McGill University
PA-2: Sustainability Planning

The Vision 2020 process through which this strategy was developed has been led by McGill’s Office of Sustainability (MOOS) and funded by the Sustainability Projects Fund. The process was guided by a multi-stakeholder steering committee and supported by a core project team. The contents of the Sustainability Strategy, however, come from the McGill community. Beginning February 2012, over one thousand McGill community members contributed their visions and action ideas to this process through more than twenty public events, dozens of presentations, and online. Students, staff, and faculty were engaged in countless conversations, world-cafe style discussions, flash consultations, one-on-one interviews and working groups to imagine and plan for a more sustainable McGill. The engagement process neither intended to nor succeeded in reflecting every voice in the McGill community, but care was taken to talk with and listen to a diverse cross-section of McGill stakeholders. This strategy emerged from those conversations, which have been distilled into one vision, 23 goals, and 14 priority actions for sustainability at McGill. Many other action ideas were discussed over the course of Vision 2020, and it is expected that these will inform the development of the next iteration of the Sustainability Strategy (2016-2018). It is important to note that many actions not currently reflected in the Strategy will also be pursued over the coming years. A groundswell of sustainability projects is currently underway, with students, staff, and faculty actively working together on every scale to foster positive changes at the University. Continuing to connect with, support, and learn from these individuals and groups will be crucial to the development of sustainability at McGill.

Physical Campus Plan: McGill's Master Plan https://www.mcgill.ca/campusplanning/files/campusplanning/2008_master_plan_principles_report_-_final.pdf Library Strategic Plan https://www.mcgill.ca/library/about/planning McGill Strategic Research Plan http://www.mcgill.ca/research/files/research/mcgill_strategic_research_plan_2013-17.pdf Diversity Plan: Principal's Taskforce on Diversity, Excellence & Community Engagement https://www.mcgill.ca/principal/task-forces/diversityexcellenceandcommunity/workinggroups Human Resources Plan: MyWorkplace program https://www.mcgill.ca/principal/five-priorities/my-workplace

VISION2020 ACTION 4: APPLIED STUDENT RESEARCH Identify and facilitate opportunities for applied student research that advances sustainability. Applied student research (ASR) has played an important role in measurably improving McGill’s sustainability performance in recent years while also providing real-world learning experiences to students. Student-led efforts to coordinate ASR opportunities – including the McGill Food Systems Project, the McGill Energy Project, the McGill Waste Project, and the McGill Spaces Project (the MXPs) - have demonstrated the win-win potential of this kind of research. Scaling up and supporting sustainability-related ASR will build on recent efforts to catalogue and publicize ASR opportunities through a Living Lab database of projects as well as a wiki-style website. This process will also be supported by and in turn catalyze the ongoing work of the emerging multi-stakeholder network on Community-Engaged and Experiential Learning & Research (CEELR Network), which has already investigated ASR models at peer universities. The Office of the Vice-Principal, Research and International Relations will provide guidance on McGill’s research expertise to the CEELR Network. Finally, this action will facilitate opportunities to earn points toward the AASHE Sustainability Tracking, Assessment, and Rating System (STARS). DELIVERABLES FOR 2014-2016 • The Living Lab database (of ASR project reports) and Living Lab wiki website (of potential ASR projects, faculty supervisors, and courses) will be populated and communicated; • Opportunities to increase the number of faculty and staff supervisors for ASR projects will be explored; • Training and communication support for sustainability ASR groups at McGill will be provided; • Networking events will be hosted to make ASR more visible and to connect efforts; • A common brand for ASR activities will be developed and used; • The establishment of a new course code – cross-listed in every faculty – will be explored, to make ASR opportunities more accessible. PARTNERS Student Services; Teaching and Learning Services; Social Equity and Diversity Education Office; McGill Office of Sustainability; Office of the Vice-Principal Research and International Relations; McGill Energy Project; McGill Waste Project VISION2020 ACTION 5: FACULTY FELLOWS IN SUSTAINABILITY Develop a program in which small groups of faculty members are identified each year as Faculty Fellows in Sustainability. Following the directive of McGill’s Sustainability Policy (2010) to “foster inquiry into sustainability through teaching, research and the university experience” this action will serve as a voluntary means to support faculty members who are interested in integrating sustainability into their courses. Through the establishment of a Faculty Fellows in Sustainability program, this action will put in place structures to connect and support small groups of faculty members from the same or related disciplines to work together as they explore how best to do so. Recognizing that the McGill Office of Sustainability and Teaching & Learning Services have already researched models at other universities to this end, the project will continue to take an inquiry-based approach and place a focus on peer learning. As successive cohorts of Faculty Fellows in Sustainability complete their experience, the network of faculty members with this expertise and perspective will strengthen and grow. This action will also help McGill earn points toward the AASHE Sustainability Tracking, Assessment, and Rating System (STARS). DELIVERABLES FOR 2014-2016 • Funding to support the development of the Faculty Fellows in Sustainability program will be sought through the Sustainability Projects Fund; • A working group co-chaired by Teaching & Learning Services and the McGill Office of Sustainability will develop a project plan that includes evaluation and communication strategies; • The working group will select two groups of faculty members with whom to work as the pilot cohort of the Faculty Fellows in Sustainability; • The initial cohort(s) will complete and evaluate their experiences as Faculty Fellows in Sustainability and provide recommendations for program development. PARTNERS Teaching & Learning Services; McGill Office of Sustainability Source: Vision2020 Sustainability Strategy (2014-2016) Priority Action Briefs Link: https://www.mcgill.ca/sustainability/files/sustainability/vision_2020_priority_action_briefs.pdf

VISION2020 ACTION 1: DEFINING SUSTAINABILITY RESEARCH Through a consultative process, develop a working definition of “sustainability research” and map the presence of such research at McGill. Research that explores or pursues a flourishing future for humans and ecosystems often focuses on relationships among the three pillars of sustainability: environment, society, and economy. Yet while many researchers are engaged in sustainability-related work at McGill, and while sustainability is one of the core commitments of McGill’s Strategic Research Plan (2013), the University lacks a clear, agreed-upon definition of exactly what sustainability research is and how it is carried out. Mobilizing the Research Advisory Council to develop an academically rigorous definition of sustainable research is not only an important starting point for more connected efforts here at McGill, but is also needed to keep pace with other universities. In addition, a definition will help McGill to track sustainability research in the future. DELIVERABLES FOR 2014-2016 • A working group will be convened by the Research Advisory Council; • A review of peer universities’ definitions of sustainability research will be conducted; • A definition of sustainability research at McGill will be developed by the working group in consultation with the McGill research community, including centers, schools, and institutes; • The definition will be endorsed by the Research Advisory Council, chaired by the Vice-Principal Research and International Relations; • Sustainability will be included in academic tracking systems developed at McGill. PARTNERS Office of the Vice-Principal Research and International Relations; Office of the Provost VISION ACTION 2: COLLABORATIVE SUSTAINABILITY RESEARCH Develop a networking platform to facilitate collaborative sustainability research. The research needed to successfully tackle the complex sustainability challenges of the 21st century is often multi-, inter-, or trans-disciplinary. While there is a precedent for events that gather researchers at McGill, some of which have been around sustainability, there is an opportunity to expand and develop a platform to facilitate collaborative sustainability research in the coming years. A platform that allows researchers to cluster around sustainability challenges or questions, and potentially apply for collaborative research grants, will advance one of the core commitments of McGill’s Strategic Research Plan (2013) and align with best practices at peer universities. Here at McGill this platform could include seminars, workshops, seed funding, applied student research, events, and lectures. DELIVERABLES FOR 2014-2016 • A forum for exchange between sustainability researchers from different disciplines will be provided; • Opportunities will be explored to establish a seed fund for the development or piloting of jointsustainability research grant applications; • Opportunities will be provided for applied student research projects or extra-curricular research projects on sustainability; • Championship and support will be provided for student-led initiatives, such as the McGill Sustain ability Research Symposium; • A series of public lectures and policy panels featuring speakers from within and beyond McGill will be held. PARTNERS McGill School of Environment; Marcel Desautels Institute for Integrated Management; Trottier Institute for Sustainability in Engineering and Design; Office of the Vice-Principal Research and International Relations VISION2020 ACTION 3: SUSTAINABLE LABS Develop and implement a Sustainable Labs program aiming to foster sustainability in labs. Sustainability in research includes not only what we research but how we research it. In order to fulfill directives of McGill’s Sustainability Policy (2010) – including minimization of resource use, a lifecycle approach to activities, and accessibility – this project will embed sustainability considerations into the already-existing network of groups working to improve lab processes. This network includes the University Lab Safety Committee and its 40 reporting departmental committees, a collaborative effort led by Environmental Health and Safety in partnership with a number of committed professors and several administrative offices. Leveraging active student involvement through the McGill Waste Project and the McGill Energy Project, as well as the work of pilot projects like Green Biobanking, Mercury-Free Microscopy, and the Shut Your Sash fume hood efficiency initiative, the Sustainable Labs program will expand and institutionalize best practices in the field. In the future, the scope will ideally expand from wet labs to all labs. DELIVERABLES FOR 2014-2016 • Best practices research on sustainable labs programs will be completed; • Initial recommendations for the structure and content of a McGill Sustainable Labs program will be made; • A group of key stakeholders will meet regularly to develop the program; • The Sustainable Labs program will be implemented and integrated with McGill’s existing system for lab safety and monitoring. PARTNERS Environmental Health & Safety; Office of the Vice-Principal Research and International Relations; University Lab Safety Committee; Office for Students with Disabilities; McGill Office of Sustainability; McGill Energy Project; McGill Waste Project Source: Vision2020 Sustainability Strategy (2014-2016) Priority Action Briefs Link: https://www.mcgill.ca/sustainability/files/sustainability/vision_2020_priority_action_briefs.pdf

VISION 2020 ACTION 6: CAMPUS HUBS Renovate underused indoor and outdoor spaces on campus to transform them into community gathering spaces. A dynamic intellectual community, founded on interdisciplinary collaboration, is the first principle identified in McGill’s Master Plan Principles Report (2008). A strong community fabric also plays an important role in supporting a culture of sustainability. In discussing opportunities to foster a culture of sustainability at McGill, community members repeatedly identified a desire for more informal places to relax, connect and explore ideas together. As a response to this, this action aims to foster interaction, creativity, and connection through well-designed physical spaces. Building on the success of projects such as the Edible Campus, which transformed the Burnside Terrace, and the redevelopment of the square in front of the James Administration Building, this action will ensure that landscape design plans are completed for the three main campus entrances (Milton Gates, Roddick Gates, McTavish) as well as the Y-intersection. This action will also bring key stakeholders together around the common goal of improving underutilized indoor and outdoor spaces at McGill. Inspired by “placemaking” trends in urban planning and community revitalization - yet keeping in mind constraints of budget, physical infrastructure, and climate – stakeholders will focus on creative modifications to physical spaces that can be accomplished with modest investments of budget and time. Campus and Space Planning will play a key role in implementing this action, as will the student-led McGill Spaces Project, Student Housing and Hospitality Services, and faculty partners in the Schools of Architecture and Urban Planning. DELIVERABLES FOR 2014-2016 • Landscape design concept studies will be completed for the three main campus entrances (Milton, Roddick, McTavish) and associated campus roads, as well as the Y-intersection; • The McGill Spaces Project will include representation from a wide variety of key stakeholders, will meet regularly, and will coordinate opportunities for applied student research on topics related to the redesign of campus spaces; • A prioritized list of underused indoor and outdoor spaces will be developed; • Funding will be sought from a variety of sources for creative, small-scale, “placemaking” pilot projects based on the prioritized list. • Reviews of food service locations will be completed with the goal of improving the student experience in and around these locations. PARTNERS Campus and Space Planning; Student Housing and Hospitality Services; McGill Spaces Project VISION2020 ACTION 7: SUSTAINABLE MCTAVISH Collaborate with the City of Montreal and other partners to redevelop McTavish Street into a pedestrian- friendly corridor that showcases best practices in sustainable urban planning and serves as a center of community activity. Guided by its Master Plan Principles Report (2008) and in partnership with the City of Montreal, McGill chose to pedestrianize lower campus, including lower McTavish Street, in 2010. This was followed by attempts to create a more welcoming and connecting environment by adding planters, benches, etc. Currently, the City of Montreal has plans to change the water supply pipes on lower McTavish, and has also identified McTavish Street as one of several promenades urbaines—pedestrian corridors to be rejuvenated in celebration of the 375th anniversary of Montreal. This work, scheduled to be completed by the end of 2015, presents an exciting opportunity to undertake a more ambitious and innovative redevelopment of this area of campus. By working closely with the City of Montreal to ensure that the plan for McTavish Street incorporates McGill’s priorities, the University will ensure that the corridor is welcoming to pedestrians, serves as a center for community activity, and incorporates best practices in sustainable urban planning and design. DELIVERABLES FOR 2014-2016 • McGill representatives will participate in all City of Montreal working groups related to McTavish Street redevelopment; • McGill will work with the City of Montreal on its plan for the redevelopment of upper and lower McTavish Street, in an effort to ensure that McGill’s priorities and the campus context are reflected in the plan. PARTNERS Facilities, Operations and Development; Campus and Space Planning; McGill Office of Sustainability Source: Vision2020 Sustainability Strategy (2014-2016) Priority Action Briefs Link: https://www.mcgill.ca/sustainability/files/sustainability/vision_2020_priority_action_briefs.pdf

VISION2020 ACTION 6: CAMPUS HUBS Renovate underused indoor and outdoor spaces on campus to transform them into community gathering spaces. A dynamic intellectual community, founded on interdisciplinary collaboration, is the first principle identified in McGill’s Master Plan Principles Report (2008). A strong community fabric also plays an important role in supporting a culture of sustainability. In discussing opportunities to foster a culture of sustainability at McGill, community members repeatedly identified a desire for more informal places to relax, connect and explore ideas together. As a response to this, this action aims to foster interaction, creativity, and connection through well-designed physical spaces. Building on the success of projects such as the Edible Campus, which transformed the Burnside Terrace, and the redevelopment of the square in front of the James Administration Building, this action will ensure that landscape design plans are completed for the three main campus entrances (Milton Gates, Roddick Gates, McTavish) as well as the Y-intersection. This action will also bring key stakeholders together around the common goal of improving underutilized indoor and outdoor spaces at McGill. Inspired by “placemaking” trends in urban planning and community revitalization - yet keeping in mind constraints of budget, physical infrastructure, and climate – stakeholders will focus on creative modifications to physical spaces that can be accomplished with modest investments of budget and time. Campus and Space Planning will play a key role in implementing this action, as will the student-led McGill Spaces Project, Student Housing and Hospitality Services, and facultypartners in the Schools of Architecture and Urban Planning. DELIVERABLES FOR 2014-2016 • Landscape design concept studies will be completed for the three main campus entrances (Milton, Roddick, McTavish) and associated campus roads, as well as the Y-intersection; • The McGill Spaces Project will include representation from a wide variety of key stakeholders, will meet regularly, and will coordinate opportunities for applied student research on topics related to the redesign of campus spaces; • A prioritized list of underused indoor and outdoor spaces will be developed; • Funding will be sought from a variety of sources for creative, small-scale, “placemaking” pilot projects based on the prioritized list. • Reviews of food service locations will be completed with the goal of improving the student experience in and around these locations. PARTNERS Campus and Space Planning; Student Housing and Hospitality Services; McGill Spaces Project VISION2020 ACTION 7: SUSTAINABLE MCTAVISH Collaborate with the City of Montreal and other partners to redevelop McTavish Street into a pedestrian- friendly corridor that showcases best practices in sustainable urban planning and serves as a center of community activity. Guided by its Master Plan Principles Report (2008) and in partnership with the City of Montreal, McGill chose to pedestrianize lower campus, including lower McTavish Street, in 2010. This was followed by attempts to create a more welcoming and connecting environment by adding planters, benches, etc. Currently, the City of Montreal has plans to change the water supply pipes on lower McTavish, and has also identified McTavish Street as one of several promenades urbaines—pedestrian corridors to be rejuvenated in celebration of the 375th anniversary of Montreal. This work, scheduled to be completed by the end of 2015, presents an exciting opportunity to undertake a more ambitious and innovative redevelopment of this area of campus. By working closely with the City of Montreal to ensure that the plan for McTavish Street incorporates McGill’s priorities, the University will ensure that the corridor is welcoming to pedestrians, serves as a center for community activity, and incorporates best practices in sustainable urban planning and design. DELIVERABLES FOR 2014-2016 • McGill representatives will participate in all City of Montreal working groups related to McTavish Street redevelopment; • McGill will work with the City of Montreal on its plan for the redevelopment of upper and lower McTavish Street, in an effort to ensure that McGill’s priorities and the campus context are reflected in the plan. PARTNERS Facilities, Operations and Development; Campus and Space Planning; McGill Office of Sustainability Source: Vision2020 Sustainability Strategy (2014-2016) Priority Action Briefs Link: https://www.mcgill.ca/sustainability/files/sustainability/vision_2020_priority_action_briefs.pdf

VISION 2020 ACTION 11: ENERGY & CLIMATE Develop an energy action plan. Long-standing efforts to reduce the size of its energy footprint have earned McGill recognition for its commitment to energy efficiency and emissions reduction. The development of a comprehensive Energy Action Plan, in alignment with the McGill’s Environment Policy (2001) and Sustainability Policy (2010), will further establish the University as a leader in campus sustainability, particularly in areas of energy and climate action. Building on work led by the Utilities & Energy Management team in collaboration with institutional partners (such as Procurement Services and the Trottier Institute for Sustainable Engineering and Design (TISED)), as well as applied student research groups like the McGill Energy Project, University Services will systematically explore opportunities to measure, communicate, and further reduce McGill’s absolute greenhouse gas emissions in the coming years. DELIVERABLES FOR 2014-2016 • Using the framework provided by McGill’s Five-Year Energy Management Plan, the energy use and natural resource consumption of the building portfolio will be monitored and managed toward continuous improvement; • McGill’s strategies for reducing greenhouse gas emissions will be quantitatively and qualitatively benchmarked against those of peer universities; lessons learned from this benchmarking will iteratively shape McGill’s climate action strategies; • McGill’s greenhouse gas emissions will be tracked and communicated; • The carbon footprint of university-related travel will be tracked and reported to the community; • University stakeholders will be engaged in consultation and collaboration towards the development of a comprehensive Energy Action Plan; • The Energy Action Plan will be communicated to the McGill community and the implementation of its recommendations will begin. PARTNERS Utilities & Energy Management; Procurement Services; McGill Energy Project Source: Vision2020 Sustainability Strategy (2014-2016) Priority Action Briefs Link: https://www.mcgill.ca/sustainability/files/sustainability/vision_2020_priority_action_briefs.pdf

VISION2020 ACTION 8: GREEN BUILDING Adopt McGill green building standards that incorporate the LEED credit system and aim to achieve at least LEED Silver for all major construction and renovation projects. The built space of any campus can directly reflect a university’s approach to sustainability. In McGill’s Sustainability Policy (2010), a commitment to “meet or exceed in our operations governmental standards of sustainability for educational institutions and the norms of sustainability achieved by our comparator universities” is advanced. Though McGill’s historic infrastructure poses challenges for sustainable design and building, one building (Life Sciences Complex, 2012) has already achieved LEED Gold certification, and an informal goal of meeting LEED Silver standards for renovation has been maintained. Recently, representatives from several units within University Services have discussed the formalization of green building standards that will guide all of McGill’s future renovation and construction projects. This action will see those standards finalized, adopted, and implemented. DELIVERABLES FOR 2014-2016 • Green building standards that incorporate the LEED credit system and aim to achieve at least LEED Silver for all major construction and renovation projects will be adopted by University Services; • These standards will be implemented to guide all renovation and construction projects undertaken at McGill and incorporated into contracts with those doing business with the University. PARTNERS Office of the Associate Vice-Principal, University Services; Facilities, Operations and Development; McGill Office of Sustainability Source: Vision2020 Sustainability Strategy (2014-2016) Priority Action Briefs Link: https://www.mcgill.ca/sustainability/files/sustainability/vision_2020_priority_action_briefs.pdf

VISION 2020 ACTION 11 Deliverables for 2014-201 Using the framework provided by McGill’s Five-Year Energy Management Plan, the energy use and natural resource consumption of the building portfolio will be monitored and managed toward continuous improvement; McGill’s strategies for reducing greenhouse gas emissions will be quantitatively and qualitatively benchmarked against those of peer universities; lessons learned from this benchmarking will iteratively shape McGill’s climate action strategies; McGill’s greenhouse gas emissions will be tracked and communicated; The carbon footprint of university-related travel will be tracked and reported to the community; University stakeholders will be engaged in consultation and collaboration towards the development of a comprehensive Energy Action Plan; The Energy Action Plan will be communicated to the McGill community and the implementation of its recommendations will begin. Source: Vision2020 Sustainability Strategy (2014-2016) Priority Action Briefs Link: https://www.mcgill.ca/sustainability/files/sustainability/vision_2020_priority_action_briefs.pdf MCGILL'S 5 YEAR ENERGY PLAN - OBJECTIVES & PROJECTS -Lighting Retrofit Program. Two buildings have successfully been retrofitted and seven more are under way. Savings demonstrated with the first two buildings are convincing and the performance of the occupancy detection sensors has been proven. At the end of the program, 39 buildings will have been retrofitted. - Energy Audits and Re-Commissioning Program. Both programs are intertwined and many of the tasks required to conduct an energy audit are also required in building re-commissioning.Building re-commissioning will focus on easy to implement projects with short paybacks (typically less than three years) while building audits will address projects with longer paybacks and that require heavier capital investment. - Energy Management Information System (EMIS). The installation of meters was completed in 2010- 2011. Close to 400 meters now monitor all the energy flows in more than 67 buildings on the downtown and Macdonald campuses. McGill launched its online energy dashboard in April 2011. A taskforce was set up comprising staff from Utilities & Energy Management, Building Operations, and other ad-hoc guests to pinpoint issues as they occur, take action to correct these issues, and make recommendations to improve the energy performance of McGill’s downtown buildings. This taskforce is essential to maintaining savings achieved through the different energy conservation measures implemented in campus. - Campus-Wide Programs. Arising from the first wave of energy audits, these programs aim to address issues encountered in several buildings across campus that would be better dealt with on a systemic approach. Five areas of intervention have been identified: Maintenance, Insulation, Optimization, Building Upgrades, and Innovation. - Other Energy Conservation Projects. The Otto-Maass retrofit and the McLennan – Redpath Library HVAC Upgrade, the New Summer Boiler, and Burnside Hall Heat Recovery Project outlined in the 2010 Energy Management Plan are completed. The Macdonald Campus Energy Project is its design phase. Other projects are proposed in the current report to complement this list. - Other Measures not Included in the First EMP. While the Energy Management Plan covers hard measures, such as lighting retrofits, ventilation system upgrades, or building re-commissioning, Utilities & Energy Management also developed a range of soft measures such as the introduction of energy efficiency standards in all construction and renovation projects or the collaboration of Utilities & Energy Management experts on major deferred maintenance projects and other initiatives on campus. Link: http://www.mcgill.ca/facilities/files/facilities/emp_2013_update.pdf

MCGILL FOOD AND DINING SERVICES STRATEGIC PLAN The Strategic Plan includes objectives and strategies including (but not limited to) metrics on energy and water use, waste and compost, (minimizing) price increases, number of student research initiatives, and external rankings of McGill food services for the 2014-2017 timeframe. Goals and Objectives for 2013-2017 1) Full Cycle Sustainability Putting additional emphasis and energy into decreasing McGill Food Service’s full-cycle sustainability, by critically and thoroughly examining all aspects of MFDS practices and exploring feasible solutions to improve these practices. 2) Sustainable Business Model Managing increasing amounts of sustainable and ethical purchasing within a sustainable business model. 3) Education & Student Applied Research Support Student Applied Research Projects & acting as a “Living Laboratory” for McGill’s academic community. 4) Leadership Continuing to act as a leader in sustainability at McGill and in Montreal, by taking direct sustainable actions, and encouraging and advising other groups to do the same 5) Unit Teamwork & Trust Strengthening SHHS’s teamwork and trust through employee engagement, consultation and involvement, as well as strengthening exterior partnerships integral to sustainable improvements. Source: Appetite for Sustainability: MFDS 2014-2017 Plan Link: https://www.mcgill.ca/foodservices/files/foodservices/appetite_for_sustainability_-_2014-2017_2.pdf

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VISION 2020 ACTION 9 Deliverables for 2014-2016 Procurement Services Staff and buyers, as well as other administrative members of the University involved with purchasing activities, will be trained to incorporate life-cycle thinking and triple bottom line criteria (social, economic, environmental) into their day-to-day activities; Sustainability criteria will be incorporated into calls for tenders; A Supplier Code of Conduct will be adopted; A regulation and accompanying procedures for managing McGill’s used and end of life (U/EoL) IT equipment will be adopted and rolled-out. Procurement Services will engage McGill’s academic community in supporting sustainable procurement and provide students with the opportunity to conduct applied student research projects. Source: Vision2020 Sustainability Strategy (2014-2016) Priority Action Briefs Link: https://www.mcgill.ca/sustainability/files/sustainability/vision_2020_priority_action_briefs.pdf 5 Year Sustainable Procurement Strategic Plan. The Sustainable Procurement Core Team, in collaboration with Procurement Services staff, has developed and adopted a 5 Year Sustainable Procurement Strategic Plan. The plan is closely aligned with the University’s Vision 2020 Sustainability Goals and represents McGill’s first Sub-Institutional Sustainability Strategy. A series of clear Functional Objectives and related Actions have been identified under each Strategic Goal. The Sustainable Procurement Core Team has prioritized the actions to be carried out through specific Sustainable Procurement Projects. The group has also developed timelines and Key Performance Indicators for each project: 1. INSTITUTIONALIZATION Operationalizing our Sustainable Procurement (SP) Vision, as set forth in the Procurement Policy. Demonstrating leadership in SP and generating support for the SP Vision and activities across campus and throughout the community. Build SP institutional memory and connect with internal stakeholders (including faculty and students) in moving forward on SP projects. 2. SUSTAINABLE PROCUREMENT TRAINING Training Procurement Services staff in the practice of Sustainable Procurement (SP), to ensure that lifecycle thinking and triple bottom line principles are applied in their purchasing decisions, and on a University-wide basis, raise the awareness and knowledge of staff members who are in the position of influencing purchases of goods and services. 3. IT ASSET MANAGEMENT In collaboration with IT Services, develop and adopt the necessary regulations, minimum standard requirements, and procedures to optimise the lifecycle management of McGill's IT resources. Operationalize McGill's 4-R hierarchy (rethink, reduce, reuse, recycle) as it applies to IT resources. 4. SUPPORT APPLIED STUDENT RESEARCH INITIATIVES Engage McGill's academic community in supporting Sustainable Procurement and provide students with the opportunity to conduct useful reseach - create the "living lab". Develop a network of Applied Student Research (ASR) supervisors in various faculties. Contribute to the Project Manager for Sustainable Procurement (PM's) resources by generating useful information/reseach. Offer stimulating learning experiences to students while integrating students' work with the University's Sustainable Operations. 5. SUSTAINABILITY IN CALLS FOR TENDERS Incorporate sustainability criteria (including social, economic, and environmental aspects) in the University's call for tender documents, in accordance with the University's Procurement Policy. Gradually incorporate new criteria on an ongoing basis. 6. SUSTAINABLE PROCUREMENT CORE TEAM Maintain a permanent Sustainable Procurement (SP) Core Team (with cross-functional representatives from McGill community) for envisioning, planning, and monitoring purposes. Engage McGill administrative units, faculties, and student body in supporting SP initiatives through Core Team involvement. Develop orientations and action planning with Core Team and meet on a regular basis to validate project advancement and obtain feedback and support. 7. COMMUNICATIONS Communicate advancement of Sustainable Procurement (SP) vision/goals/projects to McGill community and external partners, including other institutions across Canada. Raise awareness about the importance of SP and its potential (or actual) contribution to attaining Vision 2020 objectives. 8. SUSTAINABLE PROCUREMENT FOR SUSTAINABLE RESEARCH PRACTICES In collaboration with other administrative units and facutly, contribute to the advancement of sustainability in research practices by raising awareness, embedding sustainable procurement and purchasing in research spending, and strengthening the sustainability policies of granting agencies. 9. SUPPORT GENERAL ASSET MANAGEMENT PROJECT In collaboration with the Office of VP-RIR, IT Services, Facilities Management and Ancillary Services, help develop and implement the necessary framework (including IT resources and governance mechanisms) for optimizing the lifecycle management of University assets, as required by governmental authorities and granting agencies. 10. PROCUREMENT SERVICES' SUSTAINABLE OPERATIONS Investigate McGill Procurement Services' operations (and their current environmental, social, and economic impacts) and bring positive changes towards greater sustainbility. 11. SUPPLIER CODE OF CONDUCT Develop, test, and adopt a Supplier Code of Conduct delineating the University's social, environmental and ethical exigencies for conducting business with suppliers and subcontractos. Substantiate the Procurement Policy's reference to human rights, environmental stewardship (including animal welfare), as well as ethical standards, and communicate McGill's Sustainale Procurement commitments to the market. 12. LICENSEE CODE OF CONDUCT After the adoption of McGill's Supplier Code of Conduct, work with stakeholders across campus to develop and adopt a Licensee Code of Conduct (applicable to licensees using McGill's trademark and logos). 13. SUSTAINABLE PROCUREMENT GUIDELINES, MANUALS AND FAQ Develop simple communication tools and general advice for implementing Sustainable Procurement at McGill. Delineate Community members' possible contribution and provide guidance for action. 14. ADAPTATION OF OUR CONTRACT MANAGER TOOL Use Procurement Services' contract management tools to track and assess our contracted suppliers' sustainability commitments. 15. MORE SUSTAINABLE OPTIONS IN McGILL MARKETPLACE (MMP) Work with suppliers to encourage them to incorporate, and highlight, more sustainable product options in MMP. Source: Procurement 5 year Plan & Projects Link to Plan: https://www.mcgill.ca/procurement/files/procurement/mcgill_2016_splc_awards_submission_01-04-2016.pdf Link to Projects: https://www.mcgill.ca/procurement/sustainability/projects

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VISION2020 Deliverables for 2014-2016 of VISION 2020 ACTION 10: Buildings and Grounds will seek resources to a) conduct a campus waste assessment and issue recommendations, and b) to develop a waste action plan, informed by community engagement. The use of printing and imaging solutions will be optimized in order to improve energy consumption, efficiency, and reduce waste material. Source: Vision2020 Sustainability Strategy (2014-2016) Priority Action Briefs Link: https://www.mcgill.ca/sustainability/files/sustainability/vision_2020_priority_action_briefs.pdf

VISION2020 ACTION 10: WASTE MANAGEMENT Conduct a campus waste assessment and develop a waste action plan. A university’s approach to waste management is a highly-visible indicator of its dedication to principles of sustainability. While McGill has made some progress in the realm of waste reduction and management, progress has been limited by a lack of baseline knowledge concerning waste production and management across the entire waste system. To reach new milestones in waste reduction and earn points toward the AASHE Sustainability Tracking, Assessment, and Rating System (STARS), Buildings and Grounds will seek resources to conduct a campus waste assessment and to develop a waste action plan based on its findings in cooperation with the McGill community. The student-led McGill Waste Project will also support the implementation of this action. To leverage opportunities for waste reduction in the IT sector, Information Technology Services will also work to optimize the use of printers and other imaging devices across campus. DELIVERABLES FOR 2014-2016 • Buildings and Grounds will seek resources to a) conduct a campus waste assessment and issue recommendations, and b) to develop a waste action plan, informed by community engagement. • The use of printing and imaging solutions will be optimized in order to improve energy consumption, efficiency, and reduce waste material. PARTNERS Building and Grounds; Information Technology Services; McGill Waste Project Source: Vision2020 Sustainability Strategy (2014-2016) Priority Action Briefs Link: https://www.mcgill.ca/sustainability/files/sustainability/vision_2020_priority_action_briefs.pdf McGill's water conservation strategy comprises Vision 2020 action 10: Waste Management, the recommendations of the Downtown Water Audit and of the Macdonald Water Audits, as well as McGill's construction and renovation standards which will bring about the phase-out of water-inefficient fixtures and equipment on campus. Source: Energy Manager, Utilities and Energy Management

ASAP (Achieving Strategic Academic Priorities) 2012 PLAN 2. Be a truly pan-Canadian and international university with a highly geographically diverse student population based on offering an enriched student life experience, appropriate program offerings and quality services for students → Emphasize innovative delivery of educational programs and appropriate levels of student aid to improve access to underrepresented population groups Additional objective for 2017: Ensure and embrace the diversity in origin and ideas among students, faculty, and staff with appropriate programs and services. Source: ASAP 2012 Link: https://www.mcgill.ca/asap/asap-2012-plan/asap-2012-major-strategic-objectives

INVESTMENT POLICY The overall objective of the McGill investment pool is to obtain a total return necessary to provide a dependable and optimal source of income for endowment beneficiaries, to cover the annual operating costs of the MIP and to preserve the capital of the MIP within the social and ethical norms of the University. This absolute objective is to seek an average total annual real rate of return of 5.15%, or a nominal return of 5.15% plus CPI and shall be measured over moving annualized five and ten-year time periods.Companies in the McGill investment portfolio that, by decisions of the Board, might cause concern to the University are reviewed by the Board’s Committee to Advise on Matters of Social Responsibility. The Committee is responsible for ensuring that the divestment decisions of the Committee to Advise on Matters of Social Responsibility are implemented in an orderly and timely manner. Please consult the Statement of Investment Policy: https://www.mcgill.ca/secretariat/files/secretariat/statement_of_investment_policy_june_2015.pdf VISION2020 - Action 13 DELIVERABLES FOR 2014-2016 • Public consultations will be conducted to provide members of the McGill community with an opportunity to submit their perspective on the draft revision of the CAMSR (Committee Advisory on Matters of Social Responsibility) Terms of Reference. • The members of CAMSR will be encouraged and supported to commission an independent review of best practices in the field of socially responsible investment, in accordance with the expanded mandate foreseen in the draft revision of the CAMSR Terms of Reference. BOARD OF GOVERNORS COMMITTEE TO ADVISE ON MATTERS OF SOCIAL RESPONSIBILITY REPORT to the BOARD on DIVEST MCGILL SUBMISSION of FEBRUARY 2015 MARCH 17, 2016 "CAMSR proposes that the Board ask the Investment Committee, while exercising its fiduciary duty, to consider and report back on by December 2016, measures such as set out below. -Establishing a socially responsible investment fund option for donors interested in such an option - similar to the fund established for pension investments -Looking at opportunities for, and supporting, sound investments in alternative (renewable) energy firms, alternative technology development and commercialization -Developing ESG principles and guidelines for endowment investments -Asking investment managers to report annually on ESG and UNPRI implementation and compliance, which will in turn be reported to the Board -Supporting and initiating shareholder resolutions to encourage changes in company practices deemed inconsistent with ESG and UNPRI" https://www.mcgill.ca/boardofgovernors/files/boardofgovernors/gd15-44_camsr_report_0.pdf

VISION2020 CONNECTIVITY OBJECTIVES -McGill supports the health and happiness of students, faculty and staff, and facilitates their integration into the McGill community. -Community engagement—within and beyond McGill—is valued as a core element of the McGill student, staff and faculty experience. -McGill sustains many strong, reciprocal relationships with partners in local, regional and global communities. -Knowledge flows freely in all directions—within McGill, from McGill to the communities to which we belong and from those communities to McGill. Source: Vision 2020 Sustainability Strategy 2014-2016 Link: https://www.mcgill.ca/sustainability/files/sustainability/v2020_ss_eng.pdf MYWORKPLACE PLAN “My Workplace” aims to facilitate a shift in McGill’s administrative workplace culture: to embrace continuous learning and change, to inspire and encourage new ways of doing things, and to empower administrative staff to use their knowledge and expertise to make McGill a more agile and effective organization. Goals -Empowering employees to identify opportunities for greater efficiency, simplification and process improvement -Better aligning our resources to needs and priorities -Identifying measures to ensure that the hiring of new administrative staff is done strategically -Using technological tools to make our operations more efficient -Continuing to ensure that employees are well trained for their jobs, and developing more ways for them to learn from each other -Encouraging a culture that embraces changes and welcomes new ideas Projects -Training and development for staff and managers -Sharing of information and best practices -Increasing local autonomy and flexibility in work practices and decision-making. -Supporting staff in introducing process change, better service delivery and other administrative improvements. -Within existing budget envelopes, encouraging and supporting managers in planning future staffing needs, training and development needs and implementing effective performance management. Source: MyProject Link: https://www.mcgill.ca/principal/five-priorities/my-workplace

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---------------------------------------------- " SUSTAINABILITY POLICY - 2010 McGill University aspires to achieve the highest possible standards of sustainability on its campuses and in its day-to-day activities through its academic practices, in its facilities and operations, and by its outreach to the broader community. We strive to be a leader in research and education, creating and communicating the knowledge required for humans to live sustainably at the local, regional and global scales. We will meet or exceed in our operations governmental standards of sustainability for educational institutions and the norms of sustainability achieved by our comparator universities. Our goal is to become an institutional model of sustainability for society as we pursue our academic mission and play a positive and proactive role in communicating the rationale and need to develop and implement sustainable practices in the broader community. To this end, McGill University will: Undertake the activities and operations of the University in a manner that strikes an appropriate balance between the needs and aspirations of current and future generations of the McGill and broader communities; Foster inquiry into sustainability through teaching, research and the university experience; Share knowledge to stimulate innovation, raise awareness and ensure effective participation of the McGill community in the implementation of sustainable practices; Encourage economic efficiencies in the University’s operations that are consistent with social equity and respect for the environment; Promote a healthy, safe and productive work and learning environment for the McGill community; Advance individual and collective efforts and accountabilities throughout the McGill community to make sustainability a priority in the life of the University; Identify and conserve the cultural and natural heritage of McGill University, including properties, buildings, landscapes, traditions and knowledge, taking their intrinsic rarity and fragility into account; and Minimize the use and consumption of energy and material resources in recognition of the finite capacity of the biosphere to accommodate human activities. Accompanying principles Among other initiatives undertaken in support of this Policy, the University will: Consider activities carried out by or on behalf of the University in light of their life cycle, including their economic, environmental and social footprints; Establish sustainability indicators to enable accountability, to communicate specific goals, and to monitor and report on progress; Prepare and regularly update a sustainability plan with specific goals and objectives; and Report annually on progress to the McGill community." Source/Link: https://www.mcgill.ca/sustainability/vision-2020-sustainability-strategy/governance-administration/policies#sustainability ------------------------------------------- ENVIRONMENTAL POLICY - 2001 We at McGill University are committed to fulfilling our academic mission and managing all resources in harmony with our natural environment. We are committed to meeting our social, scientific, ethical and educational leadership responsibility in actively promoting the restoration and preservation of a healthy environment for the future and in contributing to building an equitable world. Our commitment to raising environmental awareness and acting on it is manifested in our teaching and research activities, in other services which we provide to the McGill community and society at large, and in the individual and collective decisions which we take to offset the negative impact of the University's operation and activities on the Environment. We are committed to increasing the University community's awareness of environmental issues, by fostering the appropriate values, knowledge, and skills to enable us to work towards the restoration and preservation of the Environment. Accompanying principles McGill University shall strive to be recognized as an environmentally safe and responsible institution of learning, and as a model of environmentally responsible living. To this end, the McGill University community shall make every reasonable effort to: Prevent the over-consumption of energy and other resource and reduce the production of waste, and the release of substances harmful to the biosphere; Maintain purchasing policies which favor environmentally-benign, post-consumer, bio-degradable, and non-toxic products wherever possible; Encourage all members of the McGill community to be environmentally aware and the University's Environmental Policy to be well publicized; Encourage all members of the McGill community to Re-think/Reduce/Re-use/Recycle. Given the costs that recycling entails, reduce and re-use options shall always be considered first; and Seek additional ways of achieving our goal of being environmentally safe and responsible. " Source/Link: https://www.mcgill.ca/sustainability/vision-2020-sustainability-strategy/governance-administration/policies#environment ------------------------------------------------------

"There is no single definition of sustainability. Sustainability involves recognizing the interdependence and complexity of systems. Sustainability is not just about being green; it has social and economic dimensions as well. Sustainability is a process and depends on both local and global contexts. Sustainability at McGill concerns itself with how we educate and conduct research, connect and communicate, and operate and govern ourselves." Source/Link: https://www.mcgill.ca/sustainability/files/sustainability/moos_primer.pdf

McGill’s commitment to sustainability reaches back several decades and spans scales from local to global. The sustainability declarations that we have signed affirm our role in helping to shape a future where people and the planet can flourish. Talloires Declaration (1990) Composed in 1990 at an international conference in Talloires, France, this is the first official statement made by university administrators of a commitment to environmental sustainability in higher education. The Talloires Declaration (TD) is a ten-point action plan for incorporating sustainability and environmental literacy in teaching, research, operations and outreach at colleges and universities. It has been signed by over 350 university presidents and chancellors in over 40 countries. Halifax Declaration (1991) From December, 9 through 11, 1991, the presidents and senior representatives of 33 universities from 10 countries on 5 continents met in Halifax, Canada to take stock of the role of universities regarding the environment and development. They were joined by a number of senior representatives from business, the banking community, governments, and non-governmental organizations. The meetings were sponsored by the International Association of Universities, the United Nations University, the Association of Universities and Colleges of Canada, and Dalhousie University, Canada, which also provided the detailed planning and secretariat support. The Halifax Declaration was released at the conclusion of the conference. Universitas21 Sustainability Declaration (2009) Universitas 21 is an international network of 23 leading research-intensive universities in fifteen countries. Collectively, its members enrol over 700,000 students, employ over 145,000 staff and have approaching 2.5 million alumni. Their collective budgets amount to over US$13bn and they have an annual research grant income of over US$3bn. The network's purpose is to facilitate collaboration and cooperation between the member universities and to create opportunities for them on a scale that none of them would be able to achieve operating independently or through traditional bilateral alliances. Ville de Montreal plan de developpement durable (2010) McGill signed the first plan (2005-2009) and the second (2010-2015), committing to action that contributes to moving Montreal toward sustainability. Declaration of the island of Montreal community in favour of biodiversity and greening (2010) McGill signed on to the declaration in 2010. This acknowledged the importance of taking action on biodiversity at a local level.

For more information about the sustainability plans in each area, please contact the respective accountable party(ies) as relevant.