Engaging and Involving Staff and Senior Management in EEO Assessments

1. Engaging and Involving Staff and Senior Management in EEO Assessments UQ’s Experience

2. Background

3. CURRENT POSITION Currently in 4th year of 1st cycle. Other sources Electricity 97.4%

4. Triggering EEO

5. EXISTING ENERGY MANAGEMENT SYSTEMS Annually allocated budget for energy management within Facilities Division. Annually allocated budget for energy purchase within Finance Division. Responsibility of a number of staff in different portfolios: Engineers and project officers (infrastructure), Trades and Maintenance Manager (operational), Energy advice via consultants.

6. GAP ANALYSIS Lacked a formal link to senior management/board. Lacked a formal decision making process linked to the energy budget model. Ad hoc engagement with stakeholders. Energy management was reactive rather than proactive. Lacked a methodology for communicating energy management to all stakeholders.

7. COMPLEMENTARY SYSTEMS Existing Systems Corporate: Infrastructure Sub Committee, Sustainability Steering Committee, Renewable Energy Project Control Group, Environmental Management System, Sustainability Website. Operationally (within facilities management): Energy and Water Committee structure, Sustainability Office, Maintenance Network.

8. ORGANISATIONAL MODEL UQ Senate Infrastructure Sub Committee Vice Chancellor Renewable Energy Project Control Group Sustainability Steering Committee Property and Facilities Deputy Director’s Office (Sustainability) Maintenance (Operational) Engineering (Infrastructure) Energy and Water Committee • EMS • Website

9. UQ EEO Systems

10. EVOLUTION OF EXISTING SYSTEMS • Energy Management Office created. • Energy management introduced as a standing item to Sustainability Steering Committee. • Establish a formal relationship between: • Energy Management Office, • Engineering Services, • Renewable Energy Project Control Group, and • Infrastructure Sub Committee. • Migration of energy budget to Facilities Management. • Engagement program widened: • “Green Workplace programs”, • Staff development training, • Internal training, and • Educating consultants • Sustainability Website focus expanded.

11. ENERGY ASSESSMENT PROCESS Opportunity Identification: • Built around a level 2+ energy audits and surveys (previously level 1+ audits). • Feedback from UQ community: • actively sought from trades and maintenance - workshops, guidelines. • passively from wider stakeholders – feedback mechanisms. • Integration with research. Decision Making: • Opportunities reviewed and compiled by UQ Energy Manager. • Energy Efficiency factor in decision making by line managers. • Cap Ex referred to Infrastructure Sub Committee. • Report reviewed through committee structure which culminates with the University Senate.

12. EEO GOVERNANCE MODEL UQ Senate Infrastructure Sub Committee Vice Chancellor Renewable Energy Project Control Group Sustainability Steering Committee Property and Facilities Deputy Director’s Office (Sustainability) Maintenance (Operational) Engineering (Infrastructure) Energy and Water Committee • EMS • Website

13. EEO GOVERNANCE MODEL UQ Senate Infrastructure Sub Committee Vice Chancellor Sustainability Steering Committee Property and Facilities Deputy Director’s Office (Sustainability & Energy Management) Maintenance (Operational) Engineering (Infrastructure) Energy and Water Committee Energy Management Control Group • EMS • Website

14. KEY LESSONS LEARNED Successes • Redefining established systems and processes to capitalise on existing management participation. • Speak in relevant language. • Developing internal expertise and knowledge in identifying and assessing opportunities. • Engage and establish new systems with supportive stakeholders. Opportunities for Improvement • Identifying and engaging all relevant stakeholders. • Comprehensive understanding of all energy use and energy use patterns.