COLEG PEN Y BONT · 2. Adopt patterns of consumption that safeguard earth's regenerative...

Bridgend College Health, Safety and Environmental (HSE) Management System Title: Sustainable Development Vision and Strategy 2016 – 2025 Document code: HSESDS 01

Version 06 of 28 Document created 19th April 2016 Document review 19th April 2017

COLEG PEN Y BONT BRIDGEND COLLEGE

SYSTEM RHEOLAETH IECHYD, DIOGELWCH AG AMGYLCHEDD

HEALTH, SAFETY AND ENVIRONMENTAL MANAGEMENT SYSTEM

GWELEDIGAETH A STRATEGAETH DATBLYGU CYNALIADWY 2016 – 2025

SUSTAINABLE DEVELOPMENT VISION AND STRATEGY 2016 - 2025

ENGAGING, EFFICIENT, EXCELLENT INSPIRATIONAL, PASSIONATE, INNOVATIVE



Master Copy Control:

Document Author: Chris Long Date: 3rd May 2016 Health, Safety and Sustainable Development Manager Document Review: Andrew Gibbs Date: 13th May 2016 Robert Evans Date: 16th May 2016 Assistant Principal, Finance and Resources Assistant Principal, Learner Services Sarah King Date: 13th May 2016 Terrie Vaughan-Taylor Date: 16th May 2016 Director of Human Resources Dean of Faculty Viv Buckley Date: 6th May 2016 Simon Stewart Date: 6th May 2016 Dean of Faculty Estates Manager Final Document Review and Approval:

Simon Pirotte Principal Date:



…REWIRING THE ECONOMY……….

Despite many business leaders engaging with their peers, with local politicians and with policymakers in an effort to transform sustainability

ambition into real business practice, inequality is still rising, ecosystems are being degraded, resources depleted and greenhouse gas levels

are increasing. These global trends are having a significant and detrimental effect on global ecosystems, local environments, communities

and businesses and impact upon the ability to ensure long-term, resilient and sustainable economies. These impacts, described as the Great

Acceleration demonstrates not only the impotency within many businesses to act for change but also spectacular market failure. Although

the costs to society are significant, current economic models and price signals do little to support sustainable business behaviour.

(Rewiring the Economy, 2015)

Education has the capacity to transform the business model through a focus on leadership and

innovation in curriculum and training delivery such that education delivers social, environmental

and economic good. That is, education may help individuals to develop new collaborations and

enable a fundamental change in how the global economy is harnessed for net positive*

outcomes.

This sustainable development vision and strategy is a blueprint to take forward action at Bridgend College. It is about practical, effective and

often money-saving actions that can support a wide range of policies and priorities. It has the potential to influence many minds and lives,

and is submitted so that together, we can take action to influence the leaders of tomorrow by creating a sustainable College today.

*Net positive: putting more back into the economy, environment and society than you take out; creating good in the short and long-term

‘There is no more powerful

transformative force than education to… eradicate poverty and deepen

sustainability…’ Irina Bokova, Director-General of UNESCO



Vision: We will become an Eco-College; a centre of excellence and strong leader in sustainable development performance, integrating sustainable development into all functions of the organisation at all levels. Mission: We will make an exceptional contribution to delivering sustainable economic growth through a decision-making process which ensures the greatest positive social/cultural, environmental and economic outcomes. Values: Engaging, Efficient, Excellent, Openness, Inclusion and Clarity, Inspirational, Innovative, Passionate

This is a challenging agenda and the contribution required is both substantial and sustained, but also absolutely necessary.

……………..M E T A M O R P H O S I S……

To meet the challenges of this rapidly changing world we need minds capable of creating new

possibilities and an ability to translate ideas into action to transform our daily experiences into

ones that allow a sustainable future, safeguarding our opportunities and the environment for

future generations; we are uniquely placed to make an exceptional contribution and must do so

because we know that it is simply the right thing to do - and that is what we do best. This is what

I call business metamorphosis.



…Inspirational Leadership……….

Moving beyond transformation and towards metamorphosis demands

vision, bravery, risk-taking, radical thinking and innovation and, above

all, inspirational leadership – the staff of Bridgend College have this in

abundance.

We know that business is more than merely an engine for economic growth and we understand that

social/cultural, environmental and economic impacts arise as a result of our understanding of terms such as

profit, return on investment (ROI) and value for money (VFM) and, through our decision-making we will

minimise these impacts taking account of:-

The core principle and supporting principles within our decision-making framework:

Core Principle 2: We will ensure an integrated approach to decision-making, balancing

economic, environmental and social/cultural aspects.

Supporting principle 2: All policies will identify and take account of the full range of costs and

benefits through an integrated approach to decision-making.

Supporting principle 4: Our approach to sustainability will reflect and respond to the particular needs of the College and our local and

global community.

It could be argued that the purpose

of the entire business budget is to

improve social/cultural,

environmental and economic impact

We need to ensure that we become as

agile, innovative and change capable

as the world around us, while ensuring

that human and planetary wellbeing is

at the core of our business



…Scope of the vision and strategy……….

This vision and strategy applies across Bridgend College in its entirety and includes all of its operations, activities and services. This

document sets out our objectives up to the year 2025 inclusive.

‘Sustainable development is the process by which we reach the goal of sustainability – that is to “enable all people

throughout the world to satisfy their basic needs and enjoy a better quality of life without compromising the quality

of life of future generations”. Sustainable development is the process by which we reach the goal of sustainability.

(UK’s shared framework for sustainable development)

Wellbeing is defined as a positive physical, social and mental state; it is not just the absence of pain, discomfort and incapacity. It requires

that basic needs are met, that individuals have a sense of purpose, and that they feel able to achieve important personal goals and

participate in society. It is enhanced by conditions that include supportive personal relationships, strong and inclusive communities, good

health, financial and personal security, rewarding employment and a healthy and attractive environment.

The quality of decision-making ultimately affects outcomes and this is quite distinct from

the strategic planning process. Decision-making leads to intent which in turn determines

outcomes, whether good or bad. Conceptual elacticity is the capacity to expand or contract

the focus of the mind and frame of reference in decision-making. This helps the individual

weigh up options and settle on a chosen action (the intent).



…What can we do?……….

1. Promote social justice and equality of opportunity. Promote a culture of tolerance, nonviolence, and peace 2. Adopt patterns of consumption that safeguard earth's regenerative capacities, human rights, and community well-being. Operate effectively whilst

actively minimizing use of earth’s resources.

3. Protect and restore the integrity of Earth's ecological systems, with special concern for biological diversity and the natural processes that sustain life. Conserve and enhance natural ecosystems

4. Build a resilient and sustainable organization

5. Provide a safe, healthy, attractive and sustainable organization that is part of a strong community

6. Practice fairness, openness, inclusion and clarity

7. Embed ESDGC into all areas of learning for staff and students and help ensure that

students are not just work-ready but future-ready

8. Strongly promote bilingualism

9. Promote cultural awareness. Uphold the right of all, without discrimination, to a natural and social environment supportive of human dignity, bodily health, and spiritual well-being, with special attention to the rights of indigenous peoples and minorities

10. Develop relationships and networks that support sustainable development

11. Work in pursuit of the goals of the Wellbeing of Future Generations Act 2015.

12. Work in pursuit of the United Nations Sustainable Development Goals

13. Publicly report our sustainability performance. The 7 goals of the Wellbeing of Future Generations Act



…What does this look like? ………. A clear purpose: Roles, responsibilities and commitments are clear throughout the College; individuals and reporting understand what sustainable development means and how it relates to their area of

responsibility and how they can effect change; to ensure openness, clarity and accountability, performance reports are produced regularly and are publicly available.

Leadership: Leaders understand and are committed to the goal of sustainability and make sustainable

development the central organizing principle within their area of responsibility, inspiring and encouraging others.

Embedding: Sustainable development is part of the normal way of doing things; it is second nature. Ecological Footprint: Conservation of resources is considered in all decisions. Learning and skills: ESDGC is embedded in the culture and community; individuals are prepared for a world where sustainability literacy and a flexible

approach are increasingly in demand. Including:

Building an economic awareness that takes account of both ecological and ethical values

Thinking about transition skills in ESDGC

‘Commons-thinking’ in ESDGC

Being able to critique the values in an unsustainable society and open the creative mind to alternatives

Reflection on opinions, social justice and sustainability

Cultural literacy

Understanding happiness, emotional well-being and consumerism

Ecological intelligence and systems thinking in ESDGC

Building resilience - a specific focus on low-carbon goods and services

Building local, national and international links



…How do we demonstrate progress? ……….

√ A clear vision with SMART goals (wherever possible) and defined milestones √ Top level commitment and ownership and support throughout the organisation at all levels √ Sustainability in all key policies, procedures and strategies √ Sustainability influences procurement √ Embedded in programmes of study and reflected in schemes of work and session plans √ Reflected in quality systems √ Seen in partnerships with relevant bodies and in relationships with the local community √ Carbon management planning

√ Health and Safety Systems and the Corporate Health Standard

√ Green Dragon Environmental Standard

√ Reflected in the biodiversity management plan √ Based on openness, clarity and inclusion √ Fully auditable and open to challenge √ Celebrating and reporting success

Core and Supporting Principles:

Core Principle 1: Involvement – we will ensure openness, clarity and inclusion

Core Principle 2: Integration – we will ensure an integrated approach to decision making, balancing economic, environmental and social

aspects

Supporting Principle 1: Ecological footprint – all of our policies are developed in such a way to ensure progression towards our vision.

Supporting Principle 2: Full costs and benefits - all policies will identify and take account of the full range of costs and benefits through a systems

approach to decision making.

Supporting Principle 3: Precautionary principle – we will take an evidence-based approach to decision-making but, where there are threats of serious

or irreversible damage, lack of full scientific certainty shall not be used as a reason for postponing cost-effective measures to

prevent environmental degradation.

Supporting Principle 4: Distinctiveness – our approach to sustainable development will reflect and respond to the particular needs of the College and

our local communities.



…Our commitments……….

Education for Sustainable Development and Global Citizenship

The greatest contribution that Bridgend College can make to sustainable development is by enabling all individuals

to acquire the skills, knowledge, values and behaviour that allow them to take ownership and responsibility for

their choices and make a real, positive difference in a changing world. What individuals learn and how they are

taught is therefore critical. Above all else, ESDGC is education for and not about sustainable development and this means that success is

about positive behaviour change as a whole-college ethos.

We recognise that in order to educate people in sustainable development and global citizenship issues, we

need to continue our excellent work in embedding ESDGC into the curriculum and staff CPD programmes

and, all aspects of College life. Our College culture is a reflection of the knowledge, skills and

understanding of local and global issues and is the cornerstone of true commitment. Sustainable

development is both a national and international challenge and so we will look to others to learn and share.

We promise: We will further develop, and meet the objectives, within our far-reaching and whole-college ESDGC strategy including development of commercial opportunities. Critically, the curriculum development group will act as the agent for leading on innovation and change.

The strategy will be completed by April 2016 and will contain specific objectives and targets, responsibilities and timelines which comply with the period stated within this document.

The world is

changing….education must change



…Our commitments ……….

Sustainability in high-level decision-making

Bridgend College is a signatory to Welsh Sustainable Development Charter, has signed the United Nation Declaration (Rio 20+) and is a

respected leader in sustainable development thinking. We understand that using sustainability terminology on a day-to-day basis helps us

form and shape our thinking and the quality of decisions. This helps us think about words such as capital investment, profit, return-on-

investment and value for money, for example, in the context of social/cultural, environmental and economic impacts.

We promise: Investigate the current model of quality and growth and critically examine its meaning in relation to

social, environmental and economic outcomes. We will achieve this by September 2017. Review the knowledge and understanding of sustainable development of existing senior leaders in

order to enact sustainability commitments and, to ensure that selection of future leaders gives strong a focus to this area. We will achieve this by September 2017.

Continue to use the decision-making framework in all high level decisions. This an on- going promise.

Ensure that our business and industry engagement strategies and community and public engagement strategies are aligned with our internal sustainability strategies. This is an on-going promise.

To assess, by September 2018, sustainability accounting in line with the link below and produce an action plan to incorporate sustainability accounting within the College financial department http://www.accountingforsustainability.org/cfos/network-of-chief-financial-officers/guides

Consider the ethical practices of the organisations’ bank. We will achieve this by September 2018.

http://www.accountingforsustainability.org/cfos/network-of-chief-financial-officers/guides




Management of the Estate and the General Environment

Effective management of the Estate is a crucial aspect of maintaining high levels of health, safety, welfare and

environmental protection. Uncontrolled management can have a significant and unacceptable impact on levels

of risk for the College. The estates department plays a central role in managing resources to create a

welcoming, attractive, safe and healthy environment in which to work and learn, thereby helping to improve the

quality of life of staff and students. Strong links with sustainable development are very clear indeed.

Construction and refurbishment

Bridgend College can reduce its impact on the environment and reduce its running costs by improving the quality of existing and new

buildings. Sustainable methods of construction and refurbishment make sense on both environmental and value-for-money grounds.

Buildings which are good for the environment and good for wellbeing are good for the College. Bright,

naturally lit, airy buildings are good to work in, enhance learning and reduce energy bills. High

performance, well insulated buildings with low energy consumption lighting and good levels of light

control all reduce costs. Low flush cisterns, concussive spray-pattern taps and grey water for flushing

all reduce water consumption and drive down costs. Flexible buildings reduce the costs of adaptation

and natural ventilation avoids the purchase and operation of costly cooling equipment.



Timber

Only timber and timber products such as The Forest Stewardship Council or similar, that have been lawfully obtained

and have come from forests and plantations which are managed to sustain their biodiversity, productivity and vitality, and

to prevent harm to other ecosystems and any indigenous or forest-dependent people, will be used on the Estate. This

sections applies to both in-house work and is specified in contract work. Materials are re-used wherever possible during

refurbishment.

Projects should support environmental sustainability through the efficient use of space, reduced environmental impact and the promotion of

biodiversity. The link between capital funding and environmental performance is already an important consideration with new buildings and

when refurbishing existing ones. Using this kind of approach, a building can be rated based on its environmental impacts, including health

and wellbeing, energy, waste, water, transport, land use, ecology and pollution. These factors will be considered, so far as is reasonably

practicable, in all maintenance and small refurbishment work.

Our on-going promises:

We will ensure that sustainability is embedded within our far-reaching estates strategy.

Ensure that all contractors carrying out work strictly follow College environmental practices.

Maintain the historic environment of the Pencoed campus.

The disposal of land for purposes of financial gain will consider the likely impact upon the environment from future land development, whilst remaining sensitive to operational requirements of the College and gaining maximum value in disposing of such assets. Any such disposal will clearly demonstrate sustainable development within the decision-making framework.




Waste Management Towards Zero Waste is the overarching waste strategy for Wales, set out by the Welsh Assembly Government (WAG).

Although this document is directed at the activities carried out at Bridgend College, the strategy for resource efficiency

applies equally at home. The WAG strategy is geared towards materials efficiency and waste management between now

and 2050 and aims for Wales to be a high recycling nation by 2025 and a zero waste one planet nation by 2050.

The Estates Department is central to effective waste management and recycling through on-going review of recycling

facilities and waste contracts. The Catering Services play a key role in reducing food waste, procuring environmentally-

friendly packaging, and recycling food and drink containers. College managers are critical players in helping support

positive student and staff behaviour for recycling. Our priority is to ensure that waste management and waste minimisation

follows the waste hierarchy approach:

We promise:

We will be a zero waste-to-landfill college by 2020.

All green waste will be composted and reused on the Pencoed campus.

We will reduce waste through effective procurement policy.

We will reduce waste through effective procurement.




Biodiversity and Conservation

Biodiversity matters profoundly to human health in almost every

conceivable way. The roles that individual species, and the

ecosystems they make up, play in providing food, fuel and unique

medicinal compounds; air, water and soil purification services; and

natural regulation of infectious disease, to name a few, are critical to

our health and survival. The loss of species as a result of human

activity and the degradation of ecosystems around the world lowers the quality of the planet’s natural resources and destabilizes the physical

environment. (Centre for Health and the Global Environment)

We promise:

The wildlife of the local environment will be protected from direct impact from the College’s activities;

this includes using good management to encourage native and natural flora and fauna wherever

practicable and working in line with our biodiversity and land management policy. There is significant

biodiversity at the Pencoed site reflecting the unique dynamic and heritage synonymous with the

Pencoed Campus.

The risk of loss of biodiversity is considered in all aspects of estates management.

We will maintain the overarching Biodiversity Strategy which contains numerous actions.

Biodiversity sustains all life on Earth




Water Management

Water has a large ecological footprint through its production, transfer via ground pumps and pipes, use

and disposal. It has a polluting effect in the environment, especially during storms and our use reduces

water availability in the natural environment thereby impacting upon ecosystems and biodiversity. We

pay twice for water; once for use and once for disposal. Reducing consumption is easily achieved

through use of water efficiency technology in addition to awareness-raising.

We promise:

Further appraise water harvesting at Pencoed including installation of water harvesting for horticulture,

animal care and equine and, ‘greenscape’ planning. This will be achieved by December 2018.

To install water efficient devices on all new build and refurbishment. Water efficiency is always

designed into any new building and/or major refurbishment. Water-saving technologies will always meet

the latest efficiency standards.

Wherever practicable, existing fittings will be retro-fitted with water efficiency technology e.g. urinal

controls, concussive taps, tap aerators and/or flow restrictors, cistern water-saving devices, etc.

Spray patterns are adjusted where possible to reduce water use by 60 - 70% compared with

conventional taps.

Reduce water consumption by at least 20% by 2025.




Energy Management and Greenhouse Gas Emissions

Climate change, primarily attributed to a rise in greenhouse gases produced by

burning fossil fuels, strikes at the pillars of what keeps us healthy: adequate

food, safe and sufficient fresh water, clean air, and freedom from infectious

diseases that may intensify in the wake of natural catastrophes. In the coming

decade, business and policy decisions about where and how we derive our

energy will affect our lives for the next century and beyond.

(Centre for Health and the Global Environment)

Drivers:

Legislative regulations re: Climate Change / Carbon Management (including public

reporting of absolute emissions reductions)

Economic; reducing the bottom line; rising energy prices;

Stakeholders; staff, students, public, funders

Reputation and doing the right thing because is it simply the right thing to do.

Security of UK energy (gas, oil, electricity) supply and peak oil; passing beyond the maximum global output of liquid hydrocarbon

Climate change is the greatest global challenge of

our times




Energy Management and Greenhouse Gas Emissions

Climate change is at the heart of national and international concerns about sustainable development. Bridgend College’s key objectives for

the Carbon Management Programme are:

To understand and quantify the carbon impact of the College

To identify, resource and implement projects that will help to reduce carbon emissions

To ensure that the challenge of carbon management is understood and shared at both strategic and individual levels.

To achieve an annual reduction in carbon emissions year on year from 2010 to 2025.

To assess land use as a potential for CO2 absorption

We promise:

Our Pencoed campus will be zero carbon (electricity) by 2025.

Reduce (total combined electricity and gas consumption) by 50% by 2025.

Ensure all cavity walls are filled by 2020.

Ensure all roof cavities are insulated above the minimum requirement by 2020.

Assess the carbon-sink capacity of land at Pencoed.

To reduce energy usage in buildings and equipment.



…Our commitments ………. Energy Management and Greenhouse Gas Emissions

To make use of alternative and renewable energy sources where cost effective

To reduce emissions associated with waste

To reduce emissions associated with travelling and vehicles

To create policies and strategies that ensure that carbon management remains at

the core of all college activities

To communicate with and involve key stakeholders in order to implement the plan

Reduce energy through energy efficient ICT

To embed in ESDGC

Complete the carbon matrix and carbon plan in conjunction with the estates strategy

To provide the necessary financial resources to meet our promises

Consider carbon planning in conjunction with campus biodiversity plans

Reduce carbon through procurement

Reduce carbon through our green travel plan




Procurement (or, buying our way to a better world)

The Colleges’ procurement policy is one

of its strongest ways of supporting

sustainability and how that money is

spent can have a great social and

environmental impact. The College has

a framework setting out the actions to

improve the sustainability of

procurement policies. Purchasing is

primarily undertaken through a

consortium and the Welsh Assembly

Government guidance on sustainable

Procurement in the public sector. A

range of social, environmental and

economic objectives can be delivered

through sustainable procurement, many

of which are interlinked




Procurement (or, buying our way to a better world) Choosing sustainable products and services is often a sound financial decision typically translating in to lower running and disposal costs, offsetting any premium on initial purchase costs or resulting in direct financial savings. Characteristics include: Superior energy and water efficiency Reduced usage of consumables Lower hazardous material content Longer life, greater upgradeability, reduced packaging and waste and, ease of recycling.

We promise:

Recognise ‘sustainability’ as not just the environmental considerations in procurement, but as

an overarching ethos which pulls together economic efficiency and environmental protection

in pursuit of social and corporate objectives.

Professionalise procurement activities to ensure a consistent and efficient approach is taken.

Ensure procurement staff are skilled in integrating environmental and social considerations

into procurement.

Prioritise contracts with the greatest sustainability opportunities and ease of implementation

for immediate action.

Use Whole life costing to identify the lower operating and disposal costs of alternatives.




Green Travel Plan Benefits to the College Reduction in complaints associated with car parking and congestion Improved staff/student recruitment and retention Improved environmental awareness amongst staff, students and visitors Improved relationships with external partners and the local community Improved cost control

Health and well-being benefits Lower levels of stress Improved convenience through increased travel choices Improved health due to better air quality and active forms of alternative travel Cost savings realised due to cheaper travel alternatives

We promise:

To maintain the cycle to work scheme.

To achieve the Platinum Award of the Green Travel Plan by August 2016.

Environmental & community benefits Reduced traffic noise Reduced congestion and parking issues on local

roads Improved local air quality due to reduction in vehicle

emissions Reduced greenhouse gas emissions




Corporate Health

This commitment supports, and is integral to, our collective ambition to be a world-class organisation which delivers long-term, net positive

outcomes in all of our undertakings. An integral and fundamental part of this ambition is our commitment to maintain a healthy and safe

learning and working environment for everyone. Our aim is to maintain a positive culture where well-being is a core commitment of the

organisation, promoted and practised by all and, which ensures that learners and staff feel safe, confident, healthy, emotionally resilient and

personally fulfilled.

We promise:

We will maintain the Corporate Health Standard.

Promote general healthy lifestyle choices including healthy eating and physical activity.

Promote well-being, both emotional and physical.

Support the College’s safeguarding policies, procedures and practices.

Support social inclusion and inclusivity.

Ensure that we have early intervention measures for mental and substance misuse.

Address concerns and issues around young people’s health and well-being to include substance misuse,

exposure to violence, extremism, neglect, and poverty.

Provide a range of services which improve the physical, emotional and sexual

health and wellbeing of our students and staff.

Empower individuals to develop the knowledge and understanding to make

informed choices about their health, well-being and safety, and reducing risk-

taking behaviour.

Developing effective partnerships with specialist organisations.




Food and Fair Trade Our first option should always be to procure locally produced food and drink in order to support the local economy, jobs and community. We recognise the impacts of global food production, pesticides and fertilisers, impact on natural ecosystems, food miles, importing and delivery routes (transport), packaging, use and waste.

Fairtrade is about better prices, decent working conditions, local sustainability, and fair terms of trade for farmers and workers in the developing world. By requiring companies to pay sustainable prices (which must never fall lower than the market price), Fairtrade addresses the injustices of conventional trade, which traditionally discriminates against the poorest, weakest producers. It enables them to improve their position and have more control over their lives.

Some Fair trade produce is purchased to be sold in the College refectory, Season coffee house and refectory Café.

We promise:

To achieve fair trade status by September 2018.

Achieve all objectives within the catering services strategy.

To growing and rearing as much of our own produce as possible at the Pencoed campus and working towards 100% of our foods procured from a mixture of local producers, Fairtrade and ‘homegrown’ by 2020. We aim to be at least 80% organic by 2025.




Marketing

A significant proportion of information received by individuals comes from marketing. These highly powerful influences can support individuals to understand why sustainable business is of paramount importance. The marketing team play a critical role in raising awareness and supporting informed debate about sustainability.

A marketing strategy for sustainability has been developed and will be reviewed and updated on an on-going basis.

We promise:

To maintain and review the sustainable marketing strategy to include for example all:

communication media

procurement

promotions and organising of events, and including where relevant,

provision of food and drink

Marketing support the development of websites and micro-sites to support ESDGC.

Maintain the sustainable marketing section of the college website and, wherever possible, exceed expectations.



…Our commitments………. The Sustainable Development Charter and Wellbeing of Future Generations Act 2015 As a signatory of the Sustainable Development Charter we have made a powerful commitment to work in

pursuit of the aims of the goals of the Wellbeing of Future Generations Act 2015. This sustainable

development vision and strategy is central to that commitment.

We promise:

A prosperous Wales: (a) deliver against our sustainable development strategy and in particular

with respect to efficient use of resources and our impact upon climate change. (b) Deliver

against the college and ministerial priorities for education (the curriculum) with regards

meeting the complex needs of learners and ensuring their progression and support. (c)

Embedding sustainability within curriculum through the curriculum team. (d) Deliver on the

employer engagement strategy

A resilient Wales: Deliver on our biodiversity strategy and maintain membership and support

for the River of Flowers project. Develop community student-led projects and ensure that the

link between college business and curriculum reflects the importance of social, economic and

ecological resilience.



…Our commitments………. The Sustainable Development Charter and Wellbeing of Future Generations Act 2015

A healthier Wales: Maintain, develop and enhance the working and learning environment for all

stakeholders, including enhancement of green areas. Continue to maintain and develop the

corporate health standard (mental and physical health and wellbeing, health and safety) and

maintain student wellbeing officers (social issues, smoking cessation, drugs, alcohol, stress,

sexual health, support, counselling). Continue to promote a myriad of activities, information

events and opportunities via the annual events calendar.

A more equal Wales: Remove barriers to education and meaningful employment in order that

individuals can achieve their full potential. Particular emphasis regarding individuals from deprived

backgrounds (Ministerial priority) and with learning needs and/or or disability. This includes (a)

delivering on our ‘aiming higher’ strategy to tackle poverty and deprivation and (b) maintaining our

student wellbeing officers.

A Wales of cohesive communities: Work in partnership with local communities (such as our

3G pitch, theatre and restaurant) and via student projects (community projects via Keep

Wales Tidy, beach clean-up, local gardening etc) and business links. Further develop

community links via the estates strategy.



…Our commitments………. The Sustainable Development Charter and Wellbeing of Future Generations Act 2015

A Wales of vibrant culture and thriving Welsh language: Continue to promote the value of culture

and protection of heritage via curriculum, learning opportunities (example – Welsh classes),

promote bilingualism and culture via the Gweledigaeth newsletter. Promote cultural opportunities

via the theatre and arts/crafts fairs.

A globally responsible Wales: Never lose sight of the global imperatives – we have signed the Rio

Declaration and Sustainable Development Charter and these will be maintained. Ensure that curriculum

develops to truly embed sustainability.

For further information please contact: Chris Long, Health, Safety and Sustainable Development Manager Tel: 01656 302 350 CF31 3DF Email: [email protected]

mailto:[email protected]

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