The rockefeller university

The Kravis Research Building is one of only a handful of laboratory settings in New York City to receive LEED designation. (Credit: Lori Chertoff/The Rockefeller University)

Two decades ago, when climate change was beginning to shape campus conversations, most universities were still finding their footing. At Rockefeller University, the push to reduce its environmental footprint was already taking hold.

The university’s efforts to reduce waste and improve operational efficiency began in 2007, when it launched a grassroots task force to rethink how a science-driven campus could operate more responsibly–well before most institutions had sustainability offices or green building standards in place.

“We called it the Green Task Force,” says Alex Kogan, associate vice president of Plant Operations & Housing and co-chair of the university’s Sustainability Committee. Kogan, who has been at Rockefeller for more than 25 years, still has the minutes from that first two-hour meeting. “It wasn’t about buzzwords; it was common sense. Why waste what you can save?”

The Green Task Force met quarterly and looked at every aspect of campus operations: Could dining reduce disposables? Could procurement favor recycled paper? Could labs recycle pipettes or Styrofoam?

For Kogan, an electrical engineer by training who manages 21 research buildings, 750 residential units, and 170 staff across the 16-acre campus, the effort helped translate a personal ethos into an institutional one. “Efficiency has always been core to engineering,” he says. “The committee helped embed those values across campus.”

Ambitious goals, measurable results

The same year the task force formed, then-Mayor Michael Bloomberg launched the NYC Mayor’s Carbon Challenge, a voluntary initiative inviting leading institutions to cut emissions in city buildings, which account for nearly two-thirds of New York’s carbon footprint. Rockefeller signed on, pledging to reduce greenhouse gas emissions by 30 percent over 10 years.

By early 2025, the university had surpassed that target, cutting carbon intensity by more than 41 percent, five years ahead of schedule. “You don’t get there by flipping a switch,” Kogan says. “It took forward-thinking strategies, long-term investments, and a community that stayed committed.”

One such investment came in the late 2000s, when Rockefeller renovated Flexner and Smith Halls at the northern end of campus. Alongside modernized labs, the university built a central electrical vault to replace inefficient small transformers and bring in high-voltage power from Con Edison. “We knew additional lab space would come at some point, requiring serious power. So, we accounted for future capacity,” Kogan says.

That preparation paid off. In 2018, Rockefeller opened the Stavros Niarchos Foundation-David Rockefeller River Campus, expanding the university’s footprint by two acres. The addition included 160,000 square feet of flexible, barrier-free research space, as well as green roofs, rain-filtering planters, and native gardens. The building earned LEED Gold Certification, awarded by the U.S. Green Building Council to recognize excellence in sustainability across design, construction, and operations.

Changing habits changes the culture

The shift wasn’t just in equipment–it was cultural. Around 2010, Rockefeller launched its “shut the sash” campaign across all labs, encouraging researchers to close fume hood sashes when not in use. The idea was simple but the impact substantial. With decals on equipment, reminders from faculty, and reinforcement from the Laboratory Safety & Environmental Health Team, the habit took hold and helped bolster the message that environmental responsibility lives in small, daily choices.

Chief engineer Pete Selestrin, who has been with the university for 22 years, saw the impact firsthand. “We learned early on that behavior matters,” he says. “Energy use drops when routines shift. Small actions, repeated across campus, have measurable results.” He emphasizes that much of Rockefeller’s day-to-day success comes down to the expertise of its facilities team, a group of highly specialized professionals whose behind-the-scenes work keeps operations running efficiently.

As systems evolved, Rockefeller added plug load controls, HVAC scheduling, and motion sensors to reduce electricity use in unoccupied spaces. Integrating these technologies has made the campus infrastructure more responsive to real-time needs. “Most buildings now run on smart systems that monitor airflows, temperatures, and usage patterns,” says Tom Stepanchak, associate director of Plant Operations. “And we often have the ability to upgrade or modify equipment as needed using our own in-house staff.”

Stepanchak notes that a walk through the plant on any given day might reveal pipes being welded, water chemistry being tested, or heavy equipment being rebuilt–all alongside the team’s regular rounds and system checks.

The environmental initiative now spans much of campus life. Rockefeller participates in the NYC Plant-Powered Carbon Challenge, aiming to reduce food-related emissions by 25 percent by 2030. Menus have shifted to include more plant-based options. Procurement has moved toward bulk and low-impact products. Labs are working toward My Green Lab certification, and the university’s landscaping team uses organic fertilizers, native plants, and a zoned irrigation system to reduce water use.

In 2024, as New York City entered a drought warning, the university shut down fountains, winterized irrigation systems, and encouraged conservation across labs, housing, and food services. Faculty and staff consolidated glasswashing cycles, reported leaks quickly, and cut back outdoor water use. “We’re not just installing systems,” says Stepanchak. “We’re helping people shift how they think about resource use.”

Electrification and AI

The university’s next major priority is electrification–replacing fossil fuel infrastructure with all-electric systems that can eventually run on renewable energy. But that effort comes with challenges. “We’re all drawing from the same grid,” Kogan says, referring to neighboring institutions like Weill Cornell Medicine and Sloan Kettering. “Upgrading campus systems is only half the equation–the city still has to deliver enough power.”

Fortunately, that’s something else Rockefeller began preparing for years ago. Its upgraded electrical vault was designed with expansion in mind. “We’re thinking a decade or two ahead,” says Kogan. “Our job is to make sure the people who come after us inherit a campus that’s modern, reliable, and efficient.”

Artificial intelligence is also on the horizon. While still in early stages of implementation, the university is exploring how AI can optimize lighting, ventilation, and plug load management using real-time environmental and occupancy data.

“This is where we’re headed,” Stepanchak says. “Adaptability is just as important as efficiency.” He notes that the goal goes beyond saving energy. The focus is on building systems that respond in real time to the way the campus is used.

That mindset–pairing technical innovation with long-term thinking–continues to guide the university’s approach. “For nearly 125 years, this university has advanced science for the benefit of humanity,” Kogan says. “Building a greener campus is part of that legacy.”