Monash University In 2017, Monash University launched its Net Zero Initiative (NZI), committing to reach net zero emissions by 2030 across all four of its Australian campuses. Monash’s strategy encompasses five key pillars: 1.
energy efficiency measures (retrofits and operational changes to building use)
2.
campus electrification (removing gas from the campus energy mix and adding electric vehicle infrastructure)
3.
deployment of on-site and off-site renewable energy
4.
a microgrid
5.
offsets.
The rationale and thinking behind development of the NZI parallels much of the Green Wave process summarised above. The assessment criteria for opportunities emphasised not just short-term and long-term economic benefits, but also other tangible benefits such as research and teaching opportunities, and intangible benefits such as reputation gain. As part of the project, key staff involved in the development and delivery of the NZI were interviewed and key lessons summarised. Through this we identified the following main success factors of the NZI: •
• •
• •
Championing and leadership—Having the right people with the necessary standing and influence brings direction and drive, encouraging others to look beyond short-term financial goals to a longerterm vision involving leadership and external impact. Homework—Groundwork laid by previous smaller projects provided proof of concepts, ideas and potential partnerships. Interdisciplinarity and teamwork—A microgrid feasibility study, for example, demonstrated oncampus benefits and bridged the communication gap required for integration across different university sectors, namely research, operations and executive. Showcasing technology in new builds—Smaller projects and new builds provided early wins and opportunities to explore options, reducing perceived risks for later, more complex retrofits. Changing market conditions—As the industry matures and prices for technologies such as solar continue to fall, the economic case for change only improves.
We also identified several potential barriers and missed opportunities, namely: •
• • •
•
Aligning facilities management—Limited organisational knowledge and reliance on external consultants can create barriers to innovation. This was overcome through leadership support and understanding. Limited risk appetite—A lack of previous experience creates hesitancy, which can be overcome using case studies, outside expertise, and building larger projects from smaller projects. Funding research—New infrastructure can support research, but proving the business case for this is difficult. External grant funding adds another layer of complexity. Complex university processes—When developing large-scale strategic initiatives, there is limited flexibility at the higher levels of decision making. A casualty of this complexity was a proposed PhD program, which would have required only minor additional investment while generating significant additional value. Communication—A missed opportunity was failing to create greater visibility of the programs through communicating early wins and case studies.
The Green Wave: Adding value through net zero energy strategy
5
