Process Definition: Sustainability

Transcription

1 Facilities and Services Division 1. SUMMARY Process Definition: 1.1. This document defines the processes provided by the team in detail The relationship between this Business Unit process and the other Business Unit processes within the Facilities and Services Division (F&S, or the Division) management system is illustrated in the process flow map included in the Quality Manual. 2. REVISION AND APPROVAL Rev. Date Nature of Changes Approved By 0 13/04/2017 Original Issue John Sullivan 3. PROCESS DEFINITION The & heritage team is an element of the Campus Operations portfolio and team provides services including, but not limited to 3.1. : The implementation and management of strategies as defined in the ANU Environmental Management Plan The planning, coordination, negotiation, delivery and associated reporting related to all & Heritage considerations undertaken by the Division, including but not limited to all infrastructure, building and refurbishment projects and other University provided products and services Strategic advice regarding the implementation of strategies as detailed in the Environmental Management Plan to effectively meet sustainability objectives and requirements of the Division and the University Developing and maintaining professional and effective working relationships and is responsive to stakeholders from across the University s College and Service Divisions The administration of the electricity, Gas and Water accounts for the Acton and remote sites The management of data associated with the consumption and resultant emissions from energy consumption and waste and recycling processes on the acton campus and remote sites 4. BUSINESS UNIT PROCESS OBJECTIVES AND METRICS 4.1. The Team process objectives and metrics have been derived from, and align with, the Goals detailed in the F&S 2017 Strategic Business Plan The objectives for the process are defined in detail below and reviewed during the conduct of quarterly management reviews; see the documented procedure Management Review In addition, each process objective has at least one metric (or KPI) with which management can measure the effectiveness of the Business Unit process. These are also defined below and reviewed quarterly in records of management reviews. Page 1 of 6

2 Goal 1 ANU Environmental Management Plan (EMP) Implementation (Meets F&S Divisional Goals 1, 4, 5 and 6) Facilities and Services Division The implementation of strategies as detailed in the current ANU Environmental Management Plan Ensuring compliance with NGERS ratings (where applicable) The reporting of activities associated with the targets in monthly updates to the F&S SMT and the production of the required annual reports Manager Manager Monthly Ongoing, project-byproject basis Goal 2 Verification of Energy Reduction initiatives (Meets F&S Divisional Goals 4 & 6) Review of all invoices for Utilities (ie. energy, gas, water) services Verification of accuracy for services delivery and costing s applied as per contract SO Energy Monthly Goal 3 Provision of Strategic advice (Meets F&S Divisional Goals 1, 3, 4 & 6) Provide strategic advice to internal and external clients on sustainability Initiatives Dependent upon ability to be engage at design or project proposal, and be able to review documentation for projects when available for review. All staff Ongoing, project-byproject basis Goal 4 Ensuring compliance with legislative and regulatory requirements (Meets F&S Divisional Goals 1, 5 & 6) Ensure ANU meets EPBC Act obligations on identified and listed Commonwealth Heritage assets Provide advice on projects to ensure compliance with Act and to where possible ensure the best possible outcome for the ANU Heritage officer Ongoing, project-byproject basis Page 2 of 6

3 Facilities and Services Division 5. PROCESS OWNERS AND RESPONSIBLE PARTIES 5.1. The owner of this process is the Manager Under the broad direction of the Associate Director Operations, the Manager is responsible for: Managing and delivering services related to the development and implementation of the Divisions operational plan and associated documents. Lead a continual review of specific services relevant to portfolio areas and coordinate to improve outcomes and optimise efficiency. Lead the University s corporate environmental program, including in providing strategic advice on environmental issues with particular emphasis on greenhouse emissions, water conservation, waste management and environmental risk. As a Subject Matter Manager (SMM ), provide advice on Environmentally Sustainable Design for new buildings, system and landscape designs and where appropriate, participate as a part of project teams. Responsible for the development and implementation of the annual office work plan, and its alignment with the ANU EMP, ANU Strategic Vision 2020, and the current version of the Facilities and Services Operational Plan. Relationship Management - Develop effective and professional working relationships with Division staff, Service Division Heads, College Heads and College General Managers and other key University staff. Explore and develop options to facilitate interaction between Facilities and Services and other units at the ANU. Policy - In consultation with senior officers of the University, ensure that resources are managed in accordance with legislation and University policy. Advise on and interpret legislation and University policies and procedures. Assist in the development of a robust policy framework for the Division to ensure Divisional and ANU objectives can be achieved. 6. TYPICAL PROCESS INPUTS 6.1. The typical required inputs for the processes are: Technical information needed: Electricity, Water and Gas consumption Statistical information required to report on statutory and legislative compliance NGERS efficiency ratings Access to data associated with all energy consumption and activity that results in carbon emissions that are required in statutory and internal reporting Data on waste and recycling activity undertaken on the ANU sites Vehicle (fleet) usage data Air travel Page 3 of 6

4 Resources needed: Facilities and Services Division Desk top PC s with access to Microsoft Office suite and any other specific software programs required Web based reporting of sustainability statistics (NGERS etc) Water quality test kits for water monitoring Personnel needed: The team comprises 5 full-time positions, as detailed below: Position Level ANU Senior Manager (SM) 1 Position Title Manager Officer Energy Officer Transport Officer Heritage Senior Communications Officer Special training needed: 7. TYPICAL PROCESS STEPS What specialist training and/or competencies are required of these personnel? 7.1. activities involve the provision of advice, ensuring alignment and imnplementation of the strategic imperatives detailed in the University s Environmental Management Plan. 8. TYPICAL PROCESS OUTPUTS 8.1. The typical results (outputs) of the process are as follows: Product produced: Biodiversity Training and engagement programs such as Bird watch and Frog watch Lower Molonglo Water Catchment Users Group - water quality testing of Sullivan s Creek to be included in reports Transport audits to inform transport strategy Documents or technical information produced: Annual ANU Environmental Management report for the OVC Annual NGER report Annual NPI report Heritage assessment reports and Strategies Development of programs and strategies to enable the achievement of targets within the EMP Page 4 of 6

5 Records produced: Facilities and Services Division Invoice register for all accounts associated with electricity, gas and water Water quality testing Heritage site assessments and management plans Services produced: 9. RELATED RISKS Management of data base related to electricity, gas, water and fleet operations Review of capitol works proposals for environmental consideration Provision of review and advice on capitol works to ensure alignment with the EPBC Act and the CBRM Liaison with academia on sustainability & heritage data for Student projects and research Mange internships internally and through the IARU 9.1. The following risks are identified related to this process Management may elect to conduct a formal risk assessment for any of these risks; the preferred method of risk assessment is indicated herein. Page 5 of 6

6 Facilities and Services Division Risk Likelihood Consequence Assessment Score Mitigation Activities that adversely impact on the University environment and/or staff Possible Moderate Medium - Administrative Controls o Risk Assessments o Increased communications with ANU Stakeholders Poor environmental characteristics: - thermal discomfort - nuisance noise - inadequate lighting - glare - Dust / Mould Possible Moderate Medium - Elimination o Actively considered where practical - Substitution o Actively considered where practical - Engineering Controls o Appropriate ergonomic furniture - Administrative Controls o Induction o Scheduled workplace inspections o Work station ergonomic assessments o Internal ergonomic and Manual Handling Experts (case managers) o Refer to Manual handling o Preferred university suppliers for furniture / fixtures and fittings) o Risk assessments o Cleaning waste and recycling arrangements are in place o Regular training/education/awareness as appropriate o Electrical Test and Tagging o General housekeeping around workspaces - Personal Protective Equipment (PPE) o As appropriate Page 6 of 6