'Zero by 2040' - the evolution of the University of Edinburgh’s Climate Strategy 2016-26
David Somervell, Edinburgh Centre for Carbon Innovation, and Sustainability Adviser to the University of Edinburgh until 2016
22-min video of David's keynote presentation at the 'Changing System: Not Just Lightbulbs' workshop in May 2017.
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Related 8-min interview with David Somervell on the role of universities to act on climate change.
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Talk summary:
Future-Proofing the University
"With gas prices as low as they are – unsustainably low - we are living in a false heaven." This was a key part of the case which, 16 years ago, persuaded senior managers at the University of Edinburgh to install the first Combined Heat and Power plant at a student residence. In the following two years, gas prices rose 40% and then 60% consecutively.
David pointed out that gas prices are “ridiculously low” again now, in 2017: the real cost of resources is not being reflected in the market price. What is more, the real unit costs of renewable generation from solar and wind have fallen dramatically over the last 10 years, and are still falling.
The Role of Leadership
David described how the development of an enabling culture amongst the University’s senior leadership led to the creation of a new Department for Social Responsibility and Sustainability, headed up by Dave Gorman. It was a “game-changer”, David says. 'Stretch targets' were adopted – including bringing the University’s emissions down to 'net zero' by 2040. It became clear, he said, that the challenge was one for the whole University: it had become “too big for Estates”, as the then Director of Estates put it to him.
A part of this new Department’s role is to engage with 300 academic colleagues, using the University as a Living Laboratory, and promoting a 'circular economy' leading to a low carbon future. In the circular model, the focus is on restoration and regeneration, and waste is ‘designed out’, rather than jettisoned into the ever-more polluted environment.
There is now a Renewable Energy Working Group chaired by the Director of Finance; and eight pages of the latest Annual Report are devoted to social responsibility and sustainability. "This is a turnaround", David says, evidence of a cultural change over a number of years.
A Challenge of Increasing Numbers and Reducing Emissions
Since David began working at the University in 1989, student numbers have more than tripled. In just the seven years to 2015, turnover increased by 52% to not far short of £1 billion. Should the University pursue a 'business as usual' path over the next eight years to 2025, without further changes in energy generation or usage patterns, absolute emissions will grow. This is in spite of all the action already taken by the University. This illustrates the scale of the challenge.
There are five key drivers of emissions growth which the University recognises – common to most Russell Group universities. These are: growth in student numbers; expansion of the estate, including advanced facilities; internationalisation; a vast expansion of research activities (‘massification’); and ‘big data’, requiring energy-intensive processing. The challenge, then, goes far beyond the Estates Department – it is for everyone.
A 'can do' environment is being created at the University of Edinburgh, including a Sustainable Campus Fund of £2.75 million which will support good projects brought forward by anyone. From proposal to answer, the turnaround time now is quick, and successful ideas are funded. It is a good model which supports the 'rapid prototyping' advocated in the presentation on 'Theory U'.
There is a range of resources and information about the University’s 'Zero by 2040' commitment and its whole institution approach here.
Future-Proofing the University
"With gas prices as low as they are – unsustainably low - we are living in a false heaven." This was a key part of the case which, 16 years ago, persuaded senior managers at the University of Edinburgh to install the first Combined Heat and Power plant at a student residence. In the following two years, gas prices rose 40% and then 60% consecutively.
David pointed out that gas prices are “ridiculously low” again now, in 2017: the real cost of resources is not being reflected in the market price. What is more, the real unit costs of renewable generation from solar and wind have fallen dramatically over the last 10 years, and are still falling.
The Role of Leadership
David described how the development of an enabling culture amongst the University’s senior leadership led to the creation of a new Department for Social Responsibility and Sustainability, headed up by Dave Gorman. It was a “game-changer”, David says. 'Stretch targets' were adopted – including bringing the University’s emissions down to 'net zero' by 2040. It became clear, he said, that the challenge was one for the whole University: it had become “too big for Estates”, as the then Director of Estates put it to him.
A part of this new Department’s role is to engage with 300 academic colleagues, using the University as a Living Laboratory, and promoting a 'circular economy' leading to a low carbon future. In the circular model, the focus is on restoration and regeneration, and waste is ‘designed out’, rather than jettisoned into the ever-more polluted environment.
There is now a Renewable Energy Working Group chaired by the Director of Finance; and eight pages of the latest Annual Report are devoted to social responsibility and sustainability. "This is a turnaround", David says, evidence of a cultural change over a number of years.
A Challenge of Increasing Numbers and Reducing Emissions
Since David began working at the University in 1989, student numbers have more than tripled. In just the seven years to 2015, turnover increased by 52% to not far short of £1 billion. Should the University pursue a 'business as usual' path over the next eight years to 2025, without further changes in energy generation or usage patterns, absolute emissions will grow. This is in spite of all the action already taken by the University. This illustrates the scale of the challenge.
There are five key drivers of emissions growth which the University recognises – common to most Russell Group universities. These are: growth in student numbers; expansion of the estate, including advanced facilities; internationalisation; a vast expansion of research activities (‘massification’); and ‘big data’, requiring energy-intensive processing. The challenge, then, goes far beyond the Estates Department – it is for everyone.
A 'can do' environment is being created at the University of Edinburgh, including a Sustainable Campus Fund of £2.75 million which will support good projects brought forward by anyone. From proposal to answer, the turnaround time now is quick, and successful ideas are funded. It is a good model which supports the 'rapid prototyping' advocated in the presentation on 'Theory U'.
There is a range of resources and information about the University’s 'Zero by 2040' commitment and its whole institution approach here.