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Environmental, Societal and Governance Framework

This is the first ESG Environmental, societal and governance (ESG) framework developed by the University Executive Board for the University, approved by Sustainability and Resources Committee on 13 June 2023.

The framework is a useful way of making links between areas which have already been highlighted as a strategic priority with the University Strategic Plan 2023-27.  These have been highlighted within the document. The framework is also a useful prompt for a discussion around further priorities within the ESG landscape. An annual ESG report will be published in November 2023 which will cover the twelve months ended 31 July 2023.

What is ESG?

Environmental, societal and governance (ESG) are the main categories of non-financial risk which should be disclosed to stakeholders.These additional factors give stakeholders a broader view of the short term and long term sustainability of the organisation, beyond financial sustainability.

These risk factors should also be used to inform investment appraisal and business decisions within the organisation, as well as setting strategic objectives and personal objectives. ESG for a specific organisation should focus on ‘material items’ only.

Creating an ESG framework

This document sets out a draft set of key material issues and identifies how those risks can be mitigated and measured. There is currently no mandatory reporting which the University has to follow. The source material for this piece of work is the Global Reporting Initiative (GRI) Standards.

The SASB Standards (sustainability accounting standards) were also reviewed, which contains an HE specific standard, but the requirements are covered by the OfS’s B3 conditions of registration and the University’s Access and Participation Plan (APP), so these will not be repeated.

The University’s Strategic Plan already reflects a number of material ESG risks – these are highlighted on this webpage.

Environmental Pillar

From a reporting perspective this is the most complex pillar. The environmental pillar covers: 

  • Biodiversity
  • Emissions such as greenhouse gases
  • Waste and recycling
  • Water consumption
  • Construction
environmentally-friendly
Environmental Risk and Disclosure
  Risk Objective Actions Disclosure
Biodiversity Loss of biodiversity within habitats and spaces managed by the University, as climate changes Preserving and improving biodiversity Biodiversity policy and update Net Biodiversity Gain (NBG) with each new development
Emissions (Scope 1 and 2) Failure to reduce emissions to reach Carbon Net Zero Delivering Carbon Net Zero (Scopes 1 and 2) by 2030 Carbon Reduction Plan Scopes 1 and 2 Emissions scope 1 and 2*
Emissions (Scope 3) Failure to reduce emissions to reach Carbon Net Zero Delivering Carbon Net Zero (Scope 3) by 2050 Carbon Reduction Plan Scope 3 Emissions scope 3
Waste and recycling  Overconsumption and failure to create a circular economy Reducing waste and increasing recycling Waste Management policy and update Volume of waste per staff/student FTE and % of recycling
Water consumption Overuse of water, taking more than a fair share of resources Reducing water consumption Water Management policy and update Volume of water consumed per staff/student FTE
Construction Lost opportunity to create climate resistant buildings and to reduce energy consumption Setting standard for new build and refurbishment projects Sustainable Construction policy and update Project specific metrics 

Societal Pillar

The societal pillar covers: 

  • Employee development and labour practices

  • Health and safety

  • Supply chain labour issues

  • Access for underprivileged social groups

  • Community involvement

caring-environment
Societal Risk and Disclosure
  Risk Mitigations Action Disclosure
Employee development and labour practices University does not have skills required for future growth and development through lack of diversity in the workforce Creating an inclusive workplace with a diverse workforce Policy supported by Diversity in the Workforce mandatory training Staff demographic that mirrors the regional profile*
Employee development and labour practices University not able to maximise opportunities Promoting wellbeing and a positive culture amongst staff Staff Makes Staffs culture programme Staff Makes Staffs Survey results
Employee development and labour practices University suffers reputational damage as not being an inclusive employer Promoting equality of employment Gender pay gap reporting Gender pay gap report
Health and Safety University does not protect staff, students and other visitors against hazards within University property and estates Creating a healthy and safe work environment Policy supported by mandatory training % completing mandatory training
Supply chain labour issues University buy goods and services from suppliers who do not adhere to basic human rights Ensuring that no forced labour is used in the production of goods and services bought by the organisation Modern Slavery Act statement and engaging with suppliers Number of suppliers completing NetPositives survey
Anti-corruption and bribery University risks prosecution for bribery Creating an environment of zero tolerance to corruption and bribery Policy supported by mandatory training % completing mandatory training
Access for underpriviledged social groups Education is not available to all Ensuring equality of access and participation in higher education Access and participation plan 5% of Staffordshire young people progressing into HE at Staffordshire University*
Access for underpriviledged social groups Education is not available to all Ensuring equality of access and participation in higher education Access and participation plan Student demographic profile that mirrors the post 92 norms*
Access for underpriviledged social groups Students from underpriviledged social groups do not achieve same results as other students Ensuring equality achievement in higher education Access and participation plan Reduction in awarding gaps to less than 10%*
Community involvement University does not support regional economy Increasing procurement expenditure within the region Sustainability Procurement plan 20% of all impactable spend will be spent within the Staffordshire postcode area*
Community involvement University does not support regional economy Increasing graduate retention in the region Employability strategy 20% graduate retention in graduate roles within Staffordshire as proportion of all graduates*

Governance Pillar

The governance pillar covers:

  • Stakeholder engagement
  • Board diversity
  • Executive compensation
renewable-energy
Governance Risk and Disclosure
  Risk Objective Actions Disclosure
Stakeholder engagement University does not engage with its stakeholders To be discussed    
Diversity of board (in terms of age, gender, educational and professional background) University governance does not benefit from skills and experience from a diverse governing body Setting targets for Board composition Managed through Nominations Committee Equal gender balance within Board of Governors
Executive compensation Executive compensation is not supported by performance Setting expectations for executive performance and remuneration Remuneration Committee Ratio of VC salary disclosed in financial statements

*Key performance indicator within Strategic Plan 2030

in the UK for Quality Education

Sustainable Development Goal 4, Times Higher Education Impact Rankings 2023

for Career Prospects

Whatuni Student Choice Awards 2023

for Facilities

Whatuni Student Choice Awards 2023

for Social Inclusion

The Times and The Sunday Times Good University Guide 2023

of Research Impact is ‘Outstanding’ or ‘Very Considerable’

Research Excellence Framework 2021

of Research is “Internationally Excellent” or “World Leading”

Research Excellence Framework 2021

Four Star Rating

QS Star Ratings 2021