1. CRICOS Provider No 00025B Engaging and Involving Staff and Senior Management in EEO Assessments UQs Experience

2. CRICOS Provider No 00025B Background

3. CRICOS Provider No 00025B CURRENT POSITION Currently in 4 th year of 1 st cycle. Other sources Electricity 97.4%

4. CRICOS Provider No 00025B Triggering EEO

5. CRICOS Provider No 00025B 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. CRICOS Provider No 00025B 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. CRICOS Provider No 00025B 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 Vice Chancellor Sustainability Steering Committee Property and Facilities Deputy Directors Office (Sustainability) Infrastructure Sub Committee Engineering (Infrastructure) Energy and Water Committee Maintenance (Operational) Renewable Energy Project Control Group EMS Website

9. CRICOS Provider No 00025B 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 Vice Chancellor Sustainability Steering Committee Property and Facilities Deputy Directors Office (Sustainability) Infrastructure Sub Committee Engineering (Infrastructure) Energy and Water Committee Maintenance (Operational) Renewable Energy Project Control Group EMS Website

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