In West Cumbria, we’re working with Nuclear Waste Services (NWS) to deliver social value commitments through its Integrated Design and Engineering Framework (IDEF). While the work is still at an early stage, the focus has been on setting strong foundations – shaping the plan collaboratively, targeting support where it can have the greatest impact and working closely with organisations across the programme.

Here, Tracy Badham, Social Responsibility Manager at NWS, and Nicola Gorrill, Social Value Lead at ArchTam, discuss how that approach is taking shape.

Tell us about how you came up with the social value plan.

How does having someone embedded locally strengthen the partnership?

How has collaboration shaped the way social value is delivered in practice?

Nicola, how has your experience on other programmes influenced your approach here?

How are you setting the social value plan up for success going forward?

The post Setting up for success: partnering to deliver social value in West Cumbria appeared first on Blog.

Environmental Business Journal Awards

Strategic undergrounding program
Won by: San Diego Gas & Electric
Award: EBJ Industry Leadership – Strategic Undergrounding Program

The team delivered industry-leading results on a Southern California utility’s Strategic Undergrounding Program, addressing escalating wildfire risks driven by drought, extreme heat and high winds. By placing the environmental team at the center of delivery alongside engineering and construction, ArchTam cut cost per mile, accelerated permitting and significantly increased the pace of undergrounding. The program managed 18 service categories, maintained strong safety and quality, and enabled 112 miles of powerline undergrounding — a 53 percent annual increase and 23 percent cost per mile reduction. Sustainability and equity were embedded throughout, achieving 38 percent Diverse Business Enterprise participation, minimizing environmental impacts, engaging nine Tribes through 37 meetings, and securing more than 500 permits and easements. This integrated model sets a new benchmark for wildfire mitigation and resilient infrastructure.

Realigning the Lower San Acacia Reach: A model for sustainable river management in the Rio Grande watershed
Won by: ArchTam
Award: EBJ Project Merit – Sustainability Model for Rio Grande Watershed

The Rio Grande watershed is critical for water users, ecosystems, and recreation, but its highly dynamic channel has shifted significantly over the past century. To address challenges in the Lower San Acacia Reach — such as channel perching, conveyance losses, and declining habitat — the Bureau of Reclamation is planning a 20‑mile river realignment south of Socorro, NM that works with natural geomorphic trends to improve water delivery, enhance ecosystem health, and reduce long‑term maintenance. ArchTam is supporting a four‑year environmental program with robust stakeholder engagement and regulatory compliance, producing key analyses including a 2024 geomorphology and alternatives report and a 2025 Draft Environmental Impact Statement. This forward‑looking effort integrates engineering, science, and collaboration to strengthen river resilience.

Closing the loop on PFAS: Advanced technology for ARFF vehicle decontamination
Won by: ArchTam, TRS Group, Inc., Denver International Airport
Award: EBJ Technology Merit Awards – PFAS Decontamination

Airports face growing PFAS contamination challenges from decades of AFFF use, intensified by the EPA’s 2024 designation of PFOA and PFOS as CERCLA hazardous substances. Denver International Airport, with ArchTam and TRS Group, implemented a groundbreaking closed-loop cleaning system to decontaminate ARFF vehicles, circulating heated water and cleaning agents through foam systems on each vehicle. After three to five cycles, PFAS levels dropped an average of 98.72 percent, enabling safe conversion to fluorine-free foam without replacing vehicles and saving millions in equipment costs. A total of 20 firefighting vehicles were cleaned, supported by SOP development, rigorous sampling, and validation of analytical results. This innovative, repeatable approach sets a national precedent for cost-effective PFAS remediation and regulatory compliance.

Leading the charge in post-wildfire environmental recovery
Won by: ArchTam and ECC for the U.S. Army Corps of Engineers
Award: EBJ Industry Leadership – Post-Wildfire Rapid Environmental Recovery

After the January 2025 Los Angeles wildfires, the U.S. Army Corps of Engineers led a six-month recovery effort that cleared more than 12,000 parcels, enabling communities to rebuild while safely managing hazards such as asbestos, lead and lithium batteries without harming wildlife or cultural resources. The team’s custom mobile and GIS-enabled apps streamlined more than 27,000 biological and archaeological monitoring forms, reducing errors and accelerating clearance through real-time digital reporting. Working long hours, crews recovered artifacts and documented historic structures, preserving cultural heritage, while the program also provided hands-on training for recent graduates through mentorship with senior experts. This effort set a national standard for innovative, coordinated and resilience-focused disaster recovery.

Klamath Dam removal project
Won by: RES
Award: EBJ Project Merit – Large-Scale River Restoration

When four hydroelectric dams on the Klamath River were deemed environmentally and economically unsustainable, a diverse coalition — led by Tribes — advanced the landmark 2016 Klamath Hydroelectric Settlement Agreement, creating the Klamath River Renewal Corporation to deliver the largest dam removal project in history. The final dam came down in October 2024, and by fall 2025 over 10,000 Chinook salmon had returned to the upper basin. The project restored habitat, reconnected floodplains, improved tribal subsistence resources, created public access to world‑class whitewater, and will return 2,000 acres to the Shasta Indian Nation. ArchTam facilitated federal cultural resource compliance, protected cultural sites, and supported listing part of Kikacéki on the National Register.

Climate Change Business Journal awards

Innovating energy and carbon management for the world’s largest chemical company
Won by: ArchTam and BASF
Award: CCBJ Consulting & Engineering – Sustainability Target Architecture Solution Implementation

ArchTam partnered with BASF to deliver a global energy and carbon management solution that provides transparent, asset‑management GHG estimation to support Product Carbon Footprints. Using BASF’s STArS architecture for data collection on Enablon, ArchTam created a scalable, assurance-ready approach to automize data collection for CO2 emissions that can be rapidly deployed plant by plant. Three proof-of‑concept sites validated the method, enabling expansion across 550 plants worldwide, including Ludwigshafen, Germany. The solution automates significant parts of the data collection for GHG reporting, supports sustainable product design, reduces energy use and lowers operating costs. By combining advanced technology with strategic consulting, ArchTam helped BASF to significantly increase efficiency in the processes and transform complex environmental data into actionable insights.

Building Brazil’s carbon future: A transformative national carbon certification program
Won by: ArchTam, BNDES, Bradesco Bank and Ecogreen Fund
Award: CCBJ Consulting & Engineering – Carbon Certification Program for Brazil

ECORA is a national carbon credit certification program positioned to become a reference for Brazil and the Global South, strengthening trust and transparency while enabling market-wide growth. Structured through ArchTam’s advisory program and formally launched in partnership with BNDES, Bradesco and the Ecogreen Fund at COP30, it enhances security and scalability in a sector that must grow 400 percent by 2030. Integrated with the Conservare Digital Platform, ECORA digitizes the full credit generation lifecycle — from feasibility to retirement — using geospatial analytics, predictive modeling and automated traceability. The solution reduces transaction costs, accelerates certification, and aligns methodologies and safeguards with Brazil’s diverse biomes, regulatory frameworks and socioenvironmental realities. By delivering high-integrity, locally tailored certification and expanding market access, ECORA attracts global investment and supports Brazil’s low carbon transition, demonstrating ArchTam’s leadership in scaling climate solutions.

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Across the nation, our young professionals continue to showcase what it means to deliver a better world through innovative ideas and unparalleled leadership. Their sustainable focused work positively impacts our clients, communities and world for generations. We are excited to congratulate and introduce our ENR 2026 National and Regional Top Young professionals. Read more about each of our honorees.

Here is the full list of people who were recognized for ENR’s Region Top Young Professionals:

ENR East

Marlon Bess, Project Manager (New York, NY)

Marlon’s construction management career began with Hurricane Sandy recovery efforts in Rockaway, Queens, where he collaborated closely with ArchTam Tishman on critical, high-pressure projects. Following this, Marlon joined Leeding Builders Group, where he has experienced rapid professional growth, managing a broad range of trades from large scopes to specialized interior work. Currently, he oversees interior trades — including carpentry, millwork, flooring, tilework, specialties and finishes — on high-end, ground-up residential developments.

Dimitra Karachaliou, Associate Vice President (New York, NY)

Driven by a passion for infrastructure and innovation, Dimitra is Associate Vice President at ArchTam with over 13 years of experience, specializing in Program/Project Management and Controls, and Digital Transformation advisory. She provides advisory services to clients, leading digital transformation initiatives across programs that exceed $2 billion in value. Dimitra began her career as a cost estimator for luxury residential projects. In 2016, she joined ArchTam as Deputy Project Manager and quickly rose to leadership. In 2025, she launched ArchTam’s Digital Transformation Advisory Champions to scale digital consulting capabilities internally.

Celine Sze, Project Manager (New York, NY)

With eight years in the water and wastewater industry, Celine has gained experience in planning, design and design services during construction. As the ArchTam deputy project manager of the New York City Department of Environmental Protection (NYCDEP) Ashokan Reservoir Reconstruction Project, which is part of the largest public works program in the area in more than 50 years, Celine is developing creative solutions to provide more flood-resilient water supply infrastructure in addition to minimizing environmental impacts and enhancing public recreational facilities. Celine is also helping NYCDEP develop a pathway toward energy neutrality at the in-city wastewater resource recovery facilities and carbon reduction across the agency.

Brigid Wright, DBIA, Project Manager (New York, NY)

Brigid began her career at Plaza Construction’s Washington, D.C. office in 2012, working on the historic Monticello Hotel renovation. Her experience expanded across diverse sectors, including schedule and construction oversight for a nationally recognized railcar manufacturing facility in Massachusetts, serving as full-charge Project Manager for the first Fisher Houses in New York City, and managing security and MEP trades for the expansion of Resorts World Casino in Queens. Her background in architecture strengthened her ability to translate design intent into buildable solutions, a skill she applied at Leeding Builders Group while overseeing amenity completion of an ENR award-winning luxury residential tower and tackling forensic construction challenges on The Brooklyn Tower.

ENR Midwest

Tim Prince, Director of SH&E (Indianapolis, IN)

Tim began at ArchTam Hunt as a safety intern on a project in southern Indiana, where he quickly developed a strong passion for the major construction industry. In 2022, he earned a promotion to Regional Manager, where he began shaping his territory in the Central Region of the company. After three years in this position, Tim was promoted to Director of Safety for the Central Region, encompassing over 30 states. Over the past 11 years, Tim has dedicated himself to transforming the safety culture in the construction industry and helping people.

ENR Mountain States and Southwest

Stephanie Tjan, Project Manager/ Environmental Engineer (Albuquerque, NM)

Stephanie has eight years of specialized experience as an environmental engineer and project manager, with a strong track record of leading complex environmental investigations and remediation projects. The focus of her work is on per- and polyfluoroalkyl substances (PFAS), an emerging contaminant of national and global priority. In her current role, she leads high-profile PFAS investigations and pilot studies to treat PFAS contamination at the Department of Defense (DoD) facilities across the country. Notably, she led the development and execution of the first and largest CERCLA Remedial Investigation for a DoD client in Michigan which included a complex and iterative rapid site characterization approach.

Michelle Hoysick, Greater West Transportation Business Development Director (Denver, CO)

Michelle has fifteen years of experience in the transportation industry, demonstrating consistent growth, leadership and impact across her career. She currently serves as Business Development Director at ArchTam, leading strategic growth initiatives for alternative delivery transportation projects across the Great Lakes, Great Plains and Rocky Mountain states. She is also the Colorado business development lead, mentoring staff and contributing to long-term success. Earlier in her career, Michelle was Program Manager Oversight Consultant for several major Denver-area transit projects, including the $6.5 billion RTD FasTracks program, including Denver Union Station, and the West and R rail lines. Michelle was also selected for ENR’s 2026 National Top 20 Under 40 this year.

ENR Texas & Southeast

Erik M. Alcantara, Client Service Manager/Senior Project Manager (Coral Gables, FL)

Erik is Client Service Manager and Senior Project Manager in ArchTam’s Water business line based in Coral Gables, Florida. With over a decade of experience, he leads major municipal programs and projects across South Florida focused on stormwater and flood mitigation, water and wastewater infrastructure, and climate resilience — bringing together planning, design, permitting and delivery to help communities adapt and thrive. He is a licensed Professional Engineer in Florida, a Project Management Professional (PMP), and an Envision Sustainability Professional (ENV SP). He is also active in advancing the civil engineering profession through ASCE leadership and service, including as President of the ASCE Miami-Dade Branch (FY 2025).

Imtiaz Ali, Project Controls – Schedule & Cost Lead (Atlanta, GA)

Imtiaz currently serves as Schedule & Cost Lead at ArchTam, contributing to one of America’s largest transportation programs — a $4.7 billon infrastructure project in Georgia — where he leads the review, analysis and maintenance of integrated project schedules with a strong focus on earned value management and schedule risk mitigation. Earlier in his career, Imtiaz worked on some of the most ambitious developments in the Middle East including the world’s largest indoor sports mall in Dubai.

Tanner Oetjen, Civil Engineer (Houston, TX)

Tanner is a civil engineer at ArchTam with over nine years of experience in transportation design. Tanner works in the Transportation Planning group, a multidisciplinary group that combines elements of traditional transportation engineering, feasibility and long-range planning. He is a key member on major projects across the state of Texas and is currently leading construction phasing for the Wheeler Station Transit Center in Houston. Tanner has also contributed to Fort Worth’s long-term transportation goals, serving as the lead roadway designer for the city’s Master Transportation Plan and the redevelopment of the historic Butler Place site.

The post Celebrating our 2026 top young professionals appeared first on Blog.

Rikona sees the world differently from how you probably do. He grew up in what he calls a “Māori world bubble”.

This doesn’t just mean that he spoke the language. Rikona was fully immersed in the stories and cultures passed down through generations of his whakapapa (genealogy/lineage). For Rikona, it wasn’t until his early teens that he realised most people don’t see oceans, rivers and mountains as alive with the narratives of their ancestors’ experience. That they don’t see beneath the concrete built around them, built upon tribal boundaries more than 1,000 years old, and the obligation to uphold the stories that bind people to place.

ArchTam’s Te Ao Māori journey

Rikona provides a Māori worldview guiding our Te Ao Māori (a world through a Māori lens) journey at ArchTam, as our people develop a genuine understanding of Te Ao Māori and how to embed its principles across the organisation, both internally and in work with our clients. His perspective is the thread that connects us to iwi and mana whenua, growing our partnerships in a culturally informed way.

This journey is grounded in the values, actions and measurable outcomes in our Mahere Rautaki Māori strategy, which keeps us accountable on progress. It documents our commitment to embed Te Ao Māori and acknowledges our obligations to Te Tiriti o Waitangi (the Treaty of Waitangi).

Making the commitment through our Mahere Rautaki Māori strategy was simply the beginning. Rikona joined our team in Aotearoa as Māori Communications Specialist to bring the strategy to life. Real progress and depth could only be achieved through knowledge sharing from someone like Rikona, who has both lived cultural experience shaped by Te Ao Māori, and a practical ability to uplift organisations without alienating people along the way.

Internal shifts: From symbolism to shared responsibility

When Rikona joined ArchTam, his first question was “what’s our karakia?” (a Māori chant often used in the workplace to set intention and acknowledge people and place, and create a sense of respect, safety and connection). He was given a booklet with more than 10 opening and closing karakia to choose from. Of course, it meant the practice was unfamiliar and daunting, and no non-Māori person knew any version by heart.

What came next for Rikona was small but focused: he stripped all the versions back to one opening and one closing karakia. He focuses on educating people about the depth and meaning of the message, working with them until they can recite, understand and confidently share it with others. For Rikona, there’s no point moving on until it becomes lived practice. The change was a small but powerful step that left people wanting to learn more. It has opened the space for richer conversations in which colleagues learn the layers of the meaning in the karakia, and the practice has become normalised as a shared responsibility.

He also led a major clean‑up of language and communications and now encourages staff to check Māori phrasing with him to ensure accuracy across regional dialects and conventions. He empowers staff through his tailored cultural capability training and resources, and mentors a cohort of Māori champions.

External outcomes: The three-step engagement framework

While his earlier work at ArchTam was focused on building internal foundations, Rikona is now deeply focused on showing up genuinely with iwi on projects. Guided by Te Ao Māori, Rikona knows that genuine partnerships aren’t formed in meetings or through job titles, but through understanding iwi (Māori tribes) stories and their whakapapa. His three-step engagement framework is setting the benchmark for forming meaningful partnerships:

1. Pre‑meeting: Project teams meet internally first, sharing who they are, where they are from and who they represent, and deliberately shifting from purely professional identities to full human ones, where laughter and friendly conversation is encouraged.
2. Engagement: They enter hui with mana whenua as people first, professionals second, guided by prompts like “speak as if you’re meeting your best friend’s grandmother” to soften corporate armour and allow whanaungatanga to form.
3. Debrief: They debrief immediately after, before other tasks crowd in, capturing what went well, what felt off, and what needs to change so the next interaction honours iwi time and tikanga better.

As a descendant of chiefs who engaged with the Crown “good, bad and ugly”, he grew up acutely aware of both the promise and the pain bound up in partnership. He’s bringing his worldview and lived experience to create a new standard for iwi engagement on our infrastructure projects.

Penny-drop moments and looking ahead for 2026

For Rikona, the proudest moments in his role are the “penny-drop moments” when colleagues truly realise that Māori connections to land are rooted not in aesthetics or nostalgia but in centuries‑old narratives that carry responsibility across generations, and guide decisions today.

The questions he receives have also deepened. Instead of last‑minute requests for a karakia or a translation on a bid that is already locked in, project teams are involving him early, asking “why”, “how” and “when” as they plan their approach.

In 2026, Rikona’s focus is on deepening what has begun. He wants more teams to embed Te Ao Māori perspectives from project inception rather than retrofitting them at the end.

He will prioritise relationship‑building with iwi outside of live project cycles, aiming by year’s end to have strong, enduring relationships with at least two iwi who know ArchTam not just from tenders. Those relationships will sit alongside the measurable goals in Mahere Rautaki Māori, but for Rikona, they are the truest test of whether the journey is working.

The post Building a Māori worldview at ArchTam with Rikona Andrews appeared first on Blog.

By immersing participants in United States Coast Guard operations through hands-on demonstrations and focused discussions, the program creates an unmatched opportunity to understand the Service’s 11 statutory missions and explore new ways to support them. For ArchTam, participating is both an honor and a responsibility: a chance to listen, learn, and apply decades of expertise to help the Coast Guard execute its mission with agility and confidence.

Immersive learning: Experiencing the United States Coast Guard mission up close

The Coast Guard Industry Academy is designed to embed industry leaders with the Coast Guard across multiple missions and locations. Through interactive sessions and site visits, participants gain firsthand insight into the Coast Guard’s operational challenges and priorities. Now on its fourth cohort, we have participated in the Industry Academy since the program’s inception, sending one representative annually.

Beth Kalapos, ArchTam vice president and federal program leader, who has managed DHS’s Nationwide A/E Services IDIQ for 20 years and led numerous Coast Guard projects, shared her perspective:

Each cohort experiences a series of visits to Coast Guard facilities across the country. During his participation in the third cohort, Nathan Carte, environmental scientist, traveled to multiple locations, including Coast Guard Headquarters in Washington DC, TRACEN Cape May, Coast Guard Yard, Station South Padre Island, Base San Juan, Base Kodiak in Alaska and Base Seattle. These visits offered a firsthand look at the Coast Guard’s diverse missions — from drug interdiction and ports, waterways, and coastal security to search and rescue and protection of living marine resources.

Brendan Grady, project manager and a participant in the Industry Academy’s second cohort, experienced that same mission diversity firsthand. From donning a Gumby suit and jumping into the water at Base Seattle, to observing a helicopter-based search and rescue exercise in Miami, to tactical water training aboard an 87-foot patrol boat, the program offered immersive exposure to the breadth of Coast Guard operations.

A gathering of industry leaders

A hallmark of the Industry Academy is the diverse mix of participating organizations. Leaders from technology, engineering and security sectors work side by side, sharing perspectives and identifying ways to support the Coast Guard more effectively.

Beth reflected on the value of these interactions:

Brendan echoed this sentiment, noting the unusually broad range of industries and people represented — from A/E firms and wireless technology providers to retired military personnel and even public relations professionals.

Looking ahead: Shared commitment to mission readiness

The Coast Guard Industry Academy is more than a training program. It is a forum for shared commitment, where industry partners learn directly from the Coast Guard and identify new ways to contribute meaningful solutions.

For our participants, it deepens our understanding of Coast Guard operations, strengthens relationships and supports our mission to help federal partners operate with confidence.

We are proud to stand with the Coast Guard and fellow partners, bringing the curiosity to learn and the capability to integrate solutions that strengthen security, resilience and mission success.

Header image photo credit: Nathan Carte

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Pumped storage: Europe’s renewable battery

Europe increasingly relies on wind and solar power, but their intermittent nature brings significant challenges. A proven solution lies in pumped storage hydropower — a mature technology that effectively acts as a massive, rechargeable battery. PSH stores excess renewable energy by pumping water uphill, releasing it to generate electricity exactly when it’s needed, providing reliable, flexible power on demand.

Currently, Europe has around 55 gigawatts of pumped storage capacity. Yet, according to the Outlook, we must more than double this capacity by 2050 to reliably support the EU’s energy transition and achieve net zero (p. 24).

Tackling Europe’s ageing hydropower infrastructure

Europe faces an urgent infrastructure challenge: nearly 70 percent of our pumped storage facilities are over 40 years old. These ageing plants need significant modernisation to remain efficient and safe (p. 22). Upgrading existing facilities offers a practical, cost-effective, and rapid route to increasing renewable storage capacity compared to building entirely new plants.

This need for modernisation is also a chance to introduce digital technologies — such as artificial intelligence, more sophisticated predictive maintenance and improved remote monitoring — to boost operational efficiency and minimise down time.

Barriers to new pumped storage development

Despite strong support from developers and grid operators, Europe’s progress on new pumped storage hydropower projects remains slower than desired. High upfront investment — typically exceeding £1 billion per gigawatt of installed capacity — can discourage potential investors. Complex permitting processes, lengthy project timelines, construction risks, and limited availability of specialist contractors and equipment also hold back development.

The Outlook contrasts Europe’s slower pace with the rapid pumped storage growth seen in countries with centralised economies, such as China. However, positive policy changes are emerging. For instance, the UK’s introduction of a ‘cap and floor’ financial model seeks to strike a balance by giving investors greater certainty, while ensuring affordability for consumers and taxpayers.

Addressing these barriers will be crucial if Europe is to fully harness pumped storage’s potential for a secure, renewable energy future.

Sustainability is non-negotiable

The Outlook emphasises that Europe’s pumped storage expansion must prioritise sustainability. In a region where environmental regulations and public expectations are high, careful planning, rigorous environmental assessments, and meaningful engagement with local communities are crucial.

Digital innovation powering progress

Europe is uniquely placed to lead in hydropower digitalisation. The Outlook underscores the transformative impact of digital solutions on pumped storage facilities (p. 46). Digitalisation doesn’t just make pumped storage operations more efficient — it significantly reduces environmental impacts and operational costs.

The question is pace

Across Europe, the need for grid-scale storage is widely recognised. The challenge isn’t awareness — it’s action. Governments and energy providers understand that without substantial investment in pumped storage, the transition to a low-carbon energy system won’t be achievable or reliable. The real question now is how quickly we can deliver the infrastructure needed to support it.

At ArchTam, we’re committed to supporting this important transition. With our global expertise and local knowledge, combined with a focus on sustainability and innovation, we’re ready to help Europe accelerate the rollout of pumped storage.

Explore the full 2025 World Hydropower Outlook here.

The post Powering Europe’s net zero future: Why pumped storage hydropower is vital appeared first on Blog.

Whether it be adopting energy management technologies like smart grids or implementing innovative energy management systems and storage solutions, significant energy investments that drive operational, economic and environmental benefits will continue to shape Canada’s energy future. The challenge going forward however will be balancing environmental commitments with immediate economic priorities.

Shifting geopolitical landscapes

While looming U.S. tariffs are forcing Canada to rethink its export strategies with greater interest in traditional energy sectors like liquid natural gas, Prime Minister Mark Carney plans to implement numerous financial incentives to promote sustainable energy alternatives. This is good news for organizations working to achieve net-zero targets, but their success will ultimately hinge on effective implementation while also navigating economic and political uncertainty.

On the global stage, similar challenges exist. In this recent Utility Dive article by ArchTam’s Adrian Del Maestro, Resetting net zero: What next?, he cites a 2024 decrease in the growth rate of clean energy investment, particularly in emerging technologies like hydrogen and carbon capture and storage.  He also emphasizes the importance of grid modernization and the integration of renewable energy sources.

Embracing technology and innovative thinking

Even though today’s geopolitical landscape threatens collaboration and makes whole-systems thinking more difficult, we’re also experiencing incredible momentum for innovation. Organizations are embracing intrapreneurship to spark accelerated digitalization and a collective desire to create positive societal outcomes. What’s more, technologies that help store, transport and recover energy are transforming how we design, build, and operate today’s infrastructure and its supporting systems.

To align with these rapid technical advancements, we have reimagined how we work and lead in energy transition. Our Sustainable Legacies strategy not only defines the meaningful action needed within our organization, it outlines how we extend our deep technical expertise to best serve our clients.

Our global Water and Environment Advisory business led by Jill Hudkins is an example of where we bring together experts in digital water, asset transformation, strategic energy advisory, resilience planning, climate change mitigation, and ESG to solve our clients most pressing challenges. Their work supports high-growth needs in an increasingly resource-constrained world. Coupled with our world-class program management expertise, we’ve further elevated the value of technical excellence to meet the rapidly growing size, scale and complexity of today’s critical infrastructure.

For over two decades, we’ve helped evaluate and develop renewable energy systems — biomass, solar, wind, hydroelectric, geothermal — and continue to expand our capabilities in emerging areas like hydrogen, nuclear, and future fuels. Across Canada, we’re helping local partners upgrade aging grid systems, strengthen disaster resilience, and build new infrastructure to connect renewable sources to where power is needed most.

We also understand the significant role Indigenous communities play in energy transitions and are committed to implementing the Truth and Reconciliation Commission of Canada Call to Action #92. This includes building respectful, long-term relationships; supporting equitable access to employment, training, and procurement; and advancing economic participation for Indigenous Peoples.

Our work with Henvey Inlet First Nation to deliver a 300-megawatt wind farm on their traditional territory is one such example. With approximately 15 percent of project staff coming from the Anishinabek Nation, we worked closely with the community on environmental assessments and workforce planning to ensure knowledge transfer on local ecosystems and species-at-risk. This project now delivers clean power to 100,000 homes annually.

Looking ahead, Canada’s energy future will be shaped by more than technology — it will be influenced by economic shifts, social and environmental priorities, and evolving public policy. By engaging with clients early and holistically, we evaluate regional opportunities, mitigate organizational risk, and build tailored roadmaps that drive enduring positive outcomes. We are transforming how we deliver — investing in AI, knowledge management, and digital tools that enhance how we work and maximize impact.

Ultimately the success of sustainable energy requires participation from everyone — regulators, industry, transmission companies, large-scale energy users, and public entities. It also demands an all-encompassing, systems-based approach that champions innovation, equity and collaboration. By integrating advisory services that are deeply rooted in technical expertise and a commitment to our Sustainable Legacies strategy, we are supporting communities across Canada and throughout the world in building a clean, resilient and inclusive energy future.

The post What lies ahead for Canada’s green energy sector? appeared first on Blog.

In line with this year’s theme, #TogetherWeEngineer, we asked our women engineers how they collaborate — across teams, regions and with clients — to solve challenges and deliver a better world.

Lindsay Stafford, Senior Civil Engineer
Queensland, Australia

From the start of my career, I’ve prioritized building a strong network of mentors. That foundation has grown into a broad internal network that’s essential to how I work — especially in a region where collaboration across business lines and geographies is key to delivering better engineering outcomes.

One of the most rewarding projects I’ve worked on involved a small, remote community facing long-term water scarcity. Their pipeline had been failing for years. We partnered with them from the bid phase through to commissioning — securing funding, diagnosing the issue, and delivering a full design solution. The moment the new pipe was turned on and water flowed again was a powerful reminder of why we do what we do.

Whether virtually or in person, collaboration is at the heart of every successful project. It starts with trust, grows through shared goals, and results in solutions that truly make a difference.

Becky Wong, Technical Director, Water
Hong Kong

In engineering, sustainable outcomes often rely on cross-disciplinary collaboration. On a new town development, I worked with hydrology, ecology, landscape, and geotechnical teams to preserve a natural river course while meeting flood protection standards. The result was a resilient, ecologically rich corridor that balanced technical and environmental goals.

Client collaboration is just as vital. On a project for the Civil Engineering and Development Department (CEDD), we expanded our drainage solutions to support nearby rural villages. By co-developing upstream and downstream improvements, we delivered a more inclusive and climate-resilient outcome.

In another project, we designed a closed-loop water system to reduce reliance on external potable sources. Working with government departments, we integrated sewage collection, treatment, and reuse — cutting emissions and supporting long-term sustainability. These projects show how collaborative engineering can meet complex challenges and deliver lasting value.

Marcia Tobin, VP, Flood Risk Solutions
Knoxville, TN, U.S.

Leading a 250-person flood risk team across the U.S., I’ve experienced firsthand how collaboration fuels better outcomes. Our multidisciplinary team — comprising planners, scientists, GIS specialists, and water resource engineers — delivers essential flood risk data that helps communities prepare for and respond to disasters. By working together and partnering with our clients, we provide data, analysis and most importantly, actionable insights that make a difference.

We take a “best athlete” approach, assembling talent from across our Water business as well as Transportation, Environment, and Buildings and Places. This approach means that every project benefits from the right mix of expertise. Whether it’s partnering with FEMA on risk mapping and disaster response or co-developing a flood resiliency tool in North Carolina using Agile methods, we tailor our teams to meet the unique demands of each challenge.

In Texas, we piloted a scalable flood risk analysis using LIDAR and aerial imagery, collaborating with state officials to create a tool that informs mitigation strategies and strengthens resilience. Across all our projects, it’s this spirit of collaboration — across disciplines, regions, and with our clients — that transforms data into action and engineering into lasting impact.

Harriet Ridler, Engineer
Basingstoke, U.K.

Coastal protection is a team effort. Our work focuses on shielding inland communities and infrastructure from flooding and erosion, requiring input from multiple engineering disciplines. In my role, I coordinate across internal and external teams — highways, drainage, geotechnical, landscape, and public engagement, environmental and heritage fields.

A great example is the Langstone FCERM scheme that we’re helping Coastal Partners, our client, to deliver. The client led on the environmental appraisal and stakeholder engagement, while we supported the process and co-developed the design. Joint workshops helped shape the final proposal, now submitted for planning. Public support has risen significantly since project inception, showing the value of collaboration.

I’m also working on the £150 million Havre des Pas scheme in Jersey, which balances new coastal defenses with community benefits. The site’s sensitive designations pose challenges, but through close work with the Government of Jersey and local officers — and aided by 3D modeling — we’ve agreed on key design principles and are progressing positively.

Alice Custard, Wastewater Group Manager
Markham, Ontario, Canada

Collaboration is at the heart of how I work — across disciplines, regions, and project phases. One of the greatest strengths of working at ArchTam is the ability to draw on global expertise. Whether it’s a familiar challenge or something entirely new, I’ve always been able to find the right expert. On a recent project involving a technology not yet used in Canada, I brought in a colleague with years of international experience. His insights helped us deliver a more informed and effective solution.

That same spirit of collaboration extends beyond internal teams. I’ve worked closely with clients, operators, stakeholders, and rightsholders to shape better outcomes. At the Kitchener Wastewater Treatment Plant, I was on-site daily during commissioning — sometimes even on night shifts — working directly with Plant Operators to troubleshoot and get the headworks running. That hands-on teamwork was essential to delivering our shared vision.

My wastewater team continues to be one of my proudest achievements. Together, we protect the environment, mentor others, and grow as professionals. We collaborate not just as a process team or a project team — but as a team committed to building a better world.

Kelly Giesing, Civil Engineer
San Diego, CA, U.S.

Across dam design projects, I’ve seen how collaboration drives better outcomes — especially with clear communication. I set expectations early on around schedule and budget and hold regular check-ins to keep teams aligned. With strong leadership, cross-disciplinary teamwork becomes a real asset.

A recent project with San Diego Gas & Electric showed this in action. We expanded our geotechnical scope to include civil design and worked with the contractor’s structural subconsultant. The client was highly engaged, and during construction, we served as their on-site representative — streamlining decisions, reducing costs, and ensuring success.

Environmental collaboration also matters. On one dam project, I worked with an environmental consultant to reroute access roads and staging areas away from sensitive habitats. The design impact was minimal, but the ecological benefit could be significant — proof that smart engineering can serve both people and the planet.

Jade Singleton, Group Lead, Resources + Industry
Western Australia

Effective collaboration starts with communication. By regularly connecting across teams and regions, we ensure the right skills are matched to the right projects — delivering better outcomes for clients and broader opportunities for our people.

A recent example involved a trip to Port Hedland for a project. Knowing another client also operates nearby, I reached out. That quick conversation led to a site visit and early input for a new proposal — maximizing value for both clients through simple, proactive collaboration.

In the mining and resources sector, this kind of thinking matters. These industries power everything from infrastructure to clean energy. Every project we deliver helps make resource extraction safer, more efficient, and more sustainable — contributing to a better world for everyone.

Meghan Cooke, Process Engineer (EIT)
Burnaby, British Columbia, Canada

For the French Creek Pollution Control Centre Stage IV Expansion Project, I work with colleagues across business lines within the Canada West region to coordinate efforts as both a Process Engineer in Training and Project Coordinator. Using tools like Autodesk Construction Cloud and Microsoft Teams, we ensure smooth communication across disciplines in this integrated project delivery (IPD) model.

The IPD model brings the contractor, client and consultant together under a poly-party agreement, encouraging collaboration and finding solutions that are best for project. Biweekly co-located meetings with all key participants — owner, design team and contractor — foster open dialogue and shared problem-solving. I help facilitate these sessions to ensure all voices are heard and aligned.

One major success has been addressing the facility’s odor control challenge — a key concern for the local community (the area is unofficially referred to as “Stench Creek”!). Through close collaboration, we’ve designed effective solutions that will improve air quality and enhance residents’ quality of life, demonstrating the power of teamwork in delivering meaningful community impact.

Ruby Yew, Executive Director, Water
Hong Kong

In infrastructure projects, collaboration is essential. I promote open communication across teams and regions, ensuring shared goals and respect for diverse perspectives. This approach helps us solve complex challenges efficiently and inclusively.

When unforeseen ground conditions threatened piling progress on a project, we worked closely with the client to identify a design review as the best mitigation strategy. We fast-tracked the revised design and submitted it within two days, enabling the client to secure approval from the Geotechnical Engineering Office within a week. This swift, coordinated effort helped us avoid costly delays and keep the project on track.

Another example is the Queen’s Hill public housing development in Fanling, where we faced the absence of a sewerage system. Collaborating with the Fanling North NDA and Queen’s Hill Development teams, we developed an interim sewerage scheme that cut installation time from 4.5 years to three. By integrating this with the permanent system, we not only saved time and costs but also improved energy efficiency.

Lorreta Agnew, Technical Director, Dams
New South Wales, Australia

In engineering, collaboration and communication go hand in hand. Having worked extensively in virtual environments, I’ve learned that regular, effective communication — whether through chat, video, or calls — is essential to keeping teams aligned and projects on track. Trust is equally important. Whether working with clients or colleagues, transparency and honesty build the foundation for shared success. It’s about navigating challenges together and learning from one another along the way.

A standout example is the Upper Nepean Risk Review, part of our work on large dam safety projects. I led risk management efforts, collaborating with structural, geotechnical, and geology teams, as well as clients and expert reviewers. Together, we assessed dam safety and identified critical upgrades to protect downstream communities. This project is a reminder that when we communicate openly and collaborate effectively, we don’t just deliver technical solutions — we help create safer, more resilient communities.

Martha Newman, Principal Engineer, Water
Basingstoke, UK

Since COVID, remote working has made it easier than ever to collaborate across regions. Based in North Wales, I regularly work with colleagues from Basingstoke to Belfast, staying connected through Teams calls and site visits. I’ve never felt more in sync with my colleagues across the country.

A great example was the Bedford to Milton Keynes Waterway Park. The client wanted a press release to announce the project, so I worked with Communications to deliver it. It was picked up by the BBC and New Civil Engineer, raising awareness of the project, the client and sparking new industry connections.

Another highlight was managing the Millmead Fish Pass with the Environment Agency. It brought together specialists from multiple disciplines and stakeholders. Hydraulic modelling helped us balance the needs of fish and eel migration with those of recreational river users. Construction is planned for this summer.

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As New York City continues to invest in transportation infrastructure and reevaluate land use policy, the conversation around transit-oriented development (TOD) has never been more relevant.  The upcoming Bronx Metro-North stations provide an insightful case study of the power and promise of integrated land use, transportation and community advocacy.

The East Bronx has long been considered a transit desert with limited direct access to Manhattan’s West Side and major job centers.  MTA’s Penn Station Access project aims to rectify this with a new commuter rail service to Penn Station for New Yorkers living and working in the East Bronx as well as direct Metro-North connection from Manhattan’s West side to the Bronx, Westchester and Connecticut. The regional rail service is estimated to arrive in 2027 with four new ADA-accessible stations at Hunts Point, Morris Park, Co-op City, and Parkchester/Van Nest. And with the new stations will come access to jobs, housing, amenities and more.

Kristopher explains some of the anticipated outcomes of the project.

The impact of four new stations

As part of Metro-North Railroad’s extension of the New Haven Line, four new stations will be created in the East Bronx. Kimberly McNabb, Deputy Director of Planning and Development, Office of the Bronx Borough President, explains how the introduction of these stations contributes to the goals for the borough.

Achieving wider goals

Coupled with the recent City of Yes initiative, which re-zoned land use around the proposed stations from commercial and manufacturing to residential, the City Council anticipates the creation of 7,000 new housing units. Michael Kavalar, Senior Team Leader, New York City Department of City Planning, shares details of the goals of NYC planning work beyond land use actions.

The benefits of TOD

Jessica Wurwarg, Director of Planning, Policy and Economic Development, Transit Oriented Development, MTA Capital Construction and Development, explains why the MTA is interested in transit-oriented development at these four commuter rail stations.

The role of TOD within the wider NY Metro regional framework

Moses Gates, Vice President for Housing and Neighborhood Planning, Regional Plan Association explains:

To learn more about how we’re working with partners to deliver transformative transit-oriented developments, contact Kristopher Takacs.

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Climate Change Business Journal Awards

Greater Toronto Airport Sustainable Design and Construction Guideline
Won by: ArchTam’s client, Greater Toronto Airports Authority (GTAA)
Award: Advancing Best Practices:  Sustainable Airports

The GTAA manages and operates Toronto Pearson International Airport, North America’s second largest in terms of international traffic. The GTAA is launching significant investments in their facilities and terminals, aimed at transforming Pearson into one of the most advanced, sustainable and passenger-friendly airports in the world. Aligning to their environmental master plan goals, the GTAA and ArchTam developed a Sustainable Design and Construction Guideline, a framework incorporating leading sustainable design practices into their facilities program. The guidelines include LEED sustainability certification, Envision, and the Canada Green Building Council Net-Zero Design Standards, while addressing critical areas such as circular design and construction, climate resiliency, sustainable transportation, water management, energy efficiency, carbon emissions/air quality, materials, resources, zero-waste strategies, and construction logistics.

Building Climate Resiliency into the Colorado River Basin: Water Operations and Management Compliance
Won by: ArchTam
Award: Project Merit: Colorado River

Covering 250,000 square miles, the Colorado River provides water to 40Mpeople (including 30 tribes) and 5.5M acres of agriculture, while supporting hydroelectric renewable power, recreation, and rich ecological communities. Prolonged drought is stressing this lifeline and causing aridification. To provide long-term resiliency, ArchTam is working with the U.S. Bureau of Reclamation in developing revised dam operations and providing all required environmental compliance.  Given the multi-decade planning horizon and significant unknowns around future flows and demands, ArchTam is applying a first-of-its-kind approach within the Decision Making Under Deep Uncertainty framework to assess the impacts of different operational alternatives. ArchTam is facilitating a comprehensive stakeholder engagement process and addressing compliance for over 10 listed species under the Endangered Species Act.

The Natural and Nature-Based Solution Job Aids
Won by: ArchTam
Award: Advancing Best Practices: Nature-Based Solution

Developed in collaboration with FEMA and not-for-profit organizations, these resources empower local communities, planners, and engineers to integrate nature-based solutions into infrastructure and hazard mitigation projects.

Addressing rising sea levels, coastal erosion, and intensified storm events exacerbated by climate change, the three job aids — shoreline and dune stabilization and restoration, bank stabilization, and stormwater management — offer practical guidance for designing projects that harness natural systems such as wetlands, mangroves, and vegetative buffers. These solutions reduce risks, improve water quality, and enhance biodiversity while promoting sustainability.

Tailored to Puerto Rico’s unique geography and ecological challenges, the job aids bridge the gap between science and actionable strategies.

City of Guelph Drought Response Operational Plan
Won by: ArchTam’s client, City of Guelph
Award:  Advancing Best Practices: Drought Response Planning

The City of Guelph is one of the largest groundwater-based cities in Canada. Groundwater can be slow to replenish and with Provincial population growth pressures, a long-term plan was required to manage the impacts of drought. The City’s goal was a plan to minimize economic and ecological losses, while meeting the requirements of its customers and maintaining human health. The plan was developed using statistical and modeling analysis informed by the City’s extensive groundwater monitoring dataset. These tools provide a robust and multi-layered approach to sustainably managing the resource and maintaining essential water distribution to the community. The Drought Response Operational Plan identifies thresholds for increasing levels of drought severity and actions for the City to take at each level.

Environmental Business Journal Awards

Circular Approach to Algae Improves Water Quality
Won by: ArchTam
Award: Environmental Business Journal, Industry Leadership

Excess nutrients entering surface waters lead to uncontrolled algae growth and hypoxia, creating marine life “dead zones”. The Gulf of Mexico’s 6,500-square-mile dead zone poses risks to aquatic life and human health, such as Florida’s Red Tide event from 2017-2019, which caused $1 billion in losses. Agricultural stormwater runoff, rich in nitrogen and phosphorus, is a major contributor. The EPA is addressing this through initiatives like the NWFWMD Algae Harvesting Project which tested ArchTam’s patented Hydronucleation Floatation Technology (HFT) to reduce nutrient discharge and improve agricultural sustainability. The successful NWFWMD demonstration in Florida showed algae harvesting significantly reduces nutrient levels, improves water quality, and that harvested algae can replace up to 50 percent of synthetic fertilizers. 

Next steps focus on scaling this technology to assess its effectiveness across diverse regions and crops.

Strategic Growth for Permitting Capabilities Creates Win-Win Merger
Won by:  ArchTam
Award: Environmental Business Journal, Mergers and Acquisitions

ArchTam’s acquisition of EMPSi marked a significant milestone, exemplifying ArchTam’s commitment to expanding our environmental consulting capabilities and underscores our dedication to delivering sustainable legacies.

EMPSi is a premier industry leader in federal land/water management, delivering complex NEPA projects in Western U.S.  The combination expanded ArchTam’s NEPA practice and federal client base, bringing more than 50 professionals to our growing business.  For EMPSi, this provides new employee career opportunities, additional client capabilities, and continued growth. Both EMPSi founders have stayed with ArchTam and are playing pivotal leadership roles. ArchTam provided ongoing career paths for all employees, and net headcount has increased by 30 percent. We are positioned to continue expanding our value proposition to a broader set of clients, providing robust long-term career opportunities for employees.

California Wildlife Crossing Safeguards Animals and Motorists
Won by:  ArchTam’s client, Midpeninsula Regional Open Space District
Award: Environmental Business Journal, Project Merit

California State Route 17 (SR 17) fragments over 30,000 acres of open space in the Santa Cruz Mountains, limiting wildlife habitat connectivity and preventing the completion of several major trail systems. The Midpeninsula Regional Open Space District (Midpen), in cooperation with Caltrans and the Santa Clara Valley Transportation Authority, will construct a wildlife undercrossing and multi-use trail overcrossing of SR 17 near Lexington Reservoir. This project will improve wildlife passage, increase motorist safety, improve wildlife habitat connectivity, and connect over 50 miles of regional trails and public open spaces.

Midpen is also working on a potential Mitigation Credit Agreement that could generate credits for wildlife connectivity and species such as mountain lion, potentially the first of its kind in California.

Community Engagement Drives Mine Remediation Project
Won by:  ArchTam’s client, Government of Canada
Award: Environmental Business Journal Project Merit

Giant Mine is located on Chief Drygeese Territory, the traditional land of the Yellowknives Dene First Nation, within the Mǫwhì Gogha Dè Nı̨ı̨tłèè Nîîtåèè boundary, on the traditional homelands of the North Slave Métis Alliance in Northwest Territories, Canada.

The project is one of the most expensive federal environmental cleanups in Canada. Comprised of 2,300 acres, eight open pits, tailings ponds, derelict buildings, and contaminated primarily with arsenic, petroleum hydrocarbons, asbestos and lead.

In 2009, ArchTam and WSP embarked on extensive remediation including tailings rehabilitation, contaminated soil management, evaluation of borrow sources, mine water treatment, surface water management, underground stability, highway re-alignment, demolition/debris removal, open pit closure, and closure of mine openings. The team’s freeze design will contain the arsenic trioxide underground.

Innovative Technology Streamlining Environmental Planning and Permitting
Won by:  EarthSoft and ArchTam
Award: Environmental Business Journal, Information Technology

In 2024, EarthSoft, Inc. launched EQuIS PlanEngage and EQuIS Helios, advancing environmental and geotechnical data management software offerings to the market. These tools unify data sources and enhance project management, aiding in understanding complex data. Helios, a knowledge management portal, leverages Microsoft Azure AI for natural language search and machine learning, centralizing unstructured data and reducing costs. It features OCR, advanced search, and enhanced security for data confidentiality and integrity.

EQuIS PlanEngage, developed with ArchTam, is a storytelling platform that visualizes environmental data using dynamic GIS and interactive tools. It facilitates decision-making by regulatory agencies and promotes public health and safety. These tools empower organizations with a holistic, efficient, and secure approach to data management.

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