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5) the sorting and recycling of household and domestic waste occurs at the point of
disposal among centre staff and learners

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It is not necessary to implement these measures ointly as they also provide benefits when
implemented individually, and a step-by-step approach can be used to manage the change
process. The measures outlined offer significant financial benefits through cost savings after

any initial outlay required for equipment and infrastructure.

The implementation of an energy saving policy can cover a wide range of areas in which

sustainability can be increased. This includes changing lighting to LED (light-emitting diode)
bulbs, transitioning to digital resources and administrative systems, eliminating paper, and
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implementing energy-saving policies in computers. These changes nvolve significant initial
costs and therefore are required to be executed by senior leadership.

In contrast, the implementation of an organisational green policy is considered a best
practice as it aims to encourage a slow and organic change in mentality and the growth of
green thinking within an organisation. This supports both the leadership and trainers to make
more responsible decisions and sets a strong example of a strategic approach within an
organisation which can trickle down to learners and staff. Our research found in
organisations with a green policy highlighted:

1) heightened self-esteem among trainers, staff, and learners
2) opening of new opportunities
3) increased attractiveness as a place to study or work

The best practice of introducing a zero-paper policy can stimulate the training centre’s
communication channels to raise awareness among all the vocational education and training
community regarding environmental protection. Such a policy also promotes the greater use
of digital platforms, resources, and tools. This also encourages vocational training
stakeholders including teachers and learners to gain digital skills to be able to use the new

platforms, resources and tools which replace paper-based teaching.

Key Challenges

In general, each strategy faces all the following challenges to some extent, depending on the
specific circumstances and organisational culture of the vocational training centre,
leadership, trainers, staff, and learners. These key challenges can be summarised as follows:

1) Cost – initial outlay for equipment, infrastructure, and training can be challenging,
particularly if centres have no access to external or additional funding.
2) Ideological barriers – these are often the most difficult to overcome and range from
lack of comfort and familiarity with technology to a dismissive or distrusting approach
to technological solutions to environmental issues.

Funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily
reflect those of the European Union or the European Education and Culture Executive Agency (EACEA). Neither the European
Union nor EACEA can be held responsible for them.