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Environmental and SustainableDevelopment Strategy Update

2013–16

The University of Chichester

Foreword by Vice-Chancellor

I am delighted to introduce this second edition of the University of Chichester’s environment and sustainable development strategy. As part of our commitment to environmental sustainability we believe we must manage all aspects of our operations that impact on the environment and deliver a sustainable future for the University, our local community and our global community.

Since the publication of the first environment and sustainable development strategy in 2010, the University has made significant strides to reduce its environmental impact and change the culture of the organisation to one which considers sustainability as the norm.

In this edition we aim to provide an update of our activities carried out over the last three years to reduce our impact, the drivers necessitating further change and the measures we intend to put in place to effect this change.

Clive Behagg

Vice-Chancellor

Environmental and Sustainable Development Strategy 2013 - 2016

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Contents

Section Title Page No

Foreword 2

1. Introduction 4

2. Review of recent achievements and drivers for further change 5

2.1 Environmental governance 52.2 Environmental legal compliance 62.3 Environmental Management System 62.4 Managing waste and recycling 72.5 Sustainable construction 92.6. Utilities management 92.7 Sustainable procurement 102.8 Sustainable travel 102.9 Biodiversity management 122.10 Embedding sustainability in the curriculum 122.11 Awareness raising and communications 13

3 Objectives and targets for further improvement 14

3.1 Environmental governance 143.2 Environmental legal compliance 143.3 Environmental Management System 143.4 Managing waste and recycling 153.5 Sustainable construction 153.6 Utilities management 163.7 Sustainable procurement 163.8 Sustainable travel 163.9 Biodiversity management 163.10 Embedding sustainability in the curriculum 173.11 Awareness raising and communications 17


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1. Introduction

In June 2010 the University of Chichester produced its first Environmental and Sustainable Development Strategy document detailing the organisation’s responsibilities towards the environment as well as the huge contribution it can make by imparting knowledge to enable its graduates to show leadership and aspire to a sustainable future.

The strategy described a number of practical actions which needed to be implemented to allow the University to improve its environmental management and begin to address the principles of sustainable development in its day to day activities, as well as longer term decision making. These included:

Integrating environmental management within the University’s governance. Improving procedures for efficient use of resources. Establishing management systems for performance assessment. Creating a sustainable culture and ethos through staff and student engagement

It was stressed that with ownership and support of the strategy, the University should make significant progress, improving upon its environmental performance and be on a more sustainable path by 2013.

However, it was also recognised that making environment and sustainability a central consideration within the University’s decision making would not always be easy. This was because although many environmental actions result in rapid financial returns, those that require investment now, to save in the future, might not always be seen as a priority given the current financial reality. Another significant challenge to achieving the sustainable vision for the University highlighted that words alone are not enough – sustainability requires people to think then act differently, make more sustainable choices and change their behaviour. Whilst procedural and technical changes can be instrumental in managing impacts, they can only go so far. Winning the hearts and minds of the people within the University is crucial.

The purpose of this document is to provide an update to this strategy and outline objectives and targets for the future. It describes improvements in environmental performance achieved since the introduction of the strategy, highlights renewed drivers for change and provides key performance indicators for continual advancement.

This strategy update has been developed by an iterative process. Existing documentation and performance data has been reviewed, best practice within the sector has been identified and staff and students consulted. This document has gone out for committee review including the Green Campus Group, Governors’ Strategy and Resources Committee, Chief Executive’s Team and the Strategy, Risk and Projects Group (StRAP).


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2. Review of Recent Achievements and Drivers for further change

One of the methods which the University can use as an indicator of its success in improving its environmental performance, is by comparing its progress against other Higher Education Institutions (HEIs) through the People & Planet Green League Table1. Comparison of data obtained over the past three years suggests that the aspirations of the Environmental Strategy 2010 – 2013 have at least been partly met and that the measures put in place have had positive effects. In 2009, the University’s environmental performance was ranked as 95th and we were awarded a third class degree. In 2012, our ranking had improved to joint 47th and the level of award achieved had increased to a more respectable upper second class. Although the number of points awarded to the University through this system has steadily increased over the past three years, our ranking has decreased from joint 41st place in 2011 to joint 47th place in 2012; this suggests our performance could be improved in comparison to others. However, one of the issues with this system is that the baseline data for emissions related to energy consumption for the University is incorrect.

A number of key themes for progress were identified in the original strategy. These were;

Environmental governance Environmental legal compliance Environmental management system Managing waste and recycling Sustainable construction Utilities management Sustainable procurement Sustainable travel Biodiversity Management Embedding Sustainability Into the Curriculum Awareness Raising and Communication

A review of the developments made in each of these areas over the past three years and drivers for continual change will be presented in turn.

2.1. Environmental Governance

To achieve change an organisation must engage with all sectors of the community. In 2010, it was recognised that in order to realise environmental progress and attain behavioural change, environmental and sustainable decision making must be fully integrated into the University’s operations and the commitment of senior management must be clearly apparent. Although isolated areas of good practice were evident, no formal structures were in place to provide leadership in this area, ensure effective decision making or disseminate information through the organisation.

In 2011, an Environmental and Sustainable Development Steering Group was set up. The Group meets on a quarterly basis and is chaired by the Deputy Vice-Chancellor. Membership comprises representatives from Professional Services (IT, Estates and Human Resources), academic staff and the Students’ Union. The Group has established a monitoring and reporting structure for environmental and sustainability issues within University operations, facilitated the development of an Environmental Management System (EMS) and helped to promote environmental awareness amongst staff and students.

Task groups have been set up with the assistance of senior management to address issues such as carbon management and sustainable travel. Health and safety co-ordinators have been trained in environmental issues and now carry out environmental audits to assist in the delivery of the EMS.

1 People & Planet Green League http://peopleandplanet.org/greenleague Environmental and Sustainable Development Strategy 2013 - 2016

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2.2 Environmental Legal Compliance

The University is subject to environmental legislation just like any organisation that produces waste, consumes energy and resources, releases emissions into air or water or has chemicals stored on its premises. Under this legislation the University has a duty of care to demonstrate controls are in place to reduce risks to the environment both locally, nationally and internationally.

When the original strategy document was compiled it was apparent that although areas of the University’s activities subject to different environmental legislation were largely compliant, there was no common approach for ensuring applicable legislation was met. Furthermore, there was no methodology in place to ensure that any opportunities or threats from impending or future legislation, could be realised. The University has now identified all Environmental legislation relevant to its operations and has implemented an audit process to ensure that the University’s procedures and activities meet statutory environmental compliance.

2.3 Environmental Management System (EMS)

An Environmental Management System (EMS) is a set of processes and practices that enable an organisation to reduce its environmental impacts and increase its operating efficiency through consistent control of its operations.

Over the past three years an environmental management system certified to BS8555 phases 1 to 4 has been put in place (Figure 1). This system ensures that senior management is committed to reducing the impact of the University’s activities on the environment, legal requirements have been identified and complied with and that objectives and targets for environmental improvement have been set. It also ensures that the system has been implemented and is operated so that the training awareness and culture change programme continues in parallel to continual improvement in environmental impact reduction.


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Figure 1 BS8555 uses a staged approach to the implementation of an Environmental Management System

Many benefits have been realised through the implementation and operation of the EMS. One of the main advances is that any non-conformance, such as waste incorrectly stored, or rainwater being present in the bunding of an oil tank, is clearly identified and corrective actions put in place. Clear records of environmental improvements are therefore available.

2.4 Managing Waste and Recycling

As recognised in the original strategy document, waste has a major impact on the environment and the most cost effective and sustainable approach for the University is to make better use of resources and avoid creating waste in the first instance.

A number of initiatives have been undertaken to achieve the waste hierarchy “Reduce, Re-use, Repair, Recycle” both in terms of policy changes and behavioural change.

In October 2012 the waste management contract for the Bishop Otter campus (BOC) was awarded to Veolia Environmental Services Ltd. This ensured that waste management strategies on both campuses were consistent (the Bognor Regis campus (BRC) was already using Veolia) and, more fundamentally, meant that no general waste generated by the University is now landfilled (Figure 1). Veolia operates a


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materials reclamation facility (MRF) and waste to energy plant in Portsmouth. Recyclable waste produced on site is therefore processed through the MRF, whereas non-recyclable waste is used to meet the electrical demand of up to 20,600 homes in the Portsmouth area2.

Figure 2 From October 2012 no general waste from the campuses will be sent to landfill

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Although this significant change has been made, considerable effort has also been expended to encourage behavioural change and empower staff and students to be individually responsible for the appropriate disposal or resources.

A waste compound has been purposely built at the Bognor Regis campus as part of the Learning Resource Centre (LRC) development. This compound contains large bins for recyclable waste and non-recyclable waste destined for energy recovery and a bin provided by the British Heart Foundation for the collection of old clothes, books and CDs. The general mixed waste bins around the campuses have all been changed to dual recycling and energy for waste receptacles. Signage has been improved on all internal bins and now needs to be extended to bins located around each Campus. These changes in waste collection send out a positive message to all of the campus communities that we have a recycling and recovery ethos. The creation of the waste compound at BRC demonstrates how environmental improvements are linked to new developments on the campuses.

To help further with behavioural change, a number of awareness campaigns have been run for staff and students such as the use of posters strategically placed in buildings, information sent to first year students before their arrival, recycling games played at Fresher’s and Refreshers Fairs and special arrangements for student departures

Innovative approaches to reducing the consumption of resources such as the roll out of the University’s Virtual Learning Environment (VLE), Moodle, and the print project have also reduced the use of paper and created energy savings.

As a result of these initiatives, the amount of waste recycled on the campuses has increased from 42pc in 2010-11 to 55pc in 2011-12 (Figure 2). Although these results show good progress, other Universities are recycling 85pc of their waste3 suggesting there is room for further improvement.

2 Integra South East, Portsmouth Energy Recovery Facility, Veolia Environmental Services3 People & Planet Green League 2011 http://peopleandplanet.org/greenleagueEnvironmental and Sustainable Development Strategy 2013 - 2016

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Figure 3 The amount of waste recycled on the campuses is increasing

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2.5 Sustainable Construction

The University recognises the need to develop and operate its buildings and estate in a way that conserves resources and minimises the impact on the environment. By using the opportunities of new construction and refurbishments to improve energy and water efficiencies both environmental and financial benefits can be enjoyed by the University.

In the original strategy document a target was set for all new builds/refurbishments to be rated by the Building Research Establishment Environmental Assessment Method (BREEAM) as “very good” or higher. Such a rating ensures that not only is the resultant build resource efficient, but additionally that other factors during construction such as waste, site management and procurement are also considered.

The BREEAM target for “Excellent” for the construction of the LRC at BRC was achieved. The target for the major refurbishment of The Dome at BRC was to achieve a very good BREEAM status. We are currently waiting for the outcome of the audit submission for this.

Where technically and financially viable, sustainable improvements are incorporated in all works. As already stated, the waste compound at BRC was built as part of the LRC development. Construction of a new Sports Dome at BOC incorporated rainwater harvesting and the installation of solar thermal tubes. A number of allotments for staff and students were also created as a result of this development (see section 2.9).

2.6 Utilities Management

Utility costs at the University are significant (£771.318 for the academic year 2011/12). Promoting energy efficiency not only saves costs, but also reduces the environmental impact of generating and using energy.

A Carbon Management Plan (CMP) was produced in January 20114 and is updated annually5. This plan describes how the University will reach its’ immediate target of reducing carbon emissions in absolute terms from electricity, natural gas, water and vehicle fuel use by 25pc between 2010-11 and 2014-15. This is an essential step towards achieving the more ambitious target of a 43pc reduction in carbon emissions (relative to 2007-08) by 2020. Reductions in carbon emissions have been achieved through practical developments on the campuses, such as pipe lagging and boiler replacements (scope 1 4 Carbon Management Plan, University of Chichester 2011 http://www.chi.ac.uk/about-us/mission-and-vision/supporting-strategies/sustainability/policies5 Carbon Management Plan Update 2013, University of Chichester Environmental and Sustainable Development Strategy 2013 - 2016

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emissions) as well as through a change in the energy supplier to both campuses, ensuring energy is now sourced from renewable sources (scope 2 emissions).

More information on our recent achievements in carbon management and the drivers for further change are given in the carbon management plan update.

2.7 Sustainable Procurement

Prior to the publication of the first Environmental and Sustainable Development Strategy the University had already embarked upon actions to encourage sustainable procurement through the attainment of Fairtrade status in August 2009. It was envisaged that this great example of good practice could be extended to other areas of procurement. Over the past three years, staff and student collaboration has enabled Fairtrade accreditation to be maintained and more emphasis has been placed on extending communications and awareness of the underlying principles of Fairtrade. The range of Fairtrade products offered across the campuses has been extended to include non-food items such as hoodies and scarves. This is important because cotton is a crucial cash crop for many developing countries. A raffle of Fairtrade goods has also recently been held to highlight the aims of Fairtrade.

In January 2012, HEFCE published a report they had commissioned to develop a reporting framework to measure scope 3 (indirect) emissions from HEIs related to procurement6. This report concluded that emissions related to procurement could be obtained from the Annual Returns Database (ARD). The ARD will only pick up procurement by the University through the Southern Universities Purchasing Consortium (SUPC) and so will pick up less than 10pc of our purchases.

In response to this, the University started to examine other methods for assessing scope 3 emissions from purchasing. During the course of the assessment, the University decided that greenhouse gas (GHG) emissions were only part of the issue with sustainable procurement, i.e. that all three issues of sustainable procurement, economic, environmental and social should be considered. Sustainable procurement training for key staff has been carried out by a third party specialist. A tool developed by DEFRA7 has been used to determine which areas of procurement should be addressed as priority. This tool takes into account the economic, environmental and social impact of procurement, scope for improvement, risks to the organisation, including reputational risk and influence. The top five priority areas for attention have been identified as clothing, construction, cleaning, furniture and printing and stationery including paper. The Flexible Framework8 is also being used as guidance to enable the University to measure and monitor progress on sustainable procurement over time.

2.8 Sustainable Travel

To support the reduction in the University’s carbon footprint, a Sustainable Travel Plan9 was also produced in 2010. This plan describes how the University is striving to reach its ultimate aim to “encourage staff, students and visitors to travel to the University by more sustainable means”. Since the implementation of this plan, a number of initiatives have been put in place following the travel hierarchy (Figure 4)

6 Measuring scope 3 carbon emissions – supply chain (procurement) Report to HEFCE by Arup, CenSA and De Montfort University http://www.hefce.ac.uk/pubs/7 Sustainable Procurement Prioritisation tool http://sd.defra.gov.uk/advice/public/nsppp/prioritisation-tool/8 Sustainable Procurement in Government – Guide to the Flexible Framework http://sd.defra.gov.uk/documents/flexible-framework-guidance.pdf9 Green Travel plan 2011-2014, University of Chichester http://www.chi.ac.uk/about-us/mission-and-vision/supporting-strategies/sustainability/policies Environmental and Sustainable Development Strategy 2013 - 2016

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Figure 4 Staff and students are encouraged to use the travel hierarchy

Initiatives include the provision of dedicated shower and changing facilities, implementation of a car share scheme, increased subsidy for the inter campus bus and a Cycle to Work scheme. Regular traffic surveys of vehicular movements on the campuses and a staff and student questionnaire to ascertain any changes in travel patterns, have been carried out. The traffic surveys suggest that the number of vehicles arriving on both campuses has decreased considerably since the introduction of the travel plan (Figures 5 and 6).

Figure 5 The number of vehicles on Bishop Otter campus has decreased

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2.9 Biodiversity Management

A biodiversity action plan was developed by the Green Campus Group10, a staff association of highly motivated employees promoting and raising awareness of green issues, in April 2011 (see section 2.11). The plan was devised to ensure the maintenance and improvement of biodiversity within the University’s estate. Since its implementation, the Green Campus Group has been working on the action plan. The group purchased six bird baths for positioning at the Chichester and Bognor Campuses and two water butts for the Bognor allotments. The group also purchased wild flower seed and bulbs from the Eden Project for the staff to create a wild haven on the slopes behind the learning resource centre at Bishop Otter Campus. The Group brought three oak trees of different varieties for planting at the Chichester Campus by the Vice-Chancellor on 31 May 2012, in celebration of the Queen’s Golden Jubilee and a plum tree to add to the orchard.

Bird boxes have been installed around both campuses, including a “bird cam” accessible from Portia. This bird cam was quickly inhabited by a swarm of honey bees that is still enjoying its new home.

Spring Fairs at Bognor Regis and Bishop Otter were held in April 2012 to celebrate the 20th Anniversary of the first Earth Conference in Rio, (Rio+20) and the English countryside. Stalls including plant sales, a swap or buy table, home produce and crafts, an Easter safari, information on biodiversity, sustainability and energy management tips for work and home, competitions and exhibits were held.

Bognor Regis Campus Allotments have been allocated to staff and students and the areas are beginning to become a hive of activity. The Bishop Otter campus allotments were allocated to staff in February 2013.

2.10 Embedding Sustainability in the Curriculum

It is widely recognised that HEIs are uniquely positioned to engage with people on sustainable development and provide the skills and knowledge needed for future challenges.

Climate change is the greatest environmental challenge facing the world today. To meet this challenge, the world needs minds capable of creating new possibilities for meeting our basic needs such as energy, water, shelter and food; minds that

10 Biodiversity Action Plan 2011, University of Chichester http://www.chi.ac.uk/about-us/mission-and-vision/supporting-strategies/sustainability/policies Environmental and Sustainable Development Strategy 2013 - 2016

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can transform our daily experiences into ones that allow a sustainable development, safeguarding our opportunities and the environment for future generations.

The higher education sector is where these minds are trained and developed. Therefore, it is crucial that the sector contributes strongly to sustainable development. It can do so by training and expanding these young minds; researching answers to challenges and informing public policy; showing its own understanding and commitment through careful campus management; and by being a responsible employer and active member of the business and local community.

Professor Lord Stern of BrentfordLondon School of Economics and Political Science

One of the objectives of the University’s Learning and Teaching Strategy11 is to provide a holistic approach to the development of employable and socially and environmentally aware graduates. In addition to the informal activities taking place on the campuses, the best way to embed sustainability into the heart of the student experience is to make it part of the learning and teaching experience through integration into the curriculum. For some years this has been the case in isolated areas, but the University has struggled to expand these areas of good practice.

In December 2012 the University made a successful bid to join the second Higher Education Green Academy Change Programme to help embed sustainable development in the curriculum. The first programme is recognised across the Educating for Sustainable Development community as a notable success, which has led to significant on-going institutional change. Each of the participating teams achieved curriculum change, increased student involvement and high-level institutional engagement with sustainability. It is anticipated that participants in the second Green Academy programme will achieve similar success. A team from the University will join ten teams from other HEIs in the programme, which runs from February 2013 to February 2014.

2.11 Awareness Raising and Communication

As mentioned in the introduction to this document, winning the hearts and minds of the University community, getting them to think and act differently is crucial to achieving the sustainable vision for the University. Since the introduction of the first strategy, a number of techniques and initiatives have been used to make progress on this important task.

A variety of communications media has been used in an attempt to engage the majority of the University population. Banners have been placed in the LRCs on both campuses so that students and staff and visitors to the site are aware of our commitment to the environment and sustainable development as soon as they arrive. Posters containing information on different topics such as energy saving, waste segregation and the car share scheme, have been placed in strategic areas and announcements on the University’s Intranet have been made at frequent intervals. Information on University initiatives such as the Green Impact scheme and Green Campus Group meetings have also been communicated using the Students’ Union Facebook and electronic screens located in the Support and Information Zones. To encourage new students to think about sustainability, a waste segregation game has been played at Freshers’ and Refreshers’ Fairs, where students were encouraged to place various waste types in the correct bin, in return for chocolate (Fairtrade of course!).

The Green Campus Group has continued to be instrumental in bringing about change and representing a platform from which to roll out initiatives, championing sustainability as a strategic direction for the University (see section 2.9). In addition to their involvement in biodiversity, various competitions, including a sunflower growing competition and exhibits have been held, to try to engage more of the University community.

11 Learning and Teaching Strategy, University of Chichester Environmental and Sustainable Development Strategy 2013 - 2016

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It is acknowledged that the student body is a vital partner in making future progress. The Students’ Union at the University has for the first time this year joined the SU Green Impact scheme. This National Union of Students (NUS) scheme gets Students’ Unions to compete and complete pre-set environmental initiatives. Awards are then made according to achievements made. This academic year has also seen student representation on the Environmental and Sustainable Development Steering Group (ESDSG).

The University has also for the first time joined the NUS Green Impact Universities scheme. Unlike the SU scheme, in this programme, teams of staff complete a bespoke workbook of environmental actions. The University workbook has been developed to coincide with our strategies on for example, sustainable travel, sustainable procurement, waste and recycling and energy saving. In March 2013, groups of Chichester students were trained by the NUS to audit the work carried out by the teams and obtained an environmental auditing qualification. The results of the teams’ work were celebrated at a special ceremony on 9 May 2013 when prizes were awarded. Our objectives for joining the scheme are that it will encourage more of the University community to become involved in environmental activities, it will create better employability prospects for our students, it will help to create an environmental ethos on the campuses and will enable environmental improvements to be made.


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3. Objectives and targets for further improvement

Objectives and targets for each of the key themes for progress have been developed and are described in the following sections. An action plan identifying all actions and resources required to meet these objectives and targets is given in Appendix 1.

3.1 Environmental Governance

The University now has a structure in place to enable environmental issues to be raised at top level. However, in order to ensure that an environmental ethos is developed across the whole of the University community and that environmental improvement continues, it is vital that visible environmental governance is maintained.

Summary of Environmental Governance objectives Ensure monitoring and reporting structure for environmental and sustainability issues within the

University’s operations is maintained.

Key Performance Indicators Quarterly meetings of ESDSG

3.2 Environmental Legal Compliance

Environmental legislation is not static; it will continue to change as new environmental and sustainable development issues become apparent and/or when a different emphasis is placed by governments on existing issues. To ensure continual compliance, reduce risks and also identify potential opportunities, it is vital that the University keeps up to date with new developments.

Summary of Environmental Legal Compliance objectives. Continue to identify all Environmental Legislation relevant to the University’s operations. Continue to ensure that the University’s procedures and activities meet statutory

environmental compliance.

Key Performance Indicators Register of Environmental legislation updated each February, May, August and November

2013 to 2016 and relevant changes reported to Chief Executive’s Team and StRAP. Bi-annual compliance audits undertaken April 2013, October 2013, April 2014, October 2014,

April 2015, October 2015, April 2016 and October 2016 and findings reported to ESDSG.

3.3 Environmental Management System

The University has implemented an EMS certified to BS8555 Phases 1 to 4. Two further phases of this standard are available. Work has started on Phase 5 which necessitates auditing of the systems put in place and environmental performance. A review of the outcomes of the auditing process is also required by management.

Once Phase 5 is complete the organisation should have a fully functional EMS in place. Phase 6 is the acknowledgement of this and subsequent preparation for certification against one of the internationally recognised schemes, most frequently ISO 14001 or the less popular scheme, EMAS. The current ISO 14001 standard, ISO 14001:2004, is in the process of being updated. This is likely to result in significant changes to the standard in an attempt to harmonise all ISO standards but may also require organisations to consider issues not previously covered, such as climate change, water scarcity and resource depletion. In addition, the minimisation of risk and development of opportunities may also have to be considered as part of the standard. The new version of ISO14001 is not expected to be adopted until mid-2016. In view


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of this it would seem prudent for the University to wait for the publication of the new ISO standard before deciding whether to follow this course of EMS development.

Summary of EMS objectives To continue to develop the EMS (BS8555) and integrate it into the business.

Key Performance Indicators Achieve Phase 5 of BS8555 by the end of December 2013. Review of EMS findings at ESDSG meetings. Monitor developments in ISO 14001 update and consider whether certification to this standard

is prudent by September 2016.

3.4. Managing Waste and Recycling

Although a contract change means that no general waste generated on the campuses will be sent to landfill, waste management issues are still pertinent to the University. A number of initiatives have been carried out involving different sectors of the University community to raise awareness of waste management issues. These appear to be having the desired effect as the amount of waste recycled on site is increasing. As the University population is constantly changing, focus must be continued to ensure improvements are maintained. Areas identified for further emphasis are student accommodation and contractors.

Summary of Waste Management objectives To decrease year on year the amount of waste created. To increase the proportion of waste recycled.

Key performance Indicators Review waste data obtained through EMS statistics and establish targets for general waste

generated and proportion recycled by the end of October 2013. Continue to run awareness campaigns to reduce amount of waste created during student

departure period. (May, June, September, 2013, 2014, 2015 and 2016). Investigate the use of recycled paper and the operation of a “closed loop scheme” by July

2013. Carry out waste management training for main contractors by end of April 2014. Implement an awareness campaign for students’ resident on campus by October 2013. Develop a system for measuring carbon emissions from the generation and disposal of waste

on campus by end of December 2014.

3.5 Sustainable Construction

The University has adopted the Building Research Establishment Environmental Assessment Method (BREEAM) standard. This standard is the most widely used assessment method for the built environment and promotes best practice in sustainable construction, design and the environmental performance of buildings.

Summary of Sustainable Construction objectives To continue to ensure that the environmental impact of the construction phase of all new builds

and refurbishments is minimised, that all are low carbon developments and energy and water efficient.

Key Performance Indicators Achieve BREEAM rating of very good or higher for all new buildings and major refurbishments

from January 2013.


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Maintain or improve the energy performance of all buildings requiring a Display Energy Certificate (DEC) from January 2013.

3.6 Utilities Management

Objectives and key performance indicators for utilities management are described in the Carbon Management Plan Update July 2013 5.

3.7 Sustainable Procurement

The University is concentrating on the three areas of sustainable procurement, economic, environment and social. Now that priority areas of procurement requiring attention have been identified, actions are required to ensure that sustainability is embedded into contracts through specifications, supplier selection, evaluation and award and contract management. In order to do this, different elements of the Flexible Framework will be required to be fulfilled such as staff training, supplier engagement and supply chain mapping.

Summary of Sustainable Procurement objectives To continue to develop the sustainable procurement process and integrate it into the business.

Key Performance Indicators Embed sustainability into the contract for three of the priority areas by end of 2014. Reach level 1 of the Flexible Framework by end of November 2013, level 3 by the end of 2015. Maintain Fairtrade accreditation.

3.8 Sustainable Travel

Since the introduction of the Green Travel Plan in 2010 the number of vehicles being driven onto the University campuses appears to have reduced significantly. Further work is now required to consolidate this good practice and encourage staff, students and visitors to travel to the University by more sustainable means.

In January 2012, HEFCE published a report they had commissioned to improve HEIs’ understanding of scope 3 emissions from transport and facilitate institutional and behavioural changes which would ultimately reduce emissions12. The report recommended that as a priority HEIs should investigate emissions from staff and student business travel and then from commuter travel as a second priority. These recommendations will be incorporated in the travel plan update.

Summary of Sustainable Travel objectives To continue to develop sustainable travel initiatives according to the travel hierarchy and

develop a sustainable travel ethos throughout the University community.

Key Performance Indicators Update sustainable travel plan by September 2013. Develop a system for recording the carbon footprint of business travel by the end of December

2013 and for staff and students commuting by end of December 2014. Develop a system for measuring emissions associated with the travel between students’ homes

and the University at the start and end of term (including international students) by the end of December 2013.

Run awareness campaigns of sustainable travel options on a quarterly basis.

3.9 Biodiversity Management


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The University recognises that one of its greatest assets is the green space at both campuses. Much work has been carried out to maintain and develop this asset, particularly by the Green Campus Group. This emphasis should be continued to ensure further opportunities to enhance biodiversity are identified and appropriate actions taken.

Summary of Biodiversity Management objectives To maintain and improve biodiversity within the University’s estate.

Key Performance Indicators Update biodiversity action plan by end of December 2013. Continue to support Green Campus Group actions; Green campus Group meetings to be held

quarterly. Investigate and secure funding to build a pond at Bognor Regis campus by July 2014. Continue to plant trees in the orchard at Bishop Otter campus (September 2013, September

2014 and September 2015).

3.10 Embedding Sustainability into the Curriculum

The University is about to embark on a recognised third party programme to provide ideas for embedding sustainability into the curriculum and share best practice with other HEIs. Outcomes of this programme will determine the way forward.

Summary of Embedding Sustainability into the Curriculum objectives Participate in the Higher Education Academy’s (HEA’s) change programme and implement

actions and initiatives originating from this scheme. Establish further KPIs by December 2013

Key Performance Indicators Participate in HEA change programme February 2013 to February 2014.

3.11 Awareness Raising and Communication

Many schemes and ideas have been utilised to try to engage with the whole of the University community and spread an environmental ethos throughout the organisation. Whilst it is recognised that there are areas of good practice within the University, such as the Green Campus Group and the Green Impact teams, further work is required to catalyse wider cultural change. The changing student population also provides further impetus for continual effort in this area. To date there has been little student involvement in green events and actions; this needs to be addressed.

Summary of Awareness Raising and Communication objectives Ensure all staff and students are able to engage in the process of improving the University’s

environment and sustainability performance.

Key Performance Indicators Form SU Green Society by end of November 2013 Continue and develop the SU and University Green Impact schemes (or similar) year on year

until 2016. Produce one form of communication on environment and sustainable development issues or

activities each week.


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Appendix 1 Action plan

Area Objectives Actions Responsibility Completion date1) Environmental Governance

1.1 Ensure monitoring and reporting structure for environmental and sustainability issues within the University’s operations are maintained.

Continue to hold quarterly meetings of ESDSG

PA to Deputy Vice-Chancellor

Deputy Vice-Chancellor

Ongoing

Ensure balanced representation of staff and SU at ESDSG meetings

2) Environmental legal compliance

2.1 Continue to identify all Environmental Legislation relevant to the University’s operations.

Update register of environmental legislation and report relevant changes to ChET and StRAP.

Environment and Sustainable Development Co-ordinator

November, February, May and August 2013 to 2016.

2.2 Continue to ensure that the University’s procedures and activities meet statutory environmental compliance.

Undertake bi-annual compliance audits and report findings to ChET.

Health and Safety Advisor

April and October 2013 to 2016.

3) Environmental Management System

3.1 Continue to develop the EMS (BS8555) and integrate it into the business.

Achieve Phase 5 of BS8555


End of 2013

Review EMS findings at ESDSG meetings.


Ongoing

Monitor developments in ISO 14001 update and consider whether certification to this standard is prudent.


September 2016.


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Area Objectives Actions Responsibility Completion date4) Managing waste and recycling

4.1 Decrease year on year the amount of waste created.

Review waste data obtained through EMS statistics and investigate target setting for general waste generated.

Environment and Sustainable Development co-ordinator

End of October 2013

Continue to run awareness campaigns to reduce amount of waste created during student departure and arrival period.


May, June, September, 2013, 2014, 2015 and 2016

4.2 Increase the proportion of waste recycled.

Review waste data obtained through EMS statistics and set target for the proportion of waste recycled.


End of October 2013

Investigate the use of recycled paper and the operation of a “closed loop scheme”

Print shop and Environment and Sustainable Development co-ordinator

July 2013

Carry out waste management training for main contractors

Director of Estate Management

End of April 2014

Implement an awareness campaign for resident students’ on campus.

SU and Environment and Sustainable Development co-ordinator

End of October 2013.

Develop a system for measuring carbon emissions from the generation and disposal of waste on campus.


End of December 2014.


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Area Objectives Actions Responsibility Completion date5) Sustainable construction

5.1 Continue to ensure that the environmental impact of the construction phase of all new builds and refurbishments is minimised, that all are low carbon developments and energy and water efficient.

Achieve BREEAM rating of very good or higher for all new buildings and major refurbishments.

Estates Management

From January 2013

Maintain or improve the energy performance of all buildings requiring a Display Energy Certificate (DEC) from January 2013.

Energy Officer From January 2013

6) Utilities management

Actions and resources required to meet the objectives and key performance indicators for utilities management are described in the Carbon Management Plan Update July 2013.

7) Sustainable procurement

7.1 Continue to develop the sustainable procurement process and integrate it into the business.

Embed sustainability into the contract for three of the priority areas by end of 2014.

Finance End of 2014

Reach level 1 of the Flexible Framework

Finance and Environment and Sustainable Development co-ordinator

End of November 2013

Reach level 3 of the Flexible Framework

Finance and Environment and Sustainable Development co-ordinator

End of 2015

Maintain Fairtrade accreditation

Fairtrade Steering Group and Environment and Sustainable Development co-ordinator

Renewal of status required September 2015.


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Area Objectives Actions Responsibility Completion date8) Sustainable travel

8.1 Continue to develop sustainable travel initiatives according to the travel hierarchy and develop a sustainable travel ethos throughout the University community.

Update sustainable travel plan

Environment and sustainable Development co-ordinator

September 2013

Develop a system for recording the carbon footprint of business travel.

Set targets for reduction


End of 2013

Develop a system for recording the carbon footprint of staff and students commuting.



End of 2014

Develop a system for measuring emissions associated with the travel between students’ homes and the University at the start and end of term (including international students).



End of 2013

Run awareness campaigns of sustainable travel options on a quarterly basis.


October, January, March and June 2013 to 2016.

9) Biodiversity management

9.1 Maintain and improve biodiversity within the University’s estate.

Update biodiversity action

H&S Officer End of 2013

Continue to support Green Campus Group actions; Green campus Group meetings to be held quarterly.


October, January, March and June 2013 to 2016

Investigate and secure funding to build a pond at Bognor Regis campus.

Estates management

July 2014

Continue to plant trees in the orchard at Bishop Otter campus

Green Campus Group

September 2013, September 2014 and September 2015.


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Area Objectives Actions Responsibility Completion date10) Embedding sustainability into the curriculum

10.1 Participate in the Higher Education Academy’s (HEA’s) change programme and implement actions and initiatives originating from this scheme.

Attend HEA workshops and provide feedback.

Hugh Dunkerley

February 2014

10.2 Establish further KPIs.

Develop project plan and timescales.

Hugh Dunkerley

December 2013

11). Awareness raising and communication

11.1 Ensure all staff and students are able to engage in the process of improving the University’s environment and sustainability performance

Form SU Green Society. Students’ Union End of November 2013

Continue and develop the SU and University Green Impact schemes (or similar) year on year


On going to end of 2016

Produce one form of communication on environment and sustainable development issues or activities each week


On going to end of 2016


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