Sustainability Strategy 2020 8 March Consultation, Opt

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Sustainability Strategy 2020 8 March Consultation, Opt

  1. 1. [DRAFT] Sustainability Strategy For University Council and/or Executive Team x March/April 2010 DRAFT at 8 March 2010 [Version 0.3] Submitted by Aaron Magner Director, UNSW Sustainability
  2. 2. [DRAFT] Contents 1. INTRODUCTION ........................................................................................................................... 3 2. PURPOSE AND SCOPE .................................................................................................................. 3 2.1 Purpose................................................................................................................................... 3 2.2 Scope...................................................................................................................................... 3 2.3 Review.................................................................................................................................... 3 2.4 Sustainability - What does it mean?......................................................................................... 4 3. IMPERATIVES FOR ACTION ON SUSTAINABILITY........................................................................ 5 3.1 Leading by example ................................................................................................................ 5 3.2 Compliance with legislative requirements ............................................................................... 5 3.3 Economic Savings ................................................................................................................... 5 3.4 Corporate Social Responsibility............................................................................................... 5 3.5 Marketing ............................................................................................................................... 5 4. SUSTAINABILITY VISION AND GOALS ......................................................................................... 6 4.1 Vision for Sustainability .......................................................................................................... 6 4.2 Goals ...................................................................................................................................... 6 5. SUSTAINABILITY GOVERNANCE .................................................................................................. 9 5.1 Sustainability Working Group ................................................................................................. 9 5.2 Action Groups ........................................................................................................................ 9 5.3 Student Sustainability Coordinators ......................................................................................... 9 6. OBJECTIVES AND TARGETS......................................................................................................... 10 6.1 Energy and Emissions ............................................................................................................ 10 6.2 Water.................................................................................................................................... 11 6.3 Waste ................................................................................................................................... 12 6.4 Procurement ......................................................................................................................... 13 6.5 Transport .............................................................................................................................. 14 6.6 Planning and Development................................................................................................... 15 6.7 Research ............................................................................................................................... 16 6.8 Learning and Teaching.......................................................................................................... 17 6.9 Governance .......................................................................................................................... 18 6.10 Biodiversity ........................................................................................................................... 19 7. SUSTAINABLE POLICY................................................................................................................. 20 8. SUSTAINABILITY COMMUNICATIONS PLAN ............................................................................. 21 9. REPORTING ON UNSW’S SUSTAINABILITY PERFORMANCE..................................................... 22 ANNEXURE A – UNSW SUSTAINABILITY WORKING GROUP TERMS OF REFERENCE ...................... 23 ANNEXURE B – MEMBERSHIP OF THE SUSTAINABILITY WORKING GROUP ................................... 26 ANNEXURE C – LEGISLATIVE COMPLIANCE REGISTER ...................................................................... 27
  3. 3. [DRAFT] 1. INTRODUCTION No longer can society ignore its responsibilities to sustain current and future generations, nor can organisations pretend they have no part to play in the environmental and social well being of the planet. Amid depleting resources, global warming and environmental degradation, the need for change towards sustainability has become more apparent and important than ever. UNSW academics are researching the causes and impacts of climate change. Our engineers are international leaders in the development of renewable energy technologies. Our economists and social scientists have devised policy responses to slow and combat the effects of diminishing resources. Our students and the UNSW community want and expect our campuses to be models of sustainability through everything that we do, from our buildings, to the way we undertake research and facilitate learning as part of an engaging, stimulating campus community. For UNSW to be a leading research intensive university in the Asia-Pacific region, with a focus on contemporary and social issues, a peer in good standing with the best globally, we must aspire to be a leader in sustainability. Our academics from the Climate Change Research Centre, the school of photovoltaic engineering, the Institute of Environmental Studies and the Centre for Social Impact are leaders internationally in sustainability. Sustainability is identified as a guiding principle in UNSW’s Strategic Intent, B2B Blueprint to Beyond. This means sustainability must be embed into the way the University is lead and managed. This UNSW Sustainability Strategy represents UNSW’s commitment to improve our sustainability performance across all areas of the University. It is a guide to the approach we will take towards sustainability. It is also a challenge to transform our organisational patterns, working across the University to embody the principles of sustainability into everything that we do – from the way we construct our buildings, dispose of our waste, what we purchase, utlise our existing resources and how we measure our performance. The UNSW Sustainability Office is responsible for formalising the change processes required to achieve this objective and to implement and work toward the targets set out in this Sustainability Strategy. This Sustainability Strategy sets out goals in the key operational areas of the University and provides the direction required over the next five to ten years to improve the University’s sustainability with an ultimate goal of making the University environmentally sound, socially responsible and economically viable in all our activities. 2. PURPOSE AND SCOPE 2.1 Purpose This strategy explains what the University plans to do on a day-to-day basis to incorporate the principles of sustainability into the operational plans of the University. It sets out our approach, our goals and performance indicators to measure our success in addressing sustainability across all the core aspects of the University. 2.2 Scope Strategy concentrates on embedding the commitment to sustainability into the University’s governance and formal structures, establishing systems to evaluate and report on performance and increasing participation and ownership of the change towards sustainability amongst the community. This Sustainability Strategy focuses the University on its long-term goals while ensuring we remain accountable. This Sustainability Strategy covers the period from March 2010 to March 2020. The strategy shall be reviewed annually. It includes clear policy commitments, long-term objectives and targets. The UNSW Sustainability Strategy replaces the UNSW Environmental Management Plan 2005- 2010. 2.3 Review UNSW’s sustainability vision, goals and objectives will be reviewed on an annual basis in consultation with staff and students. This process will ensure that our statements are still valid in the context of an ever changing environment. An annual strategy review will also assist in assessing the University’s progress towards them. UNSW Sustainability Strategy 3
  4. 4. [DRAFT] 2.4 Sustainability - What does it mean? Sustainability is meeting the needs of the present without compromising the ability of future generations to meet their own needs. Being sustainable means thriving in perpetuity. For UNSW sustainability has four equal components: Environmental protection To the best of our abilities, negating the impact of our activities on the environment to protect or enhance the local and global ecosystem. Social justice Understanding that our actions affect all members of society and behaving in a way that demonstrates our belief that all people matter. Provide the opportunity for equal employment, decent living and working conditions, support the community in poverty eradication, promotion of full employment and decent work, gender equity and access to social well-being and justice for all. Economic well-being Maintaining and improving our economic viability to the benefit of staff, students and the community but not at the expense of other principles. Economic well-being is a crucial element of human well- being because most aspects of well-being in modern society have to be purchased, including food, water, shelter, health care and comfort. Cultural diversity UNSW values and protects our cultural diversity. This includes cultural diversity reflected in gender, age, language, ethnicity, cultural background, sexual orientation, and religious beliefs. Diversity also refers to the other ways in which people are different, such as educational level, life experience, work experience, (disability and impairment), socio-economic background, personality and marital status. It involves recognising and appreciating the value of individual differences. Sustainability means different things to different people in different contexts. UNSW’s understanding and approach to sustainability recognises that: • Sustainability is both a journey and an end point, aiming for a balance between social justice, environmental protection economic well being and cultural diversity; • Education plays a key role in change towards sustainability and UNSW is in an excellent position to provide this through operational examples of best practice, educational activities and research direction; • Sustainability requires challenges to peoples’ thinking and practices on a continual basis in order change mindsets and build better relationships between people, and between people and their environment; • Issues associated with internationalisation, ethical practice, equality, health, climate change, planning and development, resource use, diversity and biodiversity are all intertwined and linked to sustainability; and, • The active engagement and participation of students and staff is encouraged as this is integral to the successful implementation of initiatives for change. UNSW Sustainability Strategy 4
  5. 5. [DRAFT] 3. IMPERATIVES FOR ACTION ON SUSTAINABILITY Universities are expected to practice what they preach and to be environmentally responsible and socially conscious. Apart from its ethical imperatives, sustainability has numerous other benefits such as financial savings, enhanced public relations image and improved student recruitment and staff engagement. These are some of the imperatives for a focussed commitment towards sustainability at UNSW. 3.1 Leading by example As key institutions in disseminating knowledge and facilitating research and learning, universities cannot teach students one thing in the classroom concerning environmental and social matters, while the administrators practice the opposite on campus. It is an objective of this Sustainability Strategy to make the operations of UNSW a model of sustainability best practice. The University should not simply pass on existing knowledge but rather act as a catalyst of change, encouraging students and staff to take ownership of the environment and the community in which we learn and live. 3.2 Compliance with legislative requirements Sustainability principles are firmly entrenched in Government policy and legislation in Australia and internationally. The key Australian Federal and State Government legislative requirements relevant to sustainability at UNSW are set out in the Environmental Compliance Register [which will be made available on-line]. This compliance table is an important part of UNSW’s system for monitoring legislative compliance, including compliance with environmental laws and regulations across UNSW. Without the appropriate processes in place to identify legal and other obligations with which UNSW is required to comply, there is uncertainty as to whether the University complies with all the relevant legislative and other requirements. Without a legislative compliance framework UNSW may be held liable for non-compliance which will be harmful not only to the natural environment, but may also lead to sanctions by the authorities. UNSW is also a signatory to a number of declarations and charters international treaty compliance obligations. These are also set out in Annexure E including links to the original documents. 3.3 Economic Savings While the cost of operating a large research intensive university in Australia is substantial, this cost can be noticeably reduced while simultaneously decreasing the cost to the environment. Environmental sustainability projects at universities can and have saved thousands of dollars in operating expenses. The Sustainability Office will demonstrate that economic savings can be accomplished at UNSW while working toward our sustainability goals. 3.4 Corporate Social Responsibility Corporations, universities and other organisations can no longer function without consideration for the social and environmental impacts on the community as a result of their operations. UNSW is a large complex institution with substantial water, energy and resource consumption demands. With climate change and diminishing natural resources, it is the responsibility of the University to ensure that all aspects of our campuses are successfully managing consumption, energy and water as efficiently as possible. Ensuring future and building developments are both water and energy efficient is an essential corporate responsibility. 3.5 Marketing Questions of sustainability are not only confined to those students interested in pursuing environmental management, environmental engineering and social sciences Sustainability, but are also being asked by the broader student and staff community. Practicing sustainability on campus and incorporating sustainability into learning and teaching allows UNSW to enhance its positive, progressive image, and offer students an attractive point of difference, with the likely outcome of attracting more students locally and internationally. Making sustainability a priority has also been shown to be a significant driver in the attraction and retention of the best higher degree research students, academics and professional staff. UNSW Sustainability Strategy 5
  6. 6. [DRAFT] 4. SUSTAINABILITY VISION AND GOALS Having a vision and defining the University’s goals are important steps in defining our journey towards sustainability. Our vision is a declaration to the community about what UNSW wants to be. 4.1 Vision for Sustainability UNSW’s sustainability vision has been developed in consultation and with the active participation of staff and students. It is an accumulation of themes and ideas deemed important by the UNSW community. UNSW vision for sustainability is: to be environmentally sound, socially responsible and economically viable in all our activities. This means: • As a research intensive university we function as a sustainable community, embodying responsible consumption of energy, water, food, products and transport; • We actively support sustainability in our local community and region; • UNSW students leave the University prepared to contribute as global citizens to an environmentally healthy and equitable society; • UNSW has a reputation for being the place to learn, to work and to connect with the local and global community; and • We actively seek to meet the changing social, environmental and economic conditions as part of the global effort to reduce the impact of climate change upon the environment. We will reach this through embracing the following principles: • Global social and community awareness; • Staff, student and community participation; • An inclusive campus community; • Accepting shared responsibility; • Demonstrating best practice and leadership; • Open and transparent processes; and • Innovation and creativity. 4.2 Goals To achieve UNSW’s vision for sustainability we must define our goals and objectives. Sustainability goals are interconnected and therefore can’t be considered in isolation. For example, using resources efficiently benefits environmental objectives, while also assisting in achieving economical viability. The following are UNSW’s key sustainability goals and objectives: Summary of key Sustainability Goals 1. Make UNSW a model Sustainable Community 2. Economic viability and sustainability 3. Enhance and protect the environment 4. Reduce waste and pollutant emissions 5. Use Resources efficiently 6. Maximise the utilisation of existing and future infrastructure 7. Embed sustainability into the University policies, procedures and governance. 8. Increase understanding and awareness of sustainability throughout the University community 9. Increase staff, student and community communications and participation 10. Foster a vibrant and inclusive campus community 4.2.1 Make UNSW a model Sustainable Community Objectives • Create a campus in which students and staff are proud of their environment • Meet ethical and environmental standards of practice • Receive Fair Trade certification for the University UNSW Sustainability Strategy 6
  7. 7. [DRAFT] • Assist in defining sustainability in terms of graduate capabilities and curriculum development to embed sustainability across course offerings • Provide staff and students opportunities to participate in sustainability forums and initiatives • Promote socially and environmentally responsible behaviour to the University community • Involve staff & students in the development & implementation of sustainability plans & processes 4.2.2 Economic viability and sustainability Objectives • Maintain secure, diverse and sustainable funding sources • Ensure investment seeks to maintain ethical and environmental standards • Keep tuition fees fair and equitable 4.2.3 Enhance and protect the environment Objectives • Ensure all decisions, and in particular development, minimises impact to the environment • Ensure the community understands the value of a healthy ecosystem • Ensure hazardous materials are used only when absolutely necessary • Connect learning with practical experience in assisting to maintain and improve the environment and sustainability on campus. 4.2.4 Reduce waste and pollutant emissions Objectives • Reduce waste to landfill and improve waste processes • Reduce air pollution and greenhouse gas emissions • Improve storm water quality • Reduce reliance on single passenger vehicle transportation • Gather baseline data and develop systems and processes for regular collection and collation of information regarding energy, water, waste and purchasing decisions • Use green energy and investigate the opportunities for generation of electricity on campus via more energy and carbon efficient means • Source and apply for appropriate external funding for various initiatives particularly relating to energy and water efficiency, as well as improving biodiversity on campus. • Divert waste from landfill and increase recycling 4.2.5 Use resources efficiently Objectives • Decrease per capita potable water consumption • Increase energy efficiency and supply from renewable resources • Identify and implement initiatives to decrease waste and increase water and energy efficiency • Ensure our tendering and subcontracting processes reflect our sustainability values • Ensure all new buildings meet a minimum 5 green star Green Building Council of Australia (GBCA) standards • Provide training for purchasing staff to help increase understanding and awareness of sustainable procurement responsibilities and requirements • Review existing processes to see where efficiencies can be made through utilisation of online technologies. 4.2.6 Maximise the utilisation of existing and future infrastructure Objectives • Use space efficiently and control infrastructure costs • Build to ensure energy and water efficiency • Make best use of available infrastructure & ensure it is used to maximum capability & efficiency • Ensure sustainability is incorporated into design standards for refurbishments and developments 4.2.7 Embed sustainability into the University policies, procedures and governance Objectives • All relevant policies and procedures will incorporate sustainability • University Committees will address sustainability issues UNSW Sustainability Strategy 7
  8. 8. [DRAFT] • Sustainability will be incorporated into key performance indicators • Find appropriate ways to embed sustainability into the framework of the University through avenues such as staff inductions, training courses, Performance Development and Review, and Key Performance Indicators • Continually monitor and report on progress to the community through the sustainability website, internal and external publications and conferences, and an annual sustainability report • Develop a sustainability indicator framework which identifies indicators and targets and provides the basis for Triple Bottom Line reporting 4.2.8 Increase understanding and awareness of sustainability throughout the University community Objectives • Strengthen staff and student awareness and understanding of sustainability and global citizenship through learning, research and community service • Develop resource efficiency education packages for use in workshops and forums with staff, students and the broader community so that staff and students will: • have an understanding of the connectivity between local and global issues and the need to work collectively as well as individually • ensure ethical practice in relation to social, environmental and economic responsibility • display a willingness to contribute to creating a wiser and better society • have an awareness of social disadvantage and social justice issues • have knowledge of, and openness to, other cultures and perspectives • Attend and where appropriate present at conferences and forums to showcase the sustainability initiatives of UNSW • Continually update the UNSW Sustainability website to make it useful as a community resource • Collaborate with other institutions of higher education to establish better unity in efforts to achieve change towards sustainability 4.2.9 Increase staff, student and community communications and participation Objectives • Establish connections with UNSW academic experts to provide practical assessment work relating to the enhancement of the campus environment • Utilise various media and methods of communication • Encourage and reward participation in sustainability actions and initiatives • Connect with the greater community to promote sustainability and global citizenship through outreach programs, partnerships and collaborations. • Establish an incentive system to reward and recognise staff and students who actively assist with the implementation of sustainability initiatives • Support sustainability opportunities provided through the Global Citizenship Program 4.2.10 Foster a vibrant and inclusive campus community Objectives • Ensure that all staff and students, regardless of religion, gender, sexual orientation, socio- economic background, age, disability or ethnicity feel as though they are a part of the University and the local community • Ensure all staff and students are given various opportunities and methods to keep informed and engaged about what is happening at the University • Continually seek to include articles in campus publications and media which highlight staff and student innovation and enthusiasm towards sustainability • Ensure that staff and students are consulted and given the opportunity to comment on changes occurring at the University through various means including workshops, meetings and online • Seek partnerships with businesses, institutions and government organisations locally, nationally and internationally to advance UNSW’s Sustainability Strategy UNSW Sustainability Strategy 8
  9. 9. [DRAFT] 5. SUSTAINABILITY GOVERNANCE The University’s sustainability strategy will be directed and managed by the Director of Sustainability, reporting to the Executive Director – University Services. The UNSW Sustainability Office will be the main body responsible for delivery of strategy commitments, with guidance and support from a Sustainability Working Group. The UNSW Sustainability Office and the Sustainability Working Group will work with all relevant departments and offices with responsibility for student and staff services such as the Faculties, Facilities Management, Procurement, Marketing Unit, Student Services, and the student union ARC. Actions to embed sustainability into the structure and operations of the University are to be facilitated by UNSW Sustainability Office and relevant stakeholders with the support of the University Council, the Executive Team and Action Groups. While identified actions are facilitated through UNSW Sustainability Office, implementation requires planning and communications across all Faculties and departments. It is intended that each faculty and department have a Sustainability Representative to enable good communication and information dissemination. Sustainability, like OHS, will be included on the agenda of all existing committees. 5.1 Sustainability Working Group The Sustainability Working Group provides advice to the Sustainability Office regarding plans, programs, activities and communications which seek to improve the sustainability performance of UNSW. The Sustainability Working Group will be chaired by the Executive Director – University Services and includes representatives from a range of departments. The Sustainability Working Group will provide advice to the UNSW Sustainability Office regarding plans, programs, activities and communications, which seek to improve the sustainability performance of UNSW. The Sustainability Working Group will be chaired by the Executive Director – University Services and include representatives from a range of departments. The Sustainability Working Group’s proposed membership and Terms of Reference are at Annexure A and B. 5.2 Action Groups Action Groups represent all aspects of the University including campus management and operations, research, learning and teaching and human resources. New action groups may be developed and/or existing groups may be absorbed into other groups or discontinued when practice is successfully embedded into culture and no longer requires guidance. Action Groups are responsible for providing direction and support to both the UNSW Sustainability Office and the Sustainability Working Group for initiation and implementation of initiatives which improve sustainability performance and embed sustainability into the practices of the University. Each Action Group ideally consists of staff and students from across the University, with one member designated the Group Leader. The Group Leader is responsible for coordinating Group meetings every six to eight weeks, as well as dissemination of actions and tasks amongst Group members. The Group Leader is also a member of the Sustainability Working Group, reporting back to the Sustainability Working Group at each designated meeting and ensuring copies of the minutes from each meeting are sent to the Sustainability Office for Records and Archives. 5.3 Student Sustainability Interns Engaging students in the sustainability strategy will be critical to its success. The Sustainability Office will work with the student union, ARC, to recruit and train volunteer Student Sustainability Interns, (also known as the “UNSW Green Corps”) to provide opportunities to serve the campus community on sustainability projects. Student sustainability interns will be engaged in Green Building audits, events and projects like organising a Sustainability Fair, public lectures, and otherwise promoting environmentally responsible behaviour to the University community. Student Sustainability Interns will receive recognition on their secondary transcript reinforcing the Student Experience goals of the University’s Strategic Intent by providing opportunities and perspectives for students as global citizens. UNSW Sustainability Strategy 9
  10. 10. [DRAFT] 6. OBJECTIVES AND TARGETS To achieve the goals and objectives of this Sustainability Strategy the UNSW Sustainability Office will work with Faculties and operational areas of the University utilising the plans, goals and targets set by these areas. Action Groups in areas such as water, energy, transport and waste will work directly with the UNSW Sustainability Office to develop Sustainability Action Plans. Each Sustainability Action Plan provides all the detailed actions required to reach objectives, key performance indicators (KPIs) and targets outlined in the following sections of this Strategy. Activities within one area will obviously affect activities in another area. For example, it will be difficult to reach energy and water objectives and targets if the actions addressing planning and development do not reach high design standards for energy and water efficiency. Similarly it will be difficult to gain support and ownership of sustainability initiatives if staff and students are dissatisfied with their work and study environment. 6.1 Energy and Emissions TARGETS Climate change poses one of the biggest challenges of the 21st century for individuals and institutions alike. While the extent of climate change is uncertain, its effects cumulative and erratic, that the planet is warming and sea levels are rising is beyond scientific doubt. Despite the complexity and at times uncertainty surrounding the likely impacts of climate change, the solution to the problem is somewhat clearer. Greenhouse gas emissions need to be reduced below current levels. What is also clear is that immediate action is essential. One option for UNSW would be to halt growth or even reduce our activities and developments that result in an increase of greenhouse gas emissions. This option is, however, not palatable given UNSW’s other strategic objectives to grow academic and research opportunities, as well as planned developments across the campus. Instead we must change the way we procure and manage emission generating activities through innovation and creativity in our thinking. Many of the energy consumption issues we face today have come about as a result of cheap energy. The impact of future energy cost increases further enhances the requirements for high energy efficiency and importantly starts to make a significant impact on using alternative energy. It is for this reason, in conjunction with the need to preserve resources and the environment that UNSW must plan well into the future with regards to energy and emissions patterns. Aim: To use energy efficiently and become a producer of ‘clean’ energy to ensure we do not unnecessarily contribute to climate change. Objectives: 1. Use sustainable energy technology to produce energy on campus that is not emissions intensive 2. Undertake regular carbon emissions auditing to ensure we are consistently decreasing our emissions to an acceptable level 3. Ensure all equipment purchased maximises energy efficiency 4. Educate staff, students and the wider community through a power saving campaign, highlighting what individuals can do to make a difference. Key Performance Indicators and Targets Indicator 2015 target 2020 target Total energy consumption per year per Reduce by 15% per EFTSU Reduce by 30% per EFTSU Equivalent Fulltime Student Unit (EFTSU) from 2005 level from 2005 level [based on 2% reduction for EFTSU per year] Percent of energy generated on site 20% 30% Percentage of energy from renewable 15% 35% sources Total Greenhouse Gas emissions produced Reduced by 30% from 2005 Reduced by 30% from 2005 per year for campus operations per EFTSU emissions emissions Images: Showcase our solar power production, Cogeneration, Other initiatives UNSW Sustainability Strategy 10
  11. 11. [DRAFT] 6.2 Water The intermittent and uncertain supply of water has led individuals and organisations to take an active interest in their water usage and the sustainability of water supply. Australians believe water conservation is one of the most environmental challenges and according to polls and surveys water is the top environmental issue for more people than any other area of concern. Stemming from this and other imperatives to conserve water the NSW Department of the Climate Change and Water requires UNSW, as one of the top 200 water users in NSW, to prepare and publish a Water Savings Action Plan. The UNSW’s Water Saving Action Plan is available at < http://www.facilities.unsw.edu.au/index.php/download_file/-/view/38> In addition to legislative requirements, UNSW accepts its responsibility to become an efficient water user and demonstrate to the community the place water conservation has in future developments. UNSW has cut its water consumption by a third over the last seven years and has a plan to maintain reductions over the next four years. On many parts of the campus, drinking (potable) water has been replaced with bore water drawn from the underground Botany aquifer on which the University sits. UNSW uses a bore water recharge system, which ensures this aquifer is properly managed. The University has devised a system to catch 70 percent of the storm water on the campus, equal to 160 million litres of water (64 Olympic swimming pools) and return this to the groundwater table via the recharge system. Other UNSW campus water saving initiatives include: • Installation of waterless urinals and timed-flow taps (Each tap saves an estimated 20,000 litres of water a year.) • A water treatment plant, being built on the western side of the campus to enable borewater to be used for air conditioning cooling towers and other applications requiring treated water. The borewater treatment plant alone will save 110 million litres of water a year. • Underground leak detection in pipes, which amounts to approximately 10 percent of total UNSW consumption. Aim: To reduce water usage and increase water capture and recycling across UNSW. Objectives 1. To achieve continual improvement in water conservation 2. To investigate and consider implementation of new technology 3. To raise awareness amongst the University’s community regarding the need to conserve water 4. To reach Five Star rating in the Every Drop Counts Business Program 5. To ensure Trade Waste compliance in all areas of the University Key Performance Indicators and Targets Indicator 2015 target 2020 target Total potable water consumption per EFTSU Reduced by 20% of 2007 Reduce by 40% per EFTSU figures from 2007 level Note: Existing commitment is a 3% percent reduction in potable water consumption per EFTSU per year? Images: Highlight the Botany Aquifer. Water Tanks. Grey water? UNSW Sustainability Strategy 11
  12. 12. [DRAFT] 6.3 Waste UNSW was an early pioneer in the recycling of paper and cardboard. There is still more to be done however to address the large amount of waste produced by the University and subsequently taken to land fill. The University has established a Waste Action Group to find better solutions to UNSW’s waste issues. Minimising waste and maximising resource recovery opportunities are critical elements of UNSW’s Sustainability Strategy. UNSW’s ultimate goal is zero waste. To turn this into reality the University will examine and re-examine the entire supply chain and to find new ways of reducing waste from consumption and transforming what is considered to be waste into resources. In terms of resource recovery on campus, UNSW actively manages the recycling, re-use and disposal of materials ranging from hazardous substances, paper, toner cartridges, food waste and garden vegetation, containers, computers and other electronic equipment, stationery, furniture, laboratory equipment, hard waste, batteries and plastics. Bottles, cans and general waste collected from public areas at UNSW are delivered to a facility in western Sydney at Eastern Creek that uses an Alternative Waste Technology UR- 3R system. This waste facility uses a four-stage biological treatment process that mechanically sorts the waste to remove recyclables and inert materials. It then biologically treats the organic materials such as food scraps and garden clippings. Waste is transformed into valued resources, including metals, glass, paper, green electricity and compost with more than 70 percent of waste materials recovered. This process replaces individual can and bottle recycling bins. As a result the University recycling rates already surpass the New South Wales Government's 2014 waste reduction and resource recovery targets. Aim: To increase recycling across campus to 70% and decrease waste to landfill to 30%. Objectives 1. To ensure all waste that can be recycled is recycled, including (but not limited to), a. glass, plastic, cartons, aluminium cans (comingled) b. paper/cardboard c. furniture d. food waste/organics e. e-waste 2. To educate and raise awareness in the University community of sustainable waste management practices (rethink, reduce, reuse, recycle) 3. To promote an environment which embraces creative and innovative solutions to promote re- use and recycling and reduce waste to land fill 4. To gather data and report on progress on an annual basis Key Performance Indicators and Targets Indicator 2015 target 2020 target Amount of solid waste produced per year Reduced by 20% of 2008 Reduced by 30% of 2008 figures figures Percentage of solid waste going to landfill Less than 30% of total waste Less than 20% of total waste Percentage of solid waste diverted from At least 70% of total At least 80% of total landfill waste (tonnes)- includes organic, cardboard, metals, paper, glass, plastic etc UNSW Sustainability Strategy 12
  13. 13. [DRAFT] 6.4 Procurement Current procurement practices at UNSW do not adequately account for impacts incurred when not considering the whole of life process in purchasing decisions. By incorporating sustainability principles and practices, sustainable procurement can minimise the environmental impacts of the University, as well as benefit society, the natural environment and reduce overall operating costs. Good procurement practice serves efficient and cost-effective operations and it is clear that the procurement practices of the University have great potential to contribute to broader economic, environmental and social objectives. For example, through sustainable procurement, we can drive the production of environmentally and socially friendly goods and services and educate our students and staff about the impact of their purchasing decisions. Aim: To only purchase goods when absolutely necessary, incorporating the whole-of-life impacts of products when doing so. To work with current suppliers and seek future suppliers who will support UNSW to meet its sustainability goals and objectives. Objectives 1. Select products and services which have lower environmental impacts across their life cycle compared with competing products and services 2. Adopt strategies to avoid unnecessary consumption and manage demand 3. Support suppliers who are environmentally and socially responsible and adopt ethical practices 4. Support businesses and industry groups that demonstrate innovation in sustainability Key Performance Indicators and Target Indicator 2015 target 2020 target Percentage of equipment purchased with At least 90% 95% maximum efficiency ratings for water and energy or composing of recycled content Total percent of UNSW merchandise At least 45% At least 75% purchased which is fair trade/environmentally/socially sound declared produce Total amount of paper (of all types) Reduce by 20% of base year Reduce by 40% of base year purchased by all departments figures figures Local goods production - ‘local’ means At least 25% of all product At least 35% of all product within a 600km radius of the campus lines lines UNSW Sustainability Strategy 13
  14. 14. [DRAFT] 6.5 Transport Each day more than 60,000 trips are made to and from UNSW. Most of these trips are made on buses. While the University has a regular dedicated express bus service from Central Railway Station the large number of people travelling this route mean that despite a high frequency service, passenger loading times can lead to delays and overcrowding. More than 5,700 staff and 35,000 students travel to UNSW making it the largest single destination for people in eastern Sydney. The NSW Government’s State Plan includes projections for another jobs growth in the Randwick Education and Health Centre, including the Prince of Wales Hospital of 24% in the next 20 years. This will further increase transport pressures. UNSW’s Kensington campus is the only major Sydney University without railway access. The University strongly supports and advocates the construction of a new metro rail line (the Anzac Line) to link the Kensington campus, to the city centre. A rail service would dramatically reduce travelling times and car use, free up local roads and provide a valuable transport connection that would eliminate sizeable amounts of greenhouse gas emissions and other pollutants. The University is actively campaigning for and lobbying the NSW state government for the construction of a railway line that includes UNSW. Although car parking within the University grounds is limited, driving by car to and from UNSW remains attractive. Car transport is in direct conflict with the University’s sustainability goals and objectives such as reducing greenhouse gas emissions. As such, it is necessary to implement actions to change single passenger private vehicle dependency. The University has undertaken to not increase the number of new car parking places available on campus. The University will also work to introduce environmental pricing for parking permits to encourage the use of cleaner vehicles and reward sustainable choices. Permit fees for cleaner vehicles (based on the star rating of your vehicle in the Federal Government’s Green Vehicle Guide <www.greenvehicleguide.gov.au>, will be lower than for vehicles which emit high levels of greenhouse gas and air pollution. The University has good cycle and pedestrian access however the University will continue to work with the NSW government and Randwick Council to further improve public transport, cycle and pedestrian access and to improve facilities for cycling on campus. Aim: Achieve a Transport Greenhouse Gas Reduction target of 40% over the next 5-10 years based on 2009 levels Objectives: 1. Establish a support group/s and network/s to provide motivation, drive and support for implementation of the Sustainable Transport plan. 2. Change current travel patterns towards more sustainable modes using two approaches: a use initiatives which encourage and make it easier to change b use discouragement initiatives which make the car driving experience less attractive. 3. Reduce the need to travel. 4. Limit the environmental impact as much as possible for those who continue to drive regardless of the consequences. Key Performance Indicators and Targets Indicator 2015 target 2020 target Total number of Effective Full Time Student 20% of total EFTSU 10% of total EFTSU (EFTSU) primarily travelling alone in a car to/ from campus Increase the number of EFTSU primarily 15% of total EFTSU 25% of total EFTSU travelling by foot or bicycle to and from the campus Increase the number of EFTSU primarily 65% of total EFTSU 65% of total EFTSU travelling by public transport UNSW Sustainability Strategy 14
  15. 15. [DRAFT] 6.6 Planning and Development Sustainable planning and development is in line with growing community expectations and complies with emerging state and local government planning and development requirements. UNSW is committed to ensuring that future campus development incorporates sustainability principles. It makes sense for UNSW to set goals, objectives and targets in relation to sustainable green building design. Green buildings have benefits such as longer lifespan, reduced replacement and lower operating costs. Additionally, carbon emissions are reduced and environmental and social responsibility is accounted for. More energy efficient buildings will be less affected by an impending carbon emissions trading scheme. Aim: To reach best practice standards in accordance with Green Building Council frameworks in building design for all future development. Objectives: 1. Inform all stakeholders about principles and practices that guide the approach to sustainability in planning and development 2. Detail the fundamental design elements for Environmentally Sustainable Design 3. Conserve and protect natural resources by protecting non-renewable resources; encouraging efficient buildings for energy and water conservation and minimisation of waste and pollution 4. Maximise the long-term value of the development by catering for future generations of users 5. Develop a collaborative approach to planning and development by establishing partnerships and collaboration between stakeholders 6. Develop Sustainability Performance Indicators and minimum standards 7. Continually improve to meet market and community expectations 8. Develop healthy buildings and urban spaces to assist in the goal to become a healthy campus. Key Performance Indicators and Targets Indicator 2015 target 2020 target Green Building Council of Australia 5 star 100% of all new buildings 100% of all new buildings (or better) for all new buildings and major 70% for major refurbishments 100% for major refurbishments refurbishments Issues: Office layout and space guidelines. UNSW Sustainability Strategy 15
  16. 16. [DRAFT] 6.7 Research It is a key goal in UNSW’s B2B Blueprint to Beyond, Strategic Intent to be nationally and internationally recognised and reviewed research is a goal for UNSW. To become a leading research University and take our place amongst the top 3 research universities in the world, we need to undertake research that is useful to society as a whole. With the establishment of UNSW's Climate Change Research Centre, with its critical mass of researchers addressing almost every aspect of climate change, as one of the initiatives that can influence policy on Australia's environmental management. The Institute of Environmental Studies (IES) provides postgraduate programs in Environmental Management. IES provides multi-disciplinary teaching in sustainability and builds networks for consulting and research work in projects requiring technical and social or policy expertise. Aim: To become a leading research University known for its contribution to achieving environmental and societal goals Objectives: 1. Undertake an analysis of research to establish the amount of collaborative projects 2. Encourage and support research related to sustainability, providing a platform for sharing findings and recommendations 3. Support student research into social and/or environmental issues Key Performance Indicators and Targets Indicator 2015 target 2020 target Total number of on campus research At least 40% of total research At least 50% of total projects involving two or more on-campus research departments Total tenured faculty ‘specialised’ in At least 20% of tenured staff At least 30% of tenured staff sustainability focused research Total research dollars spent on sustainability Continued increase Continued increase based projects UNSW Sustainability Strategy 16
  17. 17. [DRAFT] 6.8 Learning and Teaching Sustainability has been referred to in higher education learning and teaching for many years following initial drives to ‘green’ the curriculum. How to incorporate issues of sustainability into the higher education experience of students continues to promote debate not least because the meaning of sustainability varies across individuals, programs and institutions. Likewise there are many ideas about how best to incorporate education for such a capability into the curriculum. At UNSW there is a growing emphasis on sustainability in learning and teaching as indicated by the Learning and Teaching plan, the integration of ‘planet, people and participation’ into program design, and the incorporation of sustainability into the framework of graduate capabilities. Sustainability in the curriculum aligns with drivers such as the UN Decade of Education for Sustainable Development 2005 – 2015 and the NSW Council of Environmental Education who have resolved that: The NSW Government to communicate with all NSW universities to recommend they take appropriate action to increase the level and quality of the teaching of sustainability across degree programs… to encourage a proactive approach to promoting the enhancement of the teaching of sustainability in universities through consultation with the National Environmental Education Council and relevant professional associations. The Australian Vice-Chancellors’ Committee (now Universities Australia) has also developed a policy on Education for Sustainable Development aimed at promoting an appropriate institutional culture of sustainable development and building capacity in the community by educating the next generation of professionals and leaders to become fully aware of sustainability. Aim: Incorporate sustainability into the learning and teaching of the University. Objectives 1. To stimulate academic debate and discourse about sustainability, its meaning, values and approaches to learning and teaching 2. To engage the University community in reflecting on and incorporating sustainability in learning and teaching 3. To foster the development of engaged and ethical local and global citizens who are aware of the challenges of contemporary society and willing to participate in the creation of a wiser and better world 4. To articulate the principles of sustainability for the community 5. To ensure incorporation into the curriculum via graduate capability statements 6. To make more explicit to students those aspects of sustainability already incorporated in learning and teaching programs Key Performance Indicators and Targets Indicator 2015 target 2020 target Total number of programs that have At least 75% 100% sustainability as a component Total number of students having taken at At least 60% At least 80% least one unit with substantial sustainability content Total tenured faculty ‘specialised’ in At least 30% At least 50% sustainability focused teaching UNSW Sustainability Strategy 17
  18. 18. [DRAFT] 6.9 Governance To embed sustainability into the framework of any organisation it is essential to address governance. It is insufficient to assume that technological changes along with educational and awareness campaigns will lead to sustained change over the long term. UNSW needs to review all its existing policies and procedures, as well as stated values, visions, missions and key performance indicators to ensure that sustainability is encompassed within these. We also need to develop a clear processes to monitor, evaluate and report on progress against this Sustainability Strategy. Producing an Annual Sustainability Report will environmental help us measure our progress towards our sustainability goals and communicate these to the wider community. Aim: To have sustainability embedded into the core of UNSW’s operations. Objectives: 1. To ensure appropriate policies and procedures are in place 2. Work with senior executives, directors, heads of departments and managers to assist them in understanding what it means to incorporate sustainability into daily practices 3. Incorporate sustainability into key performance indicators 4. Align the strategic direction of the University with the strategic direction of the sustainability program 5. Ensure departments and faculties have sustainability representatives and include sustainability on the agenda at meetings Key Performance Indicators and Targets Indicator 2015 target 2020 target Total number of policies in place supporting 80% of possible policies 100% of possible policies sustainability Total number of Faculties with sustainability 80% 100% representatives and/or committees Percentage of total funding spent on staffing Increased on a continual basis Increased on a continual and operations of sustainability focused basis programs and initiatives UNSW Sustainability Strategy 18
  19. 19. [DRAFT] 6.10 Biodiversity UNSW’s Kensington campus contains a number of threatened ecological vegetation communities. This gives both benefits and responsibilities. The benefits include the amenity values and the ability of students to implement theoretical learnings in the local area, as well as the intangible environmental benefits that accrue. Responsibilities include the need to manage these areas appropriately for future generations and to link with our neighbours in creating biodiversity corridors through the region. Continual development, new buildings, the creation of towns and cities and other human activities all have an impact on plants and animals, endangering some, and creating conditions where others thrive. How plants and animals react with their environment and the way this can affect major adaptive change to generations of species in the future is increasingly becoming a concern. At UNSW, a concerted effort is being made to improve the native plant and animal communities on campus. As a result, at least half the plantings in landscape projects include indigneous plant species from locally propagated seed. In one project an embankment infested by litter and weeds has been transformed into a sanctuary for small fairy wrens. This labour-intensive initiative is carried out and supported by UNSW Facilities and a small army of student and community volunteers. Hundreds of local native plants are now thriving on the site, near Gate 7. It’s become an important local habitat giving recognition to the plight and decline of many small bird populations across Sydney. The Green Trail is an integrated network of interpretative eco-tours located within the Kensington campus. The Green Trail incorporates a bush tucker and biodiversity walk which highlights the beauty and ecological significance of the plants found in the Sydney basin. It showcases many of the initiatives UNSW is practising in environmental sustainability. The Green Trail passes 25 different native plants, which in many cases were used by Aboriginal Australians for food, medicine and tools. These plants are mapped and signposted on the Green Trail. The Green Trail also includes “Buildings and Technologies” and “Programs and People”. Buildings and Technologies highlights the technological innovations and sustainability policies that UNSW applies in the design and construction of new buildings. Programs and People showcases the environmental research, teaching and operational programs in place on campus. Aim: To ensure minimal management natural systems at UNSW campus by detailing, protecting, enhancing and linking existing biodiversity nodes. Objectives 1. To develop a learning and teaching environment that includes management of biodiversity and geodiversity on campus 2. To ensure best practice management of existing biodiversity and improve the biodiversity values on campus 3. To ensure that all University policies and procedures consider the importance of biodiversity values on campus and that development and maintenance works on campus enhance these values 4. To work with our neighbours to ensure that UNSW University is a valuable biodiversity corridor in the region UNSW Sustainability Strategy 19
  20. 20. [DRAFT] 7. SUSTAINABLE POLICY UNSW was one of the first Australian universities to establish a high-level environmental advisory body, the Environment Policy Advisory Committee (EPAC), and to prepare a corporate Environment Policy, approved by University Council in February 1995. An environment policy was revised and updated in 2000 and again in 2004 with the current UNSW policy approved by University Council on 20 June 2005. It is proposed that this Sustainability Strategy be endorsed along with a new Sustainability Policy to replace the existing Environment Policy. The draft Sustainability Policy is at Annexure C [Note: still in development. Will be circulated shortly]. UNSW Sustainability Strategy 20
  21. 21. [DRAFT] 8. SUSTAINABILITY COMMUNICATIONS PLAN Effective Communication essential to changing existing practices To be successful in changing current patterns of thinking and practice requires effective communications. In addition, addressing sustainability provides UNSW with an opportunity to effectively market its actions to current and future staff, students, the community and businesses. The following Sustainability Communications Plan seeks to define the communication strategy. The following are specific goals and objectives for effective communication about UNSW’s sustainability vision, actions and plans to both the University’s internal community and to its external stakeholders. Goals 1. Communicate a clear message of UNSW’s Sustainability vision, goals and achievements locally, nationally and internationally 2. Improve the recognition of UNSW’s contribution to sustainability 3. Improved awareness and understanding by staff and students towards sustainability at UNSW Objectives Promote UNSW’s sustainability initiative through: • UNSW Publications (News@UNSW Unkien, Tharunka), • A revamped sustainability website and through social media (Facebook, YouTube, twitter) • Relevant Higher Education publications, Local Community Publications, Other print media. • Host Annual Town Hall Meetings, Sustainability topic Meetings, an Annual Sustainability Report, • Coordinated and sustained communication of the UNSW Sustainability vision and strategy • Engage and consult with Staff, Students, University Council, the Alumni Association and UNSW BrainFood public lecture on Sustainability topics • Foundation, Community groups, individual community leaders, the education and sustainability community • Demonstrated commitment to the Vision and strategy in written and verbal communications with staff n Faculties, Schools and Department whenever appropriate. • Sustainability Working Group meetings • Promotion of UNSW Sustainability Office actions and plans • Communicate progress and gain input and advice from DVC and Executive Director – University Services with monthly meetings • Organise and coordinate work with Office of Facilities Management with Monthly meetings • Education/sustainability-specific media. • Politicians (State & Federal) UNSW Sustainability Strategy 21
  22. 22. [DRAFT] 9. REPORTING ON UNSW’S SUSTAINABILITY PERFORMANCE In 2009 despite the global financial crisis more than half of the Fortune 500 released annual Sustainability Reports (also referred to as Corporate Social Responsibility or Triple Bottom Line Reports) often as standalone documents and sometimes as a part of the annual financial reports. Sustainability Reports focus on the environmental, social and economic impacts or an organisations operations. Leading national and multinational corporations have found that sustainability reporting not only benefit the environment and society, they also add value to the bottom line and improve perception of the organisation by customers and employees in addition to the benefits for the environment. Stakeholders (including employees, students and the community) are increasingly demanding information on organisational performance beyond purely financial criteria. Social and environmental aspects are seen as important aspects of accountability. As part of our commitment to our stakeholders UNSW will regularly report and communicate its progress towards achieving sustainability against each of the objectives and targets identified in this Sustainability Strategy in an easily understood format. Existing annual financial reports include some non financial information, including details of privacy and freedom of information applications, and a ‘Statement of Affairs’ but otherwise do not contain information on sustainability initiatives. This Sustainability Strategy commits UNSW to incorporating sustainability into all aspects of its operations. A significant component of this commitment is the importance of being able to measure and disclose sustainability actions through formal and informal reporting mechanisms to the University’s stakeholders. Reporting on our social and environmental performance presents a challenge as much of the sustainability information is voluntary and not captured within the existing mandatory financial reporting framework. Consequently, the sustainability reporting action group will help facilitate the collection of data and other information across sustainability reporting throughout the University. Aim The Sustainability Reporting Action Group will aim to: 1. Develop a reporting framework that closely aligns with recognised and accepted sustainable reporting guidelines of the Global Reporting Initiative 2. Support the development and implementation of measurement and data management systems to regulate reporting standards 3. Produce an annual Sustainability Report which is consistent and measurable over time 4. Analyse the key results of progress to establish the annual benchmarking targets and priorities 5. Develop and refine a Sustainability Indicator Framework incorporating all relevant aspects of the University’s operations 6. Develop and standardise measurement systems and data collection and storage techniques for all relevant areas 7. Effectively communicate findings to all stakeholders and regularly check the effectiveness of the annual Sustainability Report with key stakeholders 8. As part of communicating progress towards sustainability, utilise a variety of communicative methods such as a UNSW Sustainability website, staff and student publications, etc. 9. Recommend areas of priority attention to the Sustainability Working Group and associated Action Groups An annual sustainability report will be approved by the Sustainability Working Group and presented to the Vice Chancellor and then University Council in March/April of each year, soon after the release of the University’s financial report. This report will be published and made available to internal and external stakeholders. A recognised sustainability indicator framework will be adopted to enable tracking of long-term trends and progress against the sustainability objectives. Data collection processes to report on progress are being systematically developed. UNSW Sustainability Strategy 22
  23. 23. [DRAFT] ANNEXURE A – UNSW SUSTAINABILITY WORKING GROUP TERMS OF REFERENCE Purpose The Sustainability Working Group is responsible to the Executive Director – University Services for overseeing UNSW’s Sustainability Strategy, principally environmental and social matters, and for advising the UNSW Sustainability Office, committees and executive team of the University on such matters. The Office of the Executive Director – University Services will support the Sustainability Working Group will ensure it has access to information in a form appropriate to enable it to make judgments, conduct inquiries, and gain assurance that the decisions and actions of the University are directed toward the UNSW Sustainability Strategy. Membership Membership to the Sustainability Working Group is by invitation and consists of: - Executive Director – University Services - Director for Sustainability - Two professional staff members from University Services - Two professional staff members from Division of the Chief Financial Office - One academic or research staff member from each Faculty (10 members) - One professional staff member from IT at UNSW - Two undergraduate students - Two postgraduate students Additional staff and students may be invited to attend Sustainability Working Group meetings as non- members at the discretion of the Working Group. Delegated Authority The Sustainability Working Group does not have delegated authority. Individual members of the Sustainability Working Group may however have delegated authority that can be exercised to advance divisions of the group and to otherwise advance the UNSW Sustainability Strategy. Co-opted Members The Sustainability Working Group may co-opt additional members. The term of office of members co- opted by the Working Group shall be specified at the time of co-option and such members shall have all rights and privileges of other members. Vacant Positions Any departing member may recommend a suitable replacement for that position. If no recommendation is forthcoming, the vacant position will be filled at the discretion of the Working Group members. Chairperson The Chair of the Working Group will be the Executive Director – University Services whose duties include: - Guiding the meeting according to the agenda and time available - Ensuring all discussion items end with a decision, action or definite outcome. Minute Taker The role of the minute taker is to: - Prepare agendas and issuing notices for meetings, ensuring all necessary documents requiring discussion or comment are attached to the agenda - Distribute the agenda prior to the meeting - Take notes of proceedings and prepare minutes of meeting - Distribute the minutes to all Working Group members one week after the meeting - Publish minutes on the Sustainability website UNSW Sustainability Strategy 23
  24. 24. [DRAFT] - The minutes shall be checked by the chairperson and accepted by Working Group members as a true and accurate record at the commencement of the next meeting. The minute taker will be from Governance Support. Meetings All Sustainability Working Group members will: - Prepare for and attend all meetings to the best of their ability - Feel confident and secure in their ability to voice their opinion - Act in accordance with the Terms of Reference. Meetings shall be held every six weeks for a period of two hours. A special or extraordinary meeting may be called by: - half the Working Group members - the Director for Sustainability - the Executive Director – University Services. Email communications and one on one meetings may be utilised in the interim where additional advice is required. Relationship to the Sustainability Office The nature of the relationship between the Sustainability Working Group and the Sustainability Office, as the representative department of UNSW, involves cooperation, openness and critical reflection. The features of this relationship are: - Members of the Working Group commit to working together through full participation in the group discussions and understanding the legitimacy of each other’s opinions. - Consensus amongst all Working Group members is not required to progress the sustainability programme. The Sustainability Office values the views of all members and welcomes a diversity of views. The Working Group will however operate on a majority voting basis, where voting is required. Any diversity of opinions will be noted in the minutes as appropriate. - The Sustainability Office will commit to listening to, considering and responding to the views and recommendations made by the Sustainability Working Group. - The Sustainability Working Group has the ability to decide on and undertake projects while providing advice, strategic directions and prioritising the work of the Sustainability Office. Decisions made by the Sustainability Office should reflect the views of the Sustainability Working Group majority consensus, though not necessarily all of its individual members. - Sustainability Working Group members, and/or any departments that they represent, may have a relationship with the Sustainability Office that is independent of their participation in the Sustainability Working Group. Functions The Sustainability Working Group will provide advice to the Sustainability Office regarding plans, programs, activities and communications which seek to improve the sustainability performance of UNSW. Specifically, the Sustainability Working Group will: 1. Provide assistance in identifying the current status of sustainability activities in all areas of the University; 2. Identify opportunities and recommend priorities to implement activities which improve the sustainability performance of the University; 3. Oversee the implementation and effectiveness of the sustainability strategy, and associated policies and procedures throughout the University; 4. Provide advice on sustainability reporting mechanisms and tools and examine the annual assessment of the University’s sustainability performance and progress towards stated objectives and targets; 5. Assist with promoting and embedding sustainability into UNSW’s practices and plans (operations and management, learning and teaching, communications and research); 6. Assist in developing strategic external partnerships and networks to improve sustainability performance at the University; 7. Provide assistance in researching and implementing actions to address sustainability at the University; UNSW Sustainability Strategy 24
  25. 25. [DRAFT] 8. Give guidance on the sustainability component of employees induction and training programmes and provide the Sustainability Office with assurance that relevant training programmes, including professional development courses, contain appropriate sustainability training; 9. Assist in the oversight of the Annual Sustainability Report and any other documentation produced by the Sustainability Office for general distribution; 10. Assist in developing processes and guidelines to evaluate the sustainability of proposed infrastructure, buildings or strategic projects; 11. Review and evaluate its performance each year having regard to the principles and requirements of its terms of reference and the overall objective of the Group’s work. This will help to gain assurance that the decisions and actions taken by the Executive Director – University Services in conjunction with the Sustainability Office continue to progress toward sustainability objectives. It also provides an opportunity to re-evaluate the purpose of the Working Group itself; 12. Raise relevant issues which Working Group members believe the University should consider addressing; 13. Act as sustainability champions, informing others of the sustainability programme and providing support and advice where necessary; 14. Provide advice on sustainability benchmarking; and 15. Provide advice on how to improve UNSW’s sustainability profile on and off campus (including branding opportunities). Quorum A quorum for the meeting of the Sustainability Working Group shall be seven. Amendments The terms of reference shall be reviewed annually from the date of approval. They may be altered to meet the current needs of all Working Group members, by agreement of the majority of representatives. These Terms of Reference are authorised by Executive Director – University Services. UNSW Sustainability Strategy 25
  26. 26. [DRAFT] ANNEXURE B – MEMBERSHIP OF THE SUSTAINABILITY WORKING GROUP [CONFIDENTIAL DRAFT] Proposed membership of the Sustainability Working Group Position Name Contact Executive Director – University Neil Morris n.morris@unsw.edu.au Services Director, UNSW Sustainability Aaron Magner a.magner@unsw.edu.au Two professional staff members University Services Two professional staff members from Division of the Chief Financial Office One academic or research staff 10 Members (8 faculties, COFA See list below member from each Faculty and ADFA) One professional staff member from administration One professional staff member from IT at UNSW Two professional staff members from Facilities Management Two undergraduate students ARC President chair@arc.unsw.edu.au ARC Environment Officer enviro@arc.unsw.edu.au One postgraduate student Faculty Representatives Faculty Representative ADFA ASB COFA ENG FASS FBE LAW MEDICINE SCIENCE UNSW Sustainability Strategy 26
  27. 27. [DRAFT] ANNEXURE C – LEGISLATIVE COMPLIANCE REGISTER [In development – to be made available on-line] Declarations and charters The following are the major declarations and organisations endorsed by UNSW, each calling for universities to make a strong commitment to the implementation of sustainability. Declarations and Charters Organisation or Event Main Goal Agenda 21 (particularly Chapter UNESCO Global sustainable development agenda 36 [Education, Public Awareness to set into place a range of activities and Training]) designed to implement sustainability. It advocates a holistic approach to environmental education. United Nations Decade of Education UNESCO Focuses on the global implementation of for Sustainable Development (DESD) environmental education for everyone’s 2005-2015 benefit, while working to build the community’s capacity to co-create a sustainable future. AVCC Policy on Education for Australian Vice-Chancellor’s Declares a commitment to Education for Sustainable Development Committee (now Sustainable Development, and Universities Australia) acknowledges the leading role played by universities in furthering the goals of the UN DESD. Talloires Declaration University Leaders for a The Talloires Declaration is a ten-point Sustainable Future action plan for incorporating sustainability and environmental literacy in teaching, research, operations and outreach at colleges and universities. The Greenhouse Challenge Australian Greenhouse Office Australian Greenhouse Office Reduction of greenhouse gas emissions from buildings, waste products and plant & office equipment. Kyoto Declaration on Sustainable IUA To urge universities worldwide to seek, Development establish and disseminate a clearer understanding of Sustainable Development. It is recommended that each university have its own action plan which makes an institutional commitment to the principle and practice of sustainable development Australian Universities Ecological National Union of Students This charter is similar in content to the Development (UAED) Charter Talloires Declaration and provides a National Union of Students. strong framework to guide sustainability within Australian Universities. Sapporo Sustainability Declaration G8 University Summit Declaration outlining the responsibility of universities to contribute toward the attainment of sustainability, and the specific actions they must undertake to fulfil that responsibility. It recognises 8 principles concerning the role of universities in global efforts to attain sustainability. UNSW Sustainability Strategy 2020 27

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