Tomorrow's earth, today's journey: Exploring pathways to sustainability
Market View
Produced by:
Interview with
Susan Simon
DIRECTOR OF CAPITAL AND ESTATES AND CHIEF ENVIRONMENTAL SUSTAINABILITY OFFICER, UK RESEARCH AND INNOVATION
Tomorrow's earth, today's journey: Exploring pathways to sustainability
Market View
Produced by:
Interview with
Susan Simon
DIRECTOR OF CAPITAL AND ESTATES AND CHIEF ENVIRONMENTAL SUSTAINABILITY OFFICER, UK RESEARCH AND INNOVATION
About Susan Simon
Susan Simon, Director of Capital and Estates and Chief Environmental Sustainability Officer, UKRI Medical Research Council, alongside her position as Director of the UKRI Environmental Sustainability Programme. Based in the Greater Oxford Area, she has been with the Medical Research Council since November 2010, focusing on managing and developing the council's capital projects and environmental sustainability initiatives. Susan's expertise lies in maximising operational benefits, implementing strategic sustainability practices, and overseeing significant projects within the research council and broader UK Research and Innovation network.
How do you balance environmental goals with financial and operational objectives in your corporate strategy?
From an estates perspective, the clearest aspect is the necessity of transitioning our facilities to net zero, or ideally to real zero, to avoid future complications. If we don't make these changes, we will face rising operational costs due to the scarcity of resources like water. Moreover, our research facilities might struggle to maintain the precise conditions required for scientific research. The fine-tuned equipment that regulates our building conditions could fail under extreme weather conditions, jeopardising our research integrity.
From a scientific standpoint, as investigators of the natural world, it's crucial that we don't contribute to its degradation. Practically speaking, if we fail to adapt, we risk losing our ability to conduct future research. This perspective aligns our environmental responsibilities with the pragmatic need to secure the sustainability of science itself. This is not just about protecting the environment; it is fundamentally about securing the future of scientific research. That's the balance we aim to achieve, and it's crucial for ensuring that we can continue our work.
What are the main challenges leaders like yourself face in implementing sustainable practices within organisations?
The main challenge we face is changing the cultural aspects within academia. While technical issues are solvable with substantial funding, altering the behaviour of our staff and the academic community to make sustainability a consideration in every decision is far more complex.
Travel is a significant area where we're trying to drive change. Although travel emissions aren't substantial compared to our overall emissions, it's a key element that individuals can directly influence. We've implemented a travel policy discouraging air travel within the UK, with exceptions for those with care duties or other constraints. Despite this, by the end of 2023/24, our UK and international air travel had doubled, which is concerning. We're now discussing carbon budgets, but finding a fair approach is challenging as different departments have varying travel needs.
To address this, we're embarking on a culture change program. Our goal is to reach a point where people automatically consider the environmental implications of their travel decisions. We need to find a middle ground where people acknowledge that continuing as before isn't sustainable, but also ensure that their scientific work isn't overly hindered.
It's about striking a balance between environmental responsibility and maintaining effective scientific collaboration and progress.
How do you engage and motivate employees in your sustainability initiatives?
The real drive initially came from our younger scientists who were very enthusiastic, and this aligns with what universities are telling us: students are choosing universities based on their green credentials. This mindset is increasingly influencing the science community.
To leverage this enthusiasm, we conduct three to four seminars annually, featuring scientists discussing cultural change, behaviour, and practical applications. Additionally, we host an annual conference that facilitates networking and covers a broad range of topics. It's crucial to have these discussions openly; they help spark those "light bulb" moments.
We've also implemented mandatory environmental sustainability training and support initiatives like the Green Gown Awards. Within MRC, we're exploring ways to similarly reward individuals for innovative ideas or impactful actions that advance our sustainability goals.
How does UKRI approach the development and management of research facilities with sustainability in mind, and how do you balance this with specialised research needs?
Our approach to developing and managing research facilities has evolved significantly with sustainability at its core. We've adopted a hub-and-spoke model, leveraging existing expertise and infrastructure in the community rather than building new facilities. This minimises new construction and allows us to repurpose existing stock while ensuring researchers have access to state-of-the-art facilities.
We believe our buildings are well-utilised, as we open them up to the community, maximising equipment usage. However, balancing specialised research environments with sustainability goals is complex, particularly for medical and life sciences laboratories.
We're investing heavily in transforming our existing estate to net zero by 2040. It's crucial to note that UKRI has no centralised estates function, with only three councils (MRC, STFC, and NERC) managing estates. This decentralised approach allows for more tailored solutions but requires careful coordination.
We're shifting our mindset from always building new to optimising what we have. If we need additional facilities, we first look to the community for existing resources. This approach addresses sustainability and cost issues. Continuous building without removing old facilities blocks our science funding for operational costs. We need to set a limit on our estate and operate within it, ensuring we allocate funds where they can have the most impact on research and innovation while meeting our sustainability goals.
We ensure to include voices that might not fully agree with the sustainability agenda because understanding their perspectives is vital for making our initiatives more inclusive and effective.
How do you see the future of sustainable research practices evolving?
Looking ahead, I believe the future of sustainable research practices at UKRI will revolve around finding innovative ways to balance our scientific endeavours with our environmental responsibilities. We're excited about moving away from gas and exploring the potential of technologies like hydrogen and mini nuclear power stations, although we're cautious about unintended consequences.
Decarbonising the energy grid is essential for us. As a research organisation, stabilising the climate is critical because the more volatile the natural environment becomes, the more it undermines the reliability of our research. It's almost a form of self-protection to focus on these technologies.
Another exciting but double-edged sword is AI. It could revolutionise our research by reducing the need for physical experiments. For instance, it can identify new uses for existing medications much faster and with fewer resources than traditional methods. However, we need to manage its implementation carefully to ensure it doesn't just shift problems from the physical lab to the digital realm.
Ultimately, the future of sustainable research at UKRI will depend on our ability to innovate, adapt, and make strategic decisions that prioritise both scientific excellence and environmental stewardship. It's a challenging but necessary journey that will shape the future of research and innovation in the UK.
We need to set a limit on our estate and operate within it, ensuring we allocate funds where they can have the most impact on research and innovation while meeting our sustainability goals.
About UK Research and Innovation (UKRI)
UK Research and Innovation (UKRI) is a prominent funding agency in the United Kingdom that brings together seven research councils, Innovate UK, and Research England. UKRI supports and fosters scientific discovery and commercial application across diverse disciplines, facilitating collaboration between universities, research organisations, businesses, charities, and government. By investing in people and ideas, UKRI aims to sustain global excellence and deliver impactful economic and societal outcomes.
