1. Janet Trotter Tipping Points: managing environmental strategies in Universities and Colleges

2. Tipping Point: Malcolm Gladwell “The magic moment when ideas, trends, fashions and social behaviour cross a threshold, tip and spread like wild fire.”

3. Characteristics of classic Tipping Points Behaviours spread like viruses – contagious Little causes have big effects Change happens not gradually but with dramatic effect

4. Application of tipping point theory to University Formed by merger Incorporated ‘green’ subjects Values debate – environment/ sustainability part of mission Environment/Sustainability Committee Policy development (procurement including buildings) Academic involvement (all students have access)

5. Achievements Sustainability Award - 2003 Annual Report – 2004 ISO 14001 – 2005 CETL Greater alignment of rhetoric and reality

6. What was the tipping point in our journey? Series of initiatives: e.g. use of 100% recycled paper 100% green electricity PCs purchased with power saving devices intersite transport electric vehicles sorting waste fair trade and local food sourcing BUT Tipping point was development of new campus

7. Procurement of buildings

9. New context energy costs – bottom line Power/water outages greater consciousness of sustainability issues legislation business benefits being established

10. Possible Business Benefits of Sustainable Development AreaBenefits Eco efficiencyReduced costs Costs avoided Quality ManagementOptimal investment strategies Better risk management Greater responsiveness to volatile markets Staff motivation/commitment Enhanced intellectual capital Licence to operateReduced costs of compliance Enhanced reputation with stakeholders Market AdvantageStronger brand Customer preference/loyalty Attract talent Sustainable profitsIncreased market share Enhanced stakeholder value ([Prince of Wales Business and Environment Programme)

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