Scottish Natural Heritage Carbon Management-lite Programme

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1 Scottish Natural Heritage Carbon Management-lite Programme (CMP) Great Glen House, Inverness SNH Corporate Office When built, it had the highest BREEAM rating for a new public building Page 1

2 Contents Foreword from Ian Jardine, Chief Executive of SNH 3 Foreword from the Carbon Trust 4 Management Summary 5 1 Introduction 7 2 Carbon Management Strategy Context and drivers for Carbon Management Our low carbon vision Strategic themes Targets and objectives 11 3 Emissions Baseline and Projections Scope Baseline Projections and Value at Stake 13 4 Carbon Management Projects Existing projects Near term projects Medium to long term projects 16 5 Implementation Financing Benefits / savings Financial costs and sources of funding Governance for Implementation Embedding Carbon Management Data Management measuring the difference, measuring the benefit Resource commitment Implementing the Initiatives Maintaining quality over time ion planning for key roles Annual Progress Review 21 6 Appendix A: Definition of Projects 22 Page 2

3 Foreword from Ian Jardine, Chief Executive of SNH SNH is committed to reducing our climate change impacts, and we have been making improvements for many years. Having a will help deliver a much crisper and more focused plan of action, ensuring that the corporate decisions we make will achieve the most meaningful reductions in our greenhouse gas emissions. We know that climate change is already having significant impacts on the nature and landscape of Scotland - and how people interact with their natural heritage. We know that we must reduce our own emissions - for our own benefit and to reinforce the messages we give to individuals and other bodies whom we support and advise. We have had a Greening programme in place since 1997 and we have a new Climate Change Programme. The adds weight to both by helping focus on those efforts most likely to bring greatest Carbon reductions from our own activities. It shows that SNH accepts that reducing carbon (and other greenhouse gas) emissions is extremely important for us. Carbon Management will help us prepare for and deliver the Climate Change Duties on Public Bodies arising out of the Climate Change (Scotland) Act. As one of the Scottish public sector bodies seen as Leading by Example in this field, we want to use our participation in this Programme to influence and encourage other public bodies to reduce their Greenhouse Gas emissions and thus help to slow down the climate change impacts on Scotland s nature and landscapes. Ian Jardine Chief Executive SNH Page 3

4 Foreword from the Carbon Trust Cutting carbon emissions as part of the fight against climate change should be a key priority for Public Bodies - it's all about getting your own house in order and leading by example. The UK government has identified the public sector as key to delivering carbon reduction across the UK inline with its Kyoto commitments and the Public Sector Carbon Management programme is designed in response to this. It assists organisations in saving money on energy and putting it to good use in other areas, whilst making a positive contribution to the environment by lowering their carbon emissions. Scottish Natural Heritage was selected in 2009, amidst strong competition, to take part in this ambitious programme. Scottish Natural Heritage partnered with the Carbon Trust on this programme in order to realise vast carbon and cost savings. This commits the organisation to a target of reducing CO 2 by 4% per year from levels, this will deliver an 80% reduction by There are those that can and those that do. Public sector organisations can contribute significantly to reducing CO 2 emissions. The Carbon Trust is very proud to support Scottish Natural Heritage in their ongoing implementation of carbon management. Richard Rugg Head of Public Sector, Carbon Trust Page 4

5 Management Summary Scottish Natural Heritage (SNH) is a non-departmental public body, funded by Scottish Government and responsible through Ministers to the Scottish Parliament. Our purposes are to promote the care and improvement, responsible enjoyment, greater understanding and appreciation, and sustainable use of the natural heritage. SNH views climate change, largely caused by fossil fuel emissions, as the most serious single threat faced by Scotland s natural heritage at the present time, and believe it will have some of the biggest impacts on global society and economy. We now know the causes, we know the remedies, and we are seeing the framework of what we need to do all sectors will need to play their part in achieving the emission reduction targets as required under the UK Climate Change Act (2008), the Climate Change (Scotland) Act (2009); and the Scottish Government s Climate Change Development Plan. As well as these tough external drivers, SNH has set itself a firm target to reduce the CO 2 emissions from our direct activities by 4% each year to reach an 80% reduction by This equates to an interim target of 22% by Increasingly, this will mean quite hard decisions about what we do and how we deliver the services to the Scottish people on behalf of government. We had a Ministerial launch for our Climate Change Action Plan in July This sets out for the first time what all of SNH does to reduce (mitigate) climate change impacts through our understanding of climate change, how we advise on developments and land management practices, how we guide adaptation to help nature and people prepare for climate change, and how we promote action by others through reducing our own greenhouse gas emissions. So, as well as sections on Land Management, Water and Flood Risks, Land Use Planning, Species and Biodiversity Management, Enjoying the Outdoors; we have a section on Corporate Working which includes actions to: reduce our own emissions and meet annual targets replace fossil fuels and install renewable energy systems at SNH properties reduce emissions from work travel ensure all new buildings we occupy have a low greenhouse gas intensity ensure that our funding promotes greenhouse gas reductions Given the significance of climate change to the work of SNH, we are creating a Climate Change Programme to plan, resource and manage all of the work we do relating to climate change. These internal and external drivers, goals and targets will become increasingly challenging over time as we achieve the easier ones, and will require much better integration of the Carbon costs into how we plan and budget our work. Creating a will help us deliver our Climate Change Action Plan. We recognise that continually improving our environmental performance will also lead to resource savings through efficiencies and by avoiding likely future carbon costs. We absolutely have to demonstrate clearly that we ourselves are doing what we ask others to do. SNH has a reputation as a green public body that takes these responsibilities seriously Page 5

6 and we see the Carbon Management Programme as helping retain that credibility, which underpins all of our work with government, partners and the public. SNH s direct CO 2 emissions come from energy use at properties we occupy, pool fleet travel and other work travel using transport not managed by SNH. We see these three as the key strategic elements of our that will deliver the biggest carbon savings over the lifetime of this Plan. To date, we have not measured the carbon impacts of waste production and recycling, but doing so via the CMP will allow us to bring our waste management work clearly into our climate change programme. The CMP will help us validate and assess the last ten years of data collection, reporting and target setting, giving us more robust systems. An emissions baseline exercise has been undertaken to determine the carbon footprint against which our emissions reduction target will be measured. Our total CO 2 emissions for 2007/08 was 2282 tonnes, the 2013 interim target is a reduction of 500 tonnes. Total Energy Transport Waste Baseline CO 2 emissions (tonnes) Total CO 2 emissions for the baseline year 2007/08 with the breakdown by type. SNH is developing projects and policy changes that will collectively work towards our long term carbon emissions target reduction of 80% by 2050 which include: systematic replacement of old heating systems with systems using renewable energy, such as biomass; systematically increasing the amount of self-generated electricity from our properties, eg using wind, hydro, solar; systematically upgrading insulation, lighting controls and heating management systems at our properties, managing our vehicle fleet to reduce CO 2 emissions by buying fewer and smaller vehicles with lower emissions; improving how we use our vehicle fleet by (eg) driver training, fleet software; installing (more) videoconference equipment and training staff to use it; managing how we work to reduce the need for office to office travel; behavioural and policy changes to reduce use of air travel, private car use and increase public transport use; unpicking key technical and behavioural constraints that limit how we deliver these goals; targeting waste minimisation and recycling efforts on Carbon-positive activities; scoping out potential opportunities and constraints on how SNH can deliver its objectives in a decarbonised society. Page 6

7 1 Introduction We decided in 1996 that we needed a Greening Programme to demonstrate good practice in support of SNH s sustainability remit. We appointed a Greening Officer in 1997 and began collecting energy and other readings to understand our baseline, allowing us to set our first corporate Greening targets in 2001 and to publish our first Annual Greening Report showing our progress on reducing energy use, paper use, waste production and increasing recycling. In 2005, we put all this knowledge into the design and specifications for our new Inverness HQ and built the greenest public building in Scotland. In 2007, we launched our refreshed Environmental Management Programme, with CO 2 reduction now a specific corporate objective and Green Office Plans with local targets for each of our offices. Work on our Climate Change Action Plan began in 2008 and we built another very green office in Golspie, for shared use by SNH and four other public bodies (Forestry Commission Scotland, Highlands & Islands Enterprise, Rural Payments & Inspectorate Directorate and Community Energy Scotland). During 2009, we continue to develop our climate change planning, our investment in property works and travel planning measures. Over the years SNH has built up a network of Green reps throughout the organisation. Their main roles are to co-ordinate and promote Green Office Plans for each of our offices and set locally appropriate targets following the three Environmental Management Policy aims of managing our resources more sustainably, reducing carbon dioxide emissions from our own operations and making our corporate processes and programmes more sustainable. They also act as a focus for improved greening actions. Local targets are set for each of the following categories: Paper Use Reduction Waste Minimisation Recycling Energy Use Reduction Enhance Biodiversity Reduce Transport Related Carbon Promote Sustainability Sustainable Procurement SNH sees Carbon Management as a process to embed carbon values into our management, planning and budgeting. The Plan covers a five year period, but carbon management will remain an integral part of our processes thereafter. We have very tough CO 2 reduction targets to achieve for government and for ourselves. We know we will fail to achieve these targets without better integration of CO 2 reduction into our capital investment decisions and operational planning. Page 7

8 We must prioritise investments onto those that bring the biggest benefits in carbon savings and where possible financial or other resource savings. We want to strengthen and validate the methodologies and outcomes of our Environmental Management Programme (EMP). We want to defend and strengthen our valuable good practice/leading by example reputation in public sector carbon and environmental management. In producing the CMP Scottish Natural Heritage followed five key steps as recommended by the Carbon Trust: Determination of our carbon emissions for baseline year 2007/08 and calculation of the CO 2 Value at Stake (VaS), based on the difference between our emissions reduction target and the probable emissions following Business as Usual (BaU). The identification of carbon reduction opportunities. Quantification of and financial support for the CMP projects. Defining the governance of the Programme. Implementation planning for embedding carbon management into SNH culture. This CMP focuses on the key carbon dioxide emitters within SNH s control, which have been identified as work travel and energy consumption at properties. There are two distinct types of projects included within the plan and these can be characterised as technological changes i.e. heating, lighting controls, use of renewables and green IT. The other is behaviour change whereby carbon management will be embedded into SNH policies and procedures. Significant savings will be made through a well planned awareness raising campaign. Page 8

9 2 Carbon Management Strategy 2.1 Context and drivers for Carbon Management There is now a scientific consensus that the planet is warming and that the degree of recent changes can be explained only by the effect of human activities. The impact on Scotland s natural heritage is likely to be profound, causing very significant changes to our ecosystems and landscapes within a timescale measured in decades. SNH views climate change as the most serious threat over coming decades to Scotland s natural heritage. In addition to its environmental consequences, climate change is likely to have major social and economic implications for people in Scotland and elsewhere. SNH aims to understand the effects of climate change on the natural heritage, and to help deliver the contribution that the natural heritage can make in limiting it and adapting to it. Climate change will affect almost every aspect of the natural heritage, and the natural heritage will help people adapt to its effects in a number of ways. As the Government organisation with responsibility for care for the natural heritage, SNH has a key role to play in guiding management of the natural heritage in a way which best responds to climate change. We can do so by ensuring that our national approach and our local decision making reflect the challenges of climate change in an appropriate way. Our key contributions will be: helping to understand and publicise the effects and consequences of climate change for the natural heritage; advising on infrastructure and land management practices which help to mitigate climate change; guiding adaptation so that nature can, as far as possible, adapt to a changing climate and so that people can make best use of natural processes in preparing for climate change; promoting action by organisations and individuals by setting an example in the management of SNH s own operations, and communicating our climate change messages clearly and effectively. SNH is committed to setting an example in the management of our own operations to minimise greenhouse gas emissions, which we aim to reduce by 4% each year. We work closely with Government and other public bodies to develop good practice and high standards in environmental management and carbon reduction which can be applied elsewhere within the public sector. We aim to ensure that we are seen as a public sector exemplar in the delivery of environmental policies, to complement the Scottish Government s Greener Scotland Leading by Example Initiative, and to help meet its Greener strategic objective to improve Scotland s natural and built environment and the sustainable use and enjoyment of it. Page 9

10 2.2 Our low carbon vision SNH will lead by example in public sector carbon and environmental management We will: manage our resources more sustainably reduce CO 2 emissions from our own operations make our corporate processes and programmes more sustainable ensure that all staff are trained and encouraged to model good practice embed carbon-positive management habits into SNH day to day business 2.3 Strategic themes To take forward the SNH low carbon vision we have identified several strategic themes that will move the organisation towards its goal, these include: We will manage our properties to reduce climate change impacts and other sustainability aspects via maintenance, refurbishment and new-build projects. We will buy goods and services that reduce climate change impacts and other sustainability aspects via generic and specific sustainability criteria. We will optimise the efficient and effective use of energy and support the use of energy from sustainable renewable sources, whenever appropriate or possible. All SNH offices will have written Travel Plans that shape local ways of ng, promoting shifts to greener travel and the increased use of video conferencing. Pool fleet management decisions will take account of carbon reduction opportunities. We will manage our waste to reduce climate change impacts. All SNH s people processes will ensure that staff are recruited, trained, assisted and encouraged in Carbon-positive behaviours and sustainable practices. We will regularly assess and upgrade our internal emissions targets to remain at the forefront of public sector CO 2 and sustainability performance in Scotland. A Climate Change Programme will define, resource and manage all works in SNH that have a climate change impact in order to reduce those impacts, including our own operations. Page 10

11 2.4 Targets and objectives SNH will reduce the CO 2 emissions from our operations by 4% per year from levels, to reach an 80% reduction by Our objective is to embed sustainability, especially good carbon management, into our ways of ng, so as to ensure that all we do delivers environmental savings, meets our share of Scottish reductions, and retains our leading by example role within the public sector. To ensure SNH remains on track to deliver the 2050 target we need to achieve a reduction of 22% by 2013 from a 2007/08 baseline of 2282 tonnes. 3 Emissions Baseline and Projections 3.1 Scope The scope of the programme includes all CO 2 emissions arising directly from SNH s operations - the energy used in buildings, the work-related travel to deliver SNH s outputs, and the waste we produce. It includes some outsourced services those not directly managed by SNH, but where we can control how staff use them. For SNH, this comprises: owned and leased buildings energy use owned and leased vehicle fleet and fuel use fleet fuel use for outsourced functions (hire cars and Car Loan Scheme cars) business travel (air, train, private car, bus, taxi) waste produced by buildings and operations 3.2 Baseline Financial year saw the launch of our revised Environmental Management Programme and the Efficient Government Programme. This will be the baseline year used for the Carbon Management Programme. Data from the Annual Report on SNH s Environmental Management Programme were the source for the figures in the plan. The total CO 2 generated by SNH in 2007/08 was 2282 tonnes, which is equivalent to about 3 tonnes per member of staff per annum, 73 % of which is from energy use in buildings. Total Energy Transport Waste Baseline CO 2 emissions (tonnes) Table 3.1 Summary table of emissions for baseline year Page 11

12 Baseline CO2 emissions (tonnes) Waste 1% Transport 26% Buildings 73% Figure 3.1 Percentage breakdown of emissions for baseline year from our 3 main emitters Data for trains, flights, ferries, bus and taxi journeys were recorded by number of trips, with average distances used in the determination of CO 2 emissions for each of the travel modes. Average return distance: Mainland flights 400 miles Island flights 150 miles Foreign flights 600 miles Rail 200 miles Bus 4 miles Ferries 40 miles Taxi journeys was recorded as an average total trip distance of 5 miles, while actual mileage claims were the source for bicycle and private car distances. The emissions factors used to establish our 2007/08 baseline and the Value at Stake figures are illustrated in tables 3.2, 3.3 and 3.4. Emission factors Energy type Kg CO 2 /kwh Electricity (grid) Natural gas Gas oil Burning oil Wood Table 3.2 Emission factors for energy types used within SNH properties Page 12

13 Waste Kg CO 2 /tonne Waste to Landfill 447 Waste to energy 0 Waste - recycled 0 Table 3.3 Emission factors for waste disposal categories from SNH properties Fuel or vehicle type Units CO 2 factor (kg/unit specified) Medium petrol car, from litres km 0.21 Medium diesel car, from 1.7 to 2.0 litre km 0.19 Large diesel car, over 2.0 litre km 0.26 Bus Passenger km 0.11 Rail - national rail Passenger km 0.06 Cycle km 0.00 Ferry Passenger km 0.12 Air - domestic Passenger km 0.19 Air - short haul international Passenger km 0.11 Average car (taxi or private car - unknown fuel) km 0.20 Table 3.4 Emission factors for travel categories used by SNH staff The source reference for CO 2 conversion factors as provided by the Carbon Trust is: Projections and Value at Stake Value at Stake (VaS) is the difference between the Business as Usual (BaU) scenario and the Reduced Emissions scenario. The Graph below illustrates the VaS prediction over the 5 year programme, table 3.5 shows annual projections and 2008 actual emissions. 3,000,000 Carbon emissions (kgco2) 2,500,000 2,000,000 1,500,000 1,000,000 Total CO 2 Value at Stake 2007 to 2013 = 593t 500, Actual emissions BAU emissions Reduced Emission target Figure 3.2 Comparison of Actual emissions with Business as Usual projections and target Page 13

14 Business As Usual scenario 2,282,442 2,298,419 2,314,508 2,330,710 2,347,025 2,363,454 2,379,998 Reduced Emissions scenario 2,282,442 2,191,144 2,103,499 2,019,359 1,938,584 1,861,041 1,786,599 Actual 2,282,442 2,214, Reduction since year 1 0% 3% Table 3.5 CO 2 emissions as Business as Usual and Reduced Emissions scenarios Figures are in kgco 2 for the year shown. The Business as Usual scenario has been generated using the following assumptions: BaU Increase in demand for all Building emissions, 0.7%, source DTI/DBERR EP68 BaU increase in demand for Fleet, 0.7%, source DTI/DBERR EP68 This is an average trend used by the Carbon Trust for the Public Administration sector and does not reflect SNH Business as Usual. A 3% reduction against the baseline was achieved in 2008/09 compared with (with savings in both energy use and staff travel) despite having no formal percentage reduction target in place for that year. A 3% per annum reduction target was put to SNH Management Team in autumn 2008, but they decided that SNH needed to challenge itself more strongly, and so raised the target to 4% per year. Figure 3.3 illustrates the first year results. Total CO 2 emissions from buildings and transport 2,500 Emissions from building (tonnes) Emission (tonnes) 2,000 1,500 1,000 Emissions from transport (tonnes) Emissions from waste (tonnes) Year Figure 3.3 Summary graph of total emissions for financial years 2007/08 and 2008/09. Page 14

15 4 Carbon Management Projects This section concentrates on the projects and actions which will contribute to a reduction in the carbon consumption of our operations, setting out key information for each project in terms of carbon savings, financial cost and the first year the project will begin to deliver CO 2 savings. The primary criteria for the selection of projects for the CMP are the contribution to SNH s Environmental Management Programme targets, the strength of the financial justification and the availability of funds. 4.1 Existing projects There have been several projects initiated since , comprising property new-builds, refurbishments and office co-locations, greener fleet management, and behavioural and policy changes. Several policies have been strengthened or introduced since 2007/08 so that consideration of sustainability becomes part of the routine behaviour expected of all staff. Further information is included in the notes following table 4.1. Projects listed are those that are already underway or completed that deliver significant carbon savings since the baseline year. Each project is described in more detail in individual Project Definition sheets at Appendix A. Ref Project Annual CO 2 Saving % of annual target 1 st Year of CO 2 savings SNH CMP 02 Fleet reduction 3t /08 SNH CMP07 Property disposal Golspie 14.8t 18 08/09 SNH CMP08 Property disposal Oban 11t 13 08/09 SNH CMP19 Property disposal Rum 08/09 SNH CMP09 Property disposal Dalkeith 8t 10 09/10 SNH CMP11 Property maintenance & upgrades Kinlochewe biomass heating system SNH CMP12 Property maintenance & upgrades Rum battery inverter SNH CMP14 Property maintenance & upgrades Creag Meagaidh 27t 33 09/10 40t 50 09/ t 13 09/10 Table 4.1 Quantifiable projects begun since baseline year 2007/08 Further detail of Projects begun since including those which are unquantified financially and for CO 2 savings: New-build Golspie office (co-location SNH lead) BREEAM excellent incl wood pellet heating system completed March Co-location of Oban staff into Scottish Govt office April Closure of Dalkeith office and co-location of staff with FCS November Property disposal on Rum phase 1 of asset transfer to the community 2008/09. Fleet Management reduced number of vehicles and purchase of lower emission new cars from New SNH T&S Policy restricting air travel and emphasising sustainable travel modes. SNH Travel Plan green travel policy and measures begun Page 15

16 Rum battery inverter reducing diesel electricity generation (off-grid site). Kinlochewe Wood Pellet heating system replacing oil heating. Creag Meagaidh NNR battery inverter reducing diesel electricity generation (off-grid site). Enhanced video conference facilities at 22 offices ongoing programme. Revised SNH guidance on managing meetings by video conference. 4.2 Near term projects Projects in this table are planned but have not yet completed the full funding application process. Many of these projects will be set-up during 2010/11 but a full year of CO 2 reduction, and therefore the percentage of annual target noted in the table may not be reached until 2011/12. Others will be taken forward following the next funding round. Ref Project Annual CO 2 Saving % of annual target 1st Year of CO 2 savings SNH CMP06 Property maintenance & upgrades Battleby Biomass 74 t /11 SNH CMP01 Fleet management software 24.4t /11 SNH CMP03 Fleet replacement programme 13.2t /11 SNH CMP04 Property maintenance & upgrade insulation: Stilligarry, Fort William, Dingwall, Lochgilphead, Dunoon, Airlie, Dumfries, Newton Stewart SNH CMP05 Property maintenance & upgrade heating and lighting management: Dingwall, Stornoway, Fort William, Lochgilphead, Airlie, Clydebank, Newton Stewart 14t /11 26t /11 SNH CMP10 Property disposal - Aberdeen 36t /11 SNH CMP13 GGH Server cooling and improvement plan 24t /11 SNH CMP15 Introducing & Embedding good carbon management practices, through a variety of separate awareness and behavioural projects. Table 4.2 Planned projects currently in the funding process. 4.3 Medium to long term projects 4t /11 The projects listed here may take place but are not yet planned in detail. Feasibility studies or further work will be undertaken to establish costs and CO 2 savings to help us establish costs and CO 2 savings to help us prioritise investments that bring the best CO 2 / values. Ref Project Year SNH CMP 16 Greener ICT 2011/12 SNH CMP 17 Video Conferencing - increased units 2011/12 Table 4.3 Long term projects subject to further work. Page 16

17 Greener ICT is predominantly about technical ways of running IT systems using new equipment and less energy. Before investing in new VC units, we will ensure that a) all existing units are well used, or if not moved to where needed, and b) all staff are trained to use VC most effectively. 5 Implementation 5.1 Financing For Scottish Natural Heritage the production of a is primarily led by the aim for carbon savings rather than being financially driven. Our participation in the CMP is designed to identify the most efficient and effective CO 2 saving projects. The projects identified will have funding bids submitted using the existing SNH business planning system, within which projects that contribute to the CMP should have higher priority. Key assumptions made in calculating the benefits and savings are: CO 2 savings for less easily quantifiable projects are based on advice from the Carbon Trust Business as Usual forecasts use estimates as detailed in Section Benefits / savings The table below shows the total Cost Value At Stake from energy use at properties and pool fleet travel across the duration of the CMP from following a 4% CO 2 reduction. This is the difference between Business as Usual and the Reduced Emissions scenario. The CO 2 savings recorded are those which will be achieved from the listed projects during the first full year of operation rather than the savings possible in the year listed. Many of the projects in the tables above will give partial savings for the years noted. Further CO 2 savings are expected in 2009/10 from a reduction in UK mainland air travel and other efficiencies from energy use and work travel. The savings suggested for 2010/11 could be increased by the additional savings from the previous years projects being at full potential. We must recognise that these are estimates based on best available information and that actual use in real-life situations will show differences. The main purposes of estimating savings to any project are to judge how much work we must do in any year to meet our targets and to weight options when prioritising which we can do. Although SNH is not driven primarily by financial savings and the figures shown below are calculated using average Business as Usual values, it is very heartening to note that we could realise financial savings of 500,000+ after 5 years. 2008/ / / / / /14 Annual cost saving as Value at Stake in 22,234 47,309 75, , , ,108 Cumulative savings 22,234 69, , , , ,855 Table 5.1 total financial savings based on Value at Stake and carbon savings across the duration of the strategy. Page 17

18 Unquantified benefits: Benefits from the programme which cannot be quantified include: An improved reputation with staff, stakeholders and the public. Improved performance against sector standards. Maintaining our reputation of leading by example within the sector. Illustration of our commitment to reduce our climate change impacts. Helps prioritise investments to bring biggest benefits. Helps SNH deliver the Climate Change Duties on Public Bodies from the Climate Change (Scotland) Act 2009 from January Our business planning system already requires that bids for funds identify how they will deliver corporate outcomes. By strengthening our corporate carbon reduction outcomes, we are strengthening the likelihood of bids being successful where they can show carbon savings Financial costs and sources of funding Scottish Natural Heritage is funded directly by government and as such falls within the normal financial procedures for public bodies with annual Grant in Aid letters setting out our budget for the following Financial Year, with indicative budgets for years Two and Three. We expect budgets to be tight in the current economic climate, but we also expect that Carbon reduction will be fairly high in the Government s list of priorities. It is expected that all projects will be funded within existing SNH budget lines. Funding for individual projects are bid for through the SNH Business Planning Process and will be subject to the usual approval processes bids are made and appraised in autumn for capital or revenue spend in the following financial year, with final decisions being made in Q4 following receipt of the budget in our Grant In Aid letter. SNH has routinely resisted using external funding for Carbon investment for a number of reasons: We believe this work is high enough priority for us to fund within our own budget, We do not wish to use up funds designed primarily to help householders, communities and voluntary groups to build greener infrastructure, Funding timescales do not always match our financial cycles. Exceptionally, this year we are applying for 50% funding towards the Battleby biomass heating system from the Low Carbon Buildings Programme (phase 2 extended). We have already invested significantly at this property in recent years (including renewable energy systems) and resources would not be available for this project otherwise which has only become viable because damage to the building from an extreme weather event offers us opportunities to install greener heating systems. Page 18

19 5.2 Governance for Implementation Embedding Carbon Management The has come out of a robust and long-running environmental management programme. It is being done in response to recognized needs and to deliver known outcomes. It has support and leadership from the Chief Executive and the full SNH Management Team Data Management measuring the difference, measuring the benefit SNH has operated a Greening the Workplace programme since 1997, reporting to Management Team and the Board annually on performance towards greening targets. The emphasis is on local target setting and locally managed delivery of the programme, with data collected on energy use, pool car mileage, fuel used, work-related personal car mileage, waste production, recycling, paper purchases and train, air and ferry journeys. The results can be found on the greening pages of the SNH intranet. SNH is now developing a platform to automate data collection and improve performance management & reporting of Greening Management Information. The new database will aid the collection, analysis and presentation of the many Environmental Management data sets that are currently done separately. It will provide better accuracy, closer-to-real-time data availability, automation of routine data handling within one integrated system and more options for Managers to interrogate data, thereby assisting in target setting and following. Carbon Management will be incorporated into the existing Environmental Management System which reports annually to SNH Management Team and Board, annual Greening Reports are published on the SNH website. A Communication Plan is being developed which will provide Carbon Management updates. 5.3 Resource commitment Implementing the Initiatives A Programme Board has been established with Terms of Reference which include the following: To provide a guide to prioritisation of carbon reduction projects. To oversee ongoing development of the CMP to ensure long term carbon reduction targets are met. To provide senior leadership and commitment to the integration of carbon reduction into SNH corporate priorities. The Carbon Management Programme Board is chaired by the Chief Executive and membership includes the Director of Corporate Services and the Head of Business Support Services. The Board will meet annually throughout the life of the CMP to review progress against expectations and to reprioritise future years as required. Quarterly highlight reports will be produced by the Project Manager and additional meetings will be held if issues arise. Page 19

20 The key to success of the CMP will also require active engagement by staff, with managers of all offices adopting the SNH Green Office Plan model for local leadership on local targets Maintaining quality over time There will be a need to maintain and revise the plan, adding new initiatives on a regular basis and assessing how well previous projects have delivered, and this will fall within the remit of the exisiting Environmental Management Programme. Achieving year-on-year reductions will become increasingly difficult, so SNH will be considering what changes are needed in our ways of ng to deliver them. The Climate Change Scotland Act 2009 brings clear actions that will set new standards of responsibility on bodies like SNH. Climate Change duties on Public Bodies will include reporting on compliance with Climate Change measures and a focus on procurement policies. In addition, SNH is developing a low carbon vision for the organisation how and where our operating assumptions and practices will have to change in an increasingly de-carbonised society while still delivering Ministerial outputs. Our Climate Change and the Natural Heritage document sets out what SNH will do in our work with others and our own work and includes a clear and visible set of core corporate actions to reduce emissions from properties and work travel. Our new Climate Change Programme, beginning in April 2010, will bring together all the various strands of work in SNH that help deliver our government Climate Change obligations. The Environmental Management System and will sit within this new Programme. SNH is a member of the Scottish Government s Leading by Example Working Group, which works to improve data systems, raise benchmarks, share good practice and develop suitable common systems for how public bodies manage their Environmental Management or CO 2 reduction Programmes ion planning for key roles SNH is committed to delivering the carbon reduction targets as laid out in the Carbon Management Programme. Carbon reduction will fit within the corporate ng strand of the Climate Change Action Plan, managed and resourced through the SNH Climate Change Programme. We have a Greening the Workplace Officer with responsibility for developing and promoting SNH s long term Environmental Management Programme into a routine part of how SNH works through sustainable resource use (paper, energy, waste, recycling, NNRs, biodiversity of offices, property management), reducing carbon dioxide emissions (from energy and transport), and sustainable corporate procedures (procurement, finance, HR, reporting and capital investments). A temporary post of Greening Development Officer was also recruited to take forward the initial stages of the CMP, the development of the new greening database and to further develop the Green Reps network and Green Office Plans throughout SNH. The CMP sits within the current Environmental Management Programme. The Business Support Services manager and Director of Coporate Services are members of the CMP Page 20

21 Programme Board. In the event of key individuals leaving post SNH will ensure continuity of the Programme by appointing and briefing others into the required roles. 5.4 Annual Progress Review Progress against the carbon reduction target will be recorded and reported annually as part of the corporate greening reports and in the SNH Annual Review. The new Greening database will allow further opportunities to monitor the position against targets on a more frequent basis as required. An annual progress report will be made to the Programme Board, the particular function of which will be to provide leadership on changes of direction and ensure climate change measures are properly embedded into corporate decisions. Page 21

22 ng with QuickTime and a decompressor are needed to see this picture. 6 Appendix A: Definition of Projects Project: Reference: Owner (person) Department Description Benefits Fleet Administration Software SNH-CMP01 Sigmund Craig-Gould Business Support Services The project needs to deliver the successful implementation of FAS by the end of Quarter /10, with the benefits (financial, environmental and safety) being delivered in 2010/11 onwards. CO 2 Emissions reduction: 24.4 tonnes of CO2 per annum This project will contribute 30% of the CO2 annual reduction target Funding Source of funding: Internal Decision on funding will be made Nov-Dec Resources Additional resource requirements: Project Development Officer in post for 6 months from June to December Ensuring Measuring Timing Key success factors for this project to succeed: Budget to be approved. A suitable supplier to tender with a suitable product. Principal risks: Enough budget for product required to deliver savings. Project Manager only in post until December 2009, with implementation of project not planned until Feb/March Analysis of mileage and fuel usage stats will be required to determine level of CO2 savings made. Milestones / key dates e.g. start date: 08/06/09 (implementation planned for Q4 2009/10 which is when the benefits will start) completion date: Start delivering savings when implemented in Q4 2009/10 and these will continue as long as system is used for. interim deliverable / decision points: Tender process to start in Autumn 2009, with decision made on supplier to be December 2009, implementation to happen in Q4 2009/10. Notes Page 22

23 ng with QuickTime and a decompressor are needed to see this picture. Project: Reference: Owner (person) Department Description Benefits Funding Resources Ensuring Measuring Timing Fleet reduction programme SNH-CMP02. Allan Ayton Business Support Services Programme to determine vehicle needs across the organisation, aiming for ongoing reduction in vehicle numbers. Since 2007, the fleet number has been reduced by 24 vehicles. CO 2 Emissions reduction: 3 tonnes of CO2 This project will contribute 3.5% of the CO2 annual reduction target No costs associated with this project This project will be delivered within current resources. Milestones / key dates e.g. start date: 2007 this project has been delivering towards CO2 savings since 2007/08, and will be ongoing for several years. Notes No clear match across to emissions decrease as mileage reduction is low. Page 23

24 ng with QuickTime and a decompressor are needed to see this picture. Project: Reference: Owner (person) Department Description Benefits Funding Resources Ensuring Measuring Timing Fleet Replacement Programme SNH CMP03 Allan Ayton Business Support Services Fleet Replacement Programme, targeting older, high emissions vehicles for early replacement by fuel efficient, low emissions cars appropriate for local needs. Seasonal car sharing between units and provision of small cars for areas with predominantly shorter, low occupancy journeys are also being considered. CO 2 Emissions reduction: 13 tonnes of CO2 This project will contribute 16% of the CO2 annual reduction target A bid has been submitted for FY which will be used to replace the least economical vehicles from the fleet. This project will be delivered within current resources. Milestones / key dates e.g. start date: 2010/11 this project will start delivering savings in 2010/11, and will be ongoing for several years depending on funding. Notes Page 24

25 ng with QuickTime and a decompressor are needed to see this picture. Project: Reference: Owner (person) Department Description Benefits Property maintenance & upgrade insulation SNH-CMP04 Dawn Main/ Jim Russell Business Support Services Property maintenance & upgrade roof or wall insulation improvements at various SNH properties: To include Stilligarry, Fort William, Dingwall, Lochgilphead, Dunoon, Airlie, Dumfries, Newton Stewart CO 2 emissions reduction: 14 tonnes of CO2 This project will contribute 17% of the CO2 annual reduction target Funding Project cost - the initial cost of implementing the project: Resources Ensuring Measuring Timing Source of funding: internal Decision on funding will be made Nov-Dec 2009 This project will be delivered within current resources. Principal risks: technical & financial. This project will be split into several smaller pieces of work, each to be taken forward depending on resource availability and funding allocations. Insulation works completed in various SNH properties. start date: 2010/11 completion date this project will start delivering savings in 2010/11, and will be ongoing for several years depending on funding. Notes Insulation improvements will be undertaken up to the value of funding available in any year. The properties identified above are the priority sites giving the greatest carbon savings, improvements in other properties would provide further savings. This project is likely to run over several years, with full potential savings noted above not realised until all works are completed. Page 25

26 ng with QuickTime and a decompressor are needed to see this picture. Project: Reference: Owner (person) Department Description Benefits Property maintenance & upgrade heating and lighting management SNH-CMP05 Dawn Main/ Jim Russell Business Support Services Property maintenance & upgrade heating and lighting improvements in various SNH properties: To include Dingwall, Stornoway, Fort William, Lochgilphead, Airlie, Clydebank, Newton Stewart CO 2 emissions reduction: 26 tonnes of CO2 This project will contribute 32% of the CO2 annual reduction target Funding Resources Ensuring Measuring Timing Project cost a budget figure of has been bid for as the initial cost of implementing the project: Source of funding: internal Decision on funding will be made Nov-Dec 2009 This project will be delivered within current resources. Principal risks: technical & financial. This project will be split into several smaller pieces of work, each to be taken forward depending on resource availability and funding allocations. Heating or lighting works completed in various SNH properties. start date: 2010/11 completion date this project will start delivering savings in 2010/11, and will be ongoing for several years depending on funding. Notes Heating and lighting improvements will be undertaken up to the value of funding available in any year. The properties identified above are the priority sites giving the greatest carbon savings, improvements in other properties would provide further savings. This project is likely to run over several years, with full potential savings noted above not realised until all works are completed. Page 26

27 ng with QuickTime and a decompressor are needed to see this picture. Project: Reference: Owner (person) Department Description Benefits Funding Resources Ensuring Measuring Timing Property maintenance and upgrade: Battleby biomass SNH-CMP06 Mike Duncan Business Support Services Property maintenance and upgrade: Battleby biomass heating system CO 2 emissions reduction: 74 tonnes of CO2 This project will contribute 90% of the CO2 annual reduction target Source of funding: internal Decision on funding will be made Nov-Dec 2009 This project will be delivered within current resources. Principal risks: financial. This project will only be taken forward if funding is approved. Biomass heating system in place. start date: 2009/10 completion date this is a two year project which will start delivering savings in 2010/11 Notes Page 27

28 ng with QuickTime and a decompressor are needed to see this picture. Project: Reference: Owner (person) Department Description Benefits Funding Resources Ensuring Measuring Timing Property disposal - Golspie SNH-CMP07 Tom Cane Business Support Services Office co-location with partner organisations new build & shared facilities CO 2 Emissions reduction: 14.8 tonnes of CO2 This project will contribute 18% of the CO2 annual reduction target Zero costs solely associated with CO2 reduction. This project will be delivered within current resources. All Golspie based staff operating from new low emissions building Milestones / key dates e.g. start date: 2008/09 this project will start delivering savings in 2009/10 Notes Page 28

29 ng with QuickTime and a decompressor are needed to see this picture. Project: Reference: Owner (person) Department Description Benefits Funding Resources Ensuring Measuring Timing Property disposal: Oban SNH-CMP08 Tom Cane Business Support Services Office co-location with partner organisations shared facilities CO 2 Emissions reduction: 11 tonnes of CO2 This project will contribute 13% of the CO2 annual reduction target Zero costs solely associated with CO2 reduction. This project will be delivered within current resources. Current office vacated - all Oban based staff operating from new office. Milestones / key dates e.g. start date: 2009/10 this project will start delivering savings in late 2009/10 Notes Page 29

30 ng with QuickTime and a decompressor are needed to see this picture. Project: Reference: Owner (person) Department Description Benefits Funding Resources Ensuring Measuring Timing Property disposal - Dalkeith SNH-CMP09 Tom Cane Business Support Services Office co-location with partner organisations shared facilities CO 2 Emissions reduction: 8 tonnes of CO2 This project will contribute 10% of the CO2 annual reduction target Zero costs solely associated with CO2 reduction. This project will be delivered within current resources. Current office vacated - all Dalkeith based staff operating from new office. Milestones / key dates e.g. start date: 2009/10 this project will start delivering savings in late 2009/10 Notes Page 30

31 ng with QuickTime and a decompressor are needed to see this picture. Project: Reference: Owner (person) Department Description Benefits Funding Resources Ensuring Measuring Timing Property disposal - Aberdeen SNH-CMP10 Tom Cane Business Support Services Office co-location with partner organisations new build & shared facilities CO 2 Emissions reduction: 36 tonnes of CO2 This project will contribute 44% of the CO2 annual reduction target Zero costs solely associated with CO2 reduction. This project will be delivered within current resources. Principal risks: SNH are not the lead organisation for the relocation. Current office vacated - all Aberdeen based staff operating from new office. Milestones / key dates e.g. start date: 2010/11 this project will start delivering savings in 2010/11 Notes Page 31

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