| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 61.37 |
| Liaison | Suzanne Davis |
| Submission Date | Oct. 26, 2020 |
University of Queensland
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
2.00 / 4.00 |
Does the institution have a published plan or plans that include measurable sustainability objectives that address sustainability in curriculum and/or research?:
A list or sample of the measurable sustainability objectives related to academics and the plan(s) in which they are published:
This is currently in progress:
UQ Sustainability Strategy 2020-2030 has been developed by the UQ community and is ready for endorsement by senior executive in preparation for Senate approval.
The Strategy creates a sustainability vision for the whole UQ community in 2030 across the areas of teaching and learning, operations, engagement with the UQ community and public, and administration and planning.
Students, staff and the UQ community contributed to the Sustainability Strategy by participating in face-to-face workshops and via online survey for those who preferred to contribute online.
https://sustainability.uq.edu.au/event/2427/sustainability-strategy-development-workshop-series
Does the institution have a published plan or plans that include measurable sustainability objectives that address student, employee, or community engagement for sustainability?:
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
A new UQ Sustainability Strategy 2020-2030 has been developed by the UQ community and is ready for endorsement by senior executive in preparation for Senate approval. See details above.
Does the institution have a published plan or plans that include measurable sustainability objectives that address sustainability in operations?:
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
The Sustainability Action Plan 2016-2020 (SAP) is UQ's roadmap for building and operating a more sustainable university.
The SAP clearly identifies strategic objectives and outlines specific short to medium term actions.
These actions build on UQ’s commitment to sustainability and focuses on improving the University’s performance across 10 key areas. Please see the SAP for details of Commitments, Objectives and Actions. https://sustainability.uq.edu.au/files/1197/UQ-SAP.pdf
Energy
Example Objective and Action: Identify and implement opportunities for reducing energy consumption and demand
- Reduce HVAC energy consumption through strategies such as improving controls, re-turning buildings, improving building envelopes, and installing optimisation packages.
Transport
Example Objective and Action: Reduce fuel use and emissions from UQ fleet
- Transition to more efficient and lower-emission vehicle stock through proactive asset management and procurement.
Waste & Purchasing
Example Objective and Action: Reduce cost and emissions associated with the treatment and disposal of waste
- Using the information gathered from waste audits, identify new infrastructure requirements to increase recycling and reuse opportunities and to improve recycling efficiencies across UQ
Water
Example Objective and Action: Increase the use of alternative water supplies for non-potable purposes to reduce reliance on town water
- Integrate water sensitive stormwater design into landscape, building and car park designs to ensure water quality protection, runoff management, biodiversity,and amenity.
Other key areas with the SAP include Biodiversity, Land Use, Built Environment, Engagement & Behaviour Change, Environmental Compliance, and Adaptation & Resilience.
A new UQ Sustainability Strategy 2020-2030 has been developed by the UQ community and is ready for endorsement by senior executive in preparation for Senate approval. See details above.
Does the institution have a published plan or plans that include measurable sustainability objectives that address diversity, equity, and inclusion; sustainable investment/finance; or wellbeing?:
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
UQ's Aboriginal and Torres Strait Islander Employment Strategy 2019-2022 reflects our commitments towards Aboriginal and Torres Strait Islander learning, discovery and engagement and outlines the pathways to achieving these commitments.
https://staff.uq.edu.au/files/24066/uq-indigenous-employment-strategy-2019.pdf
Example Key performance indicator and Actions:
The Strategy seeks to achieve three per cent Aboriginal and Torres Strait Islander staff representation, (full-time equivalent (FTE)) in professional, academic and leadership roles, as reflected in the UQ’s Enterprise Agreement (EA)
2018-2022.
- Establish an academic career-coaching program for Aboriginal
and Torres Strait Islander staff
- Develop leadership pathway programs for academic and professional staff to provide culturally appropriate leadership development opportunities at all levels
- Establish an Indigenous national research seminar to showcase research initiatives to industry and other relevant stakeholders
- Develop a guide for hiring managers and HR staff on best practice recruitment of Indigenous peoples
- Develop, implement and manage the Aboriginal and Torres Strait Islander graduate employment program
UQ Disability Action Plan 2018-2021
This plan constitutes formal recognition of UQ's commitment to people with disability and presents a framework of principles, objectives and operational action items to ensure that we are a disability-confident organisation that is inclusive and accessible for people of all abilities.
It is informed by provisions of the Disability Discrimination Act 1992 (Cth) and the associated Disability Standards of Education 2005, and was developed in consultation with the UQ Disability Inclusion Group, faculties, schools and institutes, central work areas and other key stakeholders across the organisation.
The DAP provides an operational framework that seeks to address and remove potential barriers that may be present in the University’s physical and digital infrastructure, employment and education design and practice so that all members of our community are able to participate in, and have access to, all that the University has to offer its staff and students. The DAP is lodged to the Australian Human Rights Commission.
https://staff.uq.edu.au/files/17880/uq-disability-action-plan-2018-2021.pdf
Example Objective & Actions: Ensure UQ's physical infrastructure embodies all elements of disability inclusion and physical access
- Embed information about accessibility into UQ maps and UQNav
- Develop a process for accessibility features of rooms to be communicated to users, such as through the Teaching Space Management website
Example Objective & Actions: Provide a welcoming and inclusive community for persons with disability
- Recognise the multiple locations that comprise the University environment, and ensure that all persons with disability have access to equivalent levels of support and information resources across all University locations
- Provide education and training opportunities for UQ
students and staff that provide them with the knowledge and skills to support staff and students with disability and contribute to a disability inclusive culture at UQ
In addition, a new UQ Sustainability Strategy 2020-2030 has been developed by the UQ community and is ready for endorsement by senior executive in preparation for Senate approval. See details above.
Does the institution have a published strategic plan or equivalent guiding document that includes sustainability at a high level? :
The institution’s highest guiding document (upload):
Website URL where the institution’s highest guiding document is publicly available:
Which of the following best describes the inclusion of sustainability in the highest guiding document?:
The institution's sustainability plan (upload):
Website URL where the institution's sustainability plan is publicly available:
Does the institution have a formal statement in support of sustainability endorsed by its governing body?:
The formal statement in support of sustainability:
The University of Queensland (UQ) has established itself as an institution of global standing and is committed to providing leadership in sustainability and climate change response.
UQ is a signatory to both the Talloires Declaration and Universitas 21 “Statement for Sustainability” to affirm its commitment to fostering an institutional culture for sustainability.
UQ has demonstrated its leadership in clean energy technologies and is a lead research institution in the national solar Flagships program. In 2011, a 1.22MW solar photovoltaic array was commissioned at the University’s St Lucia campus. This system provides a platform for a range of research and teaching programs as well as generating approximately 1.7 megawatts per annum which equates roughly to 5 per cent of the campus's energy.
UQ’s Global Change Institute (GCI) brings together world-class experts to develop solutions for how humankind addresses the challenges of life in our changing environment. Accommodated in a carbon neutral building, the GCI acts as a focal point for integrating research disciplines to address complex climate change problems.
These successes are steps along a path of continual change, adaptation and improvement of UQ’s sustainable performance. UQ is well-equipped to lead innovative sustainability initiatives with dedicated staff, students and industry partners. I encourage you to actively support and participate in UQ’s sustainability activities so that the University maximises its contribution to a sustainable future both by reducing its own emissions but crucially also to pave the way for others to follow.
https://sustainability.uq.edu.au/resources/vice-chancellor-and-presidents-message
The institution’s definition of sustainability:
Current understandings of sustainability are based on the Brundtland Commission’s definition of sustainable development, to "meet the needs of the present without compromising the ability of future generations to meet their own needs” (1987).
The economy and society depend on the natural environment to prosper, so it is imperative that natural resources only be used at the same rate that they can be replenished.
Sustainability can be achieved through a balance of social, environmental and economic priorities.
There are several criteria that should be considered to ensure that practices are environmentally sustainable.
These include the management of renewable and non-renewable resources, the consideration of greenhouse gas emissions, the careful management of wastes, and biodiversity conservation.
These environmental priorities should be balanced with social and economic outcomes to ensure sustainable development for all generations on a local and global scale.
At UQ, we strive to incorporate sustainable practice into all aspects of university life, from daily operations to long-term goals for minimising our impact on the planet.
Our approach to sustainability is designed to address environmental, social and economic concerns and create change for a brighter future, on campus and beyond.
https://sustainability.uq.edu.au/resources/what-sustainability
Is the institution an endorser or signatory of the following?:
| Yes or No | |
| The Earth Charter | No |
| The Higher Education Sustainability Initiative (HESI) | No |
| ISCN-GULF Sustainable Campus Charter | No |
| Pan-Canadian Protocol for Sustainability | No |
| SDG Accord | No |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | No |
| The Talloires Declaration (TD) | Yes |
| UN Global Compact | No |
| Other multi-dimensional sustainability commitments (please specify below) | No |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
Website URL where information about the institution’s sustainability planning efforts is available:
Additional documentation to support the submission:
Data source(s) and notes about the submission:
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.