Politecnico Di Torino - Sustainable Campus
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Politecnico di Torino – July 20151
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SummaryPolitecnico di Torino towards sustainability . 71.1.Overview of Politecnico di Torino . 81.2.The “Orizzonte 2020” Strategic Plan . 121.3.“PoliTO Sustainable Path” Logo . 141.4.The governance of sustainability . 151.5.The five dimensions of sustainability . 191.5.1.Energy and Buildings . 201.5.2.Urban Outreach. 211.5.3.Mobility and Metropolitan area. 231.5.4.People and Food . 251.5.5.Purchasing and Waste . 26“ISCN- GULF Charter” Principles . 282.1.Principle 1 – Buildings and their sustainability impact . 292.1.1.Management approach . 292.1.2.Specific initiatives . 302.1.3.Goals and results . 312.2.Principle 2 - Campus-wide master planning and target setting . 332.2.1.Management approach . 332.2.2.Specific initiatives . 342.2.3.Goals and results . 352.3.Principle 3 - Integration of facilities, research, education and outreach. 372.3.1.Management approach . 372.3.2.Specific initiatives . 382.3.3.Goals and results . 39The proposed monitoring programme . 413.1.The indicator system and characterisation according to ICT and Human Factor . 423.2.Living LAB: the operative centre for the collection and monitoring of energy data . 483.3.The indicator sheets . 493
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IntroductionBy now, sustainability has become a matter of urgency, but it is also an extraordinaryopportunity. Focussing on sustainability within the ambits of research, education andadministration in Politecnico di Torino - PoliTO from now on - means setting new targets in amore extended viewpoint which also includes sustainability in the entire daily activity.PoliTO has already established this principle as a central paradigm of much of its activities inresearch, education and management, while encouraging various actions which aim atdeveloping the knowledge and awareness of environmental sustainability.In order to encourage and increase projects, strategies and actions that are consistent withconcrete “sustainable development”, PoliTO has set aside facilities for sustainability, but aimsto use this work as a foundation for a formal and structured commitment in order to establishsuitable indicators of sustainability which are able to record current conditions and also noteany improvements that may be made.Therefore, this report is the first step in formalising the journey that has already beenembarked upon, establishing it further and making it explicit – also through academicnetworks, such as the International Sustainable Campus Network (ISCN), a global forum thatsustains academic institutions in brainstorming activities, information and best practices inorder to complete the sustainability aspect of their activities.This choice derives from the awareness that sustainability is increasingly becoming a key factorin global development and that PoliTO can play a major ro1le in promoting these values, aswell as orienting its research towards these issues.PoliTO’s approach starts from the work already carried out in recent years, and works towardsestablishing a better organisation and management of this work – also in terms of monitoring,as well as providing wider information and communication.The report is structured following ISCN guidelines, but is also integrated with otherinformation that highlights PoliTO’s unique characteristics.In particular:1. The first chapter is dedicated to primary Polytechnic information such as history,development, values, structure and numbers, focusing the attention on the territorialdiffusion of its branches and on its relationship with the city of Turin; furthermore,PoliTO’s unique characteristics are described, such as its logo for sustainability andgovernance proposal; the attention is finally focused on five dimensions within whichPoliTO intends to work for the purposes of communication and systematisation;2. The second chapter presents the three ISCN-CHARTER values, illustrating therelationship with the four previous dimensions, and showing the intersection matrixand structure of the following paragraphs;3. The third and last chapter summarises methods and metrics that will be used in thefuture to control and evaluate predetermined objectives and targets.5
Descriptive sheets of indicators that will be used for target monitoring are attached hereto.This document refers to the 2014 period, but the decision has been made to extend the workdone to incorporate an analysis of the entire 2013-2015 period, in order to provide a historicaltrend up to the current situation, and already providing a forecast for 2016 of all activitiesundertaken until now and those newly integrated.Today the working group is formed by:PROJECT LEADERS:Rector Prof. M. GilliVice Rector Prof. R. BorchielliniPROJECT MANAGEMENT TEAM:M. BotteroProf. B. Dalla Chiara (Mobility Manager)V. FerrettiProf. D. FinoProf. G.V. Fracastoro (Energy Manager)Prof. P. LombardiProf. G. MondiniProf. P. TamborriniSUPPORT STRUCTURES:Living LABEDILOG Office – Construction and Logistics AreaIT Office - Information Technology AreaAQUI Office – Goods and Services Provision AreaGESD Office – Teaching Direction AreaCORE Office – Communication, Events and Public Relations ServicesSiTI – Higher Institute on Territorial Systems for Innovation6
Politecnico di Torino towards sustainabilityPolitecnico di Torino distinguishes itself thanks to a number of features: though inspired by thecampus organisation of British universities, it cannot be defined as a true “campus” except forthe “urban” nature that characterises it most.Its various activities – which will be analysed later – are undertaken in facilities locatedthroughout the urban territory of the City of Turin and are not concentrated in one spot, thusbecoming an integral part of the city.The premises themselves are often old buildings that either maintain their original aspect (forexample, historic Valentino Castle) or which have been renovated (for example, the formerindustrial site of the FIAT group), which have led to significant processes of urban renewal.At times, PoliTO is part of a process of redevelopment that is already underway in the city; atother times, it is the driver of such processes. This is the case of Mirafiori, where PoliTO’sfacilities were adapted to the surrounding factory environment, combining innovation andfunctionality, but this has also meant that PoliTO and the council have continued to invest inthe future of the automotive and transport industry, research, innovation and design – i.e.,those elements that are associated with the city, both in Italy and abroad, besides its touristicattraction sustained by the exclusive architectural heritage of Savoy’s Royal buildings mixingFrench-Italian aesthetics besides that of a Roman Chester.All this has led PoliTO, for some time now, to consider the concept of sustainability, as it hashad to reflect on both new facilities (which involves taking on board new technologies) and oldones (which involves, in contrast, dealing with existing restrictions).These restrictions are not just strictly connected to the buildings themselves but also to theirurban environment, with its infrastructural fabric, existing networks and public and privatemobility besides logistics associated to them.PoliTO is subjected to solutions put forward in the past by the city council for managing itsterritory, but at the same time it influences it, affecting decisions (we may think about wastedisposal, or public transport between urban districts with a university department and thosewithout).These features confirm the meaning of urbanity discussed earlier and lead us to define PoliTOas a “multi-polar, geographically scattered campus”, though with a main headquarter; hencenot a single campus, but not a fragmented campus either, i.e. without centrality or specificity.As mentioned above, the British concept of a university complex sometimes located outside ofurban areas, in order to create what are to all intents and purposes citadels separate from therest of the community, neither fits our model, nor does it strive to be a point of reference.As an alternative, Politecnico di Torino is unique; it adapts to the local conditions, integratingwith the urban environment and surrounding it, without setting itself up as a separate body in7
the city and the surrounding territory, facilitating thereafter also the all-day accessibility bypublic transport, which would imply alternatively huge ad-hoc investments.At the same time, it does not barricade itself behind rigid solutions, scattered throughout theurban surroundings; instead it puts forward a multi-polar, articulated structure that is able toproject itself into the surrounding area and connect with other activities.This mental shift towards a more open university also involves a transformation of physicalspace: the university can and must therefore become an agent of urban change.Based on these concepts, PoliTO aims to establish its own path towards real sustainability –the sustainability of its own facilities and also of its city.1.1. Overview of Politecnico di TorinoThe Regio Politecnico di Torino (Royal Turin Polytechnic) was founded as an institution in 1906,but its origins go back much further. It was preceded by the Scuola di Applicazione per gliIngegneri (Technical School for Engineers) founded in 1859 after the Casati Act, and by theMuseo Industriale Italiano (Italian Industry Museum) founded in 1862 under the aegis of theItalian Ministry of Agriculture, Trade and Industry. The former, established within theuniversity context, introduced research and higher education to technical studies. The latterwas more directly geared to confronting the conditions of a country on the brink of a newindustrial era. Famous scholars and researchers, in different aspects and with personalitiesthat complemented each other, managed to formalise new subjects such as Electrotechnicsand Building Science. They were the first to envisage a school that would focus on theproblems of people and society.In 1859, the House of Savoy’s royal residence in Valentino park was donated to the TechnicalSchool for Engineers; today’s Politecnico di Torino, which now owns the property. Followingthe model of Europe’s most famous polytechnics, at the beginning of the 20th century, theRegio Politecnico di Torino moved forward in different directions. It began to contact both theEuropean scientific world and local and national industries. Aeronautics was born and in itsnew laboratories, from Chemistry to Architecture, young people from all over Italy came toTurin to pave their professional futures in a lively and creative atmosphere.In November 1958, the large premises in Corso Duca degli Abruzzi opened and was thenextended in the years (mainly the 90’s) thanks to the expansion of the Cittadella Politecnica, acampus where classrooms, laboratories, education, research and citizens’ services coexist.Politecnico di Torino, which celebrated its 150th academic year since its foundation with thisname in 2009, has increasingly become an international school, where traditions and future,past and modernity are all interlinked.These are PoliTO’s five campuses, scattered throughout the city:8
1. The historic and representative base of Politecnico is in the city, along the River Po:the Castle of Valentino, a 17th-century residence of the House of Savoy. It is the mainteaching campus for Architecture and Design with an area of 23,000 m2.2. The main extended complex in Corso Duca degli Abruzzi – boasting 122,000 m2, thehead campus for Engineering – was opened in 1958.3. The above was completed by the Cittadella Politecnica: a modern complex of170,000 m2 adjacent to the main building, including areas set aside for students,research activities, technological transfers and services.4. The newest campus is the Design and Sustainable Mobility Citadel, in an area next tothe manufacturing establishment of Mirafiori, the remodelled former Fiatmanufacturing facility now mainly devoted to the Automotive degree and Masterdegree courses.5. Finally the Lingotto - this campus is located in the FIAT manufacturing complex,currently being used as an emerging School of Masters and left for the national publictransport regulation Authority.9
Politecnico and the city are closely associated as regards mobility (attracting people), the reuseof buildings (the formerly Royal Castle, the formerly industrial automotive plant of Lingotto, asmentioned above) and large-scale facilities built over the years (Cittadella and PoliTO’sheadquarters).The boxes below summarise the most important figures regarding PoliTO in terms of students,staff and research.10
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1.2. The “Orizzonte 2020” Strategic PlanAware of its role as a public university, Politecnico di Torino works to produce and share newknowledge of a high scientific and technologic content; to form and shape Architects andEngineers who are able to deal with the challenges posed by a constantly changing Society in asocially responsible and skilful way.Politecnico di Torino has for a while now been actively involved in a number of initiatives insustainability, both in terms of planning and operations, and by encouraging environmentallyfriendly behaviour. Moreover, it is a headquarters for research activities on the theme ofsustainability in its broadest sense (environment, society, economy, technology).In 2013, the competent bodies of the PoliTO began a strategic planning process which endedin 2014 and which achieved the approval of the so-called Piano Strategico Orizzonte 2020(2020 Horizon Strategic Plan).This document highlights the concept of the “Vision of Politecnico di Torino” regarding its roleand future assignment: To develop an open community, in an intellectually stimulating, international,multidisciplinary and multicultural environment, able to attract high quality students,researchers and talented entrepreneurs, and representing strategic investments forthe territory and for the country. To validate PoliTO among the best technical universities in Europe and the world,combining high profile research, high quality education, incisive actions oftechnological transfer and sharing of knowledge To contribute to a technological and economic development and to competitiveness ofthe territory of the country, reinforcing a stable partnership with the industrial system,promoting the setting up of innovative business and producing qualify jobopportunities for the younger generations.Within the sustainable perspective, as a university campus of a certain level ranking amongstthe top international Universities, Politecnico di Torino wants to increase awareness of itssocial role (as individuals and as an institution) by educating people about the sustainability12
culture, starting a common path towards the university’s validation as a sustainable campusand promoting the creation of synergic actions with local authorities within the context of asustainable vision. Enrolment in the ISCN network and drafting this report are the first decisivesteps towards this objective.Many activities have been planned in order to achieve this particularly ambitious andqualifying goal, and investments have been made in a wide variety of areas of interest (asystematic strategy of communication and education, concrete initiatives to minimisewastefulness, to decrease environmental impact and energy consumption, to understand dailymobility and proposing more oil-independent solutions for transport), involving all thoseworking in the campuses in a growing process of awareness and attention to themes ofsustainability and quality of life. A detailed list of all these activities can be found in the nextchapters of the report.PoliTO is also determined to develop its ability to produce and share knowledge, firstly withinits territory and its country, as well as internationally, to continue to pledge its contribution tocultural, economic and social growth.It is, however, well-aware of the strong atmosphere of change in which it has to work, alreadydeeply filled by the roots of cultural and knowledge globalisation: a society that has to dealwith more complex and diverse problems that require an holistic approach based onmultidisciplinary and transversal knowledge and on influence among disciplines.To actively and positively contribute to the many, separate themes of today, we cannot denythe importance of collaborations between institutions with research and cultural corporations,the enhancement of complementarity between contribution and culture. Additionally, in amoment of deep consideration regarding economic and development models, there is theneed to pledge the sustainability of its initiatives and give new development opportunitiesthrough a much constructive sharing of human resources and infrastructures, of thought andmaterial. From here, we naturally forego the need to improve one’s own effectiveness ofaction and features not only through a more efficient coordination among internal structures(educational, research and administrative), but also through an improved and strengthencollaboration between the Universities of Piedmont and the government authority - inparticular, the Piedmont Region and the City of Turin, and the Foundations associated to theFinancial domain which cotribute to sustain the development of the territory.13
1.3. “PoliTO Sustainable Path” LogoOne unique aspect of the university is its logo. Created during the strategic planning phase, itrepresents the importance of sustainability.The “PoliTO sustainable path” logo was created following the request for a brand thatcombined and represented all the activities undertaken by Politecnico di Torino to increase theUniversity’s sustainability, in a wide range of possible fields. Research into communicationprojects and into logos on the same theme has also been undertaken i
1.1. Overview of Politecnico di Torino The Regio Politecnico di Torino (Royal Turin Polytechnic) was founded as an institution in 1906, but its origins go back much further. It was preceded by the Scuola di Applicazione per gli Ingegn
THE COMMON EVOLUTION OF GEOMETRY AND ARCHITECTURE FROM A GEODETIC POINT OF VIEW . Tamara Bellone*. Francesco Fiermonte**, Luigi Mussio*** *DIATI, Politecnico di Torino, Turin, Italy **D.IST, POlitecnico di Torino, Turin, Italy ***DICA, Politecnico di Milano, Milan, Italy. KEYWORDS: Architecture, Euclidean and non-Euclidean Geometries .
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Annual Report 2014-2015 “ get it right, and we’ll see work which empowers and connects, work which is unique, authentic and life-affirming, work which at its best is genuinely transfor-mational ” (Nick Capaldi, Chief Exec, Arts Council of Wales, March 2015, Introduction to ‘Person-Centred Creativity’ publication, Valley and Vale Community Arts) One of the key aims and proven .
