Janet Trotter

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Tipping Pointsmanaging environmental
strategies in Universities and Colleges
Janet Trotter
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Tipping Point Malcolm Gladwell

• The magic moment when ideas, trends, fashions
  and social behaviour cross a threshold, tip and
  spread like wild fire.

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Characteristics of classic Tipping Points

• Behaviours spread like viruses contagious
• Little causes have big effects
• Change happens not gradually but with dramatic
  effect

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Application of tipping point theory to University

• Formed by merger
• Incorporated green subjects
• Values debate environment/ sustainability part
  of mission
• Environment/Sustainability Committee
• Policy development (procurement including
  buildings)
• Academic involvement (all students have access)

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Achievements

• Sustainability Award - 2003
• Annual Report 2004
• ISO 14001 2005
• CETL
• Greater alignment of rhetoric and reality

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What was the tipping point in our journey?

• Series of initiatives
• e.g.
• use of 100 recycled paper
• 100 green electricity
• PCs purchased with power saving devices
• intersite transport
• electric vehicles
• sorting waste
• fair trade and local food sourcing
• BUT
• Tipping point was development of new campus

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Procurement of buildings
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Procurement of buildings
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New context

• energy costs bottom line
• Power/water outages
• greater consciousness of sustainability issues
• legislation
• business benefits being established

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Possible Business Benefits of Sustainable
Development
Area Benefits
Eco efficiency Reduced costs Costs avoided
Quality Management Optimal investment strategies Better risk management Greater responsiveness to volatile markets Staff motivation/commitment Enhanced intellectual capital
Licence to operate Reduced costs of compliance Enhanced reputation with stakeholders
Market Advantage Stronger brand Customer preference/loyalty Attract talent
Sustainable profits Increased market share Enhanced stakeholder value
(Prince of Wales Business and Environment
Programme)
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Conclusion/Issues

• Business case not strong in all areas currently
  live in a world of trade offs
• Need better metrics
• HEFCE/LSC will need to change their approach
• HE/FC institutions should be leaders mainly
  followers currently
• Tipping points for change in future is likely to
  be public pressure, cost and legislation