York St John University
Environmental
Strategy
2012-2015
6/2/2011
Mission
York St John is committed to the provision of excellent, open and progressive higher education that
embraces difference, challenges prejudice and promotes justice, and is shaped by York St John’s
Church foundation.
Vision
Exceptional Learning & Teaching | Exceptional Student Experience | Exceptional Graduates
Values
Progressive | Transforming | Relevant | Approachable | Inclusive
1. Aim of the strategy
To set an example of best practice within the sector and community and
progressively to reduce the University’s environmental impact.
2. Key objectives
Key Objectives for 2012-15:
a. Enhance the sustainability of the University’s estate in terms of carbon emissions,
environmental and energy management standards.
b. Reduce carbon emissions arising from other University activities, both directly and
through our procurement activities.
c. Minimise the environmental impact of travel associated with University activities.
d. Minimise the generation of waste, emissions and discharges, by increasing reuse and
recycling rates and managing external contracts accordingly.
e. Support the integration of education for sustainable development into our academic
provision.
f. Raise awareness of our policies, actions and successes amongst staff, students and
the wider community.
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3. Achieving the objectives
Objective
f
Target or Activity
Increase our engagement with the Students’
Date
2015
Responsibility
Chief Operating Officer;
Union and students in general, to
Director EM&D;
communicate the work we are doing in this
Deputy Director EM&D;
area, and to encourage and provide
Energy & Env. Manager
opportunities for partnership.
a
e
Adopt a methodology for including whole life
2015
Chief Operating Officer;
costing and other long-term considerations
Director EM&D;
into all construction, refurbishment and
Deputy Director EM&D;
major procurement projects.
Energy & Env. Manager
Encourage all Faculties to consider the
2015
Chief Operating Officer; DVC;
relevance of environmental issues within the
Deputy Vice Chancellor;
curriculum and the possible benefits of
Deans; Director EM&D;
relevant staff / student research projects to
Energy & Env. Manager
inform developments.
d
Maximise the reuse and recycling of waste
2015
Chief Operating Officer;
materials generated from our operations
Director EM&D;
through targeted campaigns, better site
Deputy Director EM&D;
waste management, and having higher
Energy & Env. Manager
expectations of contractors.
b
Ensure that utilities management systems are
2015
Chief Operating Officer;
optimised to minimise carbon emissions and
Director EM&D;
financial cost to the University and students.
Deputy Director EM&D;
Energy & Env. Manager
a
Work with all relevant parties towards an
2015
effective policy to manage space efficiently.
Chief Operating Officer; DVC;
Deans; Director EM&D;
Deputy Director EM&D;
c
Develop and adopt a travel plan that
2015
Energy & Env. Manager
Chief Operating Officer; PVC
encompasses all travel impacts over which
(Development); Director
the University has direct influence.
EM&D;
Deputy Director EM&D;
Energy & Env’ Manager
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b
Ensure that the Carbon Management Plan is
2015
Chief Operating Officer;
regularly reviewed and updated with key
Director EM&D;
projects as costs and technologies change,
Deputy Director EM&D;
with priority given to projects that will deliver
Energy & Env. Manager
financial savings alongside carbon savings.
a
Increase partnerships and explore
2015
Chief Operating Officer;
opportunities for shared approaches to
Director EM&D; Deputy
service provision and procurement.
Director EM&D;
Energy & Env. Manager
f
Improve our ranking within the Higher
2015
Chief Operating Officer;
Education Community with respect to
Director EM&D; Deputy
environmental performance.
Director EM&D;
Energy & Env. Manager
4. Risks for the achievement of the strategy




Some environmental targets are vulnerable to national policies.
Improvements in many environmental areas require behavioral change, which is difficult to
initiate and maintain.
Major projects require adequate planning periods and high level commitment to maintain
environmental standards through to completion.
Without project specific targets and standards, University expansion may work against the goals
of this strategy.
5. Document control
Principal responsibility:
Strategy approved by:
Strategic Leadership Team
Academic Board
Board of Governors
PVC Resources
Date
30/09/2011
26/01/2012
08/02/2012
12/03/2012
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