James Watt College Carbon Management Programme

James Watt College Carbon Management Programme (CMP) Date: 22072010 Version number: 1 Owner: Health, Safety and Environment Service Approval route: Climate Change Action Plan Group Leadership Team BoM (for info) Approval status: Approved Page 1

Contents Foreword from Sue Pinder OBE Principal and Chief Executive 3 Foreword from the Carbon Trust 3 Management Summary 4 1 Introduction 5 1.1 James Watt College 5 1.2 Cirriculum Led Estates Strategy 5 2 Carbon Management Strategy 6 2.1 Context and drivers for Carbon Management 6 2.2 Our low carbon vision 6 2.3 Strategic themes 6 2.4 Targets and objectives 7 3 Emissions Baseline and Projections 7 3.1 Scope 7 3.2 Baseline 7 3.3 Projections and Value at Stake 9 3.4 Targets 9 4 Carbon Management Projects 10 4.1 Existing projects 10 4.2 Planned / funded projects 10 4.3 Opportunities identified by CT 11 4.5 Projected achievement towards target 12 5 Implementation 13 5.1 Financing 13 5.2 Governance for Implementation 15 5.2.1 Embedding Carbon Management 15 5.2.2 Data Management measuring the difference, measuring the benefit 15 5.3 Resource commitment 15 5.3.1 Implementing the Initiatives 16 5.3.2 Maintaining quality over time 16 5.3.3 Leadership and Management of the CMP 16 5.4 Implementation Plan 16 Appendix A: Definition of Projects 19 Page 2

Foreword from Sue Pinder OBE The environments in which James Watt College operates present us with many challenges and opportunities. As we move forward, the College will pay close attention to the environmental impact of our work related to ongoing operational issues and new developments. We are committed to environmental sustainability and to the reduction of our carbon footprint through our Carbon Management Programme. We have joined the Carbon Trust Carbon Management Programme to help us quantify our carbon footprint and focus on areas we can improve. The Carbon Management Programme is also significant in helping us towards our commitment to the Universities and Colleges Climate Commitment for Scotland (UCCCfS). Sue Pinder Principal & Chief Executive Foreword from the Carbon Trust Cutting carbon emissions as part of the fight against climate change should be a key priority for local authorities 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. James Watt College was selected in 2009, amidst strong competition, to take part in this ambitious programme. James Watt College 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 CO2 by 25% by 201314 and underpins potential financial savings to the organisation of around 1 million. 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 James Watt College in their ongoing implementation of carbon management. Richard Rugg Head of Public Sector, Carbon Trust Page 3

Management Summary Climate change is a high profile issue. The Scottish Government has passed the Climate Change (Scotland) Act 2009, which has set targets for the year 2050 of at least 80% lower than the baseline, an interim target for the year 2020 of at least 42% lower than the baseline 2020, and to provide annual targets, for the reduction of greenhouse gas emissions. Within this context the targets set by James Watt College are being developed to ensure that the college plays its part within this important national agenda. Prior to joining the Carbon Trust s Carbon Management Programme in February 2010 the College had already embarked on some initiatives related to the environment and our impact on its sustainability e.g. recycling and estates development. The Carbon Trust has carried out an Assessment of Energy Saving Opportunities and prepared a report which recommends a number of Opportunities that we could put in place to reduce our energy consumption. A number these are included as projects in this plan. The partnership with the Carbon Trust in preparing this compliments the work being done for the Climate Change Action Plan following our signing up to the Universities and Colleges Climate Commitment for Scotland (UCCCfs) James Watt College is a leading Scottish college with more than 800 staff and 20,000 students. As such, we recognise that we have an opportunity and a responsibility to influence a significant number of people to make an individual and collective contribution to saving energy and reducing carbon emissions. James Watt College is committed to reducing our Carbon Footprint over the forthcoming years. This document explains the financial and environmental benefits of the for the College. James Watt College will be raising Environmental Awareness with our staff and students in all disciplines through College initiatives and by providing them with the appropriate tools to understand the consequences for their actions. The focuses on the reduction of our carbon emissions through the performance of the College. The College has identified projects/initiatives that will contribute to reducing our carbon footprint by 25% over a five year period. Our baseline carbon footprint is: Data for baseline year 200809 Total CO 2 Emission (tonnes) Buildings Transport Housing Waste Water Baseline CO 2 emissions (tonnes) 3,841 3,188 468 172 13 Baseline Cost ( ) 736,638 451,278 209,778 12,735 62,848 Page 4 James Watt College aims to reduce CO2 emissions from our operation by 25% by 201415 from 200809 levels.

1. Introduction 1.1 James Watt College With over 100 years of learning, James Watt College remains one of Scotland s most dynamic and progressive Colleges. Whatever your background, your ambitions or your abilities we can offer a range of options to develop your skills, knowledge and understanding to help you learn for life. Since opening in Greenock in 1908, James Watt College has developed into one of Scotland s largest colleges with approximately 20,000 students and 800 staff spread across four campuses on the West Coast of Scotland. We offer a diverse range of courses in a variety of subjects including: Beauty & Hairdressing; Business & Computing; Construction & Engineering; Creative Industries; Education, Health, Social Care & Social Sciences. Hospitality, Tourism & Sport; Science and Supported Learning Programmes. With campuses in Kilwinning, Largs and two in Greenock, the College offers a wide range of programmes that allows learners to choose the location that suits them. Our courses tend to be vocational or work related, typically including strong practical elements where students gain handson experience to take into the workplace, further enhancing job prospects. Our flexibility allows the opportunity to study parttime, fulltime, dayrelease, through open learning, online learning or at one of our evening classes. Our learners come from wide ranging and diverse backgrounds; from school leavers to International students to adult returners, we have opportunities for all at James Watt College. 1.2 Curriculum Led Estates Strategy Estates Strategy The Colleges Estates Strategy seeks to follow the Scottish Funding Councils published guidance which seeks to ensure that our Strategy is aligned with, and supports the key business objectives within the College. A recent review of the Estates Strategy (in November 2009) sought to verify the assumptions that had led to the original strategy and to set out the actions required to implement the approved elements of that strategy. The key elements of the modified Estates Strategy are that the College should: 1. Acquire land from North Ayrshire Council adjacent to the main Kilwinning Campus in order to build a new vocational centre. 2. Construct 8 new classrooms at the main Kilwinning Campus. 3. Terminate the lease agreement in respect of the rented accommodation at Melvin House. 4. To renounce the lease agreement in respect of the Three Towns Learning Centre. 5. To establish a negotiating group to review the options and work with our lawyers in negotiating the buyout of the PFI agreement. 6. To undertake an options review in respect of the method and location of delivery of the sports curriculum currently delivered at Largs. 7. To remodel the workshop block at Finnart Street, thereby allowing the disposal of leased accommodation at Port Glasgow and Fort Matilda. 8. Retain the Waterfront Campus and increase the area of teaching space. Page 5

9. To undertake a review of the need for the student accommodation, the issues associated with its management and day to day running costs to establish whether the facility can be operated without burdening the overall College finances. 10. To outline a business case for the recladding of the Finnart Tower. 11. To undertake a detailed study of the current and future demand, the commercial viability, potential funding and if appropriate, identify suitable locations for the provision of new Nursery accommodation to serve our students at Finnart Street. 12. To investigate the possibility of creating new car parking at Finnart and Kilwinning. 2 Carbon Management Strategy 2.1 Context and drivers for Carbon Management James Watt College is committed to sustainability and to reducing its carbon emissions by 25% over a period of 5 years. Participation in this phase of the Carbon Management Programme is central to James Watt College s progress towards meeting the above target. The will allow us to measure our performance and future developments against previously agreed targets. Measures to reduce energy consumption and improve energy efficiency are particularly important in light of predicted increases in energy cost and reductions in public spending. 2.2 Our low carbon vision The College recognises that Climate Change will have a considerable impact on the Scottish economy, Scotland s people and environment and is determined to play its part in rising to this challenge. Our objective is to operate our estate in the most environmentally sustainable manner and to ensure that staff and students in all disciplines are aware of the consequences of their actions and can make informed decisions regarding environmental issues. 2.3 Strategic themes James Watt College has joined the Carbon Management Programme to assist us in achieving the reduction of our Carbon Footprint. Our aim is to reduce our carbon emissions with a range of projects and initiatives that will deliver a significant carbon reduction and to embed these into the way the College operates. Our will: Reduce our Carbon emissions by 25% from 2008 levels by 2014 15 Reduce energy consumption and promote energy efficiency Encourage waste reduction, recycling and responsible disposal Promote responsible and active travel through sustainable travel planning Identify and confirm a range of projects to be incorporated in our Estates strategy Page 6

2.4 Targets and objectives Estates, ICT and travel are key areas where we want to embed carbon management and where we see significant opportunities for reducing carbon emissions. We also want to ensure that sustainability is embedded in all curriculum areas. James Watt College has joined the Carbon Management Programme to ensure that our Carbon Management Plan reflects the aims and objectives within the public sector and to ensure that we achieve the high standards expected of a teaching organisation. James Watt College s aim is to develop a range of projects that will deliver significant carbon reductions, contribute cost savings and embed Carbon Management in all College operations. The Carbon Management Programme will help us to: Reduce energy consumption and use energy more efficiently Encourage waste reduction, recycling (50%) and responsible disposal Reduce business travel by 10% (in the first year) Identify a range of projects to be incorporated in our Estates strategy Reduce our carbon emissions by 25% from 200809 levels by 201415 3 Emissions Baseline and Projections 3.1 Scope Our baseline emissions included carbon emissions from all owned or leased buildings. The baseline includes energy used in buildings, fuel used for business travel and emissions associated with waste disposal. We did not include emissions related to commuting to/from College or from procurement of goods/services by the College. The James Watt College encompasses: Energy use in owned/leased buildings Emissions related to business travel (staff and fleet vehicles) Waste produced from all College operations Water used in buildings and operations Influencing appropriate behavioural modification among staff and students Embedding sustainability in all curriculum areas 3.2 Carbon Emissions Baseline 200809 James Watt College s baseline Carbon Footprint was based on the 200809 academic year (1 st August 2008 31 st July 2009). The main data sources were: Invoices and consumption figures from energy providers (Electricity & Gas) Business travel information (staff expenses forms) from Finance Fleet fuel consumption / mileage from Estates Waste disposal details from waste disposal contractors Page 7

Obtaining energy consumption figures was a manual activity and was more difficult for gas than for electricity. We should work with our energy providers to improve this for the future. Establishing the necessary information for staff business travel involved a very time consuming trawl through expenses forms. Measures have been put in place to make this easier and more accurate for future years. Fleet fuel consumption was estimated and we need to improve this for the future. However, our fleet is small so does not constitute a significant element of our baseline. Information on waste was particularly difficult to obtain and verify due to the various waste disposal organisations and waste streams involved. We don t have a high level of confidence in the waste figures included in the baseline. This is an aspect for improvement in future years. Total CO 2 Emission (tonnes) Buildings Transport Housing Waste Water Baseline CO 2 emissions (tonnes) 3,841 3,188 468 172 13 Baseline Cost ( ) 736,638 451,278 209,778 12,735 62,848 Table 1: Summary table of emissions for baseline year 2009 Baseline CO2 emissions (tonnes) Transport 12% Waste 4% Water 0% Buildings 84% Buildings Transport Waste Water Graph 1: Summary of emissions for baseline year 2009 From the above graph it can be seen that buildings contribute 84% of our Carbon Footprint. Based on this we will focus our efforts on reducing energy consumption and improving efficiency of energy use Page 8

across all areas of the College. Projects in these areas will be given priority. This includes ICT projects which will contribute significant reductions in energy use. However, viable projects in transport, waste, water use and behavioural change will be pursued as part of our overall carbon management initiative. We will also work to embed sustainability / carbon management in all curriculum areas. 3.3 Projections and Value at Stake In a Business As Usual (BAU) scenario College carbon emissions are likely to increase due to deterioration of the Estate and associated services. With the economic downturn there could also be an increase in student numbers resulting in a greater demand on College services. As can be seen from the BAU projections (Graph 1) even a modest growth and rise in energy prices will result in a significant cost. 1,800,000 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 Comparison of emissions with BAU increases and reduction targets financial 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Year Actual cost BAU cost Target cost Graph 2: Projected Business As Usual (BAU) compared with Target Costs 3.4 Targets The carbon management plan sets a target of a 25% reduction in carbon emissions against a baseline year of 200809. See table below for target annual % CO2 reductions and associated Value at Stake (VAS) targets. 200809 200910 201011 201112 201213 201314 201415 BAU ( m) 0.74 0.80 0.87 0.95 1.03 1.12 1.21 Target ( m) 0.80 0.83 0.86 0.90 0.93 Savings ( k) 73 116 165 220 281 Table 2: Financial savings for each year Page 9

4 Carbon Management Projects This section covers projects which have been implemented (but not quantified in terms of carbon emissions reductions), projects which are planned, funded and have been quantified and projects recommended in the Carbon Trust Energy Saving Opportunities Assessment carried out in April 2010. Project in this third category are to be reviewed and verified by our Estates Department (see note at Table ). 4.1 Existing projects Raising awareness on Carbon Management: o Climate Change Action Plan Group set up o Poster Campaign launched o Enviro Ideas email address set up for employees to submit ideas. Recycling introduced at North Ayrshire Campus and Finnart Street Campus reducing waste to landfill Energy efficient and sensor controlled lighting installed in refurbished office areas. Energy efficient hand dryers installed in refurbished toilets to replace less efficient machines and discontinue use of paper towels Use of recycled products All printing paper purchased is from recycled sources Note! These projects have not been quantified in terms of carbon emissions reductions. 4.2 Planned / funded projects Cost Annual Saving Ref Project Lead Cap l Rev ue Res ce Fin tco 2 Pay back 1 2 3 4 5 6 7 ICT Power Mngt ICT Server Replacement Programme (Virtualisation) Office Equipment Rationalisation Rationalisation of Premises Marketing Campaign Travel Plan Increased recycling across all campuses John Denny John Denny John Denny Peter Thorne Carrie Gibson Bill McNeice Nancy Forbes % of Target 12,500 7,535 40 1.66 5.7% 2010/11 80,000 15,824 85 5.06 11.9% 2010/11 N/A 9,042 49 6.9% 2010/11 N/A 7,312 55 7.7% 2010/11 5,000 3,312 26 1.51 3.6% 2010/11 3,000 5,287 12 1.7% 2010/11 4,000 86 12.1% 2010/11 Year Page 10

4.3 Opportunities identified by CT (to be verified by JWC) Cost Annual Saving Project Lead Cap l Rev ue Res ce Fin CO 2 Pay back % of Target Year 8 9 10 11 12 13 14 15 16 17 18 19 NAC: Minimise Energy Consumption During Holiday Period Optimise Time Schedules for Building Services Plant Increase Temperature Setpoints in Server Rooms WFC: Programme Boiler Operation Utilise Energy Savings Functions on Personal Computers NAC: Phaseout Tungsten Lamps in Residence Blocks NAC: Do not Maintain Highlevel Foyer Lighting FSC: Switch off Boothside Lighting in Food Hall Fit Time Switches to Vending Machines Utilise Half Hourly Data to Eliminate/Reduce Unnecessary Electricity Usage FSC: Sequence Boiler Operation NAC: Alter Boiler Control Settings to Allow LowFire Operation 12,365 9.5% 2010/11 1,728 4.6% 2010/11 1,245 1.0% 2010/11 99 0.3% 2010/11 900 0.7% 2010/11 69 0.1% 2010/11 153 0.1% 2010/11 33 0.0% 2010/11 610 0.5% 2010/11 26,200 20.1% 2010/11 657 1.7% 2010/11 110 0.3% 2010/11 20 Insulate Valves 582 1.5% 2010/11 21 NAC: Install PIRs on Corridor Lighting 3,225 2.5% 2010/11 22 NAC: Install Day Light Control on Refectory Lighting 230 0.2% 2010/11 23 NAC: Install Tamperproof Thermostats 2,720 2.1% 2010/11 24 WFC: Install PIRs on Corridor Lighting 1,515 1.2% 2010/11 25 NAC: Install Day Light Control to Entrance Hall Lighting 120 0.1% 2010/11 26 27 FSC: Begin Gradual Phasing Out of Inefficient T12 Lighting WFC: Overhaul of Academic Building AirConditioning System 1,255 1,633 does not payback 1.0% 2010/11 1.2% 2010/11 Page 11

Note! The above projects are recommendations from the Carbon Trust Energy Saving Opportunities Assessment carried out at James Watt College in April 2010. Due to current workload we have not been able to verify the figures provided above. Due to our Summer Works programme it will not be possible to carry out the verification before the end of August 2010. As they stand, the projects are included in our plan subject to them being quantified and agreed. This will be completed by December 2010 and our plan will be fully reviewed, updated and resubmitted to the Carbon Trust. By December 2010 we also hope to have identified around six additional Big Ticket projects which will make a significant contribution to achieving our target of a 25% reduction in carbon emissions. 4.4 Projected achievement towards target The graph below shows how CO2 emissions would increase if we do nothing (BAU). Our target of 25% reduction in carbon emissions over 5 years is shown and the contribution that planned projects, plus as yet unverified projects, will make towards meeting our target can be seen. 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 Carbon progress against target 2008 2009 2010 2011 2012 2013 Year Predicted Business as Usual Emissions Target Emissions Emissions in chosen plan Graph 3: Business as usual emissions compared with target and planned / potential projects Page 12

5 Implementation By implementing this James Watt College will be making a contribution to national emissions reduction targets. Direct benefits to the College will be: Cost savings resulting from reduced energy consumption Meeting our pledge to the Universities & Colleges Climate Commitment for Scotland Enhancing the College s environmental reputation 5.1 Financing In this section we concentrate solely on the benefits to the institution in completion a Carbon Management Plan. The benefits to the institution can be summarised as a significant reduction in costs allied to an improvement in the college s green credentials and the production of a template which will assist in meeting the Universities and Colleges Climate Commitment for Scotland. 5.1.1 Financial costs and sources of funding In the first year a budget of 50,000 has been allocated to the programme, in order to fund any capital purchases. These funds will be used for projects which are considered viable and have not been included in 2010/11 budget submissions. The day to day maintenance of carbon management should be absorbed within the normal departmental budgets e.g. introducing energy efficient light bulbs. Any projects which have initially been implemented should then be sustainable in future year s budgets. The department budgets that are going to be used to fund 2010/11 revenue expenditure are as follows: ICT Estates Marketing Health & Safety In subsequent years any substantial projects that require additional funding will be funded through savings achieved from initial projects, These types of projects are likely to be more expensive and have longer pay back periods. In order for the real savings to be reinvested in the programme all projects will be monitored through the Climate Change Action Group. The table below illustrates that as savings accumulate the yearonyear savings should continue to cover the cost of the programme Page 13

Per Baseline 2008 2009 2010 2011 2012 2013 2014 2015 BAU cost in 736,638 800,681 870,302 945,987 1,028,267 1,117,715 1,214,960 1,320,679 RES cost in 736,638 766,364 797,289 829,463 862,934 897,757 933,984 971,674 Targeted Savings, PA in Cumulative Savings in 0 34,317 73,013 116,524 165,233 219,958 280,976 349,005 0 34,317 107,330 223,854 389,087 609,045 890,021 1,239,026 Based on Confirmed Projects BAU cost in 736,638 800,681 870,302 945,987 1,028,267 1,117,715 1,214,960 1,320,679 RES cost in 736,638 800,681 755,698 786,193 817,919 850,926 885,263 920,986 Targeted Savings, PA in Cumulative Savings in 0 0 114,604 159,794 210,348 266,789 329,697 399,693 0 0 114,604 274,398 484,746 751,535 1,081,232 1,480,925 * Business as usual ** Reduced Emissions Scenario Page 14

5.2 Governance for Implementation 5.2.1 Embedding Carbon Management Our Principal has signed up to the Universities and Colleges Climate Commitment for Scotland (UCCCfS) and is fully supportive of this (CMP). The Climate Change Action Plan group is charged with delivering the CMP. The group is made up of the following: Project Sponsor: Margaret Tierney (Assistant Principal Organisational Development) Project Leader: Bill McNeice (HS&E Manager) Finance Champion: Fiona McEwan (Finance Manager) ICT Champion : John Denny (ICT and elearning Manager) Estates Champion: Peter Thorne (Estates Manager) Learning Champion: Iain MacKay (Learning Manager Engineering & Construction) Procurement Champion: Brian Bradley (Procurement Officer) Student Champion: Geraldine Shambach (Student President) Administration: Caroline Rennie (HS&E Admin Assistant) During the Carbon Management Programme the group met on a monthly basis. It is intended that the group will continue to meet regularly to review and keep the CMP on track. The Marketing Department will champion awareness campaigns, aimed at staff and students, to support the work of the Climate Change Action Plan group and reinforce priorities as the 5year CMP develops. The Project Leader will continue to report progress to the College Leadership Team via the Project Sponsor. Progress will also be reported to the Board of Management, through the HRD Committee. 5.2.2 Data Management measuring the difference, measuring the benefit The software tools, provided via the Carbon Trust Carbon Management Program, will be the main resource for tracking the progress of our. As detailed in Project JWC we will also use halfhourly electricity use data to eliminate / reduce unnecessary usage. Information from these sources will be reported and monitored at regular meetings of the Climate Change Action Plan group. Progress and agreed actions, from group meetings, will be reported to the College Leadership Team via the Project Sponsor (AP Organisational Development). The Project Leader will provide progress reports for each meeting of the HRD Committee. By comparing progress against the annual targets in graph 2 we will be able to see if we are on track or not. 5.3 Resource commitment Financial: In year one 50,000 has been committed to implement viable projects which have not already been budgeted for. In subsequent years College departments will be expected to include carbon management initiatives in their Operational Plans and to include appropriate funding in their annual budget submissions. Overall, the aim will be to invest real savings, from improved carbon management, in future carbon reduction projects. People: The members of staff, on the Climate Change Action Plan group, will commit time for the work of the group and for any carbon management projects for which they are responsible. Page 15

The owners of carbon management projects will commit appropriate time and resources to ensure implementation of those projects. 5.3.1 Implementing the Initiatives The (CMP) is owned by the Climate Change Action Plan group and the Project Leader is responsible for reporting on the plan s progress. The owners of specific carbon management projects are responsible for implementation and reporting progress on those specific projects to the Climate Change Action Plan group. 5.3.2 Maintaining quality over time The CMP will be a live document which will be monitored, maintained and revised by the Climate Change Action Plan group. Proposed, new carbon management initiatives will be judged on their practicability and contribution to our target of a 25% reduction in carbon emissions. Proposed projects will also be required to fit within the College s Strategic and Operational Plans. 5.3.3 Leadership and Management of the CMP As with any 5year programme our CMP relies on strong strategic leadership and committed management to ensure success. As the project sponsor and a member of the College Leadership Team, the Assistant Principal Organisational Development provides strategic leadership. The HS&E Service Manager is the project leader and is responsible for ensuring that the programme remains on track, that progress is monitored and that any blockages are identified and removed where possible. Project owners will be brought together, at key stages of the programme, to coordination and consistency in carbon reduction activity. If any key members of the Climate Change Action Plan group leave post or change role their immediate successor will assume responsibility for their role in the group. 5.4 Implementation Plan The official start date of our 5year Carbon Management Programme will be 1 st August 2010 (the start of our Financial Year 201011). Annual programme reviews will follow the financial year cycle. The Climate Change Action Plan group will have a kick off meeting and will meet quarterly. Project owners will be required to report project progress to the group. Quarterly programme progress reports will be produced. Page 16

Proposed Carbon Management Projects Project Ref. Number Description of Project JWC001 ICT Power Mngt Yes Would you like advanced analysis? Owner Total KWh, tonnes or m3 saving in yr 1 Net Savings in yr 1 (Incl OpEx) Lifetime of project from start year (years) Simple Payback (years) CO2 savings in yr 1 (tonnes) % of target Lifetime CO2 saving (tonnes) John Denny 75,351 7,535 10 1.66 40 5.7% 1173.2 JWC002 Page 17 ICT Server Replacement Programme (Virtualisation) Yes JWC003 Office Equipment Rationalisation Yes JWC004 Rationalisation of Premises Yes JWC005 Marketing Campaign Yes JWC006 Travel Plan Yes JWC007 JWC008 JWC009 JWC010 John Denny 158,237 15,824 10 5.06 85 11.9% 1476.8 John Denny 90,421 9,042 3 49 6.9% 141.5 Peter Thorne 182,336 7,312 10 55 7.7% 485.0 Carrie Gibson 89,071 3,312 3.5 1.51 26 3.6% 211.4 Bill McNeice 46,780 5,287 10 12 1.7% 103.6 Increased recycling across all campuses Yes Nancy Forbes 193 10 86 12.1% 477.2 NAC: Minimise Energy Consumption During Holiday Period Yes 123,650 12,365 10 66 9.5% 583.4 Optimise Time Schedules for Building Services Plant Yes 172,750 1,728 32 4.6% 0.0 Increase Temperature Setpoints in Server Rooms Yes 12,450 1,245 7 1.0% 0.0 JWC011 WFC: Programme Boiler Operation Yes 9,900 99 2 0.3% 0.0

JWC012 JWC013 JWC014 JWC015 JWC016 JWC017 Utilise Energy Savings Functions on Personal Computers Yes 9,000 900 5 0.7% 0.0 NAC: Phaseout Tungsten Lamps in Residence Blocks Yes 690 69 0 0.1% 0.0 NAC: Do not Maintain Highlevel Foyer Lighting Yes 1,525 153 1 0.1% 0.0 FSC: Switch off Boothside Lighting in Food Hall Yes 330 33 0 0.0% 0.0 Fit Time Switches to Vending Machines Yes 6,100 610 3 0.5% 0.0 Utilise Half Hourly Data to Eliminate/Reduce Unnecessary Electricity Usage Yes 262,000 26,200 141 20.1% 0.0 JWC018 FSC: Sequence Boiler Operation Yes 65,700 657 12 1.7% 0.0 JWC019 NAC: Alter Boiler Control Settings to Allow LowFire Operation Yes 10,950 110 2 0.3% 0.0 JWC020 Insulate Valves Yes 58,200 582 11 1.5% 0.0 NAC: Install PIRs on Corridor JWC021 Lighting Yes 32,250 3,225 17 2.5% 0.0 JWC022 JWC023 JWC024 JWC025 JWC026 JWC027 NAC: Install Day Light Control on Refectory Lighting Yes 2,300 230 1 0.2% 0.0 NAC: Install Tamperproof Thermostats Yes 27,200 2,720 15 2.1% 0.0 WFC: Install PIRs on Corridor Lighting Yes 15,150 1,515 8 1.2% 0.0 NAC: Install Day Light Control to Entrance Hall Lighting Yes 1,200 120 1 0.1% 0.0 FSC: Begin Gradual Phasing Out of Inefficient T12 Lighting Yes 12,550 1,255 7 1.0% 0.0 does WFC: Overhaul of Academic not Building AirConditioning System Yes 16,326 1,633 payback 9 1.2% 0.0 Page 18

Appendix A: Projects Project: Reference: ICT Power Management Programme JWC001 Owner (person) Department Description Benefits John Denny (ICT and elearning Manager) ICT and elearning Introduction of Software to Manage PC and Server Power Consumption Reduction by c. 1/3 rd of current electricity consumption for PCs and Servers (Approx. 200kWh per PC per yr) Estimated saving of 36,000 % of Target: 5.7% Funding Resources Ensuring Measuring Timing Project cost, c. 12,500 Estimated payback 1.66 years Source of funding: internal Delivered within current resources Funding currently in place. Current resources capability in place. No foreseeable risks. Reduction of electricity costs. progress of project will be measured on annual basis. Milestones / key dates e.g. start date: June 2010 completion date (when it will deliver savings): June 2010 interim deliverable / decision points June 2011, June 2012 Notes Page 19

Project: Reference: ICT Server Replacement Programme JWC002 Owner (person) Department Description Benefits John Denny (ICT and elearning Manager) ICT and elearning Replacement of current server stock with newer more energy efficient equipment and reduction in number of servers Reduction by c. 1/3 rd of current electricity consumption for servers % of Target: 11.9% Funding Project cost, c. 80,000 Source of funding: internal Resources Ensuring Measuring Timing Delivered within current resources Funding currently in place. Current resources capability in place. No foreseeable risks. Reduction of electricity costs. Optimal no. of servers reached. progress of project will be measured on annual basis. Milestones / key dates e.g. start date: 01/03/2010 completion date (when it will deliver savings): 01/03/2010 interim deliverable / decision points 01/03/2011, 01/03/2012 Notes Page 20

Project: Reference: Owner (person) Department Description Office Equipment JWC003 Brian Bradley/John Denny ICT To rationalise the existing printing and copying resource, reduce the cost of delivering the service, reduce the volume of paper being used, gather information on what drives our print/copy habits and use this to make informed decisions regarding the allocation of printers/photocopiers, to reduce electricity consumption, to provide staff with an alternative means of distributing documents rather than print, to have all devices on the one contract for maintenance and service, to improve service levels for print/copy devices, to pass responsibility for disposal of equipment on to the contractor and to keep pace with changes in technology. Benefits Financial savings: circa 150,000 in the first year (approximately 98,000 from fixed costs attached to the current contract, approximately 30,000 from reduction in electricity use, approximately 8,000 from a reduction in paper use and approximately 14,000 from a reduction in the number of toner and ink cartridges needed to deliver the service) % of Target: 6.9% Funding Resources Ensuring Measuring Timing Notes The fixed cost at the time of writing is circa 53,000 per quarter. This is in comparison to the 78,000 we are currently paying. Note that the new fee also includes an entirely new printer (or multifunctional device) fleet rather than just photocopiers provided under the existing fleet. There are variable costs attached to this project which vary depending on the device used. We have yet to estimate how much this may cost us and the final outcome will depend greatly on how effectively staff use the new setup This project will be funded internally. To be delivered within current resources Key success factors: reduction in volume of paper used, reduction in amount of electricity consumed, equipment downtime minimised. Principal risks: staff accepting the change and using the new setup effectively Measuring volume of paper purchased, comparing yearonyear electricity consumption, records of downtime To be measured at least quarterly Milestones / key dates e.g. start date: 01/07/2010 completion date (when it will deliver savings): 01/07/2010 onwards key dates will be quarterly reports and meetings with supplier With equipment downtime we are also aiming to replace toner cartridges before the toner runs out. Page 21

Project: Reference: Rationalisation of Premises JWC004 Owner (person) Department Description Peter Thorne Estates Department The leases on a number of satellite sites are being given up and the activities are being brought inhouse at our North Ayrshire Campus (NAC) and Finnart Street Campus (FSC) Benefits Financial savings: 7,312 (in year 1) Payback period: [x] years CO 2 Emissions reduction: 55 tonnes of CO2 % of target: 7.7% Funding Project cost: Operational costs: the costs associated with this project are being incurred for wider business reasons and should not be attributed to the CMP. Source of funding: internal Resources Ensuring Measuring Timing This project will be delivered within current resources Key success factors will be eliminating the costs of operating the satellite sights, including energy costs (with associated carbon reductions) Principal risks: having inhouse facilities available for the start of the new term Metrics for displaying performance or achievement: reduced energy consumption figures When success will be measured / evaluated: ongoing Milestones / key dates e.g. start date: 25/06/2010 completion date (when it will deliver savings): 25/06/2010 interim deliverable / decision points Notes Page 22

Project: Reference: Marketing Campaign JWC005 Owner (person) Department Description Carrie Gibson Marketing The Marketing Department will run awareness campaign(s) aimed at staff and students to support the Carbon Management Programme Benefits Financial savings: 3,312 Payback period: 1.51 years CO 2 Emissions reduction: 26 tonnes of CO2 % of target: 3.6% Funding Resources Ensuring Measuring Timing Project cost: 5,000 for the 1 st year campaign(s) Operational costs: Marketing will include funding for awareness campaigns in future years of the programme Source of funding: internal Additional resource e.g. printing will be met from budget All other resources are internal Campaigns will be evaluated through participation and feedback Principal risks: pressures on funding See Ensuring above Milestones / key dates e.g. start date: dd/mm/yyyy completion date (when it will deliver savings): dd/mm/yyyy interim deliverable / decision points Notes Page 23

Project: Reference: Travel Plan JWC006 Owner (person) Department Description Bill McNeice Health, Safety and Environmental Service To promote an Environmental Travel Programme through all campuses Benefits Financial savings: 5,287 Payback period: CO 2 Emissions reduction: 12 tonnes of CO2 % of target: 1.7% Funding Project cost: 3,000 Source of funding: internal Resources Ensuring Measuring Timing Additional resource e.g. software management All other resources are internal Campaigns will be evaluated through participation and feedback Principal risks: pressures on funding See Ensuring above Milestones / key dates e.g. start date: 2010 completion date (when it will deliver savings): ongoing Notes Page 24

Project: Reference: Increased Recycling across all campuses JWC007 Owner (person) Department Description Benefits Nancy Forbes Estates and Facilities Estates & Facilities and Health, Safety and Environmental Services will work together to promote Recycling throughout the campuses and distribute the required equipment e.g. bins etc Financial savings: Payback period: CO 2 Emissions reduction: 86 tonnes of CO2 % of target: 12.1% Funding Resources Ensuring Measuring Timing Project cost: Are unknown Operational costs: Marketing will include funding for awareness campaigns in future years of the programme Source of funding: internal Additional resource e.g. recycling bins, printing All other resources are internal Campaigns will be evaluated through participation and feedback Principal risks: pressures on funding See Ensuring above Milestones / key dates e.g. completion date (when it will deliver savings): ongoing interim deliverable / decision points Notes Page 25