However, from my side, technology's two greatest benefits in DCO work are offering a non-stop, global workforce and linking spatial data for stakeholders.

In the first instance, we've upgraded how we work together worldwide. We no longer need to be physically located together; we're collaborating in real time, sharing data, and making more empowered decisions. It's a massive advantage, especially when working on finite examination time scales where we can't miss a deadline. We even use a relay system where we use resources in America and Poland to extend our working day. In some cases, I've used our resources in Australia to pick up on my work overnight, and then I resume their contribution once I'm back online in the morning. It creates a seamless 24-hour production line, which we've used on several major projects. The best part? We're not extending anyone's regular working hours; we're just leveraging our global talent.

The second benefit is that our technology links spatial data to people or stakeholder data. Here's an example: if Farmer Jones owns a piece of land within our proposed project area, we must collect data about it. He may oppose the project and won't give access to our survey teams. We need to understand where the farmer stands, investigate any past interactions and find information that could help explain the farmer's motivation. For example, have they had negative experiences with previous projects? Have previous commitments let the farmer down? All this data could help inform how we can resolve the issue or if we need to bypass their land - there may be a smart mitigation or adaptation solution.

This is where technology like Track Record, Project Mapper and our DCO toolkits are critical, as we need to record and present data carefully in real time. It needs to cover everything, including statements of common ground through land agreements, responses, and relevant representations throughout the consenting process. If you don't do this, you won't be able to effectively negotiate with Farmer Jones.

  1. Focus onwhat andhow to turn carbon challenges into opportunities.
    These NSIPs usually require massive infrastructure builds, so the carbon costs are high and rightly hard to justify. You need to create a water-tight and compelling argument for the need for this project, and then you must invest high levels of time and effort into a construction decarbonization plan. It's not just about using materials such as lower-carbon concrete and modularization; it also requires nature-based solutions, biodiversity opportunities and innovation-led sustainability. Everything needs to be questioned and measured, from the fuel used in construction to the system that delivers and removes materials for the machines. Crucially, the significant carbon savings aren't all in what materials you use but in how you build and do things.

Delivering a successful DCO demands collaboration and innovation, but it all relies on a foundation of working from a shared understanding of goals and objectives. Every single team member must be aligned and integrated, and you all need to understand the greater policy context you operate in: what is the bigger picture, and how does your project fit within that? The final takeaway comes down to the consultation and engagement with stakeholders and interested partners - it needs to be robust and thorough, but also offers the space to be creative and innovative.

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Jacobs Solutions Inc. published this content on 15 April 2024 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 15 April 2024 08:04:03 UTC.