Reducing the costs of the energy bill is certainly the most ambitious goal, especially if proposed in this historical period, in which the prices are practically soaring.

In fact, there are not many aspects that can be acted upon.

On the one hand, the establishment and/or adhesion to a central contracting authority, specific to the university world, which may provide for lower costs in view of much higher acquisitions, will be evaluated.

On the other hand, it will be essential to diversify the methods of production and distribution of energy by favouring renewable sources, and making transport methods more efficient in order to reduce losses.

We also hope that the current international tensions may ease in the medium term, allowing the University to contain costs by implementing the measures described above in a combined manner.

An updated comparison made with costs of 2021, referring to the square meters of assets used, in order to make the start and end values of the reference period comparable.

A modern organisation has the absolute need to manage its assets in a professional and efficient manner.

The governance of the spaces is based on the presence of widespread supervision systems that inform the University of what is happening, and allow management simulations to be carried out as a decision support.

To date, there are few rooms served by supervision systems, but the University intends to move along two very specific guidelines:

1. identify a software platform, possibly open source, which allows interfacing with as many proprietary systems as possible;
2. arming the field in the manner deemed to be the most efficient possible, considering the costs of installation and subsequent maintenance of the data.

At the same time, the three-dimensional modelling of the University buildings will have to be carried out thanks to BIM technology, the first step towards the creation of a digital twin of the University of Camerino, on which to set the real management scenarios.

The goal is completed with the adoption of innovative maintenance contracts according to the original philosophy of global service contracts.

The final value refers to the percentage of supervised square meters.

implement energy production from renewable sources in relation to the energy consumed in the University.

Certainly, the results of this operation will also lead to economic savings, as seen in objective E.2, but what is of interest here is the environmental value of the operation.

In this context, more significant investments will be made in photovoltaic systems, also taking into consideration the hypothesis of agrivoltaic systems in contexts that allow it, depending on the possibility to create Energy Communities that can exploit such productions.

Thanks to the possible support of the University research groups, attempts will be made to also integrate, perhaps in a timely and non-systemic manner, the production from geothermal probes (to give continuity to the pilot experience already made), or wind plants.

The final value will be determined by the percentage of energy produced with renewable sources compared to that used.

The University is committed, as of now, to purchase the energy non-self-produced, from suppliers who issue certification of origin from renewable sources, so that in a broader sense the percentage can be considered equal to 100% without reducing the commitment to significantly increase direct production.

Each Organisation has its own role and its own impact on the Earth because it consumes resources.

The problem arises when the inhabitants of the planet consume, as a whole, more resources than new ones are produced.

For this reason, it is important to know how much your organisation consumes, and to identify how many planets Earth it would take to sustain a consumption rate equal to ours.

Every year. Earth Overshoot Day is calculated, which is the day when the demand for resources equals the supply on the planet. In 2021 this day was 29 July!

The University intends to start the process to calculate its environmental footprint and implement policies for the percentage reduction of the same, in order to contribute to the implementation of a Sustainability policy in the area.

To achieve this goal, it is necessary to map the consumption of natural resources and services, and identify it so as to reduce the environmental impact of the operations and functioning of the University.

In addition to the expected results of the ROUTE 2030 project, UNICAM intends to aim, like other universities worldwide, to eliminate net carbon emissions (Carbon Footprint) by 2050.

The result by 2030 is linked to the percentage reduction of the latter.

In a circular economic system, waste is, above all, a resource that can and must be recovered and reused to generate new value.

The waste is the only part of the production or purchase that cannot be put back into the life cycle with any usefulness.

There may be numerous projects that aim to limit the waste.

A first path, already well-trodden, deals with the reduction of the use of single-use plastic in catering, an operation that must be carried out without demonising the plastic itself in any way, which remains useful and indispensable for other uses.

The actions that aim at reducing the waste in construction to be implemented on UNICAM construction sites can be significant, in order to overcome the simple requirements imposed by the MEC (Minimum Environmental Criteria).

Other projects can be directed towards the reuse and recirculation of computer equipment, or the recovery of particular materials.

Particular attention will be paid to separate collection, which must be widespread and varied, so as to allow the maximum possible reuse of materials.

The collection system will be agreed with the Municipality and the managing body.

The indicator indicates the percentage of UNICAM offices that will be reached by this type of service.

The University carries out most of its activities within a built environment. Hence the primary requirement that the premises available to staff and users be compliant and safe from all points of view.

First of all, it is certainly a commitment for the University to be able to guarantee the best possible resistance to seismic stresses.

In consideration of the wounds still open after the events of 1997 and 2016, the modern buildings of UNICAM will have to be adapted to the anti-seismic regulations, while for historic buildings, the maximum level of improvement must be achieved, compatible with the artistic-heritage constraints agreed with the competent Superintendency.

A second check will be that of being able to count on buildings that are completely compliant with fire regulations, both from an active and passive point of view, in this regard, particular attention will be paid to the organisation of security by creating a well-distributed and effective model.

A similar verification of compliance with the rules will also be conducted for accessibility to the premises, in order to to make them fully usable by all users.

The University also intends to have a Disaster Recovery Plan.

The goal by 2030 is to be in line, on all buildings, with the seismic and fire prevention provisions by implementing a multi-year compliance plan.

The quality of UNICAM spaces is not confined only to the inside of the buildings, but must also be expanded to the external appurtenances.

Conceiving the open spaces as alive and vital, a true continuation of the internal ones, will allow the University to recapture these areas and make them available to its community.

The project envisages organising these green areas, equipping them with what is necessary for their complete use, with urban furnishings that allow users to study, socialise, and teach, directly en plen air.

A key component in this reconquest will also be competitive and non-competitive sports.

For this reason, sports equipment will also be placed in some areas, available to users who have an interest or need

In the rediscovery and enhancement of urban green areas, the interest and feasibility of creating urban gardens to be managed by students and staff will be tested to facilitate the rediscovery of the importance of convenient urban agriculture (the so-called leisure agriculture). The ultimate goal is to enhance and modernise the Camerino Botanical Garden, entrusting it with the role of ambassador of the importance of greenery in our daily life.

The 2030 target concerns the percentage of equipped and redeveloped green areas with respect to the urban total.

The town of Camerino is difficult to reach by public transport, both because the railway connection is absent (the closest is in Castelraimondo 6 km away), and because public transport by road is not sufficiently supported especially when compared to that to other regional universities.

For this reason, students tend to be non-migratory, but nevertheless equipped with vehicles.

Furthermore, it is a vast territory with low population density, and therefore dispersed and difficult to be served in a widespread manner by capillary public transport service. Therefore, the staff also tend to travel by car, however, often returning home for lunch, given the short distances involved.

All these reasons lead to a large number of moving vehicles, with evident peaks at the beginning and end of the lessons.

The university intends to appoint a Mobility Manager who would initiate the monitoring of home-work trips, in order to set up an improvement action plan on the basis of the same.

To reverse the trend, measures are being considered to support local public transport through free passes for both students and staff, as well as support for the local public transport company, through greater regional funding, in order to increase the service to and from Camerino.

The 2030 target is to reduce the number of commutes from home to work.

Air quality is certainly one of the qualifying points of Camerino university settlements.

In order to preserve its value and also be able to advertise it to the Community, the University intends to continue with the company fleet efficiency plan by adopting more advanced fleet management techniques.

First of all, the transition from owned vehicles to long-term rental vehicles will be completed.

The second point of development will be the sharing of cars between the various Departments, thus avoiding the concept of exclusive ownership.

Third and last aspect, the transformation of the fleet from endothermic to electric will be facilitated, immediately favouring hybrid solutions, where necessary, but aiming decisively towards the fully electric solution.

In this way, we will try to anticipate the EU dictate, which aims to ban the sale of endothermic cars from 2035.

Thanks to the joint effort with local public transport companies, it is intended to facilitate the use of electric rental cars also by students and staff as well as to encourage, for example, with free passes, the adoption of sustainable means also for local public transport.

The indicator maps the percentage of electric vehicles among those available to UNICAM.

The sharing of means takes place at various levels.

UNICAM already makes pedal-assisted bicycles available to students; in the future, it could add other electric vehicles (push scooters, motor scooters, cars), for sharing both in Camerino, and in the other University Campus.

As regards the employees, for service mobility, as already mentioned, we are moving towards a sharing of means common to all Departments.

Another form of sharing is that of carpooling to the places of greatest interest for UNICAM, such as classrooms, canteens, and sports centres.

We intend to create an application to facilitate this form of sharing through a rewards mechanism that can reimburse part of the costs incurred to drivers without asking for any contribution from passengers. In this way they both gain.

The app mode allows both to track the movements, and to introduce a prize competition between users based on the kilometres travelled, as a driver or as a user.

The mapped result is the percentage of UNICAM students who have used any of these tools in the past three years.

The University intends to promote the bicycle as a sustainable means of transport, both for commuting from home to work (study), and for leisure and sport.

In this sense, we intend to invest in the construction, safety, and enhancement of cycle paths of various kinds.

On the one hand, the focus will be on improving the existing cycle paths in the city, on the other hand, we would like to enhance the cyclo-cross, mountain bike, and cross-country routes that promote sport on two wheels.

Furthermore, we will try to secure or create new tourist routes that can be the driving force for a tourist economic recovery of the entire territory.

The creation of structured cycle paths, such as the Camerino-Loreto, for example, could in fact catalyse the attention, not only of the UNICAM Community in the strict sense, but also to attract visitors wishing to join fascinating and well-organised sustainable tourism programs that include bike rental at our Sports Centre, a trip to the chosen destination, and return by specially equipped public transport. The routes will be branded UNICAM (in partnership with the territory crossed), and will present other services, such as Bike Grill and information signs, including multimedia, which will be promotional for the project and the territory itself. The indicator refers to the km of tracks of various types, branded UNICAM.

The most important and indicative result of Sustainability actions is the creation of a solid and persistent sense of Community.

All the actions of the 2030 Agenda have, in general, this aim, in a more or less evident and direct way.

The UNICAM Community exists, and is already characterised by a strong sense of union and identity, which over time has also been strengthened during earthquakes and pandemics.

Nevertheless, more and better can be done, above all by strengthening even more the relationships between the three main components: students, staff, and teachers. Added to this is the possibility of employing a fourth force, alumni or past graduates.

The main directions in which to move are the following:

• the establishment of an attendance management;
• increase of Association of UNICAM Alumni, and its involvement in the organisation of specific and non-specific events.

The value of the indicator is linked to the number of certified attendances in events organised by UNICAM, for which a final annual report will be established with the attendances recorded.

The 2030 expected value refers to the average attendance of the last three years of the Plan.

The presence of women is, historically, less represented in some situations and in some roles.

The University of Camerino has already embarked on a path of recognition of this gap, to which an action plan for its reduction (Gender Equality Plan) is associated.

Our commitment intends to go further, and facilitate gender equality precisely in the bodies and top organisational positions in which the University’s policies and strategies are most defined.

To this end, some positions are identified in which gender equality is to be ascertained (with a maximum acceptable gap of one unit or in any case with a gap of less than 20%):

1. Board of Directors;
2. Senate;
3. Heads of the General Administration Area;
4. Student Council.

The University is committed to promoting and monitoring the outcome of gender equality in these five entities.

In addition to this, UNICAM is committed to organising seminars and events related to this theme, and to enhancing, as much as possible, the role of women in science, and more generally, in STEM degrees.

The 2030 indicator indicates how many of the five bodies mentioned above will be in line with gender equality within the tolerance limit set.

The University of Camerino has by now acquired the need to promote correct lifestyles in its wealth of values.

Particular attention is paid to sporting activity, on which many of the available funds are to be catalysed, in order to be able to consider the “S. Sabbieti” Sports Centre as an excellence in the university sports scene.

We then intend to use this structure to organise sports meetings of at least national calibre, so as to create attractiveness for student-athletes interested in the dual carrier path, and also for high school students, to be a good orientation channel for their subsequent university choices.

Similarly, we intend to promote food education as a tool for well-being and health, and organise special seminars on the subject, as well as assistance services provided by certified nutritionists.

UNICAM’s commitment to the issue of well-being will be at 360°, by intercepting the needs of the community, and creating effective services, also in the form of applications or web services.

In the field of physical activity, investments will be made both to create professional sporting events, and to encourage amateur practice, but also to promote physical activity at a tourist level.

The 2030 indicator will monitor the extent of 2022-2030 investments in this sense.

Facilitating social inclusion is perhaps the most challenging objective of the 2030 Agenda, and it is also very difficult to identify indicators and actions to achieve it.

From a cultural point of view, it is already difficult to make people perceive that the forms of exclusion are different, and do not concern only people with disabilities.

There are, in fact, less evident but equally invasive forms, such as the difficult inclusion of differences in religion, sexual orientation, political views, emotional fragility, language, social background, and so on.

Fighting all forms of exclusion, more or less evident, and promoting community cohesion of all individuals is a fundamental objective of UNICAM.

In the first instance, the first commitment is to make all University facilities accessible both to people with disabilities but also to those with sensory, sight and hearing, disabilities, as well as non-Italian speaking users.

As a second line of action, we intend to create a psychological support service for students and staff, to support them in overcoming the fallout deriving from any form of exclusion. Lastly, it is intended to create a request collection service within the Sustainability Office, which would then direct towards a possible solution in the shortest possible time. The indicator indicates how many of these three shares have vested.