RMIT Sustainability Committee

— Sustainability Annual Report 2017 — Table of Contents

RMIT Sustainability Annual Report 2017

About this report 4

Message from the Vice Chancellor 6

About RMIT 7

Stakeholder Engagement 10

Supporting sustainable Students 12

Creating impact 15

Sustainability in Tertiary Education 19

Ready for work and enterprise 22

Living our values 25

Empowering our people 30

Sustainable built environment 36

Sustainable operations 42

Our material topics and impacts 48

GRI reporting principles 49

GRI content index 50 — — 1. About this Report: 1.4 Highlights

1.1 Report Scope 1.2 Materiality 1.3 Our Sustainability Context This is RMIT University’s third Our approach to developing the content Following the content determination and annual sustainability report, for our report has been informed by the materiality assessment the key issues spanning the calendar year from GRI’s Reporting Principles for defining identified were: 2017 marked the 130-year anniversary of the founding report content - stakeholder inclusiveness, 1 January to 31 December 2017 • Ready for life and work of RMIT University sustainability context, materiality and and we will continue to report • Research impact completeness. It has also been informed annually. The report documents • Green buildings and infrastructure by the principles of the AA1000 standard our progress, highlights our • Learning and teaching 20 students joined our new Sustainability Ambassadors Program which provides guidance to organisations • Student health, safety and wellbeing key achievements and sets our to identify and respond to issues in • Empowering staff sustainability goals for sustainability. In 2017 we undertook a Our new Sustainability Space opened on the City campus • Governance the following year. content determination and materiality • Diversity and inclusion assessment informed by these principles Our report shows the impact that our and AccountAbility’s Five Part Test. University awarded five stars for learner engagement in learning and teaching, research and The issues emerging since our last The Good Universities Guide operations has on the environment, local assessment included the welfare of our economies and society and highlights students in the city with the impact of our commitments and progress towards Our report shows the climate change and how to maintain RMIT won the GLOBE (Gay and Lesbian Organisation of Business and becoming a more sustainable organisation. impact that our learning social cohesion among student body and Enterprise) Community Award for ‘Protecting our Community’ their relationship to place when they are This report has been prepared in and teaching, research and operations has on increasingly accessing education online. accordance with the Global Reporting The Bike Hub won a Green Gown Award Initiative (GRI) Standards: Core option. the environment. We welcome your enquiries In line with GRI requirements, this report RMIT Sustainability Committee and feedback on this report. presents our significant economic, Please email: [email protected] The VC became a Pay Equity Ambassador for Workplace Gender social and environmental impacts and Equality Agency (WGEA) contributions, both current and those that are reasonably foreseeable. We address where these impacts occur and how we RMIT completes the New Academic Street (NAS) project transforming contribute to them throughout this report. Step Inputs the City campus. The information contained in this report 1. A review of: has not been the subject of any external Identify • Issues listed as material in the 2016 report assurance. A desktop review to develop • RMIT University’s operating context in global sustainable Installed another 100kW of solar on our campus in 2017 a longer list of sustainability issues development (including the UN Sustainable Development Goals This report covers all Australian entities and the World Economic Forum’s Global Risk Report 2017) • RMIT University’s risk register listed under the RMIT Annual Report with • RMIT University’s strategy RMIT partnered with the Melbourne Renewable Energy Project additional data from our international • Direct interviews with nine internal and eight external to collectively purchase renewable energy from a new wind farm campuses in Vietnam where available and stakeholders on content and key issues • Issues identification exercise with more than to be built in Victoria indicated. This report does not contain and 100 students, through the ‘butterfly’ exercise. restated information. In preparing this report RMIT has 2. A review of: The Sustainable Events Guide launched Prioritise considered the following GRI Reporting • Sector-specific lists of material issues (e.g. from GRI and SASB) Ranking of issues Principles for defining report quality to • The sustainability reports and websites of peers • Issues reported in the media RMIT celebrated Reconciliation Week with the opening ensure a high quality sustainability report • Survey of internal and external stakeholders to rank issues of its new Ngarara Willim Centre at Bundoora campus is achieved: • Accuracy 3. ­A review of: • Balance Prioritise • The 2016 report against the GRI Standards 2016 Ranking of issues and known best practices in reporting. • Clarity • Direct interviews stakeholders on content • Comparability and areas for improvement. • Reliability • Timeliness 4. Validate Workshop with the University’s Sustainability Presentation of prioritised Committee to review and validate the results issues at RMIT University

4 RMIT Sustainability Annual Report 2017 5 — — 2. Message from 3. About RMIT the Vice Chancellor

In 2017, RMIT celebrated 130 In recognition of the inherent value of The conclusion of the Sustainable Urban 3.1 Organisational profile The University enjoys an international For more information on our key statistics years since we were founded Indigenous Australians, our journey to Precincts Program and the expansion of reputation for excellence in professional visit our website: https://www.rmit.edu. with a motto of “a skilled a shared future includes commitments on-campus solar projects saw us reduce RMIT is a global university and vocational education, applied and au/about/governance-and-management/ hand, a cultivated mind”. This that go beyond the fundamentals of our carbon emissions by 34 per cent of technology, design and innovative research, and engagement with key-university-statistics reconciliation. As part of our Reconciliation from our 2007 baseline. This reflects our the needs of industry and the community. vision remains as relevant enterprise in which teaching, The University is a significant landholder Action Plan (RAP) and, among many ongoing commitment to action on climate RMIT is ranked in the top one per cent of today as it was then, as we research and engagement are in the City of Melbourne, owning achievements, we proudly opened the new change through energy conservation. global universities, rising to equal 247th in central to achieving positive approximately 6 per cent of Melbourne’s continue to prepare students Ngarara Willim Centre at Bundoora West the 2017 QS World University Rankings. For the first time in Australia a group of central business district. This positions us for the changing world of work campus to further support our Aboriginal impact and creating life- The University is ranked eighth in Australia local governments, cultural institutions, to take a leading role in driving sustainable and shaping the world with and Torres Strait Islander students. changing experiences for for employer reputation, and 30th in East universities and corporations are collectively urban outcomes for the city. In total RMIT’s impactful research. our students. Asia and the Pacific. Supporting our staff and students and the purchasing renewable energy, directly property portfolio comprises more than 130 A cornerstone of our current Ready for evolving needs of families, we opened a enabling the build of a wind farm in regional One of Australia’s original educational RMIT prides itself on the strong industry buildings in Melbourne (more than 460,000 Life and Work strategy is sustainability: brand new RMIT City Campus Children’s Victoria in 2018. As a proud partner of the institutions founded in 1887, RMIT links it has forged over its 130-year history. m2 gross floor area) and a further nine environmental, social and economic. Led Centre, providing long-day childcare Melbourne Renewable Energy Project, we University now has 87,000 students and Collaboration with industry is integral to the buildings on overseas campuses with a by our organisational values, we are proud services. The purpose-built centre provides will purchase 25 per cent of our electricity 11,000 staff globally. We embrace diversity University’s leadership in applied research total floor area of 54,000m2. to challenge and champion important a progressive, inclusive and consistently from this wind farm from 2019. as a critical driver for positive economic and education, and to the development of The consolidated 2017 net operating result issues across our communities and high-quality children’s service in a facility and social change. With 45 per cent of our highly skilled, globally focused graduates. Striving for the best sustainable outcomes for RMIT University and its subsidiaries was the world. that, of course, has strong sustainability higher education student body representing and practices is, and always will be, With three campuses in Melbourne (City, attributes in its design and operation. international students, this makes us $70.9 million, continuing the strong results In this report, I am proud to share some integral to RMIT. We will continue to push Brunswick and Bundoora), two in Vietnam Australia’s leading multi-cultural institution of recent years. RMIT University’s operating of the contributions we’re making and We created a Sustainability Ambassadors the boundaries with our passion for social (Hanoi and Ho Chi Minh City) and an and a benchmark for cross-cultural result was $51.0 million or 4.3 per cent of the progress we’ve made against our Program to empower our students to inclusion and determination to use our industry collaboration centre in Barcelona, integration in a globalising world. revenue. sustainability goals. have a voice, participate in sustainability capabilities to make real world impacts. Spain, RMIT is a truly global university. initiatives and grow their knowledge. We understand our role in the broader RMIT also offers programs through partners RMIT subsidiaries are governed by a Board The pilot successfully supported 20 community and through our actions and in Singapore, Hong Kong, mainland China, of Directors which includes a member or Ambassadors who receive formal teachings, we can shape the world for Indonesia and Sri Lanka, and enjoys members of the RMIT University Council. recognition for their contribution on their better. research and industry partnerships on Financial performance, operational academic transcript through the Future every continent. highlights and risk management are Martin Bean CBE Edge Program. reported quarterly to Council. Vice-Chancellor and President Our current subsidiaries are: • RMIT Holdings Pty Ltd • RMIT Online • RMIT Spain SL One of our core values RMIT prides itself • RMIT Training at RMIT is ‘courage’. This on the strong industry means speaking out on links it has forged over The University’s Annual Report contains important issues in our its 130-year history. further information on our financial community and our world. performance, subsidiaries and our Martin Bean CBE executive profiles www.rmit.edu.au/annualreport. The University as constituted under the Royal Melbourne Institute of Technology Act 1992 is a body politic and corporate with perpetual succession.

6 RMIT Sustainability Annual Report 2017 7 3.2 Our heritage 3.3 Governance The Vice-Chancellor’s Executive 3.4 Key documents Sustainability Policy Graduate Attributes The Vice-Chancellor and President Martin Our sustainability policy was formalised The RMIT graduate attributes outline the The Wurundjeri people of the Kulin Nations University Council Strategic Plan - Bean CBE is responsible for ensuring in 2012 with the objective of embedding broad skills that RMIT University expects are the Traditional Owners of the land Ready for Life and Work RMIT is a public university created the University has strong and effective sustainability principles and practices that graduates will have acquired and be on which the University stands and were under the Royal Melbourne Institute leadership and a clear direction. Our strategic path is built upon our guiding throughout learning and teaching, research able to demonstrate to an appropriate level our first practitioners of sustainability. We of Technology Act 1992, governed by Supported by the Vice-Chancellor's values and principles and is intrinsically and operational activities. It sets a number whatever their program of study. Two of respectfully recognise Elders past, present the RMIT Council and managed by the Executive they provide strategic advice connected to our sustainability goals. of goals across the areas of culture, the key graduate attributes for sustainability and future. RMIT Chancellery. Under the legislation, and governance across the University's Developed in collaboration with our tertiary education, research, community, are: 2017 marked 130 years since RMIT was the RMIT Council is responsible for the portfolios. students, staff and wider RMIT community, partnerships, infrastructure and operations • Environmentally aware and responsible established as the Working Men’s College “general direction and superintendence” of our strategy emphasises that it is the and links to a range of strategies and For further information about our Graduates of RMIT University will have with the aim of bringing education to the the University including formulating policy collective responsibility of the whole policies that guide specific activities. governance structure, please visit our engaged in processes to develop their working people of Melbourne. Since 1887, and monitoring performance. The Council University community to work towards website: www.rmit.edu.au/about/ The Sustainability Policy is available at: abilities to recognise environmental our inner-city campus has been a vital part has 14 members, including one elected attaining our 2020 vision. governance-and-management www.rmit.edu.au/about/our-values/ and social impacts and to provide of the City of Melbourne, from the 1880s staff representative and one elected from At the heart of the strategy is our aim to sustainability leadership on sustainable approaches boom through world wars, the Great the student body. Its chair is the RMIT The Sustainability Committee create life changing experiences for our to complex problems. Depression and renewed prosperity during Chancellor, Dr Ziggy Switkowski AO. students that prepare them for life and Code of Conduct the second half of the 20th century. Our Sustainability Committee is the • Culturally and socially-aware The University Council are provided regular work. Our seven strategic goals underpin highest governing body with responsibility The RMIT Code of Conduct for Staff Graduates of RMIT University will have Reflecting on our 130 years, we have a updates on sustainability initiatives at RMIT our commitment to sustainability and reflect to promote and coordinate sustainability provides definition on how RMIT’s developed cultural, social and ethical strong history of philanthropy, such as through the Sustainability Committee the impact we have on the economy, initiatives across all areas of the University. values are demonstrated in the day- awareness and skills, consistent Francis Ormond’s 1881 “seed fund” of Chair. For example, in 2017 the University society and the environment. Its goal is to ensure sustainability principles to-day activities of the University. The with a positive role as responsible 5000 pounds which was matched by the Council approved Responsible Investment and practices are embedded within the Our values of passion, impact, inclusion, Code outlines the expected standards and engaged members of local, Melbourne community and used to found Principles for the management of our University’s core learning and teaching, agility, courage and imagination are of behaviour and how members of the national, international and professional the University. The John Storey bequest Philanthropic Funds to align with our UN research and operational activities. enshrined in our mission to create a RMIT staff community are to conduct communities. has to date helped more than 600 students Global Compact commitment. transformative experience for our students, their duties while representing RMIT and to study overseas and the Chan family The Sustainability Committee reports prepare them for life and work, and help to working towards achieving the goals of the Risk Management Framework donated several floors of a Bourke Street through the Chair to the Vice Chancellor’s shape the world with research, innovation, University. building – now home to RMIT Training and Executive on the University’s sustainability Risk Management Framework is based teaching and engagement. our newest enterprise, RMIT Online. performance and makes recommendations Within the code of conduct it states that upon and guided by the International about sustainability-related commitments, The 2017 Annual Report discusses staff are expected to use all University Risk Management Standard AS/NZS ISO To explore our 130 year journey visit policies, strategies and targets. how progress is being made towards facilities, equipment and processes 31000:2009. www.rmit.edu.au/about/our-heritage three key directions from the Strategic efficiently, carefully and in a proper The RMIT Council provides strategic Plan: life changing experiences; passion manner by being green in the workplace: oversight and monitoring of the RMIT with purpose; and shaping the world. pursuing the principles of sustainability Group’s risk management activities and Our annual report can be found on and understanding the impacts and performance and ensures the degree of the RMIT website: www.rmit.edu.au/ opportunities of their work. The Staff ethics exposure that RMIT is prepared to accept about/governance-and-management/ and integrity policy is available at: in pursuit of its objectives is established governance/annual-reports RMIT also has a Student Conduct and articulated in RMIT’s statement on risk Regulation which maintains and protects appetite. academic integrity at the University. The Council Audit & Risk Management For more information visit: Committee, with support of the Internal www.rmit.edu.au/about/ Audit and Risk Management function, governance-and-management periodically reviews the effectiveness of the RMIT Risk management policy process and Through the Sustainability Committee RMIT committed its application to potential risk exposures, to achieving the objectives of the United Nations Sustainable monitor the alignment of risk-appetite and Development Goals. These goals are aimed at ending poverty, risk-profile, and ensures internal audit plans protecting the planet and prosperity for all. for the RMIT Group include appropriate consideration of risk.

8 RMIT Sustainability Annual Report 2017 9 — 4. Stakeholder engagement

4.1 Engagement mechanisms The table below to see how we engage with our stakeholders: 4.3 Digital Engagement 4.4 Memberships We identify our stakeholders based During 2017 the Sustainability Team RMIT is a member of key local on the following key criteria: Stakeholder Group Engagement Methods Frequency developed a number of digital and social and global organisations, these include: media channels to engage with our • Representation – those who represent - ­Biennial surveys - ­Meetings with our Student Group students, staff and the wider community. • United Nations Global or who can legitimately claim to Students Constant - ­RMIT University Student Union Compact Network Australia represent key interests with which ­- Student Experience Advisory Committee Facebook RMIT University interacts. Membership of the United Nations - ­Annual surveys The ‘Sustainability at RMIT’ is one of only Global Compact Network Australia • Dependency – those who are Staff ­- Annual performance development reviews Constant three official Facebook profiles for the (UNGCNA) assists RMIT in sector dependent on RMIT University and - ­University support services University. At the end of 2017 the page had 500 based collaboration, leadership those on who we depend for our ­- Website 262 likes and 168 followers who shared advocacy and global connections on Newsletter operations. Alumni ­- Events As Required their sustainability stories, were interested - ­Mailing lists sustainability. in articles about sustainability research or subscribers by • Responsibility – those to - ­Advisory Boards attended events. • Australian Technology Network (ATN) end of 2017. whom RMIT University has direct Industry partners ­- Relationship Managers As Required responsibility such as legal, financial, ­- Work Integrated Learning Newsletter The Australian Technology Network operational or contractual links. brings together five of the most ­- Contractual management process The ‘Sustainable RMIT’ newsletter allows Suppliers - ­Tender processes Constant innovative and enterprising universities • Influence – those who have the our community to follow us on our - ­Relationship management in the nation: RMIT University, QUT, ability to impact on RMIT University’s sustainability journey and get involved. At University of Technology Sydney, decision making. ­­- Meetings the end of 2017 we had 500 subscribers, Governments ­- Project collaboration Constant University of South Australia and with 58 per cent opening the email to ­- Annual reports Curtin University. Chaired by our read the article (the industry average for 4.2 Smart Stuff ­- Website Vice-Chancellor, Martin Bean CBE, education and training is a rate of 16 per Local communities - ­Publications As Required the group is committed to forging Smart Stuff is an online platform to share cent) and a click rate through to other links ­- Open Day partnerships with industry and staff ideas for improving systems and of 7 per cent (the industry average is 1.5 government to deliver practical results processes. The initiative is a response to per cent). through real world research. 262 Goal 3 in our Strategic Plan ‘Supporting and empowering our people with clearer, Website • Australasian Campuses Towards Facebook smarter, simpler systems’. Throughout 2017 RMIT moved to a Sustainability (ACTS) likes by the new content management system and Smart Stuff is a new ideas platform - RMIT is a member of ACTS, a network structure for our website. This has allowed end of 2017. available to every staff member. Staff are which aspires to inspire, promote and the Sustainability Team to alter its web able to post ideas, vote for ideas they like, support change towards best practice presence with content more targeted to comment and share their thoughts. The sustainability within the operations, our audience. This has resulted in a public platform is underpinned by a Steering Supporting and curriculum and research of the facing landing page www.rmit.edu.au/ Committee to directly address the empowering Australasian tertiary education sector. about/our-values/sustainability, a new improvement suggestions and to support our people with staff site within the new ‘WorkLife’ intranet • Green Building Council delivery. clearer, smarter, and embedded content in student-facing of Australia (GBCA) Sustainability queries raised by staff channels. simpler systems RMIT is a member of the GBCA to through Smart Stuff have included support and drive the adoption of opportunities for recycling coffee grounds green building practices in the property from on-campus retailers, electronic industry. We currently have six invoicing to reduce paper consumption, buildings rated under the Green Star replacing synthetic turf on campus with system and are finalising a submission real grass and the harvesting and use of under the Interiors Pilot Tool for our recycled water on campus. New Academic Street Project.+

10 RMIT Sustainability Annual Report 2017 11 — 5. Supporting sustainable students

RMIT engages students The five focus areas for In its first year the program proved to be One example of such a display occurred The design project was integrated • The report has produced a number through channels such as the 2017 Engagement Plan were: popular with close to 100 applications during the #CelebrateRMIT event – artistic into the student’s curriculum, which of broad recommendations based student-led clubs, grant received from passionate students from banners displayed various aspects of was counted towards their final on the research findings to assist in 1. To increase the presence of the all disciplines. The 20 Ambassadors who sustainability at the University. Each banner mark. The app generated topical increasing awareness, improving rates opportunities, Work-Integrated Sustainability Team through face- were selected were then inducted into a focused on a different topic, such as conversation around the challenges of of recycling and changing behaviours. Learning (WIL) placements to-face activities, curation of the full day of sustainability training at RMIT, engaging with students, transforming the cycling in a city and the user needs. and the Fairtrade Coordinator Sustainability Space and digital which concluded with a media training/ built environment, collaborating through Feedback from the students creating position engagement. communications workshop that was partnerships and innovation through the app suggested they gained a new 5.2 Events 2. Focus on sustainability inductions; hosted by SYN Media. Throughout the year projects. understanding of why people cycle to As sustainability becomes more prevalent Throughout 2017, the University ran an promoting behaviour change the Ambassadors have the opportunity to campus. in our lives, we are finding students not only When the University celebrated its 130th impressive 25 events aimed at educating within the University community to participate in workshops, assist at events • Recycling Behaviours have a greater role to play in addressing Anniversary we asked students to look students and staff on sustainability and increase recycling rates and reduce and act as a reference group for certain environmental and social challenges, toward to the year ahead and let us know A group of students enrolled in the what it means to RMIT. With an average environmental impacts. sustainability initiatives on campus. they also have the ‘courage’ to hold the what sustainability topics were most Bachelor of Environment and Society of two sustainability events per month, we University accountable, debate the big 3. Organising and hosting events for One of this year’s ambassadors, Michael important to them. The responses were completed a project on RMIT staff are confident in our capacity to embed issues and propose solutions internal and external stakeholders that Pham said he learned a lot throughout written on recycled cardboard butterflies and student attitudes and behaviours sustainability on campus, while showcasing to global problems. promote the University’s commitments the program - “The program has given which then swarmed across the windows around recycling on campus. the best of what RMIT has to offer. towards sustainability. me the opportunity to learn more about of the Sustainability Space. The University not only needs to build Events in 2017 included: fair trade practice and what it takes to be Supported by the Sustainability student sustainability capabilities in their 4. Increase the profile of sustainability The space is an inclusive area where more sustainable where possible. I’ve also Team the social research project was curriculum, but also needs to provide through external partnerships, students and staff can meet to express Sustainability Showcase: been fortunate enough to meet people undertaken as their capstone course opportunities for students to engage in promotional activities (conference their opinions with peers in regards to A day-long event connecting students that I can freely share my knowledge and on ‘Sustainability Strategies’. The sustainability outside of the classroom, to papers, campus tours) and student sustainability on both a local and global with sustainable opportunities offered experiences with” he said. students completed a literature review, have real-world experiences and make ‘living lab’ projects. Create space for scale. The space acts as a focal point for at RMIT. This included a global mobility surveys, interviews and observational industry connections. shared dialogue on global issues. Students who fulfil the initial training and these conversations at events, such as Fair forum (sustainable opportunities for data collection. a minimum of 10 hours of voluntary work Trade Fortnight and Sustainability Week. studying abroad), a sustainable careers With a dedicated Sustainability 5. Demonstrate RMIT’s maturity and are eligible to receive recognition of their panel, Greening RMIT skill-share, Fairtrade Engagement role established in Property competence in sustainability, whilst The survey received a high response efforts on their transcript through the Living Lab Projects workshop and Green campus tour. Services in late 2016, an Engagement generating student interest / advocacy rate from staff and students and ‘Future Edge’, a University-wide program to In 2017, students from a range of Plan was formulated to guide the work on campus. showed an overall high level of interest enhance key employability skills. disciplines completed sustainability project Sustainability Week: throughout the year. The vision was to and participation in recycling on integrated into their academic program. A week-long celebration of sustainability, educate and inspire our students to campus from the RMIT community. 97 5.1 Projects Sustainability Space The projects utilised the campus as a included a range of curated events, such operate as social, environmental and per cent of online survey respondents The ‘Sustainability Space’ was created learning tool and were linked to RMIT’s as a movie screenings, Indigenous campus culturally aware global citizens. practised recycling on campus. Sustainability Ambassador Program at the heart of the New Academic Street sustainability goals, examples include: tour, speaker sessions with industry experts However, barriers were identified, In 2017 the Sustainability Team launched development as a flexible, interactive (on energy, biodiversity, climate change, including infrastructural issues, a lack a new student Sustainability Ambassador and informative exhibition space for • Cycling App consumption and waste, sustainable of education and awareness around program, where sustainability would be sustainability at RMIT. The space aims In response to a recommendation in design and planning) and a tour of our waste disposal, and what can be integrated into the student’s journey and to educate our community about the our Integrated Sustainable Transport renewable energy park. recycled. they would receive formal recognition sustainability initiatives being undertaken at Plan (ISTP), we asked students

for their contribution on their academic the University, whilst demonstrating how to studying User Centred Design from Observational research data revealed transcript. be more sustainable on campus. the School of Computer Science and Information Technology to design an that a large amount of recyclable Throughout the year displays were curated app. The goal of the prototype for materials were placed in the general to highlight the sustainability work of the mobile devices was to make cycling waste supporting a view that students University’s Sustainability Committee, to campus more accessible, safe are unaware or confused about what Schools and Research areas. and social. can be recycled.

12 RMIT Sustainability Annual Report 2017 13 — 6. Creating impact

CSR industry panel 5.3 Student-led Groups • RMIT Oxfam - RMIT Oxfam enables 6.1 Enabling • The Social Change ECP is working Dr Laura Mumaw, an incoming RMIT VC With an increasing focus for business on students to participate in broader Capability Platforms with research partners to improve Postdoctoral Research Fellow, undertook RMIT aspires to be a sustainability Corporate Social Responsibility (CSR) Oxfam activities and access resources. public policy and social outcomes her PhD at RMIT investigating community literate community. We foster a culture Research at RMIT aims to solve critical comes a growing need for future business The group provides a means for RMIT and to inform public understanding of wildlife gardening as a way to address this that empowers our students to uphold global problems and deliver significant leaders and employees to have the students to decide the Oxfam issues social change. Working with industry, urgent global challenge. sustainability principles and pursue their economic, social and environmental impact. right skills and knowledge to respond to and activities they want to engage, government and the community sector own sustainability initiatives. In doing so, The research, which was supported by these challenges. RMIT hosted an event to develop campus focused activities RMIT has eight Enabling Capability to empower people and communities, the University encourages and supports both the ICON Science and Beyond to examine the role of corporate social and campaigns and to relate broader Platforms (ECPs) which connect reduce inequality, strengthen human student-led groups that bring sustainability Behaviour Change Research Groups responsibility in business, exploring the global issues. researchers from multiple disciplines under and political rights, and enhance social actions to life on campus. in RMIT’s Centre for Urban Research, ways in which CSR and sustainability are thematic umbrellas, allowing the University and environmental sustainability. • Greening RMIT - Promotes urban initially focused on Knox Gardens for now understood as core components A number of devoted voluntary student to deploy its areas of research excellence agriculture, gardening and sustainable • The Global Business Innovation ECP Wildlife. The collaboration between Knox of business strategies, activities and groups are bringing sustainability to life on to comprehensively address critical local, food on campus, through education, are examining technological and Council and Knox Environment Society innovations. The panel included industry campus:. national, regional and global challenges and collaboration, and a range of urban non- technological innovation and engages residents in wildlife gardening and experts Cotton On Group, B Lab, NAB and capture emerging opportunities. • RUSU Sustainability – coordinated greening products and services. shedding light on the ‘soft’ aspects demonstrated how diverse residents adopt Yarra Valley Water. by a dedicated Sustainability Officer 1. Advanced Manufacturing of innovation processes (i.e. people, nature stewardship values and activities • Fossil-Free RMIT - Student campaign role within the RMIT University Student and Fabrication structures, systems, culture, routines through participation. Fairtrade Fortnight: to divest the University’s philanthropic Union (RUSU) they work with students 2. Advanced Materials and behaviours). This increased During Fairtrade Fortnight we ran a number funds from fossil fuels. It is a part of a Key program elements include an to drive sustainability initiatives 3. Biomedical and Health Innovation understanding of innovation will enable of events to educate and promote Fairtrade global grassroots movement to hold interactive garden assessment, community on campus. 4. Design and Creative Practice our University and the Australian to RMIT staff and students. The fortnight leaders and institutions accountable nursery hub, hands-on learning, community 5. Global Business Innovation public and private sectors to translate of events included Fairtrade chocolate • Engineers Without Borders RMIT for climate change action. and council involvement, and endorsement 6. Information and Systems (Engineering) our shared research findings into tastings, a movie screening and Q&A with (EWB) -This group is comprised of each garden’s contribution. Through • Australian Youth Climate Coalition 7. Social Change innovative products, services, industry experts. of students who are passionate the program residents expressed feelings - A student club that mobilises the 8. Urban Futures systems and models that lead to about creating social value through of connection to place and community, RMIT community to support the world-changing economic, social and Fashion Revolution Week: engineering. The group supports wellbeing from immersion in nature, social movement to solve the climate Each Enabling Capability Platform is defined environmental benefits. In support of Fashion Revolution Week its members to become involved in learning new knowledge and skills whilst crisis. The group organises protests, by its people, infrastructure, relationships RMIT hosted an event with International local projects, runs events, advertises contributing to a worthwhile purpose. fundraisers, social events, and educate (internal and external) and subject matter Development Graduate and previous positions within EWB and create a 6.2 A spotlight on others throughout the year to become expertise. In 2017 the ECPs appointed Informed by this research, Dr Mumaw and Fairtrade coordinator, Melanie Lazelle. platform for like-minded people to sustainability research a part of the collective movement to Directors, who are international leaders in colleagues helped launch Gardens for Melanie shared her experiences tracing socialise. inspire change their field and highly skilled in establishing In 2017, we focused our efforts on Wildlife Victoria, supported by the Victorian the certified Fair Trade merchandise from multidisciplinary networks with industry improving the quality, scale, distinctiveness Deportment of Environment, Land, Water the RMIT Campus Store in an interactive partners. Each ECP then established their and impact of research. Supporting and Planning (DELWP), the Port Phillip workshop. priority research areas, RMIT researchers to work together and and Westernport Catchment Management for example: deploy expertise more widely through Authority (CMA), the Andrews Foundation collaborations with industry, government and RMIT. The network of community • The Urban Futures ECP is working and peer institutions. The following case groups and councils, representing 21 with RMIT’s partners to transform studies showcase the depth and variety of municipalities in greater Melbourne and — urban planning policy and practice Events we sustainability research undertaken at RMIT. regional Victoria, support each other to to achieve liveable cities that promote held in 2017 develop local programs that involve their the health and wellbeing Gardens for Wildlife residents, schools and businesses in caring of residents in line with the UN Ecological and human wellbeing are for the native plants and animals of their Habitat’s New Urban Agenda. interlinked. Yet while cities continue to grow, areas. urban biodiversity and human connections within it are declining, in potentially synergistic ways.

14 RMIT Sustainability Annual Report 2017 15 Gardens for Wildlife Victoria uniquely While parts of Australian capital cities Studies in Australia and overseas have Helping households reduce energy use forges community-council collaborations are highly liveable, the Liveability Index shown that one of the most effective An expert in smart technologies, energy as wildlife gardening hubs, promotes suggests otherwise, finding that access to ways for trees and urban forests to save demand and sustainability Dr Yolande co-design of local programs suited to the features that underpin liveability were carbon in the urban environment is through Strengers is working with the energy community strengths and aspirations, in fact highly unequal. These features are shading buildings, reducing ongoing costs industry and policy makers to reduce and targets social alongside ecological distilled into seven ‘domains’: walkability, associated with air conditioning. household energy use. goals. New hubs have been piloted in public transport, public open space, A key finding was that liveability in terms of Dr Strengers, a Senior Research Fellow, Whitehorse, Cardinia and Yarra Ranges, housing affordability, employment, the food access to green space and concentration has worked with a team of RMIT with a growing number in development. environment, and the alcohol environment, of heat due to the urban heat island researchers since 2006 to contribute to the In her postdoctoral research, Dr Mumaw which are found to be critical factors for effect were spread unevenly across challenge of rising energy prices in Australia will work with Gardens for Wildlife Victoria creating liveable, sustainable and healthy metropolitan areas and that there was a caused by peak electricity demand on using action research to explore how communities. strong, consistent correlation between low very hot days. Her research focuses stewardship collaborations can be fostered, With urban planners, governments and canopy cover, heat and socioeconomic on household demand management how their work can be linked and scaled developers increasingly interested in disadvantage. As areas lose vegetation, strategies, with the aim of shifting peak up, and how their biodiversity and human making cities ‘liveable’, this type of research urban areas start to act like heat sponges. demand and reducing energy use to wellbeing outcomes can be understood informs governments that as Australia The study identified that less affluent areas benefit industry and vulnerable consumers. and strengthened. faces the prospect of a doubled population were at risk of having urban hotspots 10 A key plank of the Australian Government’s by 2050, better, more comprehensive and degrees higher than wealthier areas, or Liveability Index energy policy is to reform electricity pricing, consistent policies are urgently needed areas with national parks. Professor Billie Giles-Corti is a so it more accurately reflects rises and falls across all capital cities to maintain and Distinguished Professor at RMIT University The findings from Dr Amati’s research during peak demand. New tariffs, such as enhance liveability and ensure the wellbeing and Director of its Urban Futures Enabling taps into urban planners and government time-of- use pricing, aim to give consumers of residents. Recommendations include Capability Platform. She leads a multi- interest in cities, centering on the idea of greater control and choice over electricity building affordable higher-density housing disciplinary research team that studies a ‘smart’ connected consumer public by while giving them incentives to shift in green leafy communities, with local the impact of the built environment on bringing together the definition of ‘green demand outside peak times. shops and services and employment using health and wellbeing. Her research links cities’ as being resource efficient with the high-quality public transport and walking Dr Strengers’ research suggests that geospatial data with health and travel- idea of ' green cities' as being rich in plant and cycling infrastructure. current policy often misses opportunities related survey data to study relationships life. Thus, the research draws awareness of to shift electricity demand. Her research with the built environment; and to evaluate the benefits of green city solutions through Energy saving impacts project with Dr Larissa Nicholls on family urban planning policies. the energy industry. of green infrastructure routines and energy use revealed that many Until recently, limited systematic research Governments at all levels invest a lot The research highlights that green household practices are unlikely to shift in was undertaken to examine the influence in greening Australian suburbs, but infrastructure is a key component to be response to cost- reflective tariffs, such as of ‘liveability’ on health and wellbeing, and local government greening efforts had considered in strategic planning of large time of use pricing; which charge a higher even less attention was paid to how best to not been as successful as hoped. The metropolitan areas, especially to break up fixed peak rate on weekday afternoons measure ‘liveability’ within a policy context. ‘Where Should All the Trees Go?’ report patches of high heat anomalies through and early evenings, offset by lower costs Prof Giles-Corti’s research proposes that undertaken by Dr Marco Amati, Associate ‘planting corridors’. at other times. They found that households global liveability rankings of whole cities Professor in International Planning, has with children may be more likely to shift The research also provides information to mask the extreme differences in liveability found that the greening efforts of most of their practices on an occasional basis–such energy providers, which they can pass onto from one precinct to the next. our metropolitan local governments are as on a very hot day–by leaving the home consumers via their marketing material. A actually going backwards as a result of to visit friends or go to the cinema. By mapping policy-relevant urban liveability precedent already exists with water utilities a major decline in canopy coverage and indicators across all Australian capital encouraging consumers to purchase This research plays a critical role in overall loss of green space. cities, the team produced the first baseline green life products through a variety of informing energy reforms and the need to measure of liveability in Australia’s capital Dr Amati’s studies address rising energy channels, however this has not been consider how people relate to energy in cities, which is known as the Liveability costs by assessing urban greening efforts utilised by energy providers, thus providing their everyday lives; how they negotiate Index and can be used to address urban and what accounts for the gains and opportunity for further research. disruption and change, the important role development issues and opportunities. losses. It involves updating and modelling of gender in households, the dynamics of the impact of shade trees in selected household routines and how the problem Australian cities and calculating the derived of peak demand can be managed more financial and environmental benefit. equitably.

16 RMIT Sustainability Annual Report 2017 17 — Across the University, eight fields 7. Sustainability in of study gained five-star ratings: Environmental studies: Tertiary Education educational experience, 96 per cent; teaching quality, 92 per cent; learner engagement, 77 per cent.

Teacher education: skills development, 86 per cent; At RMIT we aim to position 7.1 RMIT is #1 for student learner engagement, 75 per cent. our graduates to meet the engagement and belonging challenges and take advantage Creative arts: Students are giving RMIT’s focus on the of the opportunities evident in skills development, 84 per cent; student experience a big thumbs-up, with the new high-skill, knowledge- learner engagement, 73 per cent. intensive economy. We do the University awarded five stars for learner engagement in the Good Universities Guide this by fostering the following for the first time. RMIT is the only Victorian graduate attributes, closely university to be awarded five stars for Health services and support: linked to program outcomes learner engagement. graduate employment, 84 per cent. and employability: More than two thirds of students surveyed 1. Work-ready gave a positive rating to the quality and 2. Global in outlook and competence frequency of their interactions with the Architecture and building: 3. Environmentally aware and responsible University. Learner engagement also teaching quality, 83 per cent. 4. Culturally and socially aware offers an indication of students’ sense of 5. Active and lifelong learners belonging to an institution. 6. Innovative 6.3 Partnerships 2017 was a fantastic year for the The Centre assists Member States RMIT’s Strategic Plan, Ready for Life Communications: Programme, setting the foundation for develop policies and practices concerning These attributes are designed to ensure and Work, puts creating transformative RMIT actively engages in number global learner engagement, 76 per cent. steady growth and impact. The City education for the world of work and that each student who passes through experiences for students at the centre. partnerships that advance sustainability, Partnerships Challenge, a two year system skills development for employability and our University leaves equipped with the Over the past two years RMIT has put in these include: to accelerate the implementation and citizenship, to achieve access for all, practical skills and expertise that employers place some exciting initiatives to improve investment in high impact sustainable high quality programmes and learning consider most valuable. the journey for all students and increase The UN Global Compact - Pharmacy: development projects, was taken up by a opportunities throughout life. their sense of belonging. This work includes Cities Programme As part of RMIT’s pledge to the Australian number of Australian cities. In 2018, City the deployment of a new timetabling learner engagement, 75 per cent. RMIT has hosted the international The UNEVOC Centre at RMIT aims to Technology Network (ATN) Declaration of Partnerships has been launched in an offer system, a new learning management secretariat of the UN Global Compact encourage impactful research, broker Commitment to local, national and global to cities globally, supported by Netherlands system and a new student website. There - Cities Programme since 2008. The knowledge and build capabilities in the sustainability, the University is committed foundation, Realdania, RMIT and several are also now more than 1,000 student Humanities, culture University is the lead global partner of Asia Pacific region in relation to Vocational to providing staff with the tools, education United Nations partners. mentors, so students can support students and social sciences: this initiative of the United Nations Global Education and Training (VET) and the UN’s and support to achieve our institution’s and membership of our RMIT Link clubs learner engagement, 68 per cent. Compact - the world’s largest corporate United Nations International Centre Sustainable Development Goals through sustainability objectives and targets. This and societies is up by 47 per cent. sustainability initiative which is working to for Technical and Vocational Education three focus areas: specifically relates to the capacity building advance the SDGs and UN principles of and Training (UNEVOC) of our academic staff. More than two thirds of students surveyed 1. Young people, social human rights, labour, the environment and gave a positive rating to the quality and RMIT has held UNEVOC Centre status for enterprise and VET anti-corruption. frequency of their interactions with the Key to bringing all this to life for our more than 20 years, which acts as part of 2. Applied research and the University. Learner engagement also students is quality teaching and the A platform for partnered sustainable urban the United Nations mandate to promote transformation of VET learning and offers an indication of students’ sense of unwavering contributions of our academic development action, the Cities Programme peace, justice, equity, poverty alleviation, teaching for Sustainable Development RMIT is the only belonging to an institution. RMIT is the staff members. RMIT also received five facilitates collaboration between all levels of and greater social cohesion. Victorian university only university in Victoria with five stars stars for the proportion of academic staff government, business and civil society to 3. Gender diversity, equity to be awarded five for learner engagement in the newly with doctorates or masters’ degrees. address complex global challenges on the and participation in VET released Good Universities Guide 2018 local level. stars for learner More information about our academic Almost 96 per cent of students enrolled in engagement. programs can be found online: environmental studies at RMIT are satisfied with the overall quality of their educational https://www.rmit.edu.au/study-with-us experience – the highest result in this field of study in Australia.

18 RMIT Sustainability Annual Report 2017 19 7.2 Learning and Teaching Academy Case Study: SHAPE Elective Prior to 2017, staff capability building was SHAPE is a studio elective focused A popular student project has been the responsibility of the former Office of on multidisciplinary collaboration and the ‘Redesign of the Melbourne CBD the Dean Learning and Teaching (ODLT). generating design responses and North Precinct’ to develop a world class In 2017 during a ‘transition’ year, RMIT implementation strategies to current, real environment that supports and develops re-examined its focus and established world projects. ‘next generation Melbourne’ incorporating RMIT Studios, and a new central unit, the aspirations of the Melbourne Metro the Learning and Teaching Academy The elective was born from RMIT’s Rail Project and Melbourne Innovation (L&T Academy). The purpose of the mission ‘to create transformative Districts Project. Project proposals L&T Academy is to lead the integration experiences for students’ provides included designs for the new State of learning and teaching principles and a unique platform for students, staff, Library station (including concourse levels practice at RMIT while concurrently researchers and industry professionals to and station entrances) and above ground facilitating an inclusive and innovative deliver innovative learning and teaching urban environment (plazas, connection learning environment. initiatives. Created in the School of spines, streetscapes and transformation Property, Construction and Project A sustainable commitment to excellence in of existing building hubs) that build Management the elective focuses on learning and teaching is evidenced by the upon Melbourne’s unique character, interdisciplinary engagement, industry L&T Academy through the embodiment of enhance education and economic collaboration and project-based learning. principles acknowledging the centrality of: outcomes, create new knowledge and Students from built environment city experiences and enrich inclusion and • Rigour - currency in industry, professions to work together through public transport and amenity. Student research infused the multiple stages of a project journey project outcomes were then presented • Accessibility - diverse ways (conception to completion) and deliver to a panel of industry experts and key of being and engaging a project proposal that transforms project stakeholders, which provided the future urban environment, actively students with an opportunity to receive • Futures orientation - life, work, learning engages with local and global issues professional feedback. • Scholarly renewal - feedback, and considers the entire life-cycle of The success of the SHAPE studio elective data, analysis, reflection the project whilst incorporating the has resulted in an additional postgraduate aspirations of key stakeholders. • People - active and engaged course offering, which is to commence in learners and teachers 2018. The elective is also being integrated into the Aurecon Design Academy three The L&T Academy supports the year internal training and development University’s sustainability agenda through, programme, which develops mastery focused resourcing and sustainability amongst design practitioners. across all pillars – social, economic, and environmental – has been embedded into the staff training ‘essentials’ program. To ensure each pillar is adequately addressed in detail, a representative from the University’s Sustainability Committee is appointed to overseeing each specialised area. A key action to be pursued by the Deputy Vice-Chancellor Education Portfolio in 2018 is the design, development and delivery of micro-credentials for staff and students to help achieve the broader sustainability objective as indicated in our operational plan. More new staff capacity building initiatives are also expected to come out of the L&T Academy in 2018, such as a Learning and Teaching Symposium with a focus on Sustainability in Learning and Teaching.

20 RMIT Sustainability Annual Report 2017 21 — 8. Ready for work and enterprise

RMIT is dedicated to offering a With global work, exchange and study 8.2 Work-Integrated Learning Our Careers and Employability office RMIT’s industry mentoring program In 2017, RMIT continued to cultivate a transformative experience to all experiences to suit every student at every works closely with Schools and Portfolios continued to expand in 2017, supporting community entrepreneurial mindset by Work-Integrated Learning (WIL) connects stage of study and life. in Melbourne and Vietnam to provide more than 1,000 mentoring partnerships launching RMIT Activator City Hub in students from all backgrounds the classroom to the workplace and systems and processes to support WIL, between students and industry Building 98, a new space to support the to integrate learning, campus, Global mobility programs offered include: is considered an integral part of the develop university-wide resources, facilitate professionals. A total of 1,320 industry University’s entrepreneurial programs and social and work connections. University’s commitment to work-relevant • Student exchange - involves studying the sharing of best practice and broker mentors are now registered with the students with innovative ideas. Students, education. By providing students the More than half of our programs offer for one or two semesters with an WIL opportunities into the University from program, an increase of more than 400 staff and alumni have access the space, opportunity to integrate academic learning internships, placements and industry work overseas exchange partner with which employers and community partners. since 2016. More than 3,030 students which they can use as a base for building with its application in the workplace not experience. These opportunities offer RMIT has a reciprocal agreement. took part in the Future Ready program, their ideas and launching their start-ups only prepares our students for ‘real life’ From 1 Jan to 25 Sept 2017, the Careers students a transformative experience which developing skills to boost their employability through the Activator Residency Program. • Short-term experiences - can range situations but it also allows them to ‘test and Employability office was involved in is at the heart of being ready for life and and prepare for graduate life, while more from a two-week academic-led study drive’ their career options. more than 13,000 WIL activities. The Hub also acts as a headquarters by work. To create transformative experiences than 3,000 enrolled in Future Edge, tours, to on- campus courses which providing those enrolled in the Activator for our students, RMIT offers connected WIL comes in many forms, across many RMIT’s co-curricular student employability students can take during semester online program, which offers an interactive pathways between life, work and learning, disciplines and importantly are co- 8.3 Careers and Employability program. The number of students using breaks. Some short-term experiences digital way for university members to supporting people to personalise their designed with industry and community RMIT’s Job Shop has grown by 266 per are discipline specific, but many are Our Careers and Employability office has a explore their ideas, with a physical space education to best meet their needs. partners. The practice may be real or cent since 2016. open to students from any level of significant role in preparing our students to to engage with other members and receive simulated and can occur in the workplace, Learning experiences change people’s study in any discipline. be ready for life and work upon graduating. In Vietnam, participation in the Personal support beyond the online platform. at the university, online or face-to-face. lives when they are open to new pathways Edge program focusing on in-demand skills • Industry programs - are opportunities Industry-engaged WIL activities involve In 2017, the University launched, RMIT The Activator program currently has: and opportunities. In a world increasingly increased significantly in 2017, driven by for students to gain valuable students interacting with organisations Creds - a University-wide credentials characterised by complex choices, RMIT the launch of a gamified app that enables • 3,558 community members international work experience in (industry, government and community) program made up of a series of industry- helps its students to construct pathways students to create a digital portfolio of their • 466 ideas being explored paid and unpaid internships, work- through discipline relevant projects and relevant 21st century micro-credentials that reflect their talents and ambitions. experiences and credentials. • 50 Start-up Teams supported placements, work integrated learning, work placements. Hence, students can designed to develop our student’s • $792,000 pre-Seed funding granted clinical placements and research undertake an internship (placement) or a enterprise skills. The 34 micro-creds on 8.1 Global Mobility programs. partner organisation may require teams offer are delivered on a digitally-enabled 8.4 Enterprise Activator exists to harness the potential or individual students to undertake a real platform and have been co- created with Increasing globalised labour markets In 2017, our Global Experience Office Entrepreneurship is core focus for RMIT. of our entrepreneurial community, and project that is based on real problems or industry to ensure credentials are valued provide our graduates a wide range of placed over 3,200 students in a global We have a long, proud history of industry provide the tools members need to build address needs of industry or community. and recognised by future employers. career opportunities. With the largest mobility program, an increase of 23 per engagement and innovation, with one of a successful and sustainable business. Its Industry partners are engaged in the project number and proportion of international cent from last year. Students who undertake a credential the highest rates of enterprise formation success has resulted in five RMIT Activator and provide feedback to students. students of all Australian universities program gain valuable skills that are among graduates in the country. teams graduating to the next stage of the As our reach extends worldwide with RMIT provides students greater exposure Whether the activity is a placement or in direct alignment with our graduate Pitch@Palace, a global platform founded by campuses, programs and partnerships RMIT Activator is the University’s unique to global thinking and perspectives project, WIL can be tied to one or more capabilities. These capabilities are: the Duke of York, which aims to guide and across a network of global urban centres, approach to building entrepreneurial throughout coursework and campus life. courses within the student’s program as collaboration, communication, community connect on a global level entrepreneurs we are consistently establishing ties with talent in our community. It connects our We further prepare students by offering the activity is formally assessed for credit engagement, creativity, critical thinking, and early-stage businesses with potential our industry partners in Asia, Europe and students, staff and alumni to a network of global mobility programs that strengthen and therefore contributes to their degree. enterprise ready, global outlook, innovation, supporters including CEOs, influencers, the Americas further improves the global transformative experiences all designed to cross-cultural skills and competencies. leadership, sustainability and work ready. investors, mentors and business partners. employment prospects for our graduates. help them learn enterprise skills, innovate Since its launch, more than 4,500 students His Royal Highness, The Prince Andrew, alongside industry and innovation experts have registered for the pilot program and Duke of York toured RMIT’s City campus in and launch new businesses. chosen their learning path through creating September 2017, including experiencing a their own portfolio of professional and Our Activator’s Residency Program is live innovation showcase – the very best of personal skills and capabilities. backed by industry partners KPMG and technology, design and enterprise. Isobar, which provides our members access to pre-seed funding opportunities, mentorship, masterclasses, coaching and resilience programs.

22 RMIT Sustainability Annual Report 2017 23 — 9. Living our values

Building a culture of diversity More than 2,600 students received an The week also marked the first anniversary and inclusion for all our RMIT offer through SNAP for 2017 of the release of RMIT’s Reconciliation students and staff is one entry – a 10 per cent increase from 2016. Action Plan (RAP). The opening included a traditional smoking ceremony, an of the key organisational RMIT Vietnam awarded 111 scholarships Indigenous-themed walk through the values at RMIT. Our goal is for worth AU$1.78 million to prospective campus and a speech from Lionel every person to feel safe and and current students. In addition to this, Bamblett, General Manager of the Victorian appreciated at all times and RMIT Vietnam fully funded two new Aboriginal Education Association, about the that any disrespect shown to scholarships enabling Vietnamese women 1967 referendum and its 50th anniversary members of our community to gain doctorates and supporting their this year. will not be tolerated. participation in research and leadership within traditionally male-dominated fields. Manager of the Ngarara Willim Centre, RMIT recognises the benefits for the Stacey Campton said the Bundoora facility recruitment, retention, innovation, 9.1 Aboriginal and Torres was part of a strong Aboriginal and Torres collaboration and productivity of our people Strait Islander Students Strait Islander presence at the campus, in an environment that celebrates and and Staff which is already home to the Keelbundoora welcomes diversity and inclusiveness. Scarred Trees and Heritage Trail. Committed to a whole university approach, RMIT recognises the inherent value of The key achievements in the 12 months the University supports and invests in Indigenous Australian perspectives. since the RAP was launched include: 8.5 Melbourne RMIT’s involvement in the district supports The partnership not only focuses and initiatives that not only enhance access, The University aims to position itself as both Innovation District our interdisciplinary approach to creating amplifies what we are doing to help design outcomes and mental wellbeing for an employer of choice and preferred place • RMIT’s colleges and portfolios transformative experiences for our and shape the future, but it also inspires staff and students but also demonstrate to study for Aboriginal and Torres Strait developed individual Indigenous A key priority within RMIT’s Strategy to students. With the district home to 21 our students, staff, alumni, companies, leadership and action. Islanders. RMIT has undertaken a firm Engagement Plans to address the six 2020 is to ensure the best use of our per cent of all knowledge sector jobs in investors, community partners and commitment to contribute to, and lead in, RAP Action Areas. places and spaces to work, learn and In 2017, RMIT made a variety of public Melbourne, the district will connect and governments to get involved in creating the areas of reconciliation and Indigenous socialise together as a university. statements supporting marriage equality, • Ngarara Place Indigenous garden develop infrastructure for innovation and new knowledge and city experiences. community development. gender equality and signalling that sexual won the Victorian Premier’s Design To achieve this, RMIT has partnered collaboration by forging new links between By collaborating on community priorities, assault and sexual harassment are harmful The University values cultural diversity, Award for best Design Strategy, as a with City of Melbourne and Melbourne industry sectors and urban clusters, to our graduates benefit from hands-on behaviours that need to be addressed in believing that all staff and students should significant Indigenous place maker in University to create an “urban innovation create new opportunities for Melbourne’s experience and exposure to innovative the learning and work environment of the be treated with dignity and respect and Melbourne. district” as part of the Melbourne Innovation knowledge workers, researchers, students, ideas, which will make them highly sought University. seeks to contribute to creating a nation Districts (MID) initiative, which is set to drive business and community organisations after by employers. • RMIT Aboriginal and Torres Strait that provides equal life chances for all and investment in the knowledge economy and to connect and collaborate on new In the same year, the University also saw Islander Employment Plan launched. In 2017, efforts were focused on studio works in collaboration with its Indigenous shape the city’s future. solutions, services and technologies. Such a total of 228 Victorian secondary schools projects, practice-based prototyping, and heritage. • The University has become a member collaborations will be essential for the city participate in the Schools Network Access With three of Melbourne’s biggest engaging students and staff members of Supply Nation, the Australian to sustain its growth and prosperity. Program (SNAP), an equity access scheme In 2017 RMIT celebrated Reconciliation institutions working together to attract more through public dialogue and performance. leader in supplier diversity. Supply that gives priority entry into RMIT for eligible Week with the opening of its new Ngarara small businesses, start-ups and social Planning considerations for the district Throughout the project there has been a Nation connects its membership of applicants. Willim Centre at Bundoora campus. The enterprises to the CBD North area, the will include upgrades to streets, parks and strong emphasis on enterprise activation, Australia’s leading brands, government Centre caters for the study and cultural district is expected to create a global return other public spaces, which will result in social innovation, and institutional design. and organisations with Indigenous needs of Aboriginal and Torres Strait flow of talent, experience, collaboration and more collaborative and engaging green businesses across the country. Islander students. possible investment. spaces that encourage walking and cycling • RMIT’s first Aboriginal Deputy and incorporate greater use of sensors, Pro Vice-Chancellor – Indigenous apps and other networking technologies. Education and Engagement, Professor Mark McMillan, appointed. One of the reasons I’m so proud of being the Vice-Chancellor of RMIT is because we’re a brave • Indigenous education champion values-led organisation who embraces people’s Lois Peeler AM received an RMIT differences– Martin Bean CBE, Vice-Chancellor and President. honorary doctorate in recognition of her work.

24 RMIT Sustainability Annual Report 2017 25 Indigenous artwork hails Sovereignty Deadly Day of Science

As part of the University’s 130-year celebrations and the In order to strengthen Indigenous participation and official opening of the $220 million New Academic Street, practice in the areas of science, technology, engineering, RMIT commissioned a powerful statement of Aboriginal maths (STEM) and health, RMIT opened its doors to Sovereignty – a 2.4m possum skin cloak forged from cast up-and- coming Indigenous scientists as part of National steel and iron. Science Week. The Law of the Land artwork by prominent Aboriginal The Deadly Day of Science gave Aboriginal and Torres artist and RMIT PhD candidate Vicki Couzens will provide Strait Islander students in years 7-10 the opportunity to an enduring spiritual connection to Country at RMIT. In visit RMIT Bundoora campus for a day of workshops in collaboration with RMIT sculptor and artist Jeph Neale science disciplines focused on people and health. Visitors 9.3 Harmony Day RMIT hosted events that aimed to engage The fact that this behaviour occurs at – Law of the Land represents Aboriginal knowledge and received a special welcome and a tour of the campus staff and students to participate in their Australian universities means we have a ancestors, and creation of the law of the land. which rests on the lands of the Wurundjeri Willum, the We are lucky to live in a vibrant multicultural community, respect cultural and religious role to play in shaping a respectful culture wedge-tail eagle people. The tour introduced students to country- from the oldest continuous culture diversity and foster a sense of belonging for both within the University and the wider skills and techniques used in patient care, food product of our first Australians to the cultures of everyone. community. development, as well as pharmacy medicine, exercise our newest arrivals from around the world. and sport science. Diversity gives us strength and enriches our Not only were various morning and The Australian Human Rights Commission lives with addition of cultural and religious afternoon teas held around campus, National Report on Sexual Assault traditions. this year our DVC Global Development and Sexual Harassment at Australian and Champion for the Cultural Inclusion Universities (2017), three unavoidable To welcome and celebrate the cultural Action Plan, Professor Andrew MacIntyre, conclusions were highlighted: diversity amongst us, RMIT whole-heartedly chaired the Global Dialogue Series: participates in Harmony Day, a national day • Sexual assault and sexual harassment Global development in an age of political that celebrates Australian multiculturalism are far too prevalent in university disruption, which resulted in a lively and coincides with the United Nations settings as they are in the broader 9.2 Diversity and Inclusion 2017 Highlights: • Representatives from RUSU’s Queer conversation on cultural inclusion, political International Day for the Elimination of community, Department and the University’s values, economic futures, freedom of As a University whose interests include • RMIT won the GLOBE (Gay and Racial Discrimination. Careers and Development team speech and questions of identity. • There is significant underreporting of mental and physical health and wellbeing; Lesbian Organisation of Business attended the Midsumma Carnival Day Harmony Day is about inclusiveness, sexual assault and sexual harassment social inclusion; and access and equity, and Enterprise) Community Award for to speak to current and prospective respect and belonging for all Australians, to the university, and we take a proactive stand and speak up to ‘Protecting our Community’. 9.4 Respect. Now. Always students about the University’s Pride regardless of cultural or linguistic support equality, diversity and respect. This • Universities need to do more to • RMIT achieved a Bronze rating in Mentoring program. background, united by a set of core RMIT acknowledges that sexual assault reflects our deeply embedded commitment prevent such abuse from occurring its first submission for Australian Australian values. The message of and sexual harassment can have a to celebrate and value diversity and • The University’s participation in in the first place, to build a culture of Workplace Equality Index, which Harmony Day is ‘everyone belongs’. devastating impact on individuals. inclusion. Midsumma is not only a celebration respect and to respond appropriately recognises the work being done by The prevalence of sexual assault and and acknowledgement of RMIT’s Since 1999, more than 70,000 Harmony by supporting victims of abuse and In 2016, RMIT launched its Diversity and the University to support diversity and harassment in the community is significant diverse community but it also visibly Day events have been held in childcare sanctioning perpetrators. Inclusion Framework, which included a inclusion. and the age group 18 to 24 are more demonstrates our commitment to centres, schools, community groups, series of Action Plans for priority groups, vulnerable to sexual harm. • RMIT was represented at the inclusion and diversity. churches, businesses and federal, state including people of ‘diverse genders, Midsumma Festival - Midsumma Pride and local government agencies across sexes, and sexualities’ (DGSS). This March, with current students, staff Australia. resulted in the University updating its members and alumni marching behind policies and practices, upgrading facilities, the Take Pride with RMIT banner. and showed a continued commitment to inclusion and support for our staff and students. RMIT University proudly supports marriage equality High level support for these plans is driven by our Executive Champion for DGSS RMIT has an important role in speaking out on issues of importance to our equality, Professor Peter Coloe – Pro community and our world. This year we proudly supported the campaign for Vice-Chancellor Science, Engineering and We met a lot of people marriage equality, believing that it is a basic right that all people should be treated Health and Vice- President. with a connection to equally under the law, which includes being able to marry the person they love. RMIT and the response When Australia voted ‘Yes’ for same-sex marriage on 15 November, 2017 it was was so positive. It not only a huge celebration, but was an important step forward to achieving seemed to really mean equality for our whole community. a lot to the students who are commencing Staff from our Diverse Genders, Sexes and Sexualities (DGSS) Working Party, at RMIT this year. Ally Network and DGSS Staff Network were among the people who attended an event at the State Library to hear the results for the postal survey. Lara Rafferty, Co-Chair of the DGSS Working Party, and Manager of RMIT’s We continue to prioritise the importance of inclusion, to ensure that the entire Equity and Diversity Unit RMIT community feel safe and supported on campus.

26 RMIT Sustainability Annual Report 2017 27 RMIT recognises that it has a role to play • Introduced responding to disclosure A significant development for RMIT was In 2017 RMIT allocated $1.2million to As of June 2017, RMIT held $77M in For example, we define fossil fuel in raising the public awareness of the issue training for all staff the signing of the Disability Confident further upgrade buildings and infrastructure Philanthropic Funds across a range of companies as those who generate 10 of sexual assault and sexual harassment Recruitment Charter, which outlined our as part of the second stage of a project to investments, including property, bonds and per cent or more of their revenue from • Provided online training in consent, at Australian universities and ensuring that commitments in providing fair and equitable improve accessibility across our campuses. cash (current data is only available for the fossil fuels related activities, including coal respectful relationships and bystander everyone at RMIT is as safe as possible. treatment of candidates with a disability. The most recent work included: Australian Financial Year). In 2017 these (coking and thermal), oil, natural gas and action for all students funds supported more than 1,000 students peat. On this basis we had a 4.29 per cent RMIT is a supporter of ‘Respect. Now. For students, the University offers • Door automations We have committed to implementing in who received scholarships to undertake liability to fossil fuels in our philanthropic Always.’ (RNA), a Universities Australia Equitable Learning Services (ELS), which • Footpath upgrades to improve full the recommendations from the report study and research at RMIT. funds at the end of June 2017 and 1.70 initiative to address the drivers and provide support and equal opportunities access between buildings as put forward by the Australian Human per cent exposure to renewable energy impacts of sexual harm at Universities. The for students with disability, long-term • Upgrades to amenities The Philanthropy Fund Committee has a Rights Commission and Universities companies. In addition, our investment University has embraced this initiative by illness and/or mental health conditions responsibility to manage investments to Australia. We will also survey our students managers fully excluded tobacco and ensuring the right care and support are in and primary carers of individuals with a achieve strong financial outcomes, whilst annually, in addition to the national survey 9.6 Responsible Investment nuclear weapons from their portfolios in place for our staff and students if and when disability. Committed to providing students ensuring environmentally and socially every three years. July 2017. they need it. To date, we have: equal opportunity in accordance with A tertiary education can transform the lives responsible investment decisions are made Guided by our Ready for Life and Work the Disability Discrimination Act 1992, of students, giving them the opportunity that align with the University’s values. To It is important to note that these exposures • Added more people into our Safer strategy, we strive to make RMIT the best the role of ELS is to ensure that students to access knowledge and pursue their guide this decision making Responsible mark a baseline for action in adopting Community team and funded a possible place to study and work, with safe with a disability are actively and positively passion. It also gives them the chance Investment Principles were approved by our Responsible Investment Principles. counsellor/advocate from CASA environments being a cornerstone. included in all aspects of RMIT life. ELS to make their own positive impact on the University Council in March 2017. The Philanthropy Fund Committee and House, the Centre Against Sexual also provides staff and students with the world. The RMIT Philanthropic Fund Sustainability Committee are working Assault. As the first step in the implementation, we information and assistance in relation to Committee has oversight of funds donated together with independent experts to find 9.5 Accessibility established definitions behind our principles • Become one of the first universities in disability related matters. Students who to the University to support scholarships, appropriate investment vehicles with strong to ensure that the investment market Australia to commit to a program of RMIT is committed to improving practices register with ELS can in consultation with research, and other major projects. environmental, social, governance (ESG) understands our requirements and we can restorative justice, thanks to the work to better support diversity, safety and the University, create an equitable learning performance, which can evolve and flourish report in a consistent manner. of our Centre for Innovative Justice. wellness for our staff, students and visitors. plan where adjustments to study conditions over time. With ‘inclusion’ being one of the core can be made and they can receive assistive • As part of our ongoing professional For more information visit: values of RMIT, we aspire to create life- technologies. development program, made available www.rmit.edu.au/responsibleinvestment changing opportunities for all through an to everyone resources and training to accessible and open institution dedicated help support any disclosures of sexual to serving the needs of the whole harassment and assault. community. • Produced and distributed a reference In 2017, we continued implementing the card for staff, to be used and referred Accessibility Action Plan, which resulted in to should they need to provide help University-wide transformative actions that and support to a person making a enhanced inclusion. disclosure

Memberships and Networks

Diversity Council of Australia As Vice-Chancellor’s Champion of RMIT’s Accessibility Action Plan, Australian Network on Disability I am proud of the steps we are taking to improve accessibility for our staff and students. Since RMIT launched Days of Significance its Diversity and Inclusion Framework last October, we have been working World Health Day for Safety at WorkBay hard to embed the value of inclusion Global Accessibility Awareness Day in our working life at RMIT R U OK Day – Dionne Higgins, Chief Operating Officer. World Mental Health Day

International Day of Disability

28 RMIT Sustainability Annual Report 2017 29 — 10. Empowering our people Employment Statistics – Contract Type (Head Count) Employment Type Headcount FTE*

2016 2017 2016 2017

Our approach to attracting, 10.2 Gender Equality Our VC joins a group of influential Australian Full Time ongoing 2,731 2,786 2,731 2,786 developing and retaining CEOs from various sectors, pledging to The RMIT Gender Equality Action Plan promote equal opportunity and pay in the Part Time ongoing 506 487 328 317 an empowered workforce is helps us to navigate and accelerate the workplace they lead. fundamental to achieving our gender equality journey that we are on to Fixed Term & Casual 6,860 7,152 1,972 2,177 mission. We strive to create an improve the engagement, retention and Pay Equity Ambassadors help innovative, dynamic workplace advancement of female staff. to create change by: Total 10,097 10,425 5,031 5,280 where our staff feel connected The Plan identifies three broad areas for • Playing a leadership role in their and supported, so everyone can focused attention that enable strategic, business community and to the Employment Statistics - Melbourne* advance and thrive. sustainable and meaningful change: broader public

We offer our staff a range of lifestyle 1. Leadership and Governance – • Reinforcing their commitment to pay Staff Category Total FTE Female FTE % Females benefits and a culture that encourages we recognise and actively involve equity within their own organisation 2016 2017 2016 2017 2016 2017 professional development and career women at all levels of governance, • Profiling and promoting their advancement. We embrace diversity, management and leadership. Academic (HE) 1,895 2,038 757 841 40% 41% approach to pay equity. promote ethical and respectful 2. Employment Conditions – Teaching (VET) 679 607 329 290 48% 48% engagement, and encourage an we respect and protect the RMIT University is proud to announce its environment which recognises that employment conditions of women partnership with the 2017 #TechDiversity Professional 2,348 2,540 1,474 1,548 63% 61% career and life choices are important. to enable their full participation Awards. The #TechDiversity Foundation Executive 95 91 36 45 38% 49% in the workforce. is an industry alliance committed to 10.1 Our workforce supporting increased participation of Total 5,017 5,276 2,596 2,724 52% 52% 3. Women’s Career Advancement - women and minority groups in the digital As a global education provider we we foster an environment that technology industry. The Awards celebrate understand that our 11,000 employees supports the career advancement leaders and champions of diversity in the New Staff located around the world underpin our of women to ensure we develop Female % Male % Total sector, across four categories: advertising, Recruitment reputation and enhance our contribution and retain our talent. government, education and business. to the wider community. Academic (HE) 154 51.16 147 48.84 301 RMIT commits to embedding this Plan, The University is also participating in the All of our on-shore employees are covered Teaching (VET) 27 58.7 19 41.3 46 devoting appropriate resources to its Science in Australia Gender Equity (SAGE) by Enterprise (Collective) Bargaining implementation, monitoring, reporting, pilot of Athena SWAN, a UK Scientific Professional 370 59.87 248 40.13 618 Agreements. and evaluation, and supporting leaders to Women’s Academic Network charter that RMIT values the richness of diversity develop and implement operational plans. celebrates good practice towards the Executive 14 77.78 4 22.22 18 amongst staff and recognises its advancement of gender equality in the In 2017, we further reinforced our position Total 565 57.47 418 42.53 983 responsibilities to take University-wide science, technology, engineering, maths on gender equality with our VC becoming transformative actions to enhance and medicine (STEMM) disciplines. These a Pay Equity Ambassador for Workplace inclusion for all. actions, among others, form part of a long- Gender Equality Agency (WGEA). Age Band Headcount Aboriginal term plan to make RMIT an Employer of and Torres Strait Headcount Choice in diversity and inclusion. 2016 2017 Islander Workforce

<29 252 345 2016 2017

Table: Women in leadership roles 30-39 1,294 1,334 Total 22 27 40-49 1,218 1,324 Total Female %Female 50-59 1,099 1,150 2016 2017 2016 2017 2016 2017 60+ 555 549 Governance bodies 13 13 4 6 30.7% 46.2% Total 4,418 4,702 Managers 490 488 243 249 49.6% 51.0%

Non-managers 10,181 10,344 5,284 5,410 51.9% 52.3%

30 RMIT Sustainability Annual Report 2017 31 Employment Statistics – Vietnam 10.3 Work/life balance Primary Carer’s Leave Secondary Carer’s Leave

Employment Type Headcount FTE Maintaining a diverse and inclusive Female Male Female Male workforce requires RMIT to be supportive 2016 2017 2016 2017 of flexible working arrangements. RMIT Managers 16 0 0 2 Full Time ongoing 523 521 523 521 recognises that it has an important role to Non-Managers 149 6 0 54 play in supporting the way staff balance Part Time ongoing 33 15 18 10 their work and outside life. Our Work Total 165 6 0 56 Fixed Term & Casual 75 53 46 24 Adjustment Policy helps us to maintain a diverse and adaptable workforce by Total 631 589 586 555 allowing us to make available to staff In 2017 we opened a new spacious These three frameworks provide a flexible work arrangements. Flexible work four-storey Children’s Centre on the City common language for the knowledge, arrangements not only allow our staff to be campus which was custom designed for skills and abilities needed to for a range of Staff Category Total FTE Female FTE % Females more agile and productive, it also creates childcare. The RMIT-owned not-for-profit workforce activities such as recruitment, a workforce that is more adaptable to centre aims to provide high-quality care performance objectives, career planning 2016 2017 2016 2017 2016 2017 changing environments. for the children of RMIT staff and students and development planning, supporting: Academic (HE) 128 128 46 46 36 36 At RMIT, flexible working that: • Individuals and managers to have arrangements may include: Teaching (VET) 60 63 16 16 27 26 • Nurtures our children a shared understanding of role • Flexible patterns of work • Recognises and celebrates expectations Professional 385 349 254 227 66 65 (formal or informal) individual differences • Performance development by • Flexible work location • Provides developmental experience Executive 13 14 5 4 38 29 providing a starting point for identifying • Flexible ways of working tailored to individual needs and individual capability gaps Total 586 555 321 293 55 53 interests Staff have access to a specially designed • Is flexible and responsive to the • Individual career planning by identifying toolkit that outlines the options they have needs of our families. capabilities required for progression New Staff to apply for and undertake a flexible work into other roles Female % Male % Total Recruitment arrangement. These options cover: More details about the construction of the • Workforce planning for the team by Children’s Centre project can be found in Academic (HE) 19 33 39 67 58 • Technology solutions i.e. network and using the capabilities to identify current section 11.4. remote access. and future needs Teaching (VET) 8 22 29 78 37 • Property Services i.e. seeking different 10.4 Developing Success in using the frameworks is Professional 53 62 33 38 86 ways in which to utilise space. workforce capability underpinned by a flexible approach. It is not about applying one whole framework and Executive 0 - 2 100 2 • Policies and Procedures i.e. 48/52 RMIT’s capability development frameworks all its capabilities at one time. Instead it is week employment cycle procedure. Total 80 44 103 56 183 have been created to define the underlying about reviewing the capabilities within all • Human Resources i.e. checks for skills, knowledge and abilities required in three frameworks and pinpointing the exact those working from home and at our staff to perform their role successfully ones that will enable success in our staff work ensuring a safe ergonomic and build their potential. Our three and teams. environment. frameworks recognise the core practices The University offers a range of professional of our diverse workforce and articulate the Be Ready • DevelopME Workshops development opportunities for all staff enabling capabilities that underpin success i.e. managing the transition back through the developME platform. In 2017 At RMIT we value leadership, our leaders are fundamental to the University’s success at RMIT: The two day program to and from parental leave. capability frameworks were built to provide and are the stewards of shaping and driving our culture. The Be Ready Leadership was uniformly outstanding 1. Leadership Capability definition and alignment to development Development Program is designed to build and develop the strengths of RMIT We also provide a flexible workplace with something concrete Development Frameworks programs. These support building leaders, to execute and realise the goals in RMIT’s Strategic Plan to 2020. to support our people with caring to absorb in every session. career pathways that are integrated in responsibilities or particular needs. All 2. Educator and Researcher Open to Executive, Senior and Operating Leaders, the program is composed of talent management, work planning and The group of RMIT staff staff are entitled to carer’s leave under the Capability Development Frameworks experiential workshops, action learning sessions and master classes presented over recruitment. assembled for the occasion Enterprise Bargaining Agreement, with 227 nine months. This year, 700 staff members completed the program, which aims 3. Professional Capability was open and engaging employees taking carer’s leave in 2017. Our commitment to build a talented and to bring together our people, break down silos and drive cross-unit collaboration. Development Frameworks throughout motivated workforce will involve developing RMIT is committed to advancing an enterprise-wide leadership capability that values and attracting people with a high value mix inclusion, agility and empowerment. – Program Participant of industry experience, and knowledge, The online ‘Be Ready Community’ encourages program participants to engage with supporting innovative research and their fellow colleagues; discussing the program, sharing stories, using resources What I enjoyed about the Be Ready program teaching at RMIT. and receiving updates. was the RMIT focus and resonance. It was RMIT’s partnerships with industry provide valuable immersion experiences for our about me, but it was about me as a leader at leaders, enhancing their commercial acumen and knowledge of new ways of working. RMIT. The experience was a shared collective – Program Participant

32 RMIT Sustainability Annual Report 2017 33 10.5 Health, Safety Occupational Health and Safety The Health and Safety Team in Property Services worked across all our construction and Wellbeing In 2017 the Health, Safety and Wellbeing projects in 2017 to monitor performance Team developed the Global Safety Model, a RMIT is committed to providing a safe and compliance of contractors with framework for managing health and safety learning and work environment. We use legislative/RMIT requirements providing at the University. The project included a a range of tools, support options and a safe work environment for themselves new software solution for reporting hazards information to facilitate and improve the and our community. As part of National and incidents, and safety training for RMIT’s wellbeing of our RMIT community. Safety Work Month, the team held a senior leaders. series of safety networking events for our In 2017, the University announced its • Proactive Risk and Incident contractors. It was an important reminder commitment to a three-year, whole-of- Management Excellence (PRIME) is that RMIT is a live, dynamic environment University change project that recognises our new online cloud based incident and we wish to ensure that students, staff, students’ mental health and wellbeing and hazard reporting software, with or academic operations are not adversely as a core institutional priority. A range of simple and intuitive features. affected by contractor works around resources to support mental health were the university. The Team also received developed, with a pilot program conducted • Safety leadership workshops where recognition for their comprehensive hazmat to proactively identify and explore current completed targeting at all of our and asbestos management plan, winning issues affecting mental wellbeing. This executive leaders. the Facility Management Association Award framework ensures that RMIT not • Training sessions for staff, videos in the ‘Occupant Safety & Wellbeing’ only meets the prescribed minimum and online material were developed category. requirements in meeting its legal and moral to ensure that all in our community obligations but it also ensures that the can be healthy, safe and well. health and wellbeing of our staff, students and contractors is treated with the utmost • A mental wellbeing pilot commence importance. to ensure that we all have the tools, skills and knowledge needed to manage change in a positive way.

2015 2016 2017

Lost time injury frequency rate 2.07 2.73 2.01

Change to previous year +14% +32% -26%

WorkCover claims submitted 37 33 34

Change to previous year +15% -10% +3%

OHS Incident reports 370 541 299

Change to previous year -13% +46% -55%

WorkSafe notifiable incidents 23 20 12

Change to previous year +77% -13% -40%

RMIT Staff Games WorkSafe improvement notices 1 0 3

Each year RMIT host and encourages staff to participate in the Staff Games. The Games brings OHS Hazards, Incidents Standard Claims, Associated Costs together staff from different areas in an informal setting where they can interact with each other in a 2015 2016 2017 fun and friendly battle. Number of lost-time standard claims per 100 FTE 0.23 0.21 0.16 More than 130 staff members stepped outside the Average cost per claim office on Friday 24 November to take part in the $21,361 $53,201 $48,493 2017 games. The University-wide competition saw (payment to date + estimate of outstanding claim cost) staff come together to compete in sports ranging Hazard and incident reports/100FTE 3.7 5.41* 2.99 from barefoot bowls to volleyball.

*Increase in hazard and incident reporting reflects greater focus on health and safety across RMIT and implementation of the Global Safety Model project

34 RMIT Sustainability Annual Report 2017 35 Empire of Dirt

Empire of Dirt by artist James Geurts is a sculptural installation The resulting public installation weaved a narrative of how where art and science collide to make us think about the darkness microbiological insects evolve and transform the soil fabric into and complexity of the living earth beneath our feet. The piece giant complex living structures, echoing the great termite mounds — explored how soil adapts to survive when the world is at its of the Northern Territory. ecological tipping point. Empire of Dirt was installed in Rodda Lane, just off La Trobe Street 11. Sustainable Emerging from RMIT’s Centre for Art Society and Transformation, on the City campus in May 2017. It formed part of Wonderment the project was designed in collaboration with a number of Walk, Victoria’s growing open air gallery, combining science, partners, including Carbon Arts and New Academic Street’s Urban mathematics and art to engage passers-by with wonder, delight built environment Animators: Living Laboratory program, to test public art’s role and curiosity. in bringing science and sustainability conversation to a broader “I think we, as humans, have become disconnected from the land. audience. Through Geurts’ work, and the artist’s eye, we get a clearer insight Inspired by the evolving architecture and infrastructure of RMIT’s into what’s happening in response to man-made contaminants and New Academic Street, the temporary artwork was born from a are able to better communicate this to the public,” says Professor RMIT is a big, complex and In September 2017, RMIT officially soil sample taken at the construction site. Enlisting the help of Ball, who was motivated by this project to instigate future artist-in- diverse institution with a far- opened the New Academic Street (NAS). environmental microbiologist and Distinguished Professor Andy residence opportunities at his research centre. reaching global footprint. It is The launch of NAS was not just an Ball, Geurts studied the dynamics of the soil on microscopic levels, acknowledgement of the transformation James Geurts is an artist based in Melbourne and The Hague, vital that we manage resources discovering the complex process of microorganisms as they that took place on our City campus, but completing his Master of Fine Art at RMIT, and The Vrije Academie, to enhance our long-term navigate our urban landscapes and the micro-plastics, pollutants it was also a celebration of our 130-year GEMAK, Netherlands. He has been producing large scale, site and performance and increase A brand new, four-storey Garden Building and metals that come with it. contribution to education. The celebration time-specific projects and gallery works in international contexts our ability to adapt and renew and Terrace has been integrated into the of both milestones is a timely reminder since 2002. over time. Our management of campus, creating additional social spaces that we are long-term custodians of our financial, physical, social and for staff and students. Built using lower buildings and have an opportunity to create impact cross- laminate timber, the building environmental assets focuses a lasting legacy for our students, staff and is characterised by the widespread use on improving long-term the city. performance and delivering of greenery and open garden space to the best possible campus Smart and sustainable design enhance the urban environment. Other experience for our students to underpin innovation sustainability initiatives include thermal heat recovery, stormwater management and and staff. Sustainability in the University’s a creation of linked open air terraces on construction projects is vitally important, level seven of the buildings creating easy to reduce the impact of our portfolio 11.1 New Academic Street access to open air roof spaces for students and to demonstrate leadership to our and staff. The sustainability principles upon The university invested more than environmentally aware community. which the project is based complete the AU$200M to transform the City campus, The application of environmentally picture, with the project aiming to be one refurbishing five floors across seven sustainable design strategies ensures of the first educational facilities to be given older buildings into a revitalised student a comfortable internal environment to a five star rating under the Green Building hub. First constructed in the 1970s, the support formal and informal learning. Our Council of Australia’s Green Star Interiors ‘New Academic Street’ (NAS) project built environment utilises both natural (pilot) tool. has integrated a new major entry point and mechanical ventilation schemes so for the University, as well as a variety of The NAS student experience snapshot, that more favourable outdoor weather arcades and laneways to open up large demonstrates that capital projects can be conditions can permeate the building. sections of the existing façade. In keeping leverage to deliver substantial academic Occupant comfort is monitored using with Melbourne’s laneway culture, these and work experience outcomes for sensors and actuators, and is enhanced in arteries provide clear way-finding and students. winter and summer using ceiling fans and urban experiences, and enable greater gas heaters. Embracing the concept of connectivity to the rest of the campus and ‘Adaptive Re-use,’ the lower levels of the with Melbourne’s CBD including public existing concrete-encased steel buildings transport links. have been stripped back, with floor plates An additional 4,600 seats have been repurposed to meet the needs of current created throughout the campus precinct and future students. Large dark two-storey for study and relaxation, resulting in a lecture theatres are now innovative, light vibrant hub that provides a strong student and comfortable tiered student study experience. The university library has been spaces. Once impermeable façades, they expanded by 44 per cent and incorporates are now opened up resulting in a blurring of a mixture of spaces for informal learning, the outdoor and indoor environments. quiet reflection and collaboration.

36 RMIT Sustainability Annual Report 2017 37 Sustainable Urban Precinct Program

What we did: What we achieved:

• Replaced infrastructure that had exceeded • 30,000 tonnes reduction in carbon its economic life cycle. equivalent emissions per annum, which 11.2 Sustainable Urban 11.4 Bundoora campus Features of the project included: is more than a third of RMIT’s total annual Precinct Program (SUPP) • Replaced 12 aging chillers with locally The Bundoora campus, in the north- emissions. • Strategically positioning the café in manufactured, highly efficient chiller units A significant milestone for RMIT this year eastern suburbs of Melbourne, is set in a the northern corner of the floor print, covering 300,000m2 of space across 37 • 52 million litres of water saved was the completion of all major works tranquil environment surrounded by open allowing food to be served internally buildings. per annum. related to SUPP. The SUPP journey began spaces and native parklands. The campus and externally, especially to the highly- back in 2009, and culminated in 2017. is home to many of our engineering, health, • Replaced 11 end-of-life boilers with modern • 53 per cent grid electricity saved through activated northern plaza. medical sciences and education programs, condensing units covering 200,000m2 direct savings and embedded generation. Through our ambitious $128 million supported by specialist technical and • Positioning the RMIT Connect front-of- across 26 buildings. dollar commitment towards sustainable As the largest project of its type in the Southern laboratory spaces, as well as exceptional house in the centre with access from infrastructure we were able to carry out • Allocated $4.8 million to support learning Hemisphere, SUPP cements RMIT’s long sporting grounds. the northern façade to maximise entry works on 77 buildings across our three and teaching projects, interdisciplinary standing commitment to sustainability and from Spine and the use of natural light. main Melbourne campuses to cut water This year, RMIT’s landmark John W research projects and PhD scholarships innovation. usage and greenhouse gas emissions. Ross Building constructed in 1972 was • The design and operation of the space to ensure sustainability is ingrained in our These achievements resulted in SUPP being significantly refurbished to create an provides flexibility and is able to flip academic approach. recognised as a leader in industry at the National 11.3 Solar Projects activated student facility for the whole between student and staff use. The • Installed Tri-generation and Co-generation Energy Efficiency Awards, by winning the ‘Best campus. The redevelopment focused consultation rooms, mega flex rooms, natural gas fired generators onsite, which Smart Energy’ project RMIT is committed to energy conservation. on the ground level of what is known as RMIT Connect front-of-house and provides highly efficient production of for 2017. Strategies for achieving our targets for Building 202 to establish a campus identity RUSU (part) are available for after- electricity and heat; recovers wasted thermal greenhouse gas emission reductions that celebrates the uniqueness of the hours student use. energy and distributes it as heating and/or lie in making existing facilities and Bundoora location. • Removing the central corridor to cooling through the HVAC system. infrastructure more efficient, on-site energy Having undergone several partial internal provide student breakout spaces generation and achieving efficiencies in the • Upgraded HVAC to allow variable volumes refurbishments over the years, the existing across the floor circulation. development of new infrastructure. of airflow across multiple zones to be able layout was outdated and did not provide • Installing comprehensive changing to best manage occupancy and thermal To further complement the achievements efficient spatial use of this central student facilities adjacent to the secure bike comfort demands in an efficient manner. of SUPP, the University expanded its space. The spaces were constrained by hub, providing showers, lockers, solar program by installing an additional the location of the café, the underused • Centralised precinct based networks ironing facilities and gender-neutral 100kW of solar photovoltaic (PV) cells in central corridor, little natural light and to aggregate the benefits of energy provisions. our Carlton precinct on Buildings 51, 56, restricted views to the southern and conservation measures across the whole 96 and 100. These panels not only reduce eastern landscaped areas. • Landscaping design to the external site. 53% our emissions through onsite renewable spaces and improved connection to The redevelopment has delivered vastly • Upgraded Building Management Systems energy generation but they have also been the pedestrian Spine, with the internal grid electricity improved student and staff spaces based to better optimise the buildings mechanical a valuable learning tool for our students. layout designed to facilitate the use saved through on the New Academic Street model (see and electrical equipment systems so that School of Property, Construction and of the existing doors in the northern section 11.1), consistent with the universal the greatest energy efficiencies can be direct savings Project Management students were able glazed façade. student experiences being rolled out across achieved while meeting the needs of building to conduct projects on solar PV feasibility and embedded all RMIT campuses. • Changing Places accessible assisted occupants. and modelling that formed the basis of the generation. change facilities, provide additional project. The spatial transformation enhanced • Installed a 100kW Solar Photovoltaic features and space to meet the needs amenities such as the cafe, study spaces array in Bundoora East. RMIT will continue to expand the roll out of students and staff with profound and student lounge, and consolidated of Solar PV in 2018 and into the future, disability and their carers including • Replaced 40,000 light fittings to energy student-facing services with RMIT Connect with a significant roll out plan currently in height adjustable adult-sized changing efficient LED lighting. co-located with the Student Union (RUSU) development. bench, tracking hoist system and 52 offices to support students and encourage • Installed 1,500 water efficient fittings. increased footprint. million litres after-hours use. of water saved per annum.

38 RMIT Sustainability Annual Report 2017 39 11.5 RMIT City Campus • Reciprocity - the environment is not • Children are encouraged to Children’s Centre static but responsive to the needs of participate in a variety of activities and children and interests. experiences that introduce children As part of RMIT’s commitment to work/life to a wide range of elements including balance, it is essential that the University • Sustainability - sustainable practices sand, soil, water, clay, paint etc. The provides a long-day childcare centre for including the design of the facility and Centre has outdoor growing spaces staff and students. operational practises of the service. for the children to learn and interact RMIT City Campus Children’s Centre • Flexible - each setting is to have a with nature. commenced operation in 1989 on the high degree of flexibility to enable the • Provision of healthy food, the menu is site of West Melbourne Primary school in unique personalities of the children, designed to provide for the nutritional Eades Place, West Melbourne and was educators and families who are part needs of all children and includes known as Eades Place Children’s Centre. of the learning environment, to be provision for babies and special diets. In 1996 RMIT became the proprietor and, reflected. Fresh ingredients are purchased on a from 1998 to 2017, the Centre occupied The project repurposed a small site, weekly and/or daily basis, with sugar, leased premises on Franklin Street. retaining the exterior walls of the two storey salt and preservatives kept to In 2017, the University saw an opportunity previous RMIT building to incorporate a minimum. to deliver a brand new centre on Lygon a new four-level facility which includes • The new spaces have been created to Street, which not only could offer an substantial outdoor play spaces on each provide play and learning experiences additional 24 places (total 84 places), but level. The design includes an internal child that respond to age and development allowed RMIT to invest in its own building friendly stair linking all levels with a series of characteristics. Internal learning creating a more sustainable, accessible destination play platforms, directly linked to environments are paired with outdoor and dynamic educational space. internal learning environments. The spaces play areas making the space both are created with low impact materials, The project established the following efficient and collaborative. utilise light wells to provide good access underpinning principles that had to be to natural light and vertical outdoor spaces considered in the development of the for access to nature and fresh air. The design: project also incorporates energy and water • Aesthetics - spaces to be a thing of efficiency measures including LED lights beauty and light, reflect the lives and and solar PV. In 2017, the interest of people who occupy the The operation of the Children’s Centre space. University saw also deeply supports sustainability • Active Learning - supported by a through initiatives including: an opportunity stimulating environment that offers • Incorporate the diverse cultural needs choices and a range of open ended to deliver a brand of families and children through materials. dramatic play, music, literature and new centre on • Collaboration - supporting children to food. Lygon Street. develop skills working with others in • Promoting equity and avoiding groups discrimination on the basis of gender, • Bringing the outdoors in - attention race, religion or ability. All children on the importance of the natural world regardless of their gender are in children’s lives and learning. encouraged to have a wide range of experiences so they have equal • Relationship - the importance of opportunity to reach their full potential. the relationship of materials to other materials of people and groups using • Using cotton nappies which are the centre and the connections washed on site to reduce the between children’s experiences and environmental impact of the Centre. theory.

40 RMIT Sustainability Annual Report 2017 41 — 12. Sustainable operations

12.1 Energy This has included the installation and In this report, we account for all energy and Scope 1 Emissions Scope 2 Emissions and emissions reduction operation of a 1.2MW tri-generation plant emissions produced and consumed on our Carbon Offsets Net Emissions at our Bundoora West campus and a Australian campuses and regional sites. Energy and emissions are a 3.2MW co-generation plant at our City We will work to include emissions from our major impact for the University, campus (additional details are included international operations in future reports but 80,000 primarily due to the size under section 11.2). due to the complexity involved we do not -17% and scale of the University's yet have a timeframe for completing this. operations. RMIT maintains over RMIT is a proud partner in the Melbourne -29% Renewable Energy Project to collectively We calculate all emissions results (Scope 500,000m2 of space worldwide 60,000 -34%

purchase renewable energy from a new 1 and 2, emissions intensity and emissions ) and is the largest landholder 2015 0.137 wind farm to be built in Victoria in 2018. reductions) according to time appropriate within the Melbourne CBD. RMIT RMIT will be purchasing 25 per cent of Australian Government factors, using 2007 2016 also operates two large on-site our electricity from the wind farm from as our base year in line with the 0.116 40,000 power generation facilities and 2019 onwards. The project highlights our ATN agreement. triggers the thresholds under important role in lower our emissions on 2017 0.107

In 2017 our total net building emissions Emissions Intensity national emissions legislation. campus but also to drive change through were 51,754 tCO2-e. In comparison, our partnerships in the city. RMIT reports on its energy and emissions emissions were 78,120 tCO2-e in 2007.

20,000 64,640 55,502 51,754 profile at regular intervals, including formally We also expanded our on-site solar PV RMIT follows the Greenhouse Gas Protocol 2015 0.767 reporting under the National Greenhouse by 90kW, which we plan to increase in calculating building Scope 1 and 2 and Energy Reporting Scheme. significantly again in 2018 (details included emissions; our profile includes all Australian under section 11.3 Solar Projects). RMIT campuses in alignment with the National eenhouse Gas Emissions (t CO2-e 2016 0.684 In 2016 RMIT achieved our emissions Gr - continued to uphold its commitment to Greenhouse and Energy Reporting (NGER) reduction target four years ahead of 2015 2016 2017

offset 20% of our electricity consumption legislation requirements. All applicable Energy Intensity schedule. In 2017 we went further and 2017 0.785 profile, 12,000 tCO2-e of offsets were emissions calculations use factors recorded a 34 per cent decrease in selected through the application of the sourced from the Australian Government greenhouse gas emissions on a 2007 University’s carbon offset strategy. The Department of the Environment and Energy baseline. offsets purchased again strategically relevant at the time of consumption. Energy and Emissions Intensity Ratios Energy and Emissions Intensity Ratios In early 2018, RMIT finished $128m aligned with the location of our Vietnam of energy efficiency work under the campus. * Overall emissions include scope 1 and scope 2 * Emissions intensity ratio measured as net tonnes Sustainable Urban Precinct Program, this associated with building use only (electricity and of carbon dioxide equivalent per square meter of natural gas) as well as carbon offsets. Scope 3 gross floor area (tCO2-e/m2) from building energy work has delivered the majority of the and transport emissions are excluded. use only (electricity and natural gas). Scope 3 and savings to date and is expected to realise transport emissions are excluded. a 30,000 tCO2-e reduction in the 2018 calendar year.

Energy Consumption 2015 2016 2017

-34% 25% Electricity 62,294,495 kWh 55,908,498 kWh 49,216,846 kWh decrease in of electricity greenhouse to be sourced Natural Gas 136,478 GJ 124,108 GJ 200,775 GJ emissions directly from Emissions Offset 14,325 tCO2-e 13,000 tCO2-e 12,000 tCO2-e since 2007 renewables * RMIT has only begun collecting overall data from 2019 on renewable energy generation, in 2017 RMIT generated (and consumed) 158,000 kWh primarily from on-site solar PV

42 RMIT Sustainability Annual Report 2017 43 Image by: Pacific Hydro

12.2 Materials and waste Waste and Recycling Ratios RMIT understands that managing materials and waste efficiently to minimise environmental impact is important. RMIT now operates under a consolidated waste contract across all sites and is beginning to 11% make progress in waste management and reporting.

The RMIT waste profile is provided by our 9% waste contractor and includes waste from all University operations within Australia, excluding confidential paper waste and construction waste. In 2017 the University produced a total of 1,151 tonnes of waste (using a volume to weight conversion it is 18,140 cubic meters of waste). RMIT had a landfill diversion rate of 20.11 per cent, primarily made up of our mixed recycling and paper / cardboard recycling 80% streams. A university-wide Waste Management Plan was developed in 2017 and is currently being implemented. Rolling out Mixed Recycling General Waste consistent infrastructure that promotes the Paper & Cardboard Recycling segregation of waste and recycling remains a priority throughout 2018.

Sustainable Events Guide Melbourne Renewable Energy Project

In 2017, the Sustainability Team published the Sustainable Events Guide, an The Melbourne Renewable Energy Project is an Australian first, bringing together online resource for students and staff to create successful events that not only a group of local governments, cultural institutions, universities and corporations minimise negative impacts on the environment but also foster a strong sense of collectively purchasing renewable energy from a newly built facility. community. The guide was originally developed by an RMIT student through a As a result of the project it has supported the construction of a new wind farm at Sustainability Committee ‘seedlings’ grant. Crowlands, a small agricultural community about 2.5 hours from Melbourne by The guide is designed to be applicable to the different types and scales of events car. The 39-turbine 80 MW capacity wind farm will be twenty kilometres north east across the University. It provides staff with direction by addressing all aspects of Ararat, in Western Victoria. It will be owned and operated by Melbourne-based of the event planning, such as location, food services, energy consumption, clean energy company Pacific Hydro, and the power will be supplied by its retail transportation and waste. The guide aims to reduce environmental impacts, arm, Tango Energy. add value to the local economy, engage the University and wider community Led by the City of Melbourne, the purchasing group include RMIT University, and educate those involved. University of Melbourne, Australia Post, NAB, NEXTDC, Zoos Victoria, the City With the introduction of the guide, RMIT hopes to minimise environmental of Port Phillip, Moreland City Council, the City of Yarra, Citywide, Melbourne impacts, promote corporate social responsibility, support local suppliers and Convention and Exhibition Centre and Bank Australia. Through the project it strengthen our position as a sustainable university. is expected that a renewable energy generation facility will be built in regional Australia, supporting up to 140 jobs in the construction phase and 8 ongoing jobs in the operation of the facility. The project also provides a blueprint that can be used to drive joint investment in any kind of renewable energy by organisations all over the world. The Guide to Renewable Energy Procurement provides case studies and tips drawn from the experience of the Melbourne Renewable Energy Project group and other similar projects.

44 RMIT Sustainability Annual Report 2017 45 The Metro Tunnel Project

The Metro Tunnel Project is the largest transport project Part of this city shaping Government project is the new in Victoria since the City Loop, delivering five new State Library Station, which will be located under Swanston underground stations and a twin nine-kilometre tunnel. The Street between La Trobe Street and Franklin Street, thus project will not only free up the existing train network and on the doorstep of RMIT City campus. With a new station enable more trains in and out of the city, which will provide on our doorstep, RMIT emerges as a key stakeholder in a less congested and more reliable train network, but it will the project, a project which will create nearly 7000 jobs, deliver more modes of transport to and from the University, including 500 apprentices, trainees and engineering cadets alleviating road traffic and creating a better environmental working as part of the Tunnels and Stations package. outcome for Melbourne. Throughout 2017, the Metro We are continuing to work closely with the Melbourne Tunnel Early Works (MTEW) carried out utility service 12.5 Management Systems 12.6 Supply Chain We are looking at extending this through Metro Rail Authority to ensure students and staff stay relocations and other works in preparation of development of a sustainable procurement informed of the development and opportunities throughout RMIT’s Property Services Group continues RMIT has a very broad supply chain construction sites. strategy to holistically address our the construction program. Once complete this new station its development of an Environmental from staffing and infrastructure to office procurement processes in alignment with will significant increase the accessibility of our campus and Management System (EMS), which supplies and catering. Our top five areas ISO20400:2017, with more information to support sustainable transport. aligns to the International Standard, ISO of spend across University operations be published in 2018. 14001:2015. An EMS is a set of processes include employee-related costs, building Further information can be on the project found on and practices that enable an organisation infrastructure, facilities management, RMIT has maintained its certification as a www.rmit.edu.au/metrotunnel to reduce its environmental impacts and recruitment, and IT applications. Fair Trade University continuing to embed increase its operating efficiency. The scope fair trade products where possible on our The University operates a service-oriented of the management system covers capital campuses. With a dedicated paid student approach to purchasing, with a University- works delivery, facilities asset management Fair Trade coordinator role, supported by wide procurement team working across the and real estate services, and includes the Sustainability Committee, we promoted colleges and portfolios. This team provides our contractors, service providers and fair and ethical trade through a number of strategic category development advice and 12.3 Water 12.4 Sustainable transport As a global University, travel plays tenants. At present, the University is using engagement activities, including Fashion assistance in everyday buying needs. an important role in developing and the EMS to identify environmental risks Revolution Week and Fair Trade Fortnight. Through the Sustainable Urban Precincts Sustainable transport is important to contributing to academic research, learning and opportunities, which will assist in RMIT has a procurement policy process This role will be broadened in 2018 to Program, RMIT continues to monitor water our RMIT community to encouraging and teaching – facilitating collaboration, strengthening our processes in the delivery in place that outlines the principles and address sustainability outcomes throughout usage across the largest consuming sites. healthy and active lifestyles and reducing sharing knowledge and best practice. of positive environmental outcomes. governance framework to ensure that the the student lifecycle, from orientation to This monitoring program continues to environmental impacts of transport Comparatively, travel is also a significant acquisition of goods and services complies graduation and will be a part of the RMIT identify and contain a number of leaks and choices. The University developed an proportion of the University’s total with a minimum set of governance Connect and Student Life Team. increased consumption events. Integrated Sustainable Transport Plan to emissions and we must look to balance standards whilst delivering fair value enable and motivate students and staff Managing water resources to improve this against our commitment to reducing for money through a ‘triple bottom line’ to walk, ride and use public transport for water systems and enhance efficiency emissions. RMIT has begun to estimate our of environmental, social and financial study and work. remains a focus. In previous years emissions from both air travel and taxis on sustainability. RMIT installed a range of water saving Each RMIT campus has different an annual basis and will develop a plan for technologies across all campuses including advantages and challenges regarding tracking and mitigation in future years. water efficient fixtures, rainwater harvesting transport options due to their location and drought tolerant landscaping. RMIT and service provisions. RMIT continues to Asset Management plans to continue to roll out smart metering work with Public Transport Victoria (PTV) RMIT Property Services life cycle analysis is the first of its for deterioration forecasting and life cycle modelling to technology to allow greater visibility to ensure provision of train, tram and bus kind for any University in Australia, gaining certification to enable maintenance optimisation. The CAMS life cycle of water consumption across all our services continues to meet the needs of the International Standard ISO 55001 Asset Management model provides a comprehensive analytical prediction campuses. our community. Systems in late 2017. The asset management system model of asset failure and can model different scenarios Water consumption across our Australian RMIT supports cycling through the 12% provides a strategic and planned approach to asset that are relevant to business needs. Approximately 260,000 campuses was 252,241 kilolitres in 2017 provision of free secure bike parking across management that allows RMIT to assess future resource are now in the CAMS model, including those from our and this is sourced from state-based all our campuses to student and staff. the reduction in requirements and compare costs of potential acquisitions Vietnam campus, enabling the Property Services team water utilities which also provide data Building 51 bike hub was awarded a Green water cosumption over the whole lifecycle. to allocate funding of infrastructure renewal, preventative through billing information. This is a 12 Gown Award under the ‘Facilities and per student. maintenance and building asset replacement with RMIT embarked on this journey in 2016, where the Asset per cent reduction in water consumption Services' category for delivering significant precision. Management Team involved students from the College of per Equivalent Full-time Student Load sustainability benefits. The bike hub not Science, Engineering and Health to assist in data collection By utilising our assets in an efficient and reliable manner (EFTSL) compared to 2007. It does only encourages students and staff to ride and map asset attributes, providing the students with our community benefits from increases safety, comfort and however represent an increase from 2016 to the campus, but has created a blueprint industry experience and improving graduate outcomes. amenity whilst we reduce operating costs and minimise in absolute terms due to drain downs of for inclusive and engaging cycling facilities This data collection resulted in the development of the our emissions. In recognition of this work the Asset heating/cooling water loops and other which greatly improve the user experience. Australian campus life cycle model and the initiation of Management Team won a Facility Management Association operational requirements. Rainwater, This nationally recognised award was Awarded a more comprehensive asset management approach to Awards in the category of “Excellence in Facilities greywater and stormwater is also collected particularly special, as RMIT was this maintenance within Property Services. The Central Asset Management” for their ‘Advanced 40 Year life cycle model for irrigation and toilet flushing purposes, year’s host of both the awards, and the the Green Gown Management (CAMS) is a software tool that was developed for Higher Education’ project. but this water consumption is not metered annual Australasian Campuses Towards for the Building by RMIT researchers in the School of Engineering to accurately calculate water savings. Sustainability (ACTS) Conference. 51 Bike Hub.

46 RMIT Sustainability Annual Report 2017 47 — — 13. Our Material Topics and Impacts 14. GRI Reporting Principles

The table below shows the topics determined to be material for that is, where the impact related to that topic occurs and our RMIT reflecting our significant economic, environment and social involvement with that impact. Although issues have been prioritised impacts and/or interest to our stakeholders. It also presents the this year, the overall scope and boundary of those issues has not topic boundary – change significantly since the previous report.

Material topic Where the impact occurs Material topic Where the impact occurs

Ready for life and work Employability and graduate impact - Our graduates entering the workforce Stakeholder Inclusiveness The reporting organisation shall identify its stakeholders, and explain and organisations where our alumni are employed or give their time. how it has responded to their reasonable expectations and interests.

Research Impact Cities and communities where the outcomes of RMIT research is applied. Sustainability Context The report shall present the reporting organisation’s performance in the wider context of sustainability.

Learning and teaching Current and future RMIT students and staff; communities where our graduates Materiality The report shall cover topics that reflect the reporting organisation’s significant apply sustainability concepts. economic, environmental, and social impacts; or substantively influence the assessments and decisions of stakeholders. Student health, safety and wellbeing Current and future students studying at all our campuses including health & safety, security, wellbeing and mental health. Completeness The report shall include coverage of material topics and their Boundaries, sufficient to reflect significant economic, environmental, and social impacts, and to enable Diversity and inclusion Current and future students, staff and employees who study and work at our stakeholders to assess the reporting organisation’s performance in the campuses and sites worldwide including: staff gender & equality, students from reporting period. low socio-economic backgrounds, culturally & linguistically diverse backgrounds, Diverse genders, sexes & sexualities, Aboriginal and Torres Strait Islander Accuracy The reported information shall be sufficiently accurate and detailed backgrounds and disability & access. for stakeholders to assess the reporting organisation’s performance.

Empowering staff Staff at all our campuses including health & safety, security, attraction & Balance The reported information shall reflect positive and negative aspects of the retention, workplace stress & mental health and workforce casualisation. reporting organisation’s performance to enable a reasoned assessment of overall performance. Governance Policies, systems and approaches to the governance of issues in sustainability including: academic integrity, bribery & corruption Clarity The reporting organisation shall make information available in a manner that is and human rights understandable and accessible to stakeholders using that information.

Green buildings and infrastructure Our buildings and infrastructure at our campuses and sites including: energy, greenhouse gas emissions, water, waste and transports & cycling. Comparability The reporting organisation shall select, compile, and report information consistently. The reported information shall be presented in a manner that enables stakeholders to analyse changes in the organisation’s performance over time, and that could support analysis relative to other organisations.

48 RMIT Sustainability Annual Report 2017 49 — 15. GRI Content Index 15.1 General Disclosures

Disclosure5 Page number(s) URL (s) and SDG Disclosure Page number(s) URL (s) and SDG

GRI 101: Foundation 2016 GRI 101: Foundation 2016 GRI 102: General Disclosures 2016 GRI 102: General Disclosures 2016

102-16 A description of the organization’s values, principles, Page 9 102-1 Name of the organisation. Page 4 standards, and norms of behaviour. www.rmit.edu.au/about/our-values

102-18 Governance structure of the organization. Page 8 102-2 Primary brands, products, Page 7 and services 102-40 A list of stakeholder groups engaged Page 10 by the organization. 102-3 Location of the organization’s headquarters. Back page 102-41 Percentage of total employees covered by collective bargaining Page 30 (UN SDG 8) agreements

102-4 Number of countries where Page 7 102-42 The basis for identifying and selecting stakeholders with Page 10 the organization operates. https://www.rmit.edu.au/about/our-locations-and-facilities whom to engage.

102-43 The organization’s approach to stakeholder engagement. Page 10 102-5 Nature of ownership and legal form. Page 7

102-44 Key topics and concerns raised. Pages 4 and 48 102-6 Markets served: geographic locations, sectors served, https://www.rmit.edu.au/about/our-locations-and-facilities types of customers and beneficiaries. 102-45 Entities included in the consolidated financial statements. www.rmit.edu.au/annualreport Page 7 102-7 Scale of the organisation. 102-46 Defining report content www.rmit.edu.au/annualreport Page 4 and topic boundaries.

102-8 Total number of employees by employment contract Pages 31-32 (UN SDG 8) 102-47 A list of material topics. Page 48 (permanent and temporary), by gender.

102-48 Restatements of information. None 102-9 A description of the organization’s supply chain. Pages 7 and 47 (UN SDG 12)

102-49 Changes in reporting. Page 48 102-10 Significant changes to the organization’s size, structure, ownership, Page 7 or supply chain. 102-50 Reporting period. Page 4

102-11 Whether and how the organization applies the Precautionary Principle Page 9 or approach 102-51 Date of most recent report. Page 4

102-12 A list of externally‐developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes, Page 11 (UN SDG 17) 102-52 Reporting cycle. Page 4 or which it endorses. 102-53 Contact point for questions regarding Page 4 102-13 A list of the main memberships of industry or other associations, and the report. Page 11 (UN SDG 17) national or international advocacy organizations. 102-54 Claims of reporting in accordance Page 4 with the GRI Standards. 102-14 A statement from the most senior decision‐maker of the organization about the relevance of sustainability to the organization and its strategy for Page 6 addressing sustainability. 102-55 GRI content index. Pages 50-54

102-15 A description of key impacts, risks, and opportunities. Page 48 102-56 External assurance. Page 4

* Disclosure descriptions have been summarised. For detailed descriptions refer to the GRI Standards https://www.globalreporting.org/standards

50 RMIT Sustainability Annual Report 2017 51 — 15.2 Material Topics

GRI Standard Disclosure Page number(s) URL (s) and GRI Standard Disclosure Page number(s) URL (s) and

Material Topic – Emissions (Green Buildings) Material Topic –Water (Green Buildings)

GRI 103: Management 103-1 Explanation of the material topic GRI 103: Management 103-1 Explanation of the material topic Pages 42-43 Page 46 Approach 2016 and its Boundaries. Approach 2016 and its Boundaries.

103-2 The management approach 103-2 The management approach Pages 42-43 and 47 Page 46 and its components. and its components.

103-3 Explanation of how the organization 103-3 Explanation of how the organization Pages 42 and 47 Pages 46-47 evaluates the management approach. evaluates the management approach.

GRI 305-1 Direct (Scope 1) GHG emissions Page 43 (UN SDG 13) GRI 303-1 Water withdrawal by source Page 46 (UN SDG 12)

GRI 305-2 Energy indirect (Scope 2) GHG emissions Page 43 (UN SDG 13) Material Topic –Waste (Green Buildings) GRI 103: Management 103-1 Explanation of the material topic and its Page 44 GRI 305-4 GHG emissions intensity Page 43 (UN SDG 13) Approach 2016 Boundaries. 103-2 The management approach and its Page 44 Material Topic – Energy (Green Buildings) components.

GRI 103: Management 103-1 Explanation of the material topic 103-3 Explanation of how the organization Pages 36-40 and 43 Pages 44 and 47 Approach 2016 and its Boundaries. evaluates the management approach.

103-2 The management approach and its Pages 36, 43 and 47 GRI 306-2 Waste by type and disposal method Page 44 (UN SDG 12) components.

103-3 Explanation of how the organization Pages 42 and 47 Material Topic – Diversity and equal opportunity (Diversity and Inclusion) evaluates the management approach. GRI 103: Management 103-1 Explanation of the material topic Page 26 GRI 302-1 Energy consumption within the organisation Page 43 (UN SDG 12) Approach 2016 and its Boundaries. 103-2 The management approach and its Page 26 GRI 302-3 Energy intensity Page 43 (UN SDG 12) components. 103-3 Explanation of how the organization Page 26 evaluates the management approach.

GRI 405-1 Diversity of governance bodies and employees Page 30-32 (UN SDG 5)

52 RMIT Sustainability Annual Report 2017 53 — 15.2 Material Topics

GRI Standard Disclosure Page number(s) URL (s) and

Material Topic – Occupational health and safety (Staff Empowerment)

GRI 103: Management 103-1 Explanation of the material topic Page 35 Approach 2016 and its Boundaries.

103-2 The management approach and its Page 35 components.

103-3 Explanation of how the organization Page 35 evaluates the management approach.

Types of injury and rates of injury, occupational GRI 403-2 diseases, lost days, and absenteeism, Page 35 (UN SDG 3) and number of work-related fatalities

Material Topic – Ready for life and work

GRI 103: Management 103-1 Explanation of the material topic Pages 22-24 (UN SDG 4) Approach 2016 and its Boundaries.

103-2 The management approach Pages 22-24 and its components.

103-3 Explanation of how the organization Pages 22-24 evaluates the management approach.

Material Topic – Research impact

GRI 103: Management 103-1 Explanation of the material topic Pages 15-17 (UN SDG 11) Approach 2016 and its Boundaries.

103-2 The management approach and its Pages 15-17 components.

103-3 Explanation of how the organization Pages 15-17 evaluates the management approach.

Material Topic – Learning and teaching

GRI 103: Management 103-1 Explanation of the material topic Pages 19-20 (UN SDG 4) Approach 2016 and its Boundaries.

103-2 The management approach Pages 19-20 and its components.

103-3 Explanation of how the organization Pages 19-20 evaluates the management approach.

Material Topic – Designing sustainable cities

GRI 103: Management 103-1 Explanation of the material topic Pages 15-17 (UN SDG 11) Approach 2016 and its Boundaries.

103-2 The management approach Pages 15-17 and its components.

103-3 Explanation of how the organization Pages 15-17 evaluates the management approach.

54 RMIT Sustainability Annual Report 2017 — For more information about this report contact: [email protected]

124 La Trobe Street, Melbourne VIC 3000, Australia

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