Purpose: This study aims to better inform environmental management at universities by applying and validating the policy integration processes theory through a case study of Manchester Metropolitan University. Design/methodology/approach: Social network analyses were used to identify, differentiate and categorise working networks of individuals and departments and the interconnections between them. Findings: In an organisation, networks can be developed and active at departmental level but not at individual level. High numbers of departments can be doing work related to sustainable development whilst having low and medium levels of interconnections between departments. Influence of stakeholders throughout the network suggests levels of sustainable development policy integration at individual and departmental. Practical implications: New insights provide evidence for universities' environmental managers of the need of developing and implementing strategies that involve individuals' work between departments by providing incentives, supporting capacity building and staff empowerment. Originality/value: This paper applied and validated the theory of policy integration processes, showing that work at individual level and between departments needs more attention.