In the ever-evolving landscape of sustainable architecture, few individuals have left as indelible a mark on Australia’s environmental progress as Sue Salmon, a visionary whose efforts have redefined the commercial property sector. Raised on a farm as the eldest of eight siblings, Salmon developed a profound connection to the natural world, coupled with a resilience that would later fuel her groundbreaking initiatives. This unique blend of personal grit and passion for nature propelled her into a career dedicated to transforming how buildings are designed and operated, prioritizing energy efficiency and reduced environmental impact. Her journey, marked by both formidable challenges and remarkable triumphs, offers a compelling narrative of innovation and determination. At the heart of her work lies the creation of the Australian Building Greenhouse Rating (ABGR) scheme during her tenure at the Sustainable Energy Development Authority (SEDA) in New South Wales (NSW). This pioneering program, which later evolved into the National Australian Built Environment Rating System (NABERS), sought to revolutionize building standards by introducing measurable, performance-based metrics. Salmon’s story is not just one of policy and technical advancement but also of persistent advocacy against industry skepticism, showcasing how individual resolve, backed by scientific rigor, can drive systemic change in a sector often resistant to transformation.
The Foundation of a Visionary Leader
Salmon’s early life on a rural farm instilled in her a deep appreciation for the environment, shaping her worldview long before sustainability became a mainstream concern. Growing up in a large family, she learned the value of perseverance and adaptability, traits that would prove invaluable in her professional endeavors. Her entry into the realm of sustainable energy was almost serendipitous, yet it aligned perfectly with her intrinsic drive to protect natural resources. At SEDA, she found a platform to channel this passion into actionable change, focusing on the commercial property sector as a critical area for reducing greenhouse gas emissions. Her role in developing the ABGR scheme marked the beginning of a transformative era, where buildings were no longer just structures but active participants in environmental conservation. This initial step was underpinned by a belief that measurable standards could shift industry practices, a vision that required both courage and strategic foresight to pursue in an era when such ideas were often dismissed as impractical.
The personal foundation of Salmon’s journey cannot be understated, as it provided the emotional and ethical grounding for her professional mission. Her rural upbringing fostered a sense of responsibility toward the land, translating into a career where every policy push was a step toward preserving the environment for future generations. Joining SEDA offered her the opportunity to work within a framework that supported innovative energy solutions, allowing her to collaborate with like-minded experts who shared her commitment. The creation of ABGR was a bold move, aiming to set a benchmark for building efficiency at a time when the concept was largely untested in Australia. Salmon’s ability to navigate this uncharted territory, driven by a blend of personal conviction and professional ambition, laid the groundwork for what would become a national standard, influencing how developers and tenants alike approached building performance.
Scientific Pillars of the Green Movement
Central to the credibility of the ABGR initiative was the scientific expertise brought by physicists such as Dr. Bill Hare and Dr. Paul Bannister, whose contributions provided a robust foundation for Salmon’s advocacy. Dr. Hare’s early efforts in raising awareness about the greenhouse effect, including impactful presentations to the NSW parliament decades ago, helped establish a public and political understanding of environmental urgency. His work with advocacy groups underscored the need for science to inform policy, creating a backdrop against which programs like ABGR could gain traction. Meanwhile, Dr. Bannister’s technical prowess was instrumental in crafting the operational energy performance methodology that became the backbone of the rating system. Under SEDA’s direction, his approach ensured that assessments were not only accurate but also practical for widespread application across diverse building types.
The partnership between scientific minds and policy innovators proved to be a game-changer in lending legitimacy to the green building movement. With methodologies grounded in rigorous data, Salmon could confidently promote the ABGR scheme to an industry often wary of unproven concepts. This scientific backing mitigated doubts about the feasibility of rating systems, allowing discussions to shift from skepticism to implementation strategies. The emphasis on operational performance, as opposed to theoretical models, meant that building owners could see tangible results, further reinforcing trust in the program. This collaboration highlighted a critical lesson: environmental initiatives must be supported by undeniable evidence to withstand scrutiny and drive lasting change in competitive sectors like commercial real estate.
Designing a Market Transformation Strategy
Under the strategic guidance of Cathy Zoi, SEDA’s chief executive with extensive experience in U.S. energy programs, the ABGR was conceptualized as a deliberate tool for market transformation. The objective was clear: to pivot the commercial property sector toward prioritizing energy efficiency through a transparent rating system initially spanning from one to five stars. This framework was intended to influence not just building design but also tenant preferences, creating a ripple effect across the industry. Salmon envisioned a future where property advertisements would prominently feature ABGR ratings alongside other specifications, making sustainability a marketable asset rather than a regulatory burden. Such a shift required aligning environmental goals with economic incentives, positioning green buildings as both ethically sound and financially viable.
Achieving this vision demanded more than just a technical framework; it necessitated a comprehensive marketing approach to reshape perceptions. A visually striking logo and accessible messaging were developed to educate stakeholders, particularly tenants, about the significance of energy ratings. This branding effort aimed to demystify the concept of greenhouse performance, making it a tangible consideration in leasing decisions. By framing high ratings as a competitive advantage, the strategy sought to spur demand from the ground up, encouraging building owners to invest in upgrades. The underlying principle was to integrate sustainability into the core of market dynamics, ensuring that environmental responsibility became synonymous with business success in the property sector over time.
Overcoming Industry Resistance
Introducing the ABGR to a largely indifferent commercial property sector presented significant hurdles, as energy efficiency was rarely a priority in an era of low energy costs. Building owners often found greater financial relief in securing long-term energy contracts rather than investing in structural improvements, rendering the push for sustainability a tough sell. The fear of disclosing low ratings, particularly those in the zero to two-star range, further deterred participation, as there was little tenant demand for such transparency at the time. This reluctance created a vicious cycle where lack of interest from one side of the market stifled progress on the other, posing a formidable barrier to the program’s early adoption.
Beyond economic disincentives, logistical challenges also emerged as stumbling blocks in the initial rollout of the rating system. Issues such as outdated ratings displayed on building plaques risked undermining credibility, though Salmon opted for a lenient approach to avoid alienating early participants. Another persistent concern was the difficulty in engaging owners of lower-grade buildings, often classified as C or D category properties, which lagged behind in adopting efficiency measures. This gap highlighted the uneven landscape of market readiness, where enthusiasm for green initiatives varied widely across different segments. Navigating these challenges required a delicate balance of patience and persistence, ensuring that the program gained traction without being derailed by early setbacks.
Fostering Industry Adoption Through Engagement
Salmon’s unwavering commitment to stakeholder engagement emerged as a critical driver in gaining industry acceptance for the ABGR scheme, despite initial pushback. Countless meetings with prominent property companies like Investa, Mirvac, and DEXUS became the bedrock of her strategy, slowly building a network of trust and dialogue. Each interaction was an opportunity to address concerns, dispel myths, and highlight the long-term benefits of energy-efficient buildings. The breakthrough moment arrived when Investa’s Chris O’Donnell agreed to rate their portfolio, setting a powerful precedent that demonstrated the feasibility and value of participation. This pivotal decision marked a turning point, proving that industry leaders could champion sustainability without sacrificing competitive edge.
The momentum generated by early adopters created a cascading effect, as other companies began to follow suit, driven by a sense of rivalry akin to sports teams, as noted by Mirvac’s Chris Luscombe. This competitive dynamic underscored the importance of securing influential allies to catalyze broader change across the sector. However, not all responses were immediate or positive, with some high-profile portfolios continuing to resist adoption, reflecting the complex and often slow nature of market shifts. Salmon’s persistence in these engagements, even in the face of lingering skepticism, showcased the necessity of sustained effort in transforming entrenched industry norms. Her approach illustrated that change, while gradual, could be achieved through strategic relationships and relentless advocacy.
Scaling Up for National Impact
To ensure the ABGR program’s sustainability and credibility, its implementation was carefully staged, beginning in NSW under SEDA’s jurisdiction with a limited cohort of trained assessors. This cautious rollout prevented overwhelming the system with unmet expectations, allowing for gradual refinement of processes and methodologies as feedback emerged. As interest and demand grew, additional engineers were trained to expand capacity, ensuring the program could scale without compromising quality. Salmon’s establishment of the ABGR Technical Committee further solidified its foundation by engaging state and federal governments, fostering a unified approach that transcended regional boundaries and set the stage for a cohesive national framework.
Innovative tools like the ABGR Commitment Agreement played a vital role in this expansion, enabling developers to market the projected greenhouse performance of new constructions prior to completion, provided they committed to post-occupancy assessments by accredited professionals. This mechanism not only encouraged forward-thinking design but also maintained accountability, aligning pre-construction promises with actual outcomes. The phased growth strategy balanced ambition with practicality, embedding energy efficiency into the fabric of industry practices while adapting to diverse regional needs. By prioritizing confidence and capacity-building, the program evolved from a localized initiative into a national standard, demonstrating the power of structured development in achieving widespread environmental impact.
Harnessing Demand and Policy Support
A significant catalyst for the ABGR’s uptake was the introduction of demand-side drivers, particularly through strategic government policies that reshaped market incentives. Salmon capitalized on key relationships, such as with NSW Premier Bob Carr, during the launch of the first ABGR Commitment Agreement with Lendlease for a high-rated Sydney head office. This platform allowed her to propose a policy mandating that government tenants lease only buildings with top ratings, specifically 4.5 or 5 stars. Swiftly adopted, this directive created a compelling incentive for property owners to enhance their buildings’ performance, effectively bridging supply and demand to accelerate the push for sustainability within the sector.
Government involvement extended beyond policy to the management of the program itself, ensuring its integrity and impartiality in a competitive industry landscape. By maintaining oversight, authorities prevented potential conflicts of interest that could have undermined the rating system’s credibility. This stewardship was crucial in positioning ABGR, and later NABERS, as a trusted benchmark that stakeholders could rely on without suspicion of bias. The alignment of tenant priorities with building standards through such interventions demonstrated how policy could act as a powerful lever, transforming market behavior and embedding environmental considerations into everyday business decisions in the property realm.
Adapting to Feedback for Lasting Relevance
The early stages of the ABGR program were not without moments of potential derailment, as industry feedback revealed gaps in its initial design that risked stalling progress. A notable critique came from Peter Verwer of the Property Council of Australia, who questioned the methodology’s applicability since it originally assessed only whole buildings without distinguishing between tenant and base building data. Recognizing the validity of this concern, Dr. Bannister adapted the framework to allow separate ratings for these components, aligning the tool with real-world market structures. This responsiveness ensured that the system remained practical and relevant, addressing the nuanced needs of diverse stakeholders.
Further adaptations were necessary as the program sought national expansion, with initial industry support occasionally wavering under logistical and regional challenges. SEDA’s status as a government agency proved invaluable in retaining official backing, facilitating the creation of a National Technical Committee to oversee consistent application across jurisdictions. NSW’s continued leadership in managing the program nationally reinforced its stability, allowing for iterative improvements based on evolving industry insights. These adjustments highlighted the importance of flexibility in transformative initiatives, ensuring that the rating system could withstand early criticisms and grow into a cornerstone of sustainable building practices.
Reflecting on a Legacy of Environmental Progress
Looking back, the enduring impact of Salmon’s work through the ABGR and subsequent NABERS programs stands as a testament to the power of vision and perseverance in the face of daunting odds. Over the decades, these initiatives significantly curtailed greenhouse emissions from buildings across Australia and New Zealand, reshaping industry standards with a focus on operational performance. The adoption of NABERS in international markets, such as the UK, further underscored its global relevance, reflecting a model that others sought to emulate. Salmon’s foundational efforts, bolstered by countless contributors who built upon her work, cemented a legacy of measurable environmental progress.
The journey also mirrored her personal commitment to sustainability, evident in her continued dedication to land restoration on her family farm through tree planting and conservation projects. Her story served as an inspiration, showing that systemic change often begins with individual resolve backed by collaborative effort. As the green building movement gained traction worldwide, the principles she championed—scientific credibility, persistent engagement, and adaptive policy—remained guiding lights. Moving forward, the challenge lies in sustaining this momentum, ensuring that emerging technologies and policies continue to prioritize energy efficiency while engaging new generations of stakeholders to carry the torch of environmental stewardship into the future.
