controlled independently. Other sustainability features in the NICTA building include plumbing for grey water reticulation and three floors served by balconies and sliding doors which provide natural ventilation, eliminating the need for air conditioning for much of the year.

We are reducing our environmental impact from electricity generation in two ways; by reducing the amount of electricity we use, and by utilising electricity from renewable sources.

ATPPML is reducing its consumption of thermally generated electricity through:

• Building Management System (BMS) optimisation for the NICTA, Biomedical, and Locomotive Workshop buildings

• Systematic substitution of efficient lighting comprising LED tubes and induction technology

• Photoelectric switching and circuit zone & switching optimisation

• Solar power generating facility on the NICTA building

• Purchasing Green Power from energy retailers

ATPPML is also reducing its gas consumption through BMS optimisation across the NICTA, Biomedical and Locomotive Workshop buildings.

ENERGYUSAGE

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STRATEGYATP TARGETS

2012 2020

15%REDUCTION

30%REDUCTION

by June 2012 (based on 2009/10 levels

on 2009/10 total emissions; ie approx. 2% ps for the 8 years beyond 2012

Energy and CO2

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

2009/10 2011/12 2019/20

6,22

3 6,65

8

5,28

9

5,65

9

4,35

6

4,66

1

Energy (MWh) CO2 emitted (tonnes)

It makes good sense to retain historic buildings that are well designed, that link us with our past in a meaningful way and that continue to serve a practical purpose. Buildings contain huge amounts of embodied energy. Preserving buildings conserves energy and is the sustainable solution for the stewardship of environmental resources, including those that have already been consumed.

The concept of embodied energy is challenging to quantify. It takes energy to manufacture or extract building materials leading to an environmental impact as a consequence of that extraction. Also it takes energy to transport those materials to a construction site, and more energy to assemble them into a building. All of that energy is embodied in the finished structure, and if the structure is demolished and the materials sent to landfill, the energy locked up in the structure is wasted and the process of demolition itself contributes further to the overall environmental impact. The cycle of energy usage, and therefore environmental impact, reoccurs when a replacement building is constructed.

Some people argue that all the energy used in demolishing an older building and replacing it is quickly recovered through the increased energy efficiency of the new building. However, recent research4 indicates that even if 40% of the materials are recycled, it takes approximately 65 years for a new green, energy efficient office building to recover the energy lost in demolishing an existing building. Most new buildings aren’t designed to last 65 years.

We can’t build our way to sustainability. We have to better conserve our current assets and look to initiate ways to make them more efficient. That means making better, wiser use of what we already have. In other words, by ensuring existing buildings are energy efficient rather than demolishing them to build state-of-the-art green buildings, ATPPML is significantly minimising its overall environmental impact. From an economic, environmental and social perspective, it’s the ultimate form of sustainability.

No matter how much green technology is employed in design and construction, a new building creates a new impact on the environment. The bottom line is that “the greenest building is one that already exists4.”

CASE STUDY:

LOCOMOTIVE WORKSHOPATP’s Locomotive Workshops not only provide a glimpse into our past; they serve a practical purpose and are a prime example of an existing structure adaptively reused to avoid rebuilding. The efficiency of the buildings has been enhanced to create viable office and unique event spaces. This safeguards the Park against the costs and energy consumption involved in creating new buildings and ensures these iconic structures continue to be of benefit and attract a market well into the future.

The building is approximately 130 years old, and by today’s standards would have been demolished and replaced twice. By retaining its original form and efficiently adapting it for reuse, ATP has prevented a significant negative impact on the environment.

Monitoring the Building Management System (BMS) inside NICTA

A cooling tower on the NICTA roof services air conditioning plant

Fashion on show in the Exhibition Hall

THE IMPORTANCE OF EMBODIED ENERGY TO ATP

4.5 star NABERS energy rated NICTA building

4 RichardMoe,President,NationalTrustforHistoricPreservation(USA),Dec2007

WASTETOLANDFILL

Achieving a significant decrease in waste to landfill throughout the ATP site is a systematic process of education, waste disposal management and implementation of waste reduction alternatives.

ATPPML’s WRAPP (Waste Reduction & Purchasing Plan) is being enhanced to incorporate specific waste management targets that are time bound. Waste reduction requires us to maximise our recycling and reuse efforts, while ensuring that the products we use have the potential to be repaired, reused, or recycled, and we are committed to developing and implementing standard procedures to help eliminate and reduce waste to landfill.

This is being achieved by:

• Securing the buy-in and participation of staff, cafes, caterers and cleaning contractors to ensure the integrity of co-mingled recyclable waste streams;

• Actively managing waste handling on a daily basis from source to pick-up, including contractor behaviours as well as stakeholder and public awareness;

• Instigating a compostable waste management stream;

• Recycling of spent light globes & tubes (minimising mercury bearing waste); and

• Purchasing of recyclable carpets in all refurbishments.

ATPPML is also investigating the responsible disposal of e-waste (computers, monitors, office devices, mobile phones and peripherals) for all tenants, and further implementation of e-distribution to minimise paper waste of promotional materials.

Electronic marketing is another way of reducing the amount of paper usage throughout the site

and replacing paper product distribution for promotional materials with electronic delivery will further minimise the Park’s waste to landfill impact.

The responsible disposal of redundant hardware is also an issue currently being investigated by ATPPML. The term e-waste encompasses any obsolete electrical appliances and includes computers, monitors, office devices, mobile phones and peripherals. Binned e-waste ends up in landfill, and the correct disposal of these items is of vital significance in achieving true sustainability.

STRATEGY

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CASE STUDY:

WASTE MANAGEMENTA spot audit of office waste destined for landfill revealed that a significant proportion of the waste was compostable; from paper towel to fruit peelings, tea bags & coffee grounds. The introduction of a compostable waste stream for a range of tenants using the same cleaning contractor is currently being evaluated.

If feasible, it will deliver further reductions (est. 10% - 15%) in ATP’s office waste to landfill. The company has begun working with waste contractors to ensure receptacles emptied by cleaners are free of contaminants and disposed of in an environmentally responsible manner. This begins with ensuring availability of recyclable cups, particularly at large scale events, and that appropriately labelled co-mingle waste bins are provided throughout the Park.

ATP TARGETS

2012 2020

30%REDUCTION

50%REDUCTION

(based on 2009/10 levels) in waste to landfill by June 2012

85% of all purchased paper to have recycled content by 2012

(on 2009/10 levels) in waste to landfill; ie 2.5% pa for the 8 years beyond 2012

95% of all purchased paper to have recycled content

Waste to Landfill (tonnes)

50

100

150

200

250

2009/10 2011/12 2019/20

Landfill as a Proportion of Total Waste (%)

227

75

159

67

50

114

0

Waste to Landfill Projections

Waste receptacles at ATP

ENVIRONMENTALHARMPREVENTION

The ATP site has hosted technological innovation and industrial enterprise for well over 100 years.

The Locomotive Workshops were state-of-the-art workshops for their time and were constantly reconfigured as technology changed and new innovations were developed. The Workshops were the site of a massive labour force, with several thousand workers on site at the height of its operations. This is reflected in the massive scale of the facility.

Only with the renaissance of the site as an incubator of technological innovation in the mid-90s did the impact of that century of industrial intensity on the land and groundwater beneath the site begin to emerge.

Systematically working within a regulatory framework comprising a suite of legislative instruments regulating biological diversity, management of heritage, the granting of licences and the management of contaminated land, ATPPML has:

• Sought strategic contaminated land advice which identified 92 existing environmental reports relevant to understanding the contamination status across the entire ATP site;

• Undertaken a Risk Management Review which indicated significant data gaps on the site and recommended a number of risk mitigation measures to cover those data gaps;

• Implemented OHS Management and Environmental Management Plans for the site in relation to the identified risks; and

• Commissioned testing of ground water and ambient air quality where data gaps had been identified, and verified that there were no significant adverse impacts.

Based on the reclassification of risk to “low”, resulting from the testing where the data gaps had been, ATPPML developed a revised Environmental Management Plan (EMP) with the following commitments:

• Annual assessment of site capping to ensure it is maintained in good condition

• Routine groundwater monitoring at 6 monthly intervals

• Implement an intrusive works management plan

• Implement planning/management of above ground developments

Relevant environmental legislation:

NSW• Contaminated Land Management Act, 1997

• Native Vegetation Act, 2003

• Threatened Species Conservation Act, 1995

• Protection of the Environment Operations Act, 1997

Federal• Environment Protection & Biodiversity

Conservation Act, 1999

STRATEGY

CASE STUDY:

HYBRID PRIUSATPPML recently invested in a Toyota Prius powered by Hybrid Synergy Drive®.The Hybrid Synergy Drive integrates the desirable elements of a petrol engine and an electric motor. But it’s not just an innovative combination of petrol and electricity.

It offers outstanding fuel efficiency with the goal to reduce CO2 emissions, along with a significant reduction in emissions of other substances in its exhaust gas. Hybrid Synergy Drive clears stringent exhaust regulations internationally.

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ATPPML’s Toyota Prius

16

MEASURINGOURPERFORMANCE

ATPPML understands that to manage Sustainability, we have to be able to measure it in real time! We are committed to transparency regardingour sustainability performance. We will:

• Report annually on our Sustainability performance in our Annual Report; and

• Continually update our performance against our targets and report it on our website.

To facilitate this, we are currently evaluating the acquisition of cutting-edge environmental performance management software. Manual collation of historical performance data by staff, is both time consuming and highly prone to error. Without human intervention, ECIS continually uploads electronic data from “smart” meters to a central server. The data is then processed automatically allowing tracking of actual sustainability performance against targets. That performance can be accessed at any time by ATPPML, or displayed instantaneously on our website.

Pivot crane in Innovation Plaza Innovation Plaza

Sustainability is now a consideration in every business decision undertaken by ATPPML, and its Sustainability Action Plan developed in consultation with the NSW Department of Environment, Climate Change & Water (DECCW) has provided ATPPML with a clear and realistic vision to develop a culture of sustainability throughout the Park.

The first step to achieving this is implementing a proactive collaborative approach with all relevant stakeholders and tenants to identify and act on sustainability & innovation opportunities at ATP. Integrating stakeholder engagement at the “grass roots” level can help all tenants acquire knowledge, resolve problems, and reach goals that would be more difficult to achieve if working in isolation.

Engagement of ATPPML’s Board of Directors and employees and securing their “buy-in” to this fundamental paradigm shift, was a critical pre-requisite to successful program delivery.

Through the formation of its Sustainability & Innovation Committee in late 2010, ATPPML has created a forum for stimulating and sharing of sustainability ideas and initiatives with Park tenants. This committee is becoming a catalyst for building an effective whole-of-Park sustainability culture. Its objective is to foster knowledge-sharing, collectively exploit opportunities, attract environmentally-responsible businesses into the Park and to ultimately establish ATP as a leader in sustainability best practice.

Many ATP tenants have implemented their own environmental initiatives. ATP Innovations’ continuing Building Management System (BMS) optimisation program, for example, is delivering significant sustainability benefits, while Fuji Xerox Australia is a global leader in recycling with an objective of zero waste to landfill.

ATPPML will also consider the benefits of offering clients “green power” for the staging of events and exhibitions. This would involve carbon neutral alternatives resulting in less or zero impact on the environment. We appreciate that businesses and event organisers want to conduct their events in a responsible manner, and this would provide a sustainable option for functions and entertainment events at ATP.

We are also engaging with our suppliers and contractors to reduce the amount of packaging, to maximise recycling and to implement Green Cleaning protocols.

As a component of its strategy, ATPPML is currently investigating mechanisms for new tenants and events clients to actively commit to a Sustainability Code of Practice.

ATPSTAKEHOLDERENGAGEMENT

17

“ Integrating stakeholder engagement at the “grass roots” level can help all tenants acquire knowledge, resolve problems, and reach goals that would be more difficult to achieve if working in isolation.”

SUSTAINABILITYGOAL1:ESTABLISH ATPPML SUSTAINABILITY COMMITMENT, VISION AND GOALS

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ITEM PROJECT STRATEGIC ACTIONS TARGET DATE KPI STATUS

1.1 Establish ATPPML commitment to sustainability agenda

Engage with ATPPML management and staff on sustainability agenda

Q1 2010/11 Staff and Management briefed

Complete

Brief ATPPML Board Q1 2010/11 ATPPML Board briefed Complete

Establish sustainability as part of ATPPML Business Planning Processes

Q1 2010/11 Sustainability incorporated into Business Planning going forward

On-going

Conduct Staff Engagement Workshop Q1 2010/11 Workshop conducted for all staff

Complete

1.2 Establish Sustainability Vision and Goals

Conduct Vision and goal development workshop

Q1 2010/11 Draft Vision and Goals developed

Complete

Gain Board approval for ATPPML sustainability vision and goals

Q1 2010/11 Vision and Goals approved

Complete

1.3 Establish ATPPML Sustainability Team

Engage with sustainability partner Q1 2010/11 Partnership established On-going

Establish roles and responsibilities of the ATPPML sustainability team

Q3 2010/11 Roles and responsibilities established

Complete

Identify ATPPML staff to be part of the sustainability team

Q2 2010/11 ATPPML Sustainability Team established

Completed

SUSTAINABILITYGOAL2:GATHER INFORMATION TO ESTABLISH BASELINES (FOR ATP SUSTAINABILITY MEASURES)

19


2.1 Determine ATPPML Sustainability Measures

Determine the key areas to measure (waste – including general, paper, glass, plastics, e-waste, compostables), electricity, gas, water, CO2 Emissions, contamination and associated air quality) for:

• Business Units• Company (ATPPML)• ATP including tenants and clients

Q1 2010/11 ATPPML Sustainability Measurables identified and documented

Completed

Present measurables to tenants (through internal processes) and seek commitment

Q2 2010/11 Environmental performance metrics communicated

On-going through ATP Sustainability & Innovation Committee

2.2 Establish an ATP Sustainability Baseline and Benchmarking Measurement process

Develop systems and tools for recording and reporting on sustainability measures

Indentify objective inputs for development of the measurement system

Place inputs on intranet (ATPPML knowledge management tool) for water, gas, electricity, CO2, waste, contamination, etc

Q3 2010/11 Initial data on intranet In progress

Establish input process for business unit (consolidated data input point) through intranet

Q4 2010/11 Data uploaded In progress

2.3 Gather and establish the baseline

Business Units input sustainability measurables data

Q4 2010/11 Data entered into ATPPML Sustainability measurement tool

Monitoring system under evaluation

Company inputs data (ATPPML) Q4 2010/11 Data entered into ATPPML Sustainability measurement tool

Monitoring system under evaluation

ATP inputs (including tenants) Q1 2011/12 Tenants offered the opportunity to input their metrics

In progress

SUSTAINABILITYGOAL3:ESTABLISH CORPORATE SUSTAINABILITY TARGETS

20


3.1 Review Baseline Results Whole of staff workshop on reviewing results to date (survey link to goal 5)

Q3 2010/11 Workshop conducted

Link to Goal 5 (benchmarking) Independent analysis of results – waste providers, utility providers, RE Module providers

Q4 2010/11 Independent analysis complete

Independent organisation to be engaged

3.2 Set Realistic and Relevant ATP Sustainability Targets

Obtain understanding of what targets are and how they can be achieved – external advice and facilitation (Sustainability Advantage) as part of the staff workshop (above)

Q2 2010/11 Possible sustainability targets identified

Completed

Establish proposed ATP Sustainability Targets

Q2 2010/11 Proposed sustainability targets established

Completed

Obtain ATPPML Board approval ATP Sustainability Targets

Q2 2010/11 Sustainability targets approved

Pending

3.3 Establish Initiatives/Projects to Achieve Sustainability Targets

Identify realistic sustainability initiatives/projects

Q3 2010/11 New sustainability initiatives identified

On-going

Determine feasibility of sustainability initiatives/projects

Q3 2010/11 Projects ranked according to feasibility

On-going

Scope and budget sustainability projects for inclusion in forward OPEX and CAPEX programs

Q3 2010/11 Projects budgeted

Gain ATPPML Board approval of projects through OPEX and CAPEX

Q3 2010/11 Board approval Solar energy approved. Other projects on-going

3.4 Monitor and Report Sustainability Performance

Set ATP Sustainability KPI’s and Performance Metrics

Q3 2010/11 KPI’s and metrics established

Draft developed

Establish review and audit process Q4 2010/11 Review & audit process established

Provide regular reports to ATPPML Board on sustainability performance

Q3 & Q4 2010/11 Bi-monthly reports provided

Completed for Q2. On-going

Provide sustainability report in the ATPPML Annual Report

Q1 2011/12 Sustainability report provided

Completed for 2010.On-going

SUSTAINABILITYGOAL4:PREVENT ENVIRONMENTAL HARM

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3.1 Review Baseline Results Whole of staff workshop on reviewing results to date (survey link to goal 5)

Q3 2010/11 Workshop conducted

Link to Goal 5 (benchmarking) Independent analysis of results – waste providers, utility providers, RE Module providers

Q4 2010/11 Independent analysis complete

Independent organisation to be engaged

3.2 Set Realistic and Relevant ATP Sustainability Targets

Obtain understanding of what targets are and how they can be achieved – external advice and facilitation (Sustainability Advantage) as part of the staff workshop (above)

Q2 2010/11 Possible sustainability targets identified

Completed

Establish proposed ATP Sustainability Targets

Q2 2010/11 Proposed sustainability targets established

Completed

Obtain ATPPML Board approval ATP Sustainability Targets

Q2 2010/11 Sustainability targets approved

Pending

3.3 Establish Initiatives/Projects to Achieve Sustainability Targets

Identify realistic sustainability initiatives/projects

Q3 2010/11 New sustainability initiatives identified

On-going

Determine feasibility of sustainability initiatives/projects

Q3 2010/11 Projects ranked according to feasibility

On-going

Scope and budget sustainability projects for inclusion in forward OPEX and CAPEX programs

Q3 2010/11 Projects budgeted

Gain ATPPML Board approval of projects through OPEX and CAPEX

Q3 2010/11 Board approval Solar energy approved. Other projects on-going

3.4 Monitor and Report Sustainability Performance

Set ATP Sustainability KPI’s and Performance Metrics

Q3 2010/11 KPI’s and metrics established

Draft developed

Establish review and audit process Q4 2010/11 Review & audit process established

Provide regular reports to ATPPML Board on sustainability performance

Q3 & Q4 2010/11 Bi-monthly reports provided

Completed for Q2. On-going

Provide sustainability report in the ATPPML Annual Report

Q1 2011/12 Sustainability report provided

Completed for 2010.On-going


4.1 Identify environmental hazards and risks

Consolidate known and relevant environmental data

Q1 2010/11 Risk Management Report

Complete

Develop Environmental Management Plan (EMP)

Q1 2010/11 EMP developed Complete

Establish Environmental Assessment status of sites at ATP

Q1 2010/11 Sites assessed Complete

Obtain ATPPML Audit & Risk Management Committee endorsement of Environmental Risk Management Plan (EMP)

Q3 2010/11 EMP approved Pending

4.2 Implement Environmental Management Plan (EMP)

• Site capping assessment Q3 2010/11 EMP Implemented On-going

• 6 monthly monitoring of ground water quality

Q1 & Q4 2010/11

• Management of intrusive works plan As required

• Management of above-ground developments plan

As required

• Review OHS plan for site people management

Q4 2010/11

4.3 Monitor and Report on Management of Identified Risks

Brief ATPPML Board on EMP Q2 2010/11 ATPPML Board Briefed Complete

Establish ongoing audit program with a frequency of no greater than annually

Q2 2010/11 Audit Program Established

Complete

SUSTAINABILITYGOAL5:ACHIEVE INTERNATIONAL ENVIRONMENTAL BEST PRACTICE

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5.1 Define International Best Practice

Undertake analysis of national and international practice in relation to sustainability initiatives and performance, particularly for like businesses

Q1 2011/12 Report on sustainability best practices for similar enterprises.

Review national and international regulatory frameworks

Q4 2010/11 Report on Regulatory context

National & NSW review completed. International in progress

Establish ATP Best Practice Framework Q4 2010/11 Best Practice Defined for ATP

In progress

5.2 Benchmarking and Standard Setting

Review like organisations (events) for sustainability performance (internationally and nationally)

Q4 2010/11 Review completed

Establish sustainability benchmark for events

Q4 2010/11 Benchmark Established

Review ATP performance against benchmark

Q1 2011/12 ATP Performance benchmarked

5.3 Implement by linking to Goal 3 Review sustainability Action Plan Q2 2011/12 Revised plan completed

SUSTAINABILITYGOAL6:OBTAIN BUY-IN (ENGAGEMENT) FROM ALL RELEVANT STAKEHOLDERS (STAFF, TENANTS, CLIENTS, STALL HOLDERS)

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5.1 Define International Best Practice

Undertake analysis of national and international practice in relation to sustainability initiatives and performance, particularly for like businesses

Q1 2011/12 Report on sustainability best practices for similar enterprises.

Review national and international regulatory frameworks

Q4 2010/11 Report on Regulatory context

National & NSW review completed. International in progress

Establish ATP Best Practice Framework Q4 2010/11 Best Practice Defined for ATP

In progress

5.2 Benchmarking and Standard Setting

Review like organisations (events) for sustainability performance (internationally and nationally)

Q4 2010/11 Review completed

Establish sustainability benchmark for events

Q4 2010/11 Benchmark Established

Review ATP performance against benchmark

Q1 2011/12 ATP Performance benchmarked

5.3 Implement by linking to Goal 3 Review sustainability Action Plan Q2 2011/12 Revised plan completed


6.1 Develop a Stakeholder Management Plan

Develop Plan Q1 2010/11 Plan Developed Completed

6.2 Develop Staff Engagement Strategy

Conduct Staff Engagement Module Q1 2010/11 Module Undertaken Completed

Undertake Staff attitude survey Q4 2010/11 Survey Undertaken (use DECCW template)

Establish staff representation on ATPPML Sustainability Team

Q2 2010/11 Team Appointed Completed

6.3 Implement Strategy and Monitor Outcomes

Implement Stakeholder Management Plan Q3 2010/11 Stakeholders engaged Staff & tenants engaged. Clients in progress

For more information please contact:

AUSTRALIAN TECHNOLOGY PARK PRECINCT MANAGEMENT LIMITED Suite 3220, Locomotive WorkshopAustralian Technology ParkPhone: +61 2 9209 4420Fax: +61 2 9209 4222

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ATP Sustainability Report

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