About Us

Estate Management is one of the largest non-academic units at UNSW. We provide a range of services and advice to Faculties, Divisions and the University Executive Team by providing campus master planning, infrastructure planning, development, construction, refurbishment, maintenance and environmental and space management. We also provide a wide range of logistic and associated services to ensure a safe and secure campus environment. Our role is to plan, design, build, maintain and secure our campus.

Estate Management is made up of the following departments:

Click on the links above for a detailed overview of each department. 

Contact us on tel: 9385 5111 or email: estate@unsw.edu.au for information on our services or to register works and maintenance requests.


 
Asset Management

 

The University's assets are its environment, buildings and its people.

Asset Management is responsible for ensuring these assets are optimised.

This means planning for the buildings and broader campus to provide the best environment possible to its users.

The people are our client stakeholders; the Faculties, Divisions, Schools, students and visitors who work at and use UNSW facilities. 

The buildings and facilities they occupy, and by extension the external environment of the campus are the physical assets which enable these activities to take place.

Management of the interplay between the people and the physical environment is asset management.

 

Asset Management's focus is on the following:

 

Space Planning

Full occupancy is not a target here, as the Kensington campus is already fully occupied.  Rather adequate supply of suitable space, and creating a more efficient, sustainable and appropriate use of space is the goal.  Planning for the 2025 growth targets within UNSW's means and capability to deliver, minimising the impact to stakeholders is the aspiration of Asset Management.

Asset Management will track and plan the user's occupancy of space.  This involves documenting their future requirements, and early planning of the impact to UNSW from these required changes, whether they are new buildings, refurbishment or relocation.  Asset Management will analyse the space use to look for better solutions of either current or future utilisation.

This will involve consideration of all the activities of Estate Management as we provide Campus Improvement, Development or the ongoing maintenance and upgrade works of our facilities.

 

Service Level Agreements

  1. Understanding our stakeholder's requirements,
  2. ensuring our clients understand Estate Management's processes to ensure a safe, sustainable and efficient delivery of our service
  3. documenting service level agreements with each faculty to set clear expectations

 

User Briefs

Where new buildings are planned, Asset Management will be the first point for EM to determine the size and style of the occupant brief. Utilising the existing space data EM will form an understanding of current utilisation and then through consultation with the stakeholder develop a brief for the Development group to commence due diligence and planning.  The users will be responsible for making the case to justify their need for space.

 

Strategic Real Estate Advice

Asset Management will provide highest and best use advice and recommendations on the demands of space across the campus and where external opportunities are presented. 


 
Development

 

The Development Business Unit manages the creation of new physical real estate assets for the University.

This is achieved by leveraging the multi-disciplinary skills of the three teams that make up the business unit being Development, Delivery and Engineering. The team focuses on major projects with budgets that exceed ten million dollars.

 

Development

The development team leads the early stages of the process of the creation of the asset considering aspects ranging from most suitable location, commercial assessments, alignment with our 2025 Strategy as well as it being consistent with the vision defined in the Campus Design Masterplan Framework. The team works with EM's Asset Management to understand the customer's requirements and translate them into physical form through the stages of design development and the planning authorities. Throughout this stage the team engages external advisors and consultants across all disciplines required

 

Delivery

The Delivery team takes the project from the Development team and manages all aspects of the delivery of the new real estate asset. Through this stage the team addresses all engagement and consultation with the Faculties and departments of the University to assess impact and manage and mitigate any impacts that will be caused by the construction works. The team has responsibility for the successful transition of the occupants into the building.

 

Engineering

The Engineering team supports the Development and Delivery teams as well as providing expert advice to the other Business Units in Estate Management. The team has engineers specialising in the disciplines of mechanical, electrical, building management systems, hydraulic and cold storage. Throughout the life of the project the role of the engineers shifts from advising in the inception stages through design reviews in the documentation stages into site inspections through construction and witness testing prior to completion and handover. With respect to the other business units in EM the team provide advice on the feasibility of projects considering many aspects including the impact the requested project as well as the roles described above for the Development team.

 

Team Focus Areas

  1. Safety

    At every stage of the development process the team focusses on safety. Consideration is given to the location of the building and how it is accessed by pedestrians and vehicles. Through the design phases the team with the consultants considers both safe buildability of the asset as well as how it will be used and maintained throughout the building's life.

     
  2. Campus Design Masterplan Framework

    The team is working with consultants to develop a framework for the development of future buildings. This framework will document the vision for the Kensington campus and provide guidance on not only the location of the new buildings but also the public spaces in between and the flow of people through these public areas. 

     
  3. Integrated Project Programme

To enable the team to deliver the pipeline of projects across the UNSW campuses an integrated project programme is being developed. This will highlight the dependencies across the various existing and future buildings and will contemplate decant strategies, services integration with the campus infrastructure as well as IT and other disciplines.


 

Property Management

 

Property Management (PM) in Estate Management (EM), is comprised of two teams, Estate Improvement Team and Business Partners. 

The key objectives of the Estate Improvement Team are:

  • To support Faculty and Division 2025 goals through the provision of project planning, budget and program advice for projects of between $50k and $10m in value.
  • To deliver Estate Improvement Program and Other Budget building projects between $50k and $10m in value.
  • To manage Consultant and Contractor Panel procurement processes in support of the above.

The key objectives of the Estate Management Business Partners are:

  • To act as the main conduit between EM and its customers, with a focus on communication, engagement and relationship management to deliver high levels of customer experience and to add value; and
  • To develop beneficial partnerships with Faculties and Divisions to support strategic direction, and provide proactive advice to enable a seamless integration of the EM service model across UNSW.

 

Estate Improvement Team

The Estate Improvement Team, with planners and project managers working together, are responsible for the delivery of high quality projects in a timely and cost-effective manner. 

The team is charged with providing professional advice in the development of accommodation strategies and projects in alignment with relevant policies, procedures and guidelines and in managing risks and opportunities through design development, documentation and delivery.  This requires coordination with all EM teams.

Additionally, the Estate Improvement Team leads the Estate Improvement Program bid process (formerly the SIB CAPEX Program) for Faculty and Division projects valued between $50k and $10m and is responsible for reviewing the submitted project bids and preparing summary advice to enable confirmation of the program by the Estate Management Portfolio Board.

To support effective procurement of these projects the Estate Improvement Team are responsible for the day to day management, and update if required, of the Consultants and Contractors Panels.

 

Estate Management Business Partners

The Business Partners are responsible for the effective service delivery of all Estate Management services and are reliant on the support of all teams in Estate Management to enable this. 

They will also play a leading role in raising the level of Faculty and Division awareness and understanding of EM services and service levels and will play a liaison role in supporting EM's service model.

Individually they are responsible for the development of annual plans for their allocated Faculties or Divisions and, with EM team support, the delivery of these plans.

The Business Partners are also tasked with the continual review of EM performance and to contribute to business improvement through reporting and advice with the aim of supporting the development of EM as a trusted adviser for all our stakeholders.


 

Facilities Management

 

Facilities Management's Vision

Efficient, comprehensive and responsive approach to Facilities Management that supports the University's 2025 vision for the campus experience and optimises the allocation of resources

 

Objectives

  • Improve quality of service, increasing staff and student satisfaction
  • Improve operational performance, responsiveness and resource allocation
  • Improve the quality of information for effective capital planning and prioritisation
  • Demonstrate financial efficiency, accountability and transparency
  • Develop Facilities Management staff skill, capabilities and performance levels
  • Ensure building compliance with legal and regulatory requirements

Facilities Management, a business unit within Estate Management, is responsible for managing the UNSW portfolio of buildings, building services and the campus infrastructure which keeps them operating, clean and fit for their purpose. A campus of this size and complexity requires regular maintenance activities, management of the daily operational requirements as well as scheduled upgrades and repairs, managed by a team of property professional within Facilities Management (FM).

 

Building Management and Maintenance

Building Management and Maintenance is made up of several categories, separated for operational management and budget tracking.

  • Fixed Plant and Equipment (FP&E) maintenance including planned preventative maintenance (PPM) and repairs to building services. These are FP&E items detailed in the ARCHIBUS Asset Register that have contracted planned maintenance schedules, tasks and frequencies.
  • Building Fabric maintenance including reactive maintenance and corrective repairs. These are building structure, fabric and finishes components not on the ARCHIBUS Asset Register requiring some restoration of functionality.
  • Minor Works Projects - small building services upgrades, building improvements, fit for purpose upgrades, plant lifecycle replacement, building fabric upgrades and Faculty Minor Capital Works.
 

Planned Preventative Maintenance

Planned Preventative Maintenance (PPM). These include maintenance services performed on FP&E that have contracted planned maintenance schedules, tasks and frequencies. Examples of building services include air conditioning systems, fire alarm systems, process cooling water systems, backup generators etc.

The ARCHIBUS Asset Register currently has around 100,000 FP&E items generating approximately 160,000 maintenance activities annually. Maintenance priorities are set through ARCHIBUS based on statutory compliance, the UNSW building prioritisation categories, criticality of assets, operational and regulatory requirements.

 

Reactive Repairs to Fixed Plant and Equipment

Fixed Plant and Equipment (FP&E) reactive repairs. These are FP&E in the ARCHIBUS Asset Register requiring repairs to restore functionality not covered by the planned preventative maintenance activities.

The more complex FP&E repairs, Estate Management Engineering investigate and develop a scope of work for equipment replacement, plant upgrades and fitness for purpose replacement projects.

The ARCHIBUS Works and Services system currently processes between 23,000 to 25,000 work request for reactive repairs annually.

 

Reactive Building Maintenance and Repairs

Building Fabric maintenance including reactive maintenance and corrective repairs. These include building structure, fittings and finishes components not on the ARCHIBUS Asset Register and having no scheduled maintenance activities. Examples include lights, doors, windows, ceilings, split air conditioning units, signage, waterproofing, gutters and downpipes, handrails, paving, carpet, painting etc.

 

Minor Works Projects

These are defined as small building fabric and services upgrades, improvement, fit for purpose upgrades, plant lifecycle replacement, maintenance or repair projects up to $50k but sometimes higher depending on scope and risk profile. These can be Faculty initiated projects such as research equipment installations or FM initiated projects, Minor Works or FM Engineering initiated projects.

The program of minor works is selected and prioritised by Estate Management Business Partners, Facility Managers or FM Engineering at the commencement of each calendar year and managed within the annual budget. Further prioritisation and refinement of the projects occurs through consultation with Business Partners and Estate Management units.

The $2M minor capital works (MCW) program is scheduled and prioritised by the Business Partners at the beginning of the calendar year in consultation with their Faculty and Divisional representatives. There is a tendency for the Faculties and Divisions to keep some of their MCW budget unspent and in reserve should they require budget to fund late year projects. This often leads to late planning and rushed spending at the end of each year.

 

Engineering Operations Minor Works Projects

These are defined as small and medium building services and infrastructure lifecycle replacement, equipment upgrades, improvement and fitness for purpose projects usually managed by Estate Management Engineering. These works can be Faculty initiated projects (research equipment tool installation, infrastructure and services upgrades), Engineering initiated projects (lifecycle replacement, plant upgrades and fitness for purpose projects), or campus infrastructure upgrades.

 

Backlog Maintenance

Backlog or Deferred Maintenance is defined as maintenance or repair work that has not been carried out and is deemed necessary to bring the condition of a building asset back up to a standard that will enable the continuing service functions of that asset to be performed at an acceptable level.

The University's Backlog Maintenance is a calculated figure based on a baseline condition audit of building structure, fabric, plant and equipment for all University buildings. The calculated figures are then adjusted for material changes in the University's building portfolio (demolitions, refurbishments, additions, upgrades etc) and then further adjusted for escalation in the cost base for repair works.

The baseline condition audit data is refreshed periodically to ensure that the building structure, fabric, plant and equipment condition assessment and calculated baseline figure was still current against the age and building asset replacement value (ARV).

 

Campus Cleaning

Cleaning services across UNSW consist of several categories separated for operational management and budget tracking;

  • Routine cleaning includes cleaning activities necessary to ensure that the facilities are cleaned in the morning in readiness for the work day,
  • Daytime janitorial services required during the day for cleaning of high traffic areas such as food courts and public toilets,
  • Programme (periodical) cleaning is focus cleaning that has timing flexibility and is required less frequently such as window cleaning, polishing hard-surface floors, carpet steam cleaning and high-level dusting and is usually undertaken during semester breaks (non-peak periods),
  • Reactive cleaning consists of a range of cleaning activities undertaken upon request. Such tasks are charged according to requestor at the Schedule of Rates; and
  • Provision of consumables (toilet paper, paper towels, liquid hand soap, bin liners, linen hand towels and waterless urinal cleaning products)

Delivery of these works is through three separate contracts for the upper campus, lower campus, and student accommodation. Pickwick Group is contracted to clean the upper campus and NRG Cleaners is contracted for the other two areas.

 

Waste & Recycling Management

Waste & recycling management includes the bulk collection, transportation, recycling and processing/disposal of waste in various streams and from various UNSW campuses. FM contracts waste management services aimed at reducing, reusing, recycling, and treatment to meet the sustainability objectives of reducing UNSW's environmental impact and to minimise waste going to landfill. UNSW generates around 3,500 tonnes of waste each year and diverts approximately 94% away from landfill through on site separation (paper, cardboard, electrical etc) or off-site through materials recovery facilities.

UNSW has a number of managed waste streams including but not limited to the following:

  • General waste (mixed solid)
  • Commingled recyclables
  • Paper and cardboard and confidential waste
  • Hard and Metal waste
  • Electrical waste (excluding computer e-waste)
  • Food, Organic and Cooking Oil waste
  • Chemical and hazardous waste
  • Biological waste
  • Polystyrene
  • Printer cartridges and Batteries
 

Furniture re-use Service

Facilities Management currently manages a program for staff to re-use furniture in the UNSW workplace. Excess furniture items are predominantly generated from building demolitions, refurbishments and replacement of redundant/obsolete furniture items. Items of furniture are assessed by General Services staff and their contractors, to determine suitability for re-use or disposal. The current furniture reuse program only allows for the re-use of excess furniture by staff within UNSW workplace.

Crown Worldwide has been engaged to collect, transport, catalogue and arrange delivery of re-useable furniture to UNSW sites.

 

Grounds and Landscaping Management

Grounds and landscaping management consists of several categories;

  • Garden bed maintenance includes an annual program of soil improvement, fertilisation, irrigation systems and bed maintenance to ensure the good seasonal health of plants.
  • Lawn maintenance includes mowing, fertilisation, pest control and weeding.
  • Hard landscape maintenance includes repair and/or installation of paving surfaces, minor roads, outdoor furniture, bike racks and external signage.
  • Sports field maintenance includes the Village Green and David Phillips sports fields. The UNSW sports fields have a combined area of approximately 5.5 hectares of playing surface including synthetic fields for football, hockey and cricket; and turf fields for cricket, football codes and baseball. ARC and Student clubs use the fields for recreational activities including touch football, ultimate frisbee and five a side soccer.
  • There are approx. 1,100 trees in the Kensington and Randwick campuses recorded on the Arborplan tree data base. Trees are assessed for risk of falling branches and works are assigned weekly (Saturdays) to manage these risks. Tree maintenance includes maintaining building clearance, weight reduction, crown lifting, canopy thinning, formative pruning of young trees and tree removals.
  • External cleaning is carried out according to planned schedules and includes sweeping and scrubbing of hard surfaces, cleaning of BBQs, stair bannisters and rails, external signs, water bubblers, lights and other external structures and the collection of external waste bins. This also includes reactive or emergency requests such as spill cleaning and storm damage.
 

Staff and Furniture Relocations Services

Relocation services consist of the relocating of staff, furniture and equipment that needs to be moved within UNSW's facilities to ensure that UNSW staff and facilities are moved in a safe and efficient manner. This is usually done to support a construction / refurbishment project or changing business requirements. 

The services generally provided to relocate staff include:

  • provision of packing equipment – boxes, tape, blankets etc.;
  • relocation and transportation of staff furniture and offices, packing and unpacking;
  • disassembly and reassembly of furniture (basic only – no trade licenses required);
  • relocation of furniture, IT and laboratory equipment and whitegoods;
  • transportation of furniture and set up desks/chairs for examinations, functions and events;
  • provision of a secure storage facility for short term storage only as required;
  • packing of e-waste materials; and
  • management of storage spaces at Randwick Campus


The old Tramshed on the Randwick Campus (R9) is used for storage by UNSW-affiliated departments and is managed by Facilities Management. Approximately half of the main ground floor area is used to store various types of items including excess plant, equipment and furniture items. Some of these storage spaces are locked and secured and allocated to UNSW departments. Some are shared storage spaces. Currently, there is no cost to departments for storage at R9.

Mail Services

Facilities Management runs the outsourced mail management services through Fuji Xerox Australia. The Mail Centre manages a mail and courier service encompassing the receipt and despatch of mail and internal collection and distribution of mail within the University. The Mail Centre picks up and delivers to about 200 distribution main drop-off points on all UNSW campuses.

The Mail services cover the following:

  • Incoming mail is sorted by school/faculty/department/unit (not by individual names) and is delivered through a fixed mail schedule to the school/faculty/department/unit main drop off points who then further distribute the mail to the appropriate staff member.
  • Outgoing mail is picked up from the main drop off points by the service provider (currently Australia Post for domestic mail, TNT and DHL Express for couriered items and DHL Global for international mail) each afternoon on weekdays only.
 

Energy and Utilities Management

Facilities Management owns, operates and maintains the utility supply infrastructure on the Kensington campus. This includes an extensive in-ground 11kV high voltage electrical supply operated and maintained by UNSW. Ausgrid supplies UNSW from four external high voltage supply points from two different suburban substations. There are approximately 32 substations on 4 high voltage ring mains serving the Kensington Campus. Other utilities on the Kensington campus include combined drinking and fire water, aquifer bore and bore water systems, water treatment plants and pumping systems and natural gas supply.

The utility supply contracts, metering, recoveries, utility reduction programs and sustainability initiatives are managed through Facilities Management.

 

Research Equipment Assessment and Installation

Facilities Management plays a significant role in determining the fitness for purpose of building services, infrastructure and space to accommodate university technical and laboratory research equipment. Prior to procurement, Facilities Management analyses the proposed research equipment specification and installation requirements to determine if the nominated space and building can accommodate the equipment and has the necessary building services and infrastructure to support the operation. Once procurement has proceeded and the equipment has a scheduled delivery date, the Building Facilities Manager arranges the installation and the necessary building services and infrastructure upgrade works to enable the equipment to be commissioned and operated.

 

Landlord & Campus Infrastructure Program

The Landlord & Campus Infrastructure Program is a four-year Asset capital renewal program addressing the capacity, performance, fitness for purpose and reliability of the University's utilities, building services, plant, equipment and infrastructure. Supporting the program is a detailed schedule of works addressing the replacement requirements of fixed plant and equipment (FP&E), major infrastructure upgrades, building fabric capital renewal and various University capital projects – often addressing Backlog Maintenance.

The Landlord & Campus Infrastructure budget includes approximately 40 capital renewal and infrastructure projects grouped into the following categories;

  • Building Fabric and Envelope
  • Public Amenities
  • Base Building Services
  • Code Compliance Upgrades
  • Campus Infrastructure
  • Vertical Transportation

Campus Asset Condition Audit Program

Prior to 2010, the University's infrastructure assets, plant and equipment had been allowed to deteriorate introducing poor reliability and significant risk of failure. Since 2011, Facilities Management has introduced condition assessments, equipment lifecycle analysis and single point failure reviews, identifying the highest priority asset renewal projects. This program also identifies and upgrades critical infrastructure capacity, reliability and redundancy to support the University's development of new buildings and expanding research activities.

Building backlog maintenance issues are identified through the building condition assessment and audit program. FP&E issues are identified through a combination of equipment condition audits, maintenance contractor condition assessments, failure / repair data and FM Engineering functionality reports. These condition audits are generally carried out on a rolling 4 year program or focused on specific buildings that have known issues.


 

Strategy & Business Systems

The Estate Management (EM) SBS function has three core objectives:

  • To build an efficient, client and customer focused, capable, agile organisation with a shared and united strategic direction;
  • To support business activities by providing expertise across all professional service functions; and
  • To manage business risks and ensure rigor, accountability and transparency through quality governance and reporting systems.

SBS provides an EM-wide approach to strategic and operational planning, resourcing and management supporting EM to deliver its business across UNSW as it relates to:

  • Compliance (risk, audit, procurement, finance, HR)
  • Business improvement, change and continuity
  • Information & systems
  • Corporate services support
  • Customer service (helpdesk)
  • Shared Services: Finance, HR, Procurement, IT, HSE 
 

SBS is responsible for the following services:

 

Business Improvement

Leads the Business Improvement function across EM. The portfolio includes strategic and operational business planning, audit management and governance, business process improvement, capability development, corporate services and customer relations.
 

Information & Systems

Leads the EM digital transformation, information, systems and systems opportunities, taking an integrated, innovative and sustainable approach.


Communications

Leads the development and implementation of communication strategies, plans, processes and tools for EM internal and external requirements.

Shared Services

  1. Finance

    Provide strategic and operational financial, budget and reporting framework, advice and support. 

     
  2. IT

    Provide support and capability to EM as per agreed and defined SLAs in regard to IT services and Information and Systems goals as required.

     
  3. HSE

    Develop and deliver the EM Strategic Safety Plan and provide technical advice and assistance on all HSE matters.

     
  4. Procurement

    Provide guidance, support and advice to EM on all procurement related matters in line with the UNSW procurement policy, specifically contract management practices and aligning pipeline to support strategic objectives.

     
  5. Human Resources

Provide guidance, support and advice to EM on all HR related matters, specifically service visibility, recruitment, MyCareer, systems and reporting.

 


Security & Traffic

The Estate Management (EM) Security & Traffic Management function has three core objectives:

  • To provide a safe and secure campus environment to enable our campus community to achieve their objectives;        
  • To protect the people, property and assets from harm, damage and loss by managing risks, developing effective plans and procedures and maintaining robust systems;
  • To provide professional advice and guidance to our campus community on security, emergency and traffic management matters.

Security & Traffic Management encompasses a comprehensive strategic and operational management approach to providing a safe and secure campus environment which comprises of four specialised areas;

  • Security Operations
  • Emergency Management
  • Security Systems
  • Parking & Traffic Management

 

Security Operations

Security Operations are responsible for contract management of the security guarding service, incident response and investigations, monitoring crime trends and researching new crime prevention initiatives, risk management, providing professional advice to campus community on security and personal safety matters, and stakeholder engagement with emergency and law enforcement agencies.

 

Emergency Management

Emergency Management are responsible for overseeing the emergency management arrangements across campuses.  This includes, review, development and implementation of emergency and major incident policy, plans and procedures, managing Emergency Control Organisations (ECO - Wardens), facilitating desktop exercises with the ECO and Major Incident Response and Business Continuity Teams, development and delivery of emergency awareness programs, and stakeholder engagement with Emergency Services.

 

Security Systems

Security Systems are responsible for managing and maintaining the electronic security systems (Access Control, Intruder Alarms, Life Safety Systems, CCTV) across campuses, contract management for system maintenance, system upgrades, programming, providing advice on security system design, reviewing and maintaining system technical specifications and developing and maintaining disaster recovery plans.

 

Parking and Transport

Parking and Transport are responsible for managing and developing parking and traffic management strategies to ensure safe and compliant operations are maintained on and around campus, managing parking enforcement operations and complaints, front counter service operations for the delivery of parking permits, staff and contractor access cards and general enquiries, and stakeholder engagement with NSW Transport Agencies and Randwick Council to improve traffic and transport services to the campus.


 

Environmental Sustainability

Sustainability in Estate Management (EM) is responsible for the overall strategy and vision for environmental sustainability at UNSW. Environmental sustainability touches on any area where UNSW has impacts on the environment, such as the construction and operation of its building portfolio, grounds maintenance, transport and purchasing of goods and services.

The key objectives of the Sustainability team are:

  • To support EM and UNSW 2025 goals by driving the adoption of a compelling environmental sustainability vision, programme and implementation strategies.
  • To develop and implement initiatives to continually improve UNSW's environmental performance, in collaboration with other EM functions, UNSW faculties, retailers and other internal and external stakeholders.
  • To elevate the profile of environmental sustainability and build a community of good practice across UNSW.

Delivery of the sustainability programme requires coordination with all EM teams as well as other divisions and academic faculties across UNSW. While the team is focussed on environmental sustainability, there is a natural overlap with activities and programmes promoting wellness, social and economic sustainability.

For UNSW, Sustainability is a major research and teaching strength, with world-renowned researchers and academics and a wide range of innovative environmental and sustainability related subjects such as renewable energy, climate science, sustainable built environments, environmental management, sustainable materials and manufacturing processes. Building links with academic faculties and integrating this cutting-edge knowledge into the operation of UNSW is a key priority.

 

Key Focus Areas

Sustainability leads the development and implementation of sustainability strategies, plans, processes and communications in collaboration with functions across EM and UNSW, including the following focus areas:

  • Energy, Water and Waste: Identifying best practices and implementing initiatives across UNSW as identified in the Environmental Management Plan (EMP) 2016-18.
  • Supply Chain: Working to incorporate resource efficiency, life cycle and circular economy thinking into purchasing processes.
  • Estate Improvement and Development: Setting out an ambitious vision and framework for incorporating sustainability into our built environment.
  • Communications: Helping to build a community of good practice around sustainability through Sustainability reporting, awareness events and social media. 
  • Training and Awareness: Delivering Green Lab environmental compliance programme and environmental awareness training.
  • Collaboration: Working with partner organisations such as local government, Australian Campuses Towards Sustainability (ACTS), and Group of Eight (Go8) universities to showcase best practice and further the cause of sustainability.
  • Compliance: Responsible for National Greenhouse and Energy Reporting Scheme (NGERS) and National Environment Protection (National Pollutant Inventory) Measure (NPI NEPM) reporting.