Einita Suman reflects on how commercial services underpin the University of Birmingham’s ESG ambitions, cultural priorities and student experience.
Environmental, Social and Governance (ESG) – the role that commercial services plays in delivering long term strategic goals for Higher Education Institutions.
From my viewpoint, commercial services (like accommodation, catering, retail, facilities management) are integral to University of Birmingham (Uob) ability to meet its ESG commitments. Like other HEI’s UoB have committed to Net Zero Carbon for Scope 1 & 2 by 2035, and Scope 3 by 2045 which holds us accountable. For example, in Accommodation, it is critical for us to look at our estate and then look forward into how we build/refurb different taking into consideration our commitments (our approach to sustainability – University of Birmingham). When choosing to invest in new accommodation stock, refurbishments, supplier contracts, or partnerships, ESG criteria must be a core part of the process and not “nice to have”. This means looking closely at life-cycle environmental impact, labour standards (in the supply chain), social inclusivity, local community impacts, etc.
Our recent partnership with Equans and Equitix showcased our joint commitments, and the low-carbon development which was achieved through smart design. Design features included powering the accommodation with solar PV arrays on the townhouses and Pritchatts House generating over 100,000 kWh of energy annually.
In-house vs outsourced provision – key elements when deciding how to manage services across FM, catering and hospitality.
In deciding between in-house provision and outsourcing, several factors are critical. From my perspective: Control over Quality and Culture & Strategy Alignment come to mind. For us, an in-house provision allows for tighter alignment with university standards (e.g. EDI, ESG, student wellbeing). This allows us to embed culture, responsiveness and innovation. Whilst outsourcing can bring economies of scale and specialist expertise at lower capital investment for the University, this comes at the cost of greater dependency on external partners, which doesn’t come without risk. Risks can include loss of control, variable service levels, hidden costs, or misalignment in values.
An alternative to this could be a hybrid model and over the last 18 months we have shifted our offer from primarily in-house UoB provision to a combination of in-house and brand partnerships. This allows for a wider, more diverse offer for our community whilst offering recognisable brands, which is still delivered in a way which feels right for our student community.
Working with Private Sector Accommodation Providers – Key Factors for Successful Partnerships.
Forging successful partnerships with private sector accommodation providers requires work. I feel that building on a foundation of shared values and mutual understanding of what constitutes a high-quality student experience is key.
Having previously worked for Unite Students, I have gained valuable insight into the inner workings of the PBSA sector. At UoB, we have strong relationships across the sector and genuinely value what private providers can offer our students when it is done well. By placing students at the heart of our decision-making, we are able to continuously improve.
Where I get the most value is when it is a true partnership, with both parties share insights and strategies. Ultimately, the most successful relationships move beyond transactional arrangements toward long-term, strategic partnerships that contribute to the broader aims of the University.
EDI – Adopting an Inclusive Model
Adopting a truly inclusive model within Higher Education means creating environments, policies and cultures that welcome and support people from all backgrounds. This isn’t as easy as it sounds. HEIs need to build cultural competence through training and awareness that enables our teams to better understand and meet the diverse needs of our community. We do consciously focus on EDI as a division, our work feeds into the wider University EDI strategy, and I am pleased to boast we have made positive steps on both our Athena Swan and race quality charter actions.
Hospitality & Retail Trends in Higher Education
Hospitality and retail within Higher Education are evolving rapidly to meet the expectations of a new generation of UK and international students. The focus has shifted from transactional services to creating holistic experiences that support community, wellbeing, and convenience.
Having introduced a loyalty app and easier feedback mechanisms, we are now looking at consumer behaviour through a more thorough lens. Our data is painting a picture showing our students and wider community are seeking flexibility, recognised brands and personalised offerings, such as varied dining options, dietary inclusivity, and multi-purpose social spaces.
Meanwhile, sustainability and ethical consumption have become key decision drivers, with institutions expected to prioritise local sourcing, waste reduction, and environmentally responsible practices. Fortunately, we have a strong food and beverage sustainability agenda, so we have been able to keep ahead for now.
Now for some challenges, with rising costs, staffing pressures, and reduced discretionary spend creating headwinds across the food and beverage hospitality sector, Universities are being challenged to enhance their value-led propositions, adapting to our customers will be key over the coming months
Importantly, successful Higher Education providers are building stronger connections between campus and local communities by creating vibrant, inclusive environments that reflect both student expectations and institutional values. Our excellent Food and Beverage team have been looking into new ways to create just that, watch this space.
Thank you to Einita Suman, Director of Transformation and Campus Services, University of Birmingham, for your insights.