Inside Construction: How ISI Member Firms are Putting Sustainability into Practice

Sustainability is reshaping the construction industry in many ways—from innovations in low-carbon materials and emissions reduction to equipment electrification and waste diversion. We put three questions to ISI member firms Aecon Group Inc., Granite Construction, and Ulliman Schutte Construction to learn how they are putting sustainability into practice and how the Envision Sustainable Infrastructure Framework is supporting this work. Each firm shared written responses based on its experience and work underway.

Special thanks to Clément Boisellier, Senior Manager, Sustainability, and Prabh Banga, VP of Sustainability, Aecon Group; Raven Adams, Director of Sustainability, Granite Construction; and Zach Lenkay, Project Executive, Ulliman Schutte, along with their respective teams, for their insights.

Question 1: Many construction firms are advancing sustainability through initiatives such as low-carbon materials, emissions reduction during construction of a project, equipment electrification, construction waste diversion, or recycling of aggregates. Is there a specific initiative or project example your team can share?

Aecon Group
Aecon is advancing sustainability through a three-pronged approach that combines strategic emissions reduction, innovation, and practical on-site action. First, Aecon is focused on reducing emissions through the adoption of lower-emission fuels and fleet modernization. A key initiative is the use of renewable diesel across Aecon’s operations, which directly addresses Scope 1 emissions. Produced from renewable feedstocks, renewable diesel provides a lower-carbon alternative to conventional diesel while maintaining the performance, reliability, and operational flexibility required on construction projects. Its successful use across the board at Aecon demonstrates its ability to reduce emissions without impacting project delivery. At the same time, Aecon is also modernizing its fleet through electrification and hybridization. By investing in electric and hybrid equipment, the company is reducing reliance on fossil fuels, improving fleet efficiency, and supporting the industry’s transition to cleaner technologies while maintaining operational performance and competitiveness.

Second, Aecon is driving innovation through pilot projects and strategic partnerships that support the decarbonization of construction materials and processes. One project we are currently working on is our collaboration with CURA to test and validate a low-carbon cement solution designed to significantly reduce emissions compared to conventional cement products. By evaluating the technical and environmental performance of emerging solutions, Aecon assists in accelerating scalable innovations that can reduce the carbon footprint of the built environment without compromising quality or reliability.

Finally, Aecon implements practical, on-site measures that empower project teams to identify and eliminate waste. Through our WasteWalk program, teams are encouraged to step back from daily activities and proactively identify opportunities to reduce waste and improve efficiency. A recent WasteWalk on a transportation project led teams to observe that equipment was frequently left idling when not in use. By raising awareness and encouraging operators and supervisors to reduce idle time, the project was able to lower fuel consumption and associated emissions. Initiatives such as these demonstrate how small operational improvements are delivering sustainable benefits while fostering a culture of continuous improvement across our projects.

Ulliman Schutte
Ulliman Schutte delivers water and wastewater treatment plant infrastructure — which varies greatly in its scope, from minor rehabs to some of the largest & most complex projects in the industry. As expected, this range brings many different sustainability opportunities. When we can, we apply the first principles of the Envision framework to help our clients be sustainable and efficient. The ultimate goal is triple-bottom-line success: maximizing the financial, social, and environmental benefits of a project. This is particularly possible when we get involved early in the pre-construction process and can work with the client and designer to consider sustainability, economics, schedule, and other project priorities.

Additionally, Ulliman Schutte maintains internal efforts to reduce our carbon footprint and improve sustainability.

Because we prefer to “manage the project from the project,” nearly all of our jobsites require temporary trailers and offices. To improve the sustainability and efficiency of these facilities, we have switched to LED lights, high-efficiency appliances, and better-insulated windows, doors, and enclosures. It’s not just a more sustainable temporary office trailer, but also one that our staff considers more comfortable and livable for the duration of the project.

Ulliman Schutte has also prioritized the purchase of hybrid vehicles for their fuel economy and lower cost of ownership. We’ve purchased a few EVs to supplement our existing fleet. As fuel costs fluctuate, we’re evaluating the business case for electrifying a portion of our fleet to help mitigate those swings.

On the heavy equipment side, we’ve been experimenting with our first hybrid tracked excavator. We’re almost two years into the use of a 36-ton class Komatsu PC365 excavator – and so far, we’ve seen promising fuel savings without any negative impact on productivity. Based on this performance, we’ll continue to invest in hybrid heavy equipment and are developing plans to pilot test electric heavy equipment.

Granite Construction
One of our top sustainability priorities at Granite is “Operation Decarb,” our initiative for improving energy efficiency and reducing greenhouse gas emissions. We expanded this initiative companywide in 2025 and established a new personnel structure to support progress in operations at the local level. Every construction region/division is now represented by a sustainability champion, responsible for leading Operation Decarb initiatives. These champions have recruited local teams, drawing on the diverse expertise needed to pursue energy efficiency initiatives, such as equipment managers, environmental engineers, and construction project executives.

Teams across the company have launched local decarbonization initiatives, including fleet optimization, engine idle reduction campaigns, and the deployment of solar technologies on construction sites. For example, one project team recently reviewed data from the first year of using a hybrid solar generator. The generator is being used to power the jobsite trailer with multiple air conditioning units as well as a site ice box, batteries, and other tools required for the project. The hybrid generator system is comprised of a solar panel array and a diesel generator, both of which can generate energy, which is then stored in a battery. The battery then powers the office complex. So far, roughly 95% of the power used by the system has been generated by the sun, creating a significant cost savings in terms of fuel and maintenance costs. Compared to the type of diesel generator that would typically be used on a project site, this hybrid generator has reduced fuel use and associated greenhouse gas emissions. It has also provided the benefit of a significantly quieter working environment for the project team.

Question 2: How did the local context — community based, environmental, or regulatory — shape the way your team approached sustainability on a project?

Granite Construction
The American River Bridge is a key transportation route in Sacramento, California, that connects the eastern side of the capital city to downtown. A Granite-led joint venture, American River Contractors, is rehabilitating the more than 70-year-old bridge. Bounded on both sides by lush riparian corridors and spanning jurisdictional waters, this project has had to navigate the challenges that come with building in proximity to sensitive environmental habitats. Aquatic endangered species present in the area included Chinook salmon, steelhead, and green sturgeon.

The project team addressed environmental challenges and ensured proper measures were in place for protected flora and fauna. For example, part of the construction process required a dewatered workspace, so cofferdams were constructed around the footprint of the new support foundations by driving steel sheet piles with vibratory pile-driving equipment into the channel bed. This process presented several environmental concerns, including noise impact and water pH levels. To mitigate negative impact on protected species, the piles were driven with an aquatic sound attenuation device that reduced the transmission of sound through water. To mitigate elevated pH, water from the cofferdams was pumped into tanks on land and treated for reuse for dust suppression, or dirt compaction, or discharged into an infiltration basin. Dedicated environmental professionals, using robust management systems, ensured compliance with environmental requirements during these critical activities. 

Ulliman Schutte
Our entire business is delivering reliable water treatment infrastructure to our surrounding communities and environment. Being efficient is fundamental to our success as a builder. Sustainable projects are just a part of our DNA and culture. Our dedication to “Building a Better Environment” naturally aligns with many of our clients who are also interested in pursuing the benefits of a more sustainability-focused project approach. The Envision framework offers a great way for our teams to incorporate this shared goal on our projects.

Another effective mechanism that we’ve integrated into a contract is a shared risk/reward structure tied to regulatory compliance. For example, if the project team directly caused a National Association of Clean Water Agencies (NACWA) permit violation during construction, Ulliman Schutte was obligated to pay a fine to the utility. However, if the project reached substantial completion without a regulatory permit violation, Ulliman Schutte received a financial incentive. This structure reinforced a shared commitment to environmental stewardship throughout project execution.

Aecon Group
The recently opened Gordie Howe International Bridge project, centered around a 2.5‑kilometre cable‑stayed bridge with six lanes and two approach bridges, is a great example of how local environmental and community context shaped our sustainability approach to the project. Given its location near sensitive wildlife habitats, the team recognized early on that standard practices would not be sufficient and took a more proactive approach to environmental stewardship.

To address these challenges, environmental mitigation measures were integrated directly into construction planning rather than treated as separate requirements. Targeted actions were implemented to minimize impacts on local ecosystems, including deterrent strategies to prevent migratory birds from nesting in active construction areas. This helped avoid disturbance during critical periods while allowing construction to proceed efficiently. At the same time, the project emphasized strong community engagement and the delivery of community benefits through local partnerships, guided by the project’s community benefits plan. The plan contained two pillars: a Workforce Development and Participation Strategy and a Neighborhood Infrastructure Strategy. Together, these efforts supported compliance with regulatory requirements, protected biodiversity, and contributed to public recognition of the project, including industry distinctions such as the Community Benefits Award – Project and the Social Responsibility Award.

Question 3: Do you see benefits or perspectives coming from use of the Envision Framework in terms of staff training, project application, or impact on broader sustainability initiatives?

Ulliman Schutte
On our projects, we talk a lot about delivering triple-bottom-line success. This is especially achievable on a collaborative delivery project, where the builder gets a seat at the table early in the pre-construction and design process. The Envision framework is a great rubric to follow during these processes to help build momentum in the right direction.

Whether the project team decides to pursue verification or not, the path that Envision lays out can help teams make better, more informed decisions towards the triple bottom line. Understanding how the framework can be applied on almost any project – and simply knowing that it is an available tool – is integral to the Envision program’s success.

We have also found a lot of benefit in encouraging our team members to pursue the Envision Sustainability Professional (ENV SP) credential, as that further empowers our engineers to apply a holistic, sustainable outlook on how we build. Over the years, we’ve had several members of our leadership and operations team receive ENV SP credentials, and we look forward to seeing that number grow.

Aecon Group
One of the biggest benefits we have seen from Envision is its ability to make sustainability tangible for project teams. Many employees may not have a sustainability background but Envision gives them a practical framework to understand how decisions made during planning, design, procurement, and construction influence broader environmental, social, and economic outcomes. It helps move conversations beyond compliance and encourages teams to ask better questions around topics such as climate resilience, stakeholder value, resource efficiency, and long-term asset performance.

From a project application perspective, we have found Envision particularly valuable as a collaboration tool. The framework brings together disciplines that don’t traditionally sit around the same table—construction, engineering, environment, operations, community relations, and owners—to identify opportunities that might otherwise be missed. On many projects, the greatest value isn’t necessarily the final rating; it’s the discussions that happen during the evaluation process and the improvements that result from them.

At an organizational level, Envision has helped elevate sustainability from a reporting exercise to a project delivery strategy. It creates consistency across projects, provides a common language when engaging clients, and helps teams identify innovations that deliver measurable value, whether through reduced resource consumption, improved community outcomes, enhanced resilience, or lifecycle cost savings. As client expectations continue to evolve, having people trained in Envision gives organizations the capability to proactively integrate sustainability into infrastructure delivery rather than reacting to requirements after they are imposed.

We also strongly believe Envision’s greatest long-term contribution is cultural. It helps build a workforce that naturally incorporates sustainability considerations into everyday decision-making. Over time, that mindset shift can have a greater impact than any single verified project because it influences how future projects are conceived, designed, and delivered.

Granite Construction
Granite has benefited from using the Envision system on all these levels—staff training, project application, and our broader initiatives. Our main learning and development initiative for sustainability has revolved around Envision Sustainability Professional (ENV SP) training, and more than 30 Granite team members have completed the ENV SP credentialing process. This is empowering team members embedded in operations to improve Granite’s approach to sustainability in the field and deliver more value to our clients.

Granite is currently helping a client pursue Envision verification for a major infrastructure project, and applying the framework has challenged the team to elevate their approach to sustainability. Some of the notable improvements on the environmental side involved balancing earthwork, reusing materials, and reducing truck hauling. The project team optimized site grading to reduce excavation by 11k cubic yards, recycled more than 86k tons of existing aggregate base material, repurposed over 319k tons of surplus soil on an adjacent client property, and avoided more than 1.4M truck miles and associated emissions. Using Envision to get clients more engaged in sustainability has also helped our operational teams understand the value of sustainability as a differentiator and competitive advantage, which has helped raise the profile of our sustainability program within the company.

Together, these examples from ISI member firms demonstrate how construction can advance sustainability, environmental mitigation, and resource management goals from low-carbon materials and equipment electrification to emissions reduction, construction waste diversion, and aggregate recycling. These initiatives show how sustainability can be integrated into construction practices in practical, measurable ways—and how using Envision can help project teams advance and demonstrate progress toward these goals.