Annual Sustainability Report 2008 - Macquarie University · The cogeneration system received the...

Annual Sustainability Report 2008

2

The author is grateful for the help, support and enthusiasm shown by the staff and students of Macquarie University. In particular special thanks go to Paul Bowler, ex DVC and COO at Macquarie without whom little of this would have been possible; Ruth Tregale who remains a wonderful support and sounding booth; Belinda Bean who continues to carry the momentum of Sustainability@MQ (and the author) with her enthusiasm, as does Hilary Bekmann who confidently deals with the complexities of change in a University setting; Iain Brew for keeping the sustainability website alive and vibrant; the Sustainability Working Group and Action Groups for continued support, advice and enthusiasm; and the many people who assisted in providing the data necessary for this report to be completed including but not limited to the staff at the Office of Facilities Management, the Finance and Business Service team, the Human Resources team, the Marketing Unit team and the ever helpful staff at U@MQ.

ISBN 978-1-74138-321-8

© Macquarie University, 2009

Information contained in this publication may be copied or reproduced for study, research, information or educational purposes, subject to inclusion of an acknowledgment of the source.

Citation: Denby, L (2009) Macquarie University Annual Sustainability Report 2008, Macquarie University, Sydney

Document design: Ann-maree Morgan email. [email protected]

Photography: The majority of photos were taken by Iain Brew. David Myton provided the photo of the Vice Chancellor, whilst James Hazelton provided the photo of the Sustainability Fair.

PDF Version: Available for download from www.mq.edu.au/sustainability.

Disclaimer: While reasonable efforts have been made to ensure that the contents of this publication are factually correct, Macquarie University does not accept responsibility for the completeness of the information.

Acknowledgments

3

MeSSAge fRoM the Vice chAncelloR

embedding sustAinAbility into the frAmework of mAcquArie university

At Town Hall meetings, at sustainable development group meetings and in response to our Divisional consultations, the Macquarie University community has made it clear that it wants the University to become a model of sustainability. Our researchers have revealed the impacts of climate change and our economists and scientists have modelled what can be done to combat its effects. It is only fitting that the University, as an institution, works towards sustainability through all that it does, from building to teaching.

A sustainable organisation is one that operates in ways that avoid compromising the ability of future generations to access resources that we now take for granted. It is an organisation committed to understanding its impacts on society and the environment, while working to benefit each.

Over time, we have come to understand that sustainability is not a program, nor even a set of priorities. Rather, it requires changes to our way of thinking, decision-making and to our actions.

At Macquarie, we have acknowledged this and are seriously beginning to challenge our organisational patterns, attempting to work across structures and embody the principles of sustainability into all that we do – from the way we construct our buildings to our management practices and processes. We have achieved much, but more remains to be done.

Macquarie University is in a great position to bring about the cultural change required to become more sustainable thanks to the enthusiasm and support of students and staff. The best way to ensure this support continues is to be seen to be taking sustainability seriously at all levels.

We made significant progress towards our sustainability goals in 2008, the year we began to make a strenuous professional and coordinated effort to improve our operations.

Before 2008, we had implemented several excellent initiatives on campus.

The co-generation plant installed in 2000 is an example of this, as is the revolutionary mixed-mode design of our Business Faculty buildings.

Each of these demonstrated that we were already considering how to reduce our energy consumption. The problem, though, was that these were ad hoc approaches and did not represent a consistent effort to embed sustainability into the framework of the University.

We needed to coordinate our efforts and assess where we needed to go, what we needed to do to get there, and how to engage our staff, students and wider community in the process.

Last year Macquarie employed several staff, including a full time Director of Sustainability, to manage the challenge. We discussed our direction at the highest levels of management and involved as many staff and students as we could in defining our goals and objectives.

We undertook several initiatives including water, waste and transport audits; developed a number of key documents including a sustainability policy and strategy; recruited staff and students into our numerous action groups focusing on campus operations, learning and teaching, communications, development, procurement and human resources in an effort to involve the Macquarie community in the change process. We are also working to embed sustainability in our learning and teaching at Macquarie, and into the framework of our graduate capabilities.

We have achieved much in just 12 months, but there is still a great deal to do. Working together, we can achieve our goals.

Professor Steven Schwartz

Vice Chancellor

4

introduction

The world faces numerous serious threats that have the ability to undermine future societies and the environment upon which they rely on. Inequity, injustice, environmental degradation, resource depletion, poverty and climate change are perhaps the biggest issues to challenge our global society. The key to understanding, dealing with and changing these issues is through action and education.

As an institute of higher education, Macquarie University recognises its place within society to address these issues. We have the opportunity and ability to not only demonstrate what equality, justice, environmental and resource conservation look like through our campus management, but to also educate the future policy makers, leaders and professionals of society to ensure they are well equipped to respond to these matters appropriately. And we are striving to do both.

Utilising a holistic approach, we are ensuring that our commitment to a sustainable future is evident in our activities and in our curricula. We are focusing on developing and improving our relationships and partnerships with all of our stakeholders from our students and staff to our suppliers and wider community. We are rewriting policy and programs to include sustainability, and assisting those required to implement both to understand what it means to teach, learn and do sustainability.

We accept our responsibility to do this because we recognise we are a place of learning.

PlAce of leARning

5

Macquarie University has been addressing energy efficiency for almost a decade, with the installation of a co-generation plant on campus. The plant uses gas to fuel two generators that produce electrical energy. The heat recovered from the generators is used to run an absorption chiller that produces chilled water for distribution to a number of surrounding buildings. It also supplies space heating to two large buildings as well as heating our indoor and outdoor pools. This system reduces greenhouse gas emissions by 44% compared to a traditional system. The cogeneration system received the NSW state government Green Globe Award for Sustainability in 2001.

In 2006, Macquarie University opened the doors of a new building which incorporated mixed mode ventilation and won a Bronze Medal in the Green Buildings Awards 2003. The building utilises a comfort conditioning system by using natural ventilation when appropriate, targeting efficiency in energy consumption and reduced green house gas emissions. The active facade of the building incorporates a semi-automated louvre system that allows the building to be naturally ventilated for temperatures under 26 degrees Celsius. As the internal temperature gets beyond 26 degrees, the louvres close automatically and the air conditioning system is initiated.

e4A/B

cogeneRAtion PlAnt

6

vision for sustAinAbility

This means:

• Asaninstitutionwefunctionasasustainablecommunity,embodyingresponsibleconsumptionofenergy,water, food, products and transport;

• Weactivelysupportsustainabilityinourlocalcommunityandregion;

• MacquariestudentsleavetheUniversitypreparedtocontributeasworkingcitizenstoanenvironmentallyhealthy and equitable society; and

• MacquarieUniversityhasareputationforbeingtheplacetolearn,toworkandtoconnectwiththelocalandglobal community.

• Weactivelyseektomeetthechangingsocial,environmentalandeconomicconditionsaspartoftheglobaleffort to reduce the impact of climate change upon the environment.

We will reach this through embracing the following principles:

• Globalsocialandcommunityawareness;

• Staff,studentandcommunityparticipation;

• Aninclusivecampuscommunity;

• Acceptingsharedresponsibility;

• Demonstratingbestpracticeandleadership;

• Openandtransparentprocesses;

• Utilisingtheprecautionaryprinciple;

• Innovationandcreativity;and

• Awholesystemsapproachtochange.

The vision for Macquarie as a sustainable university is a result of extensive participation by staff and students across campus. It comprises a simple statement supported by several clarifying intentions.

“Macquarie University is ecologically sound, socially just and economically viable in all of its activities”.

Macquarie University is located in North Ryde, approximately 17km North West of Sydney’s CBD, in the state of New South Wales, Australia. The University is about discovery, learning and participation in a borderless world. It is a dynamic, flexible and engaged University committed to excellence in research, teaching and global citizenship.

Macquarie’s 126 hectare park-like campus is an ideal setting in which to discover and learn. Our location within the high-technology corridor of Sydney’s north-west enables us to establish close relationships with some of the world’s most successful companies, many of whom are located in the University’s research park, and allows a collaborative approach to research and teaching. It also provides our students with first class internship opportunities with world leading companies from a range of industries.

(a) the provision of facilities for education and research of university standard,

(b) the encouragement of the dissemination, advancement, development and application of knowledge informed by free inquiry,

(c) the provision of courses of study or instruction across a range of fields, and the carrying out of research, to meet the needs of the community,

(d) the participation in public discourse,

(e) the conferring of degrees, including those of Bachelor, Master and Doctor, and the awarding of diplomas, certificates and other awards,

(f ) the provision of teaching and learning that engage with advanced knowledge and inquiry,

(g) the development of governance, procedural rules, admission policies, financial arrangements and quality assurance processes that are underpinned by the values and goals referred to in the functions set out in this subsection, and that are sufficient to ensure the integrity of the University’s academic programs.

our Sustainability Policy reflects these principles and values (see http://www.mq.edu.au/policy/all.html#s).

About mAcquArie university

The nature of ownership and legal form of the University is clearly set out within the Macquarie University Act 1989 as a body corporate under the name of Macquarie University. The Act further sets out the charter of the University, providing that the functions of the University, within the limits of its resources, include:

7

facts and figures

1 Source: Submissions to DEEWR up to 31 October 2008. Figures may not add up to totals due to rounding.

Student enrolments 20081

Type of attendance

Full-time 20,700 Part-time 12,085 Gender

Female 18,243 Male 14,542

Total 32,785

Enrolments by home location 20081

North East Asia 6803 South East Asia 1319 South and Central Asia 657 Americas 1419 Oceania and Antarctica 67 Africa and the Middle East 242 Northern and Western Europe 799 Southern and Eastern Europe 142

International total 11,448 Domestic total 21,337

Macquarie university pursues discovery, learning and service in a world without borders. our aiM is to achieve global reach through great research and by offering a unique student experience.

8

0

50

100

150

200

250

300

2005

2006

2007

2008

Level A Level B Level C Level D Level E Deputy Vice Chancellor

Vice Chancellor

Casual

EMPLOYMENT LEVEL

NU

MBE

R O

F ST

AFF

STAFF FULL TIME EQUIVALENCES - ACADEMIC CLASSIFICATIONS

2005

2006

2007

2008

EMPLOYMENT LEVEL

NU

MBE

R O

F ST

AFF

STAFF FULL TIME EQUIVALENCE - NON ACADEMIC CLASSIFICATIONS

0

50

100

150

200

250

HEWLevel 1

HEWLevel 2

HEWLevel 3

HEWLevel 4

HEWLevel 5

HEWLevel 6

HEWLevel 7

HEWLevel 8

HEWLevel 9

HEWLevel 10

AboveHEW

Level 10

Casual 3

Full time �xed term - 471

Part time continuing - 206

Part time �xed term - 231 Casual - 4,965

Full time continuing- 1,421

TOTAL WORKFORCE BY EMPLOYMENT TYPE

vision for sustAinAbility

stAff full time equivAlences: 2005–20085 stAff full time equivAlences - AcAdemic clAssificAtions

Total non-academic 1105 1126 1123 1132 Full-/Part-time total 1690 1759 1766 1829 Casual total 447 433 455 420

TOTAL UNIVERSITY 2136 2192 2221 2249As at 31 Mar 2008 full time equivalent loads: Students: 22480 Staff: 2165 (EFTP 24645) 5 As at 31 March 2008. Figures may not add up to totals due to rounding.

Total academic 1031 1066 1098 1117

divisions

Australian Centre for Educational Studies Australian School of Advanced Medicine Division of Economic and Financial Studies Division of Environmental and Life Sciences Division of Humanities Division of Information and Communication Sciences

Division of Law Division of Linguistics and Psychology Division of Society, Culture, Media and Philosophy Macquarie Graduate School of Management

departments

Chancellory Student Services Information Technology Services Office of Financial Services Office of Facilities Management Office of Major Projects Macquarie International

University Library Learning and Teaching Centre Human Resources Research Office Management Information Unit Sustainability@MQ

Affiliated organisations

Access Macquarie Limited Macquarie University Property Investment Trust Sydney Institute of Business and Technology U@MQ

trade unions

National Tertiary Education Union (NTEU) Community and Public Sector Union (CPSU)

staff full time equivalent - non academic classifications

total workforce by employment type

Action Groups

FinancialServices

Office of Major Projects

TransportResearchersNetwork

HumanResources

Learning &Teaching Centre

U@MQSustainability

Sustainability@MQ

SustainabilityWorking Group

Deputy Vice Chancellor and Chief Operating Officer

Macquarie University

Office of Facilities Management

U@MQ

Governance

Communications

Fair Trade

Footprint &Reporting

Procurement Planning &Development

Waste

Biodiversity

Water

Energy Emissions

HR Department

PR & Marketing

Learning &Teaching

9

mAnAging sustAinAbility At mAcquArie university

goVeRnAnce

We believe the approach Macquarie takes in its change towards sustainability represents best practice within the University sector. Traditionally sustainability issues are dealt with primarily through facilities management. In our case however, sustainability sits directly within the portfolio of the senior executives.

The overarching sustainability program is directed by the Deputy Vice Chancellor and Chief Operating Officer and managed by the Director of Sustainability through Sustainability@MQ. Sustainability@MQ is the main body responsible for delivery of strategy commitments, with guidance and support issuing from the Sustainability Working Group (SWG). The SWG consists of students and staff from across the

campus, meeting on a six weekly basis to discuss progress and next steps. The Terms of Reference for the SWG can be found at http://www.mq.edu.au/sustainability/resources/documents/s/SWGTermsofReferencev4.pdf

Actions to embed sustainability into the structure of the University are currently facilitated by Sustainability@MQ and the Office of Facilities Management with the support of a number of Action Groups (see Figure 1). The Sustainability@MQ team also works with various departments and offices who have responsibility for student and staff services such as U@MQ, Marketing Unit and Student Well-being.

Figure 1.

10

mAnAging sustAinAbility At mAcquArie university

chAllengeS And oPPoRtunitieS

The successful integration of sustainability into the framework of any organisation can often be helped or hindered by challenges and opportunities. It is therefore ideal to undertake a process of identifying challenges and opportunities. Sustainability@MQ underwent this process, recognising the following:

1 Communication with staff and students needs attention as current systems do not allow for adequate interaction.

2 Ongoing community support is essential to the success of the sustainability programme, both in the community taking action and in supporting sustainability decisions. Sustainability@MQ must inform and maintain dialogue with the community.

3 Technological improvements are necessary to support communication, education and awareness. For example the incorporation of multi-media technology improves the likelihood of engagement.

4 Integration of interdisciplinary study into education should be stressed. We must develop more effective ways to break down or transcend disciplinary silos that shape the graduate degree structure.

5 Corporate and administrative departments are currently working in isolation. Traditional demarcations need to be blurred to ensure that inter department communication occurs, thereby allowing better relationships to be built, barriers to be identified and opportunities to be embraced.

6 There currently exists a skills shortage at the University to address the demands of change towards sustainability. It is essential to identify which areas require assistance and attend to those areas by providing adequate resources and training.

7 The University has an abundance of knowledge and skills within its student and staff base, whose expertise can be drawn upon to the benefit of change towards sustainability in all aspects of the programme.

8 An economic focus currently dominates thinking and decision making processes. This focus is unbalanced and needs to change if we are to embed sustainability into our daily procedures.

9 Economic savings can be made as a result of initiatives to increase resource efficiency and decrease resource use. This is a useful leverage for undertaking energy and water savings actions.

10 Lack of understanding as to what ‘sustainability’ means. General tendency is to see it as ‘green’, focusing on operational aspects thereby missing the social aspect. Gaining understanding and awareness of the broader implications of sustainability will be a continuing process.

11 The term ‘sustainability’ has been overused of late and as a result many people switch off’ when it is mentioned. It will be necessary to approach its use cautiously with consideration for the audience in which it is being addressed.

12 Despite the overuse of ‘sustainability’ there is a strong and growing awareness amongst the community that individuals and organisations need to do something to address environmental and social concerns. It is essential to embrace this awareness and build on its strength.

13 Embedding sustainability throughout operations, learning and teaching, management, processes and practices provides the University with a distinct market advantage. More and more demand will be placed upon institutions through mandatory requirements and user insistence to demonstrate how they are responding to the challenges of a changing environment. Starting a whole systems change towards sustainability process before the increased pressure will see Macquarie University in front.

14 Many changes to the structure of the University are occurring simultaneously. Staff feel overwhelmed at the level of change and sustainability initiatives appear to add to the weight and expectation. Working with staff on a personal basis may help to ease the unrest.

15 New departments and curriculum reviews as a result of change processes provide an opportunity to align with University strategies and, in particular, a way to embed sustainability into structures. As change occurs it is ideal to work with each area of change to see how sustainability fits.

16 The substantial amount of planned development on campus has the potential to negatively impact upon our ability to meet defined targets and objectives. Yet if we approach this development rationally and within defined and recognised sustainable building frameworks (such as the Green Building Council of Australia), there is the potential to limit negative impacts and showcase the campus as a model of sustainability in built design.

17 The amount of development predicted to occur over the next forty years brings opportunities to invest in alternative and on campus energy production solutions such as tri-generation in order to cope with the increased demand on the public electricity grid.

18 New State and Federal Government legislation, such as the Carbon Emissions Trading Scheme, ensures that organisations take responsibility for their actions and provides a basis upon which the University can use to make significant changes to existing systems.

11

our reporting frAmework

This 2008 report is the first sustainability report for Macquarie University. We anticipate delivering annual sustainability reports by the 1st of May each year, based on the previous calendar year’s performance. Whilst we recognise that sustainability encompasses three main aspects being the environment, social and economic factors of an organisation, this report will focus on the first two only. Details pertaining to the University’s economic performance can be found in the Macquarie University Annual Report available at http://www.mq.edu.au/university/about/reports.html.

The Global Reporting Initiative (GRI) G3 framework has been used to guide the reporting style of this document. As a public institution, we have also utilised the Sector Supplement for Public Agencies version 1.0 for further guidance. The data and information contained within the report pertains to the Divisions and Departments listed in the Facts and Figures section on page 5, as well as our affiliated organisations, all of which are located at the North Ryde campus. The Sustainability Indicator Framework against which we measure our progress towards goals and objectives was developed utilising the Campus Sustainability Assessment Framework (Cole, 2003) in conjunction with the GRI Indicators. The Framework has been divided into three key domains of People, Planet and Participation. The reasons behind choosing these themes are as follows.

one – The change process: In 2008 Macquarie University began a process of change on a large scale. This included changes to the structure of the University, a complete review of all academic programs, a new student and staff services organisation created, a quality assurance review, a change to the image of the University, the acceptance of major developments and the incorporation of sustainability into the framework of the University. We recognise to undertake such an enormous amount of change simultaneously, and expect staff, students and the wider community to understand and embrace this change was a substantial ask. As such, the Sustainability Reporting team worked hard to align reporting themes with these changes. The People, Planet, Participation themes are core to our newly developing curricula as part of the review of academic programs process and to use these themes provided consistency across the campus in a time of great change.

two – Core responsibilities: When considering the responsibilities of the University there is no doubt that people are core to our function and purpose. Therefore to base some of our goals and objectives around ‘people’ made sense. The University itself is located on 126 hectares and contains endangered plant life, as well as water forms which flow through to the adjacent Lane Cove National Park. The affinity to the environment within and beyond the boundaries of the campus also made ‘planet’ a natural choice, particularly with the rising complexities associated with a high technology borderless world where impacts cannot be considered as localised. Given the remit of the University to learn and teach for the betterment of society, the participation of staff and students with each other and the wider community also seemed a logical choice to consider as a domain to set goals and objectives.

three – The balance of sustainability: The core dimensions underpinning sustainability are considered to be the environment, society and the economy. These domains are often also referred to as planet, people and profit. The key to sustainability is finding the balance between these dimensions. Whilst we believe that this balance is imperative to achieving any kind of sustainability, as a not-for-profit institution, ‘profit’ did not sit as well with our values. Therefore, we have replaced the idea of ‘profit’ with that of ‘participation’ whilst allowing for economic imperatives within the ‘people’ domain.

Having established the reasoning behind our People, Planet and Participation domains, the bulk of this report will focus on reporting within each of these areas.

12

peopleONEgoals

1. Improved health and

wellbeing of staff and students

2. Embedded sustainability

in governance

3. Economic viability ensured

through diversified income

sources

4. The utilisation of existing

and future infrastructure

is maximised

5. Macquarie University

as a model Sustainable

Community

objectives

• Providestaffandstudentswith

appropriate support and services

to ensure the best opportunity for

optimum physical and mental health

• Policiesandprocedureswill

incorporate sustainability

• CommitteesandGroupswilladdress

sustainability issues

• Sustainabilitywillbeincorporated

into key performance indicators

• Keeptuitionfeesfairandequitable

and in line with expectations

• Ensureinvestmentseekstomaintain

ethical and environmental standards

• Secureexternalfundingthrough

appropriate grants

• Usespaceefficientlyandcontrol

infrastructure costs

• Buildtoensureenergyandwater

efficiency

• Createacampusinwhichpeopleare

proud of their environment

• Meetethicalandenvironmental

standards of practice

• ReceiveFairTradecertification

cARing And ShARing

ouR PeRfoRMAnce

It is one thing to recognise that change needs to occur yet quite another to recognise that making that change requires the support of those within the organisation. Technological improvements can make a substantial difference to the amount of water and energy used, however, when implemented in isolation, these improvements will not achieve sustainability. As such, there is a need to incorporate and empower people in the process.

People are responsible for their impact on the environment and those around them. It is therefore reasonable to expect that it is people who can make the changes required to become sustainable. But how can we expect people to be a part of any change if they themselves do not have the awareness or the will to do so? By ensuring people are happy and supported within their workplace and study, it is more likely that they will embrace the goals and targets set to achieve various degrees of change. Similarly, it is important to ensure that staff and students feel a sense of belonging to the place in which they work and study.

This section encompasses indicators to report against:

One of the key objectives for 2008 was to develop a set of goals, objectives, indicators and targets to capture the issues we feel are important to know and measure about our staff and students. Over time we will be able to adequately collect and collate this information to report on progress against targets but at the moment our data collecting processes are still being developed. Nonetheless we have captured what we could within the Sustainability Indicator Framework below.

One of the key focuses for 2008 was student and staff well-being. Our shops ceased selling cigarettes and a ‘No Smoking’ policy within 5 meters of any building was implemented to coincide with the launch of the ‘Trash the habit’ support network. Weight Watchers @ Work programmes were commenced and targeted demographic fitness classes such as Tai Chi and Heartmoves were introduced into the Sports and Aquatic Centre. A Director for Student Well-being was appointed and the services supporting students and staff were reviewed for improvement.

• GovernanceoftheUniversity;

• Well-beingandsatisfactionofstaff and students;

• Allocationoffinancialassistancetostudents;

• StateofFairTradeoncampus.

We recognise that the satisfaction, happiness and safety of our staff and students is critical to the Well-being of the university, as is the knoWledge to support goals and objectives.

13

on tRAck needS iMPRoVeMent

no chAnge

N.B. As 2008 is the base year and first year for reporting it is difficult to judge progress towards 2014 targets in many areas

THEMES INDICATORS CURRENT YEAR VALUES 2008 2014 TARGET performAnce

Governance Total number of policies in place from the list below:

1. Sustainability Policy 2. Energy management 3. Water management 4. Waste management 5. Health and Safety 6. Sustainable Purchasing 7. Hazardous Waste Management 8. Sustainable Transport 9. Community Engagement 10. Ethically and Environmentally sound investment 11. Sustainability in education 12. Sustainability in research 13. Equity and Diversity 14. Wellbeing (fitness, safe work environment, spirituality, nutrition, alternative work arrangements) 15. Long-term campus land-use planning (principles of smart growth, protection of greenspace, design for efficiency, community engagement) 16. University mission (broad commitment to sustainability) 17. Strategic Plan 18. Preferential purchase of Fair Trade goods 19. Conflict and dispute resolution

If a particular policy covers more than one of the issues listed above, all of the issues should be counted. E.G. if there is a Resource Efficiency policy that addresses energy, water and waste, three points towards the total should be tallied.

27%

No No No No Yes No No No No No No No No Yes No Yes Yes No Yes

At least 75%

Percent of policies (listed above) with active working groups, committees and/or advisory groups 75% At least 50%

Percent of working groups, committees and/or advisory groups with more than 5 different stakeholder/interest groups including at least 1 student

100% At least 50%

Total number of departments with sustainability representatives and/or committees 50% At least 25%

Is there a FTE staff member who reports directly to the Senior Executives? Yes Yes

Total number of staff in the Sustainability Office 3 plus 1 dedicated staff member in U@MQ

Not to be depleted

Total amount of funding spent on staffing and operations of sustainability focused programs and initiatives $156585 No specific target

Percent of issues listed in Policy section above that annually set new objectives for implementation 63% At least 75%

Percent of issues listed in Policy section above that are required to provide report on progress to the University and surrounding community

85% At least 75%

Percent of issues listed in Policy section above that have data collection and management systems in place 25% At least 75%

14

peopleONE on tRAck

needS iMPRoVeMent

no chAnge



Economical Total number of scholarships offered to students 212 Allocation of scholarships 100%

Average MQ university fees (including tuition, rec, student fees etc) calculated by totalling all fees for all departments and dividing by the total number of FTE students

$12,205 per program

Compare MQ average University Fees with national average student university fees Unable to respond as yet as information is not accessible <

Total number of bursaries and other financial assistance available to students Unable to respond as yet No target set

Allocation of funding assistance $ 26,209,000 100%

Income from student fees $272,299,000 No target set

Income from government $140,523,000 No target set

Income from fundraising (Comprises donations and bequests, and scholarships and prizes) $ 1,777,000 No target set

Capital which is ethically and environmentally responsibly invested Negligible $71,000 – income generated from environmentally and ethically sound investment

5-10% of all investments

More information on our investments can be found in the 2008

Annual Report

Deferred maintenance costs Unable to respond as yet 5-10%

Building density Data not provided on time No target set

Fair Trade Total number of administrative units (e.g. departments, faculties) using Fair Trade certified coffee/tea for University hosted meetings 100% of catered meetings. Unable to provide details of informal, not catered meetings

80%

Fair Trade items stocked in retail outlets in cases where a Fair Trade alternative is available Currently selling cookies, chocolate, tea and coffee

50% of all possible stocks lines

Fair Trade Coffee, Tea and Hot Chocolate sold in all U@MQ operated Food & Beverage Outlets on campus 100% 100%

Fair Trade certification Not achieved Achieved

15


no chAnge



Human Resources Total workforce by employment type and employment contract Full time continuing 1,294 Full time fixed term 471 Part time continuing 186 Part time fixed term 231 Casual 4,589

No target set

Total number and rate of employee turnover by age group, gender, and region. Unable to respond as yet No target set

Percentage of employees covered by collective bargaining agreements. 97.8% 98%

Total number of EFTP participating in one or more on-campus recreation programs (NB. Avoid double counting) 10% 50%

Total number of shops/outlets selling organic products Unable to respond as yet At least 80%

Total number of food outlets catering for vegetarian and/or kosher and/or halal and/or diabetic and/or gluten free diets Unable to respond as yet Target yet to be set

Total number of seminars/talks/programs regarding healthy lifestyle offered 4 per year Target yet to be set

Total area allocated as smoking space 90% 10% or less

Percentage of open space which is considered ‘usable’ i.e. available for student and staff to utilise for work or breaks in most weather conditions

12% 20%

Total hectares of greenspace accessible within 1 km of campus (both on and off campus) Unable to respond as yet but likely to be close to target

3-4ha per 1000 EFTP

Total number of PD courses with sustainability content included (incorporating health and safety; resource use and efficiency; environmental and social considerations)

75% At least 75%

Total number of staff training hours devoted to sustainability (by headcount) 1.5% At least 24 hours per year per staff member

Total number of new staff receiving induction training which includes information on sustainability values 10% At least 90%

Total number of new students receiving orientation training which includes information on sustainability values 0% At least 75%

Percentage of employees receiving regular performance and career development reviews. 87% At least 90%

TotalnumberofseniorexecutiveswithsustainabilityasaKPI 85% 100%

TotalnumberofDeans,HeadsofDepartment/SchoolswithsustainabilityasaKPI 2% 100%

TotalnumberofacademicswithsustainabilityasaKPI 0% 100%

TotalnumberofprofessionalstaffwithsustainabilityasaKPI 5% 100%

Total number of student appropriate positions held by students 75% At least 50%

16

peopleONEhighlightS foR 2008

into the futuRe

• DevelopmentoftheSustainabilityStrategy,TargetYear2014,encompassinggoalsandobjectives for the future

• TheestablishmentofSustainability@MQ

• FairTradecoffeeandteasoldthroughoutthecampus

• MovementcommencedfortheUniversitytobecomeasmokefreecampus

• Sustainabilityincorporatedintoprofessionaldevelopmentcourses

• DevelopmentoftheSustainabilityIndicatorFrameworkforreporting,includingindicatorsand targets for 2014 and 2020

Keyfocusfortheimmediatefuture:

• Thedevelopmentofonlinesustainabilitytrainingmodulesforallnewemployees

• AchievingFairTradecertification

• Incorporationandimplementationofvariouspoliciesandplanslistedunder‘Governance’

• DevelopingUniversityvaluesandensuringstaffandstudentsareawareofthesevaluesthrough induction for staff and pledges for students.

SPotlight

Macquarie University’s Sustainability Working Group and Action Groups became more strategicintheadviceandactionsissuingfromthem.KeypeoplejoinedtheActionGroupsto ensure that change could be made through building capacity and support networks. For example, the Reporting Action Group was key in developing the Sustainability Indicator Framework, and setting the goals and targets, used in this report. It is essential to have the support and involvement of key agents of change when striving towards sustainability and this is something we are actively pursuing through Sustainability@MQ.

17

plAnetTWOPRActicing whAt we PReAch ouR PeRfoRMAnce

Macquarie University’s expansive campus encompasses a significant amount of open space compared to many other organisations. It also houses pockets of threatened and endangered species such as Sydney Turpentine Ironbark Forest. Two creeks run through the campus into the neighbouring Lane Cove National Park. Given the amount of natural environment we have, it is easy to understand our affinity with the environment.

Beyond our immediate environment, we understand that the actions we take, from the goods and services we purchase to the emissions produced, have far reaching effects on the global environment. We also understand we have a responsibility to minimise those effects, whilst enhancing our local environment.

Given the nature of our institution is to learn and teach about society and the environment, Macquarie University is endeavouring to be an example of practicing what we preach by ensuring that our operations are approached with a view of conservation, preservation and efficiency.

This section encompasses indicators to report actions associated with:

In the past, actions which have increased our resource efficiency have been approached in an ad-hoc manner. With the establishment of Sustainability@MQ we are moving into a more structured, holistic approach to conserving resources. Much of the actions undertaken in 2008 focused on identifying areas of focus and establishing processes to embed change.

• Waterandenergyuse

• Wasteproducedanddiverted from landfill

• Greenhousegasemissions

• Transportpatternsanddiversions from single passenger vehicle use

• Goodswepurchase

• Developmentofnewbuildings

• Protectingandenhancing our biodiversity.

goals

1. Enhancement and protection of biodiversity

2. Reduced waste and pollutant emissions

3. Efficient use of resources

objectives

• Ensurehazardousmaterialsareusedonly when absolutely necessary

• Ensurealldecisions,andinparticulardevelopment, minimises impact to biodiversity

• Ensurethecommunityunderstandsthe value of a healthy ecosystem

• Connectlearningwithpracticalexperience in assisting to maintain and improve biodiversity on campus

• Reduceairpollutionandinparticular,greenhouse gas emissions

• Reducewastetolandfillandimprovewaste processes

• Improvestormwaterquality

• Reducerelianceonsinglepassengervehicle transportation

• Increaseenergyefficiencyandsupplyfrom renewable resources

• Decreasevolumeofwaterwastedacross campus

• Decreasepercapitapotable water consumption

We have a responsibility to protect and enhance the environment on Which We depend noW and into the future.

inteReSting tRAnSPoRt fActS

Post code analysis reveals that 30% of students and 20% of staff live within a 5km radius of campus, with a further 50% and 40% respectively living within a 5-10km radius. As such, an extensive part of our strategy is dedicated to education and awareness of driving alternatives.

18

plAnetTWO on tRAck

needS iMPRoVeMent

no chAnge



Water Total water consumption per year (main source) MQ -200,196kL Reduced by 40%

Total consumption per year per EFTP 8kL No target set as yet

Percentage and total volume of water recycled or reused Unable to respond at this stage No target set as yet

Total no. of stormwater drains utilising traps/ contaminant separation/collection systems 9% At least 70% of all areas

Leaking fixtures - No. of hours between each leaking fixture incident report and the time that the leak is repaired Approximately 2-3 working days 2 working days or less

Total number of buildings on campus that have a water meter for that buildings’ use 80% 100%

Total no. of buildings that have on-line monitoring capacity 80% 100%

Energy & Emissions Total energy consumption per year (Gj) 219,461 No target to be set

Total energy consumption per year per EFTP (Gj) 8.9 Reduce by 15%/ EFTP

Percentage of campus energy use from accredited renewable sources - renewable sources means clean, non-nuclear and perpetual energy (Green Energy)

5% purchase of Green Energy At least 20%

Total percent of energy consumed from vehicle fleet and grounds vehicles from renewable sources 3% At least 35%

Percent of energy generated on site. N.B. this figure has been determined using a 70% heat recovery rule used by the NSW State Government for determining the GHG abatement from CoGeneration Plants. The Macquarie University CoGeneration Plant is a HIGHLY efficient heat recoverer and the actual number is likely closer to 16 or 17%.

11.6% 20 - 30%

Total energy consumption per square metre (Gj) 1.11 Reduce by 15% per sqm

Total GHG emissions (tonnes CO2 e) produced per year for campus operations - includes, building use, external lighting, anything billed through meters

40,271 No target set as yet

Total GHG emissions (tonnes CO2 e) produced per year for campus operations per EFTP 1.63 Reduce by 30% per EFTP

Total GHG emissions per year produced for all fleet and ground vehicles/ equipment use 230t CO2e Reduce by 30%

Total number of buildings on campus that have metering and monitoring capacity Nil at the individual building level At least 60%

Total number of air conditioning systems set to broader more season comparable temperature range 6% - Of the 67 buildings on campus, only 34 have centrally run air conditioning systems which can be set. All others have individual units which can be manually changed by staff, though not all spaces within the buildings have air conditioning

100%

19


no chAnge



Waste Total amount of solid waste produced per year Unable to respond as yet Reduced by 30%

Total amount of hazardous waste produced per year Unable to respond as yet Reduced by 30%

Percentage of solid waste going to landfill 90% Reduced by 60%

Percentage of hazardous waste going to landfill per year Unable to respond as yet Reduced by 40%

Percentage of solid waste diverted from landfill (tonnes) Unable to respond as yet 70% of all waste

Organic waste diverted to composting 3,120kg

Co-mingled to recycling Unable to respond as yet

Paper and cardboard to recycling 66 tonnes

Hazardous materials recycled Unable to respond as yet

Furniture reused or recycled 15%

Total items of e-waste recycled per year (with a view to eliminate e-waste altogether) 23,000kg

Planning and Development

Total area of campus taken up by buildings Unable to respond as yet No more than 65%

Total area of parking lot & impermeable surfaces (eg footpaths) Unable to respond as yet No more than 65%

GBCA Certified 5 star and above buildings built within the last 3 years 0 At least 70%

20


no chAnge



Transport Total amount ($) spent to assist staff and students to purchase public transport tickets $0 Increase by 40%

Total number of EFTP who primarily walk to/from campus 12% students; 6% staff Increase to 15%

Total number of EFTP who primarily cycle to/from campus 1.5% students; 3.5% staff Increase to 5%

Total number of EFTP primarily travelling by bus to/from campus 29% students; 12% staff Increase to 30%

Total number of EFTP primarily travelling by motorcycle to/from campus 1% students; 0.5% staff Increase to 2%

Total number of EFTP primarily travelling alone in a car to/from campus 38% students; 61% staff Reduce to 30%

Total number of EFTP primarily travelling with passengers to/from campus 6% students; 12% staff Increase to 10%

plAnetTWO

Biodiversity Total area of informal open space (excluding the sports fields and academic core areas) 49.4 ha N/A

Total area of open space secured by planning documents 33.8 ha Target not set as yet

Total weight of inorganic fertilizers/ha of land 20.1 kg/ha (total usage 1000 kg per annum applied within a concentrated area of around 0.7 ha)

Reduce by 40%

Total vol. of treatment (e.g.pesticides, herbicides, fertilisers) used (ltrs)/ha of land .98lt/ha Reduce by 40% Inorganic fertilisers are supplemented with more organic solutions such as

worm castings

Total no. of local provenance installed in informal open spaces Approx 230 planted at pilot bushcare location. No monitoring for local provenance plantings over remaining campus areas in 2008

90% of all plants being planted will be local provenance

Total area of healthy remnant bushland Approx 5.5 of 8.3 ha: 67% At least 75% of all remnant bushland area will be healthy

Total area (ha) of remnant bushland protected for the long-term by policy, covenant, or other non-alterable protection strategy 7.2 ha under informal measures: 86% 100% * These informal measures need to be formalised

Total number of native species known to be utilising natural areas for habitat 52 Stable or increased

Total number of known species utilising natural areas for habitat that are listed on a threatened species schedule 1 – Flying foxes

Total area (ha) of modified open space restored to natural landscape 265 sq meters At least 8%

Total area (ha) of degraded natural landscape managed to restore biodiversity 0.05ha No target set as yet

Total area (ha) with management procedures in place to ensure integrity Approx 4 ha: 48% 100%

21

SPotlight

Personal paper recycling boxes were distributed throughout the University during 2008 to compliment the larger paper and cardboard recycling bins provided by VISY. Immediately after the distribution of personal paper recycling boxes throughout office areas in July 2008 there was an approximate 35% increase in paper recycling. For the 18 months between June 2007 and the end of 2008, 145 tonnes of paper and cardboard was recycled. This equates to savings of:• 2163Gigajoulesofenergy,•58tonnesofCarbonDioxide(whichistheequivalentoftaking14carspermanentlyofftheroad),and• 3441Litresofwater(whichisequivalenttooneOlympicsizeswimmingpool).As personal recycling boxes were distributed during 2008, it is expected that the monthly volume recycled in 2009 will surpass the 2008 levels by a considerable margin.

Keyfocusfortheimmediatefuture:

• Newwastemanagementsystemoncampusaimingtodivert70%ofwastefromlandfill

• Developmentofabikehubencompassingracks,lockersandshowers

• Replacingoldandplacementofmorebikeracksaroundcampus

• Pedestrianpathwaystoencouragewalking

• Meteringstrategytoimprovedatacaptureandmonitoringcapabilities

• Completionofaprojectutilisingsewerminingandreedbedstowaterthesportsfields

• Commencementofacomprehensivegreenhousegasreductionstrategy

• Centralisationofpurchasingforvariousproductswhichhaveahighersustainabilityratinge.g.paper.

• Establishmentofawetlandatthetopofoneoftheoncampuscreekstoimprovewaterquality

• Increasethenumberofbushcaresitestoassistintherestorationofdegradedareas

• Distributednetworkfeasibilitystudyforthegenerationandsupplyofelectricityoncampus

• Water,wasteandenergyawarenessprograms

• Establishmentofanarboretum.Anarboretumisalivingmuseum,detailingplantlifeandother articles of interest across the campus.


no chAnge



Procurement Total amount of paper (of all types) purchased by all departments Unable to respond as yet Reduce by 40%

Percentage of post-consumer content/recycled/ FSC certified paper purchased Unable to respond as yet 100%

Local goods production - ‘local’ means within a 600km radius of the campus Unable to respond as yet At least 25%

Percentage of equipment purchased with maximum efficiency ratings for water and energy or composing of recycled content Unable to respond as yet At least 90%

Total percent of MQ merchandise purchased which is fair trade/ environmentally/socially sound declared produce < 5% At least 45%

• Completionofacomprehensivewasteaudittoestablishwastepatterns• EstablishmentofBushcare@MQandsubsequentplantingofover200treeswithintheriparianzone

of one of the on campus creeks• CommitmenttobuildallnewbuildingstoGreenBuildingCouncilofAustralia5GreenStar

or above rating• LaunchofthePowerSavingCampaign–adesigncompetitionwasheldandvotedontodecide

what posters and stickers would look like. The winning design was developed by a Macquarie University student

• Theabatementfromtheenergygeneratedthroughourco-generationplantis4324tCO2e (calculated using the NSW State Government 70% recovery rule). This means a reduction in GHG emissions associated with the University by 10% due to use of the co-generation

• CompletionofaCarbonReductionStrategy• Replacementofalltapsinthelibrarywithmoreefficientpushtaps• Foure-wastedisposaldaysdiverting25,000kgofe-wastefromlandfill• ReplacementofwaterusingwokswithwaterlesswoksintheU@MQfoodcourtleading

to immediate water savings of 96%• EstablishmentoftheMQBUG–thebicycleusersgroupwhichbringstogethercyclistsoncampus• CompletionofaSustainableTransportPlan

into the futuRehighlightS

22

THREEpArticipAtion

We value the relationships, partnerships and input of our community.

At Macquarie, we value establishing external partnerships that strengthen opportunities for enterprise and innovation, as well as contribute to the development of the local, national and international community. Our engagement with business is driven by our vision of becoming one of Australia’s leading research universities. Our community engagement projects involve partnerships with government and community groups. We also value establishing good communications and interaction with our staff and students, particularly given the critical part they play in achieving sustainability goals. Building and sustaining relationships and partnerships, utilising various means of communication and hosting fun, energetic and educational events are just some of the ways we endeavour to get our stakeholders involved. More importantly, we seek their input in the development of significant documents such as policies, procedures, action plans and strategies. The most effective form of engagement for Macquarie is through the utilisation of both personal means and online technologies. Two way communication opportunities are provided through the many department meetings, action group meetings and informal meetings held on a frequent basis. The sustainability website also provides opportunity for our community to tell us what they think is important, as does the survey situated permanently on the Sustainability@MQ home page. The sustainability team are also easily contacted through a dedicated email. Consultation with stakeholders is perhaps our greatest task, providing valuable feedback and imparting knowledge and awareness. The table below highlights some of the key issues raised during stakeholder engagement and the way in which Sustainability@MQ responded to these issues.

engAging with the coMMunityStAkeholdeRS

Staff and students of the University

Macquarie Park, including the Macquarie Centre

City of Ryde Council

Primary and high schools

Lane Cove National Park

Local community groups

Contractors and suppliers

MeetingS held in 2008

MQ Town Hall meeting Feb Approximately 350 in attendance

Departmental meetings with staff and students 45

Student forums 1

Student focus groups 2

Action Group meetings 32

Sustainability Working Group meetings 8

External meetings with various stakeholders including City of Ryde, Sydney Water, Department of Environment and Climate Change 15

On campus union meetings 3

23

issue

Parking numbers to decrease with modal shift efforts

Loss of biodiversity with development

Waste management practices are below standard

Decreasing paper usage Decreasing paper usage

Inclusion of travel miles for international students in greenhouse gas emissions totals

Lights left on unnecessarily

Incentives for public transport

Better facilities for cyclists

sustainability@mq response

Parking numbers will decrease by 15% over the next 25 years. To alleviate concerns, MQ works closely with Railcorp and planning agencies to ensure that public transport will be a viable alternative. MQ is also improving cycling facilities across campus.

Environmental impact assessments are completed at all sites earmarked for development. Planning includes the replacement of lost biodiversity, and importantly, the preservation of endangered and threatened species.

The waste management systems of the University will be changed at the end of existing contracts to ensure more efficient practices are in place to meet goals and objectives

Set printers and photocopiers to default double sided printing; online review of documents to reduce the need to print; electronic submission of assignments

At present air travel miles are not included in emissions totals. This is something we need to further investigate.

The Power Saving Campaign targeted this. Additionally, standard lights are being replaced with sensor lighting where possible. Individuals still need to take action to make the changes.

2009 budget to include allocation for subsidies to purchase annual passes. Travel loan scheme to be implemented 2009.

Improvements will be made in 2009 including building a bicycle hub and increasing the number of racks available.

This section will address issues relating to:•Engagementthroughlearningandteaching•Communicationswithstaff,studentsandthewidercommunity•Eventsheldoncampus.

key iSSueS RAiSed duRing StAkeholdeR engAgeMent

24

THREEpArticipAtion

ouR PeRfoRMAnce

In the past, Macquarie University may not have done so well with community engagement. The idea was there but the willingness, support and ability to do it well was lacking. Now however, we are endeavouring to build better relationships and partnerships with our staff and students and the community in general. In 2007 a Deputy Vice Chancellor Development and External Relations was appointed to review methods of communication and engagement and improve on each. We are also reviewing what and how we learn and teach, incorporating a ‘Participation’ unit into curricula. Due to be piloted in 2010 and commenced in 2011, the participation unit will allow all of our staff a chance to interact with the community at some level. The participation, learning and engagement of the community will be a continually improving process.

goals

1. Increased understanding

and awareness of sustainability

throughout the

University community

2. Engaged local and global citizens

3. Increased staff and student

communications and participation

4. Increased participation with

the local and global community

5. Foster an inclusive

campus community

objectives

• Strengthenstaffandstudentawarenessand

understanding of sustainability and global citizenship

through learning, research and community service

• Staffandstudentswill:

- 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

• Utilisevariousmediaandmethodsofcommunication

• Encourageandrewardparticipationinactionsand

initiatives

• Connectwiththegreatercommunitytopromote

sustainability and global citizenship through outreach

programs, partnerships and collaborations.

• Ensurethatallstaffandstudents,regardlessofreligion,

gender, sexual orientation, socio-economic

background,

age, disability or ethnicity feel as though they are a part

of the University and the local community

25


no chAnge

Total number of programs that have sustainability as a component within its units


Knowledge Total amount ($) spent to assist staff and students to purchase public transport tickets 21% At least 75%

Total number of students having taken at least one unit with substantial sustainability content 2% At least 40%

Total number of courses that have an applied research/learning element on or off campus Unable to respond as yet 100%

Total tenured faculty ‘specialised’ in sustainability focused teaching 2% At least 20%

Total amount of research grants in the field of sustainability from external sources Unable to respond as yet Total number of on campus research projects involving two or more on-campus departments NB. Research that promotes unsustainability should not be included in this total

Unable to respond as yet At least 40% of total research projects

Total number of research projects involving two or more partners (where one partner is the University and the other being government, community, higher education, or not-for-profit organisations

Unable to respond as yet At least 25% of total research

Total tenured faculty ‘specialised’ in sustainability focused research Unable to respond as yet At least 20% of tenured staff

Total research dollars spent on sustainability based projects Unable to respond as yet

Internal Community Total number of articles in internal publications regarding sustainability at MQ 21 At least 30

Frequency of communications to staff with regards to change measures Regular Momentum updated monthly; News@MQ released fortnightly; MQ Announcements daily

Total number of staff who feel a strong sense of belonging, attachment to and engagement with the campus (using YourSay survey results)

71% At least 85%

Total number of students who feel a strong sense of belonging, attachment to and engagement with the campus (using student satisfaction survey results)

Unable to respond as yet At least 85%

Total number of staff participating on a regular basis in MQ committees and/or groups (NB. Committees or Groups which work against sustainability or do not actively promote or discuss sustainability shall not be included)

Unable to respond as yet 30%

Total number of students participating on a regular basis in MQ committees and/or groups (NB. Committees or Groups which work against sustainability or do not actively promote or discuss sustainability shall not be included)


Total number of schools utilising the campus grounds 70 schools (78 visits) Total number of other visitors utilising the campus grounds Unable to respond as yet Total number of community members involved in University committees and/or groups Unable to respond as yet Student centric - number of processes redesigned to improve student experience Unable to respond as yet No target to be set

Staff centric - number of processes redesigned to improve staff experience Unable to respond as yet No target to be set

26

THREEpArticipAtion


no chAnge

Total number of programs that have sustainability as a component within its units


External Community Total number of partnerships with: Local community organisations Unable to respond as yet Industry Unable to respond as yet

Government Unable to respond as yet

Percentage of alumni actively engaged with the University Unable to respond as yet

Total contributions received from alumni Unable to respond as yet

Total number of articles in external publications regarding sustainability at MQ Unable to respond as yet Total number of staff involved in community organisations, where at least 1 hour per fortnight is spent volunteering with the organisation


Total number of students involved in community organisations, where at least 1 hour per fortnight is spent volunteering with the organisation


• SustainabilitywasincorporatedintotheLearningandTeachingPlanandwithintheframeworkofgraduate capabilities for the University (see Figure 2)

• Communicationaboutsustainabilityactionsanddirectionswasconstant,sothattogetherwiththedevelopment of the sustainability website, the community could get an understanding of what was happening and what they could do to get involved

• Cofoundedanetworkwiththelocalcouncilandseveralbusinessesfromthelocalareatoassistthelocal community to become a showcase for sustainability in practice.

• AppointedaDirectorofInstitutionalAdvancementtoimprovetheUniversity’sfundraising,alumniandcommunity engagement and other Advancement activities

• AppointedaProViceChancellor(SocialInclusion)totaketheleadinhelpingtostrengthentheUniversity’s social inclusion efforts including extending existing outreach strategies to younger

school students; strengthening and extending current non-standard student admission pathways; professionalising and integrating academic and career advising; developing strategies for “at risk” students and creating a central University Indigenous education strategy.

• Theoverallmeasureof“employeeengagement”(i.e.whetherstaffaresatisfied,committedandintending to continue working at Macquarie University) in 2008 was 71% (the percentage of people agreed or strongly agreed to the questions about employee engagement). This score is above roughly two-thirds of all organisations in the Australian economy outside of higher education.

• Furtherdevelopedandexpandedoursustainabilitypartnershipsincluding:TheNSWGovernmentDepartment of the Environment and Climate Change; Sydney Water Every Drop Counts; Ryde City Council; Friends of Lane Cove National Park; the Association for the Advancement of Sustainability in Higher Education; the Australasian Campuses Towards Sustainability organisation.

Events The number of events held on campus which offset carbon emissions 5% At least 75%

The number of events on campus that involve student assistance to coordinate, plan, or be involved in to some capacity 50% At least 65%

The number of events which follow Green Event protocols 2% At least 70%

highlightS

27

figuRe 2

28

The key focus in the immediate future is on:

• DevelopingsystemsandprocessestocapturedatarelatingtoParticipationindicators

• DevelopingaGreenEventsprotocol

• HostinganotherSustainabilityFair,aswellastheAustralasianCampusesTowardsSustainability9th Annual Conference

• Compilingabrochureanddevelopinganassociatedworkshoptoassistlecturerstoincorporatesustainability into the curriculum

• Furtherexpandingourrelationshipsandpartnershipswiththecommunity

• Developingasustainability/environmentalunitforMacquarieUniversitystudentstodelivertoschool students as part of the ‘Participation’ component of the new curricula

into the futuRe

THREEpArticipAtion

SPotlight

In 2008 we hosted our first Sustainability Fair. 33 stalls were in place, consisting of a diverse group of businesses, community groups and student groups with an active interest in sustainability. To add to the affair, live entertainment was provided by student bands and the fantastic performers from Circus Solarus, who specifically focus on sending environmental messages. Guest speakers and interactive workshops focusing on climate change and sustainability added to the mix and provided staff and students with an opportunity to find out more about what it means to live, act and think sustainably.

29

key issues

Our overall performance against indicators

and towards goals is satisfactory, particularly

when considering 2008 was year one for

sustainability at Macquarie University. Each of

the three domains under which we report -

People, Planet and Participation - have areas of

great achievement and areas requiring great

improvement. Systems work is a focus for

2009, not limited to those systems which help

us to capture relevant data for reporting but

also systems of management and practice in

general. We will also work on ways to improve

our monitoring so that we can clearly speak

to our progress. As always, resource efficiency,

environmental improvements, staff and

student well being and active relationships

with our community will remain a focus for the

University and Sustainability@MQ.

30

key Action points for 2009

• Thedevelopmentofonlinesustainabilitytrainingmodulesforall new employees

• AchievingFairTradecertification

• Newwastemanagementsystemoncampusaimingtodivert70% of waste from landfill

• Developmentofabikehubencompassingracks,lockersandshowers

• Replacingoldandplacementofmorebikeracksaroundcampus

• Pedestrianpathwaystoencouragewalking

• Meteringstrategytoimprovedatacaptureandmonitoringcapabilities

• Completionofaprojectutilisingsewerminingandreedbedstowaterthe sports fields

• Centralisationofpurchasingforvariousproductswhichhavea higher sustainability rating e.g. paper.

• Establishmentofawetlandatthetopofoneoftheoncampus creeks to improve water quality

• Increasethenumberofbushcaresitestoassistintherestoration of degraded areas

• Water,wasteandenergyawarenessprograms

• Establishmentofanarboretum

• Developingsystemsandprocessestocapturedatarelating to Participation indicators

• DevelopingaGreenEventsprotocol

• Compilingabrochureanddevelopinganassociatedworkshopto assist lecturers to incorporate sustainability into the curriculum

• Furtherexpandingourrelationshipsandpartnershipswith the community

31

gri content index

Whilst this report has been primarily developed by the Sustainability@MQ team, it has been done in consultation with the Sustainability Working Group, the Office of Facilities Management and the student services organisation U@MQ. Data provided has been supplied through the numerous departments. There will only be a limited number of printed publications made available each year as the focus will be on delivering a user friendly online report.

Any enquiries regarding the contents of this report should be directed to [email protected]

This publication had limited prints and those that were have been printed on recycled paper.

• SustainabilityStrategyavailableat http://www.mq.edu.au/sustainability/actiongroups/governance/governance.html

• OrganizationalProfile:Definedwithinthisreport

• ReportParameters:Definedwithinthisreport

• Governance,Commitments,andEngagement:Definedwithinthisreport

• DisclosureofManagementApproach:Definedwithinthisreport

• CorePerformanceIndicators:FoundinSectionsOne,TwoandThreewithinthisreport

• GRIAdditionalIndicatorsthatwereincluded:AdaptedandincorporatedinthePerformanceIndicators

• AnyGRISectorSupplementIndicatorsincludedinthereport:PublicAgencies1.0

balaclava road, north ryde, sydney, Australia

telephone (02) 9850 7111, facsimile (02) 9850 7433

macquarie university cricos provider number 00002J

www.mq.edu.au

Annual Sustainability Report 2008 - Macquarie University · The cogeneration system received the...

Documents

Transcript of Annual Sustainability Report 2008 - Macquarie University · The cogeneration system received the...