Environmental and Sustainable

The University of Chichester

Environmental and Sustainable

Development Strategy Update

2013–16

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

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 / 5
2.2 / Environmental legal compliance / 6
2.3 / Environmental Management System / 6
2.4 / Managing waste and recycling / 7
2.5 / Sustainable construction / 9
2.6. / Utilities management / 9
2.7 / Sustainable procurement / 10
2.8 / Sustainable travel / 10
2.9 / Biodiversity management / 12
2.10 / Embedding sustainability in the curriculum / 12
2.11 / Awareness raising and communications / 13
3 / Objectives and targets for further improvement / 14
3.1 / Environmental governance / 14
3.2 / Environmental legal compliance / 14
3.3 / Environmental Management System / 14
3.4 / Managing waste and recycling / 15
3.5 / Sustainable construction / 15
3.6 / Utilities management / 16
3.7 / Sustainable procurement / 16
3.8 / Sustainable travel / 16
3.9 / Biodiversity management / 16
3.10 / Embedding sustainability in the curriculum / 17
3.11 / Awareness raising and communications / 17

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, highlightsrenewed drivers for change and provideskey 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).

1. 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 Table[1]. 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 95thand we were awarded a third class degree. In 2012, our ranking had improved to joint 47thand the level of award achieved hadincreased 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), academicstaff 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.

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.

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 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 area[2].

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

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 showgood progress, other Universities are recycling 85pc of their waste[3]suggesting there is room for further improvement.

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

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 constructionof 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 2011[4] and is updated annually[5]. 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 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.

2.7Sustainable 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 Fairtradeaccreditation to be maintained and more emphasis has been placed onextending 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 procurement[6]. 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 DEFRA[7]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 Framework[8]is also being used as guidance to enable the University to measure and monitor progress on sustainable procurement over time.

2.8Sustainable Travel

To support the reduction in the University’s carbon footprint, a Sustainable Travel Plan[9] 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)