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TRANSCRIPT
CarbonManagement Plan
2010 - 2015
The University has calculated its emissions baseline in 2005/6 was 20,000 tonnes of carbon dioxide equivalent.
Our target is to reduce these emissions by 30%by September 2015 and 43% by September2020.
www.estates.salford.ac.uk
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Contents
Foreword from Professor Martin Hall, Vice-Chancellor 3
Management Summary 4
1 Introduction 8
2 Carbon Management Strategy 9
2.1 Context and drivers for Carbon Management 9 2.2 Strategic themes 11 2.3 Targets and objectives 11
3 Emissions Baseline and Projections 13
3.1 Scope 13 3.2 Baseline 15 3.3 Projections and Value at Stake 17
4 Carbon Management Projects 22
4.1 Existing projects 22 4.2 Planned / funded projects 23 4.3 Near term projects 24 4.4 Medium to long term projects 25 4.5 Other projects 26 4.6 Projected achievement towards target 26
5 Carbon Management Plan Financing 27
5.1 Assumptions 27 5.2 Benefits / savings – quantified and un-quantified 27 5.3 Additional resources 28 5.4 Financial costs and sources of funding 29
6 Actions to Embed Carbon Management in Your Organisation 31
6.1 Policy 31 6.2 Responsibility 32 6.3 Data Management 33 6.4 Communication and Training 34 6.5 Monitoring and Evaluation – keeping track of progress 35
7 Programme Management of the CM Programme 36
7.1 The Programme Board – strategic ownership and oversight 36 7.2 The Carbon Management Team – delivering the projects 37 7.3 Continuity planning for key roles 38 7.4 Ongoing stakeholder management 39 7.5 Annual progress review to Senior Management Team 40
Appendix A: Carbon Management Matrix – Embedding 42
Appendix B: Definition of Projects 43
Appendix C: Key Stakeholders for Carbon Management 72
Date: March 2011
Version number: 7
Owner: Rebecca Bennett, Environment and Sustainability Officer
Approval route: Executive Committee and endorsed by University Council
Approval status: Approved
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Contents
Foreword from Professor Martin Hall, Vice-Chancellor and Richard Rugg, Carbon Trust 3
Management Summary 4
1 Introduction 8
2 Carbon Management Strategy 9
2.1 Context and drivers for Carbon Management 9 2.2 Strategic themes 11 2.3 Targets and objectives 11
3 Emissions Baseline and Projections 13
3.1 Scope 13 3.2 Baseline 15 3.3 Projections and Value at Stake 17
4 Carbon Management Projects 22
4.1 Existing projects 22 4.2 Planned / funded projects 23 4.3 Near term projects 24 4.4 Medium to long term projects 25 4.5 Other projects 26 4.6 Projected achievement towards target 26
5 Carbon Management Plan Financing 27
5.1 Assumptions 27 5.2 Benefits / savings – quantified and un-quantified 27 5.3 Additional resources 28 5.4 Financial costs and sources of funding 29
6 Actions to Embed Carbon Management in Your Organisation 31
6.1 Policy 31 6.2 Responsibility 32 6.3 Data Management 33 6.4 Communication and Training 34 6.5 Monitoring and Evaluation – keeping track of progress 35
7 Programme Management of the CM Programme 36
7.1 The Programme Board – strategic ownership and oversight 36 7.2 The Carbon Management Team – delivering the projects 37 7.3 Continuity planning for key roles 38 7.4 Ongoing stakeholder management 39 7.5 Annual progress review to Senior Management Team 40
Appendix A: Carbon Management Matrix – Embedding 42
Appendix B: Definition of Projects 43
Appendix C: Key Stakeholders for Carbon Management 72
Date: March 2011
Version number: 11
Owner: Rebecca Bennett, Environment and Sustainability Officer
Approval route: Executive Committee and endorsed by University Council
Approval status: Approved
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Foreword from Professor Martin Hall, Vice-Chancellor
Like many contemporary organizations, the University of Salford is
now fully committed to the principles of sustainability, and to meeting
the carbon management challenge. We have, however, been slow to
take up this challenge, despite the fact that we have considerable
expertise within our community and pre-eminence in research and
practice in the built and human environment. Agreeing on this Carbon
Management Plan is a key milestone in moving from principle to
practice.
The Plan sets out some ambitious objectives for the next few years. We realise that some of these will
be a stretch, but we also believe that they are attainable. We also recognise that the Plan, in itself, is
insufficient to achieve a comprehensive set of behaviours that will ensure sustainability. I hope, though,
that its areas and objectives will act as an appropriate catalyst for enabling these wider benefits.
Professor Martin Hall
Vice-Chancellor
Foreword from Richard Rugg, Carbon Trust
Cutting carbon emissions as part of the fight against climate change should be a key priority for
Universities and Colleges - it's all about getting your own house in order and leading by example. The
UK government has identified the Higher Education sector as key to delivering carbon reduction across
the UK in line with the Climate Change Act targets, and the HE Carbon Management programme is
designed in response to this. It assists Higher Education institutions in saving money on energy and
putting it to better use elsewhere, whilst making a positive contribution to the environment by lowering
carbon emissions.
The University of Salford partnered with the Carbon Trust on this ambitious programme in 2010 in order
to realise substantial carbon and cost savings. This Carbon Management Plan commits the University
to a target of reducing CO2 by 30% by 2015 over a 2005/6 baseline, and underpins potential financial
savings to the institution of around £800,000 per year by that date.
There are those that can and those that do. Universities can contribute significantly to reducing CO2
emissions. The Carbon Trust is very proud to support the University of Salford in their ongoing
implementation of carbon management.
Richard Rugg
Head of Public Sector, Carbon Trust
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Figure 1 In 2005/6 the University of Salford emitted enough carbon dioxide to
fill 4 thousand hot air balloons!
Figure 3 Costs breakdown for emission baseline 2005/6
Management Summary
The drivers
This Carbon Management Plan (CMP) has been prepared as a result of University of Salford’s
participation in the Carbon Trust Higher Education Carbon Management programme. The purpose of
this CMP is to inform and direct the actions taken by the University in embedding carbon management
in order to reduce carbon emissions over the next 5 years and beyond.
Global climate change is recognised as the key environmental threat facing the world. Along with the
volatility of energy prices, HEFCE sustainability policy and carbon reduction targets, Government policy
and student pressure, this is driving the University to reduce carbon emissions. This plan, in line with
the recent Environmental Sustainability Policy approved by the Sustainability Programme Board and
Vice Chancellor in October 2010, demonstrates that we are committed to positive action to address our
environmental sustainability.
Our new Strategic Plan aims to transform the University in six strategic goal areas, which includes
engagement, our people and infrastructure and services. We recognise that environmental
sustainability has not been a priority in the past but as part of the transformation of the University, we
hope to take the opportunity to embed environmental sustainability and subsequently improve our
performance.
Where are we now?
Our carbon emissions baseline for 2005/6 is almost 20,000
tonnes of carbon dioxide equivalent.
This baseline includes emissions from buildings, refrigerant gas
leaks, waste to landfill and the University fleet.
Energy consumption accounts for nearly all the University’s measured carbon emissions (94%) and the
majority of costs (84%). The cost analysis shows that, although water only accounts for a small
percentage in terms of carbon, for costs it is 11% so there are financial benefits to reducing water
consumption.
Figure 2 Carbon emission baseline 2005/6
Emissions, total -
electricity, tCO2e,
13284, 67%
Emissions, total -
gas, tCO2e, 5393,
27%
Emissions, total -
oil, tCO2e, 262, 1%
Emissions, total -
water, tCO2e, 149,
1%
Emissions, total -
waste, tCO2e, 658,
3%
Emissions, total -
fleet, tCO2e, 52,
0% Emissions, total -
refrigerant gases,
tCO2e, 105, 1%
2005/6 Carbon Footprint
Gas
23%
Oil
1%
Fleet
1%
Electricity
60%
Waste
4%
Water
11%
Costs Breakdown for Baseline Year
2005/6
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University of Salford will reduce the carbon emissions from its activities by 43% from the 2005/6 baseline, by September 2020
An intermediate milestone is to reduce emissions by 30% by September 2015 from the 2005/6 baseline
The total aggregated Value at Stake from 2009/10 to 2014/15 in energy related costs is £3 million and in carbon emissions is 22,000 tCO2e
Where do we want to be?
The objectives of this carbon management plan are;
To establish a better understanding of the University’s carbon footprint
To manage and reduce overall energy consumption and expenditure
To develop and implement a monitoring and targeting strategy for reducing energy
consumption
To contribute to the National and Local carbon reduction objectives
To embed carbon management consideration within University overall strategy,
policy and decision making
To raise awareness of carbon management issues amongst University students
and staff
The targets of this plan
Where could we be?
A Business as Usual scenario has been calculated for energy consumption for carbon and costs.
Planned changes in the University estate have been taken into account in addition to predictions of
increased energy consumption due to degradation of equipment and increased occupancy and hours of
use of buildings. Predictions have also been made for energy costs; however, it should be noted that
these are likely to be conservative estimations and some variance is expected due to the volatile nature
of energy prices. These costs have also been applied to the Reduced Emissions Scenario where
carbon emissions are reduced by 30% from the 2005/6 baseline over the next 5 years in line with our
target.
£0
£500
£1,000
£1,500
£2,000
£2,500
£3,000
£3,500
£4,000
2009/10 2010/11 2011/12 2012/13 2013/14
Thousands
Financial Value at Stake
BAU SCENARIO TOTAL RES TOTAL
0
5000
10000
15000
20000
25000
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
tCO2
Carbon Value at Stake
BAU scenario total RES total
The value at stake is the difference in emissions or costs (the blue area) between the two scenarios
representing the total savings that can be expected in financial and carbon terms if the CMP is
successfully implemented. The value at stake comprises of the savings in increased energy efficiency,
Climate Change Levy costs, CRC Efficiency Scheme costs and energy price increases. From the
assumptions and predictions made the total aggregated values at stake from 2009/10 to 2014/15 are:
Figure 5 Financial Value at Stake Figure 4 Carbon Value at Stake
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How will we get there?
To achieve our carbon reduction and environmental sustainability aims, we will concentrate on the
following strategic themes;
Embedding carbon management throughout the University community
Energy and water efficiency in buildings - space management and retrofit
Building for energy efficiency – new builds and refurbishments
Onsite energy generation
Waste reduction and recycling
Sustainable procurement
Low carbon fleet
Promoting and facilitating greener travel by staff and students
Projects have been identified and evaluated for their expected carbon and financial savings. For
existing projects, already evaluated and part-implemented, annual carbon savings of 420 tonnes and
cost savings of £75,000 have been identified from an investment of £300,000. In total, projects have
been identified that, if implemented, will achieve around 120% of our target carbon reductions. This
allows for some loss of projects or less carbon reductions than expected but will also contribute to the
stretch target of 43% reduction by 2020. If implemented, these projects could save over 4500 tonnes of
CO2e and £800,000 in 2014/15.
Financing the programme
Initially, many projects will be funded through the Salix ‘Revolving Green Fund’ that the University
successfully received in 2009. For projects not eligible for this funding, efforts will be made to finance
through existing programmes, such as the Estate Campus Plan and ITS Strategy, and from the existing
energy budget.
Each project will be assessed on a case by case basis with respect to expected carbon savings and
payback periods. When considering these options it is recognised that a longer term, or whole-life
costing approach where capital expenditure is analysed alongside operational savings and expenditure,
is required to better assess our carbon reduction options. This will be particularly important as we get
closer to our target emissions.
In addition, it is recognised that the best time to implement carbon management measures, especially
energy and water related projects is at the time of major refurbishment and new build when they can be
incorporated into the design phase. This should be incorporated into the Capital Project and Minor
Works budgets.
The University Executive Committee has agreed to ensure that the University’s prioritisation of funding
proposals is consistent with its commitment to the Carbon Management Plan. External funding
opportunities will also be explored.
Embedding carbon management
In order for this CMP to be successfully implemented and the objectives and benefits for the University
to be realised it will be necessary to embed carbon management into the day-to-day operation of the
University – particularly the infrastructure and our people; in line with the University Strategic Plan. The
CMP will also contribute to the interdisciplinary themes, particularly Energy, as identified in the research
and innovation strategy, by showcasing carbon management in action on campus.
The Environmental Sustainability Policy and Carbon Reduction Target will be specifically referred to
within future Strategic and other high level plans and embedded, by way of local objectives and targets,
into local business plans. It will be recognised that the whole University community has a responsibility
for their environmental impact, as such objectives and targets will be reflected in personal objectives
where relevant and eventually all job specifications.
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New frameworks will be developed to ensure we can evaluate the carbon and wider environmental
impacts of our strategic decisions, particularly in business travel, construction and procurement. A
whole-life costing approach will be embedded as much as possible especially with respect to capital
projects.
Environmental sustainability will be embedded into all teaching programmes that the University provides
as and when opportunities arise.
We will become better at the way we collect and manage our data with regards to carbon emissions. A
metering strategy is being implemented so that we can see building by building, as a minimum, what is
being consumed and when for electricity, gas and water. This will support identification of energy
intensive areas and subsequent energy reduction projects.
This will also support communication programmes by enabling information to be displayed and reported
for every building user at the entrance encouraging ownership. It is recognised that behaviour change is
more than just awareness; a strategy to raise awareness by improving communication but aligning this
with infrastructure improvements to encourage behaviour change will be implemented as part of this
plan. An important component of this will be to establish a network of green representatives across the
University to support communication and encourage behaviour change.
Programme management
Good Programme Management is essential to achieve the ambitions of this Carbon Management Plan.
The Carbon Management Plan will have senior, strategic ownership through the Strategic Plan,
specifically Goal 3 – Transforming Engagement. This will be supported by the Sustainability Programme
Board, who report directly to the Executive Committee, to ensure it is aligned with the University
Strategic Plan and receives appropriate priority and drive.
In addition to Senior Management, project owners and other stakeholders are identified in a Carbon
Management Projects Team. This team will bring together the diverse set of projects across the
University to ensure coherence and coordination of carbon reduction activities and to demonstrate
results.
There will be quarterly reporting to the Sustainability Programme Board of carbon emissions from
energy (once data management allows) and progress of projects. Progress towards embedding carbon
management will be reviewed every 6 months. Key performance indicators have been established
through the Executive Committee for a number of metrics including carbon emissions. Progress on
these will be reported quarterly, along with a progress report on the embedding carbon strategy.
The CMP will be fully reviewed on an annual basis. This will include a review of emissions profile,
targets and projects as well as the identification of new opportunities. The annual review will be
reported to the Executive Committee via the Sustainability Programme Board and externally to the
Carbon Trust.
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1 Introduction
Global climate change is recognised as the key environmental threat facing the world. Concerns over
fossil fuel depletion, security of energy supplies and rising energy costs are focussing the attention of
individuals, organisations and governments on the need for energy conservation and carbon emission
reduction. The University of Salford is committed to playing its part in making the world a more
sustainable, responsible and equitable place. As one of the largest organisations in the Greater
Manchester region with over 20,000 students, 2,800 staff and a land holding of 70 hectares in Salford
the University recognises the impacts it has on a local, regional and global environment. Accepting this
responsibility, there are a number of commitments that the University has made in order to improve and
enhance its influence on the environment; the development and implementation of the Carbon
Management Plan is a key commitment.
The University is one of 33 Universities taking part in Phase 6 of the Higher Education Carbon
Management (HECM) programme. Participation in the HECM programme is seen as an opportunity to
make significant progress towards reducing the impact that we have as a University using a coordinated
and sustained approach. The programme has supported the University to establish a Carbon Footprint
and develop this Carbon Management Plan (CMP) to reduce it. The CMP is a dynamic plan to reduce
emissions by an aspirational target over the next 5 years and sustain Carbon Management in the longer
term. The following 5 step process has been followed:
A Sustainability Programme Board and a Carbon Management/Sustainability Projects Team have been
established. The Sustainability Programme Board will provide senior commitment, direction and drive
the programme. The Projects Team will facilitate development and implementation of the Carbon
Management Plan. It is envisaged that, while the initial focus of both groups will be carbon
management, the wider sustainability agenda will be addressed.
In addition to demonstrating environmental responsibility, there are a number of benefits for the
University from developing a carbon management plan as shown below.
Figure 6 Carbon management plan process
Benefits to the University
� Improved understanding of our energy consumption and carbon emissions
� Better data collection and monitoring mechanism enabling effective targets for energy reductions with the potential to lead to significant savings on current energy expenditure
� Increased understanding of the impact of University waste management and subsequent improvement in management strategy to reduce waste to landfill
� Increased understanding of the sustainability of University procurement decisions and practices and subsequent improvement in management strategy to improve sustainability
� Improved understanding of the impact of University travel which can feed into review of Transport Strategy
� Carbon management as a key consideration in University policy and development to enable the University to incorporate principles of sustainability in response to funding bodies and Government strategy
� Improved awareness of carbon management issues amongst the University community and external stakeholders to enable reduced carbon impact of their activities
� Enhanced University sustainability profile internally and externally, e.g. People and Planet Green League
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2 Carbon Management Strategy
2.1 Context and drivers for Carbon Management
As a University we recognise that environmental sustainability has not been a priority in the past as
demonstrated by our poor position in the People and Planet Green League (dropping from 46th in 2007
to 122nd
in 2010). However, this is now being addressed with the recruitment of a dedicated
Environmental Sustainability Team, the development of an Environmental Sustainability Policy and
participation in the HECM and EcoCampus programmes. The University has been motivated to take
action to address environmental sustainability performance by internal policy, regulatory and legislative,
financial and reputational drivers.
• Climate Change
Climate change is now accepted as a major global
challenge that is with us and is set to intensify. There is
strong scientific evidence to suggest that our changing
climate is the result of human behaviour, in particular
our carbon dioxide emissions. There is also a growing
understanding of how the impacts of climate change will
vary across the world as a result of increasing average
global temperatures (Figure 7); melting sea ice and
increasing sea temperatures which could cause flooding
of low lying areas, and increasing extreme weather
events. These impacts will affect the way plants and
animals live, in turn affecting yields and the spread of
diseases such as malaria.
As well as our moral responsibility to act to reduce carbon emissions; the reliance on non-renewable
fossil fuels and the issue of peak oil is a significant concern for large consumers of energy due to the
subsequent uncertainty in energy security and volatility of prices. Energy and fuel costs have increased
by well over 50% since 2004, and this trend is not expected to change. To reduce the risk associated
with volatile energy markets it is necessary to ensure that energy is used as efficiently as possible.
• National Policy and Legislation
The UK Government is putting increasing pressure on the whole public sector to lead by example in
cost saving and climate change mitigation through energy efficiency and emissions reduction. Action by
the public sector will be critical to the achievement of the Government’s climate change objectives. The
Climate Change Act (which the UK adopted in 2008) sets a target for the UK of reducing carbon
emissions to 80% below 1990 levels by 2050. To help meet this target, the government has a number
of policies which will only strengthen as we progress towards the target.
HEFCE’s 2008 and 2009 grant letters from the Secretary of State demanded the establishment of a link
between performance on carbon reduction and future capital allocations. HEFCE has committed to a
sector wide carbon reduction target of 34% reduction by 2020 from 1990 levels (43% based on 2005/6).
This led to the requirement for HEIs to set their own carbon reduction targets for 20201, and develop
individual carbon reduction strategies, targets and associated carbon management plans. Performance
against these plans will be a factor in future capital allocations.
Legislative drivers include the introduction of the Carbon Reduction Commitment Energy Efficiency
Scheme, which will require organisations which consumed more than 6,000 Mega Watt hours of half
1 Carbon reduction target and strategy for England, HEFCE, January 2010
Figure 7 Past records (medium-high emissions scenario) of Earth’s surface temperature change (accessed from www.metoffice.gov.uk on 8
th November 2010)
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hourly monitored electricity during 2008 to buy carbon allowances annually, based on consumption, to
cover their carbon emissions. The University of Salford is required to participate in this scheme which
will be an increased financial burden on the University (see Table 6) so it is essential that these costs
are minimised through a reduction in carbon emissions.
Other legislative drivers include compliance with:
- the Energy Performance of Buildings (Certificates and Inspections) (England and Wales)
Regulations 2007 which require annual Display Energy Certificates for buildings over 1000m2;
- the strengthened Building Regulations Part L (Conservation of fuel and power) and F
(Ventilation), published in 2010 which should give rise to improved efficiencies in new buildings
and major refurbishments;
- policy levers such as the landfill tax escalator, and Section 106 planning consents leading to
the development of our Travel Plan.
• Local Drivers
Locally the North West Climate Change Action Plan aims to stimulate and measure the progress of
England's Northwest towards a low-carbon economy, preparing it for the challenges of a changing
climate and expected future energy demands, whilst protecting and enhancing quality of life and
preserving the Northwest's rich environment. Additionally, the local Strategic Partnership, Partners IN
Salford, of which the University is a member, has developed a Climate Change Strategy. One of the key
performance targets of Salford’s Climate Change Strategy is to “reduce per capita carbon emissions by
12.5% between 2008 and 2011”. In effect this will seek to reduce the individual carbon footprint of
Salford residents from 6.7 tonnes to 6.2 tonnes by 2011. It is anticipated that 7-8% of this target would
be met by national initiatives /new technologies and 4-5% by local action. As a University based within
this area, we have an opportunity to contribute to this action plan through our research and
demonstration projects on campus as well as by awareness raising and education of University
students and staff.
• Internal Policy Drivers
Our new Strategic Plan 2009/10 to 2017/18 – Transforming our University - shows our mission and
vision, our six strategic goals - which directly address our comprehensive and demanding agenda for
change - and organising themes chosen to reflect our current strengths and the opportunities derived
from change and challenge in the national and global economies. The six strategic goals are:
• Goal 1 – Transforming learning and teaching
• Goal 2 – Transforming research and innovation
• Goal 3 – Transforming engagement
• Goal 4 – Our people
• Goal 5 – Transforming infrastructure and services
• Goal 6 – Internationalising the University
The organising themes are:
• Energy
• Media, Digital Technology and the Creative Economy
• Built and Human Environment
• Health and Wellbeing
This plan will particularly contribute to goals 3, 4 and 5 by supporting engagement and influence with
the wider and University community for social good, development of the workforce through awareness
raising of carbon management issues and developing the University spaces, infrastructure and services
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to improve their environmental sustainability. We also aim to contribute to the interdisciplinary themes,
particularly Energy as identified in the research and innovation strategy by showcasing carbon
management in action on campus.
The University Academic Plan projects significant increases in student numbers up to 2016/17. The
University Campus Plan aims to be delivered over a 15 year period; however, Phase 1 (years 1-5) will
include a number of new buildings (funded by the University and externally), significant refurbishment,
public realm and infrastructure improvements and demolition of a number of redundant, unfit-for-
purpose buildings. This presents a significant opportunity to ensure carbon management is embedded
throughout our infrastructure and increase our influence on the University community.
The University recognises we have a responsibility to consider wider social and environmental issues
within our operations. There is increasing public awareness of climate change and other environmental
issues and our environmental performance is likely to be increasingly considered by current and
prospective students, staff and members of the local community. For example, the People and Planet
Green League is a very visible measure of environmental sustainability performance and includes an
assessment of carbon management. Our Environmental Sustainability Policy includes a commitment to
reducing both the direct and indirect carbon footprint of the University and investing in low carbon
consumption of energy as a key strategic research theme across all areas of discipline. We recognise
that, as energy is a major academic theme of the University, we should demonstrate that we take the
issue seriously in the way we operate.
2.2 Strategic themes
In line with the University Strategic Plan, the Carbon Management programme will concentrate on the
following strategic themes:
Embedding carbon management throughout the University community
Energy and water efficiency in buildings - space management and retrofit
Building for energy efficiency – new builds and refurbishments
Onsite energy generation
Waste reduction and recycling
Sustainable procurement
Low carbon fleet
Promoting and facilitating greener travel by staff and students
2.3 Targets and objectives
The objectives of this carbon management plan are:
� To establish a better understanding of the University’s carbon footprint
� To manage and reduce overall energy consumption and expenditure
� To develop and implement a monitoring and targeting strategy for reducing energy consumption
� To contribute the National and Local carbon reduction objectives
� To embed carbon management consideration within University overall strategy, policy and
decision making
� To raise awareness of carbon management issues amongst University students and staff
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University of Salford will reduce the carbon emissions from its activities by 43% from the 2005/6 baseline, by September 2020
An intermediate milestone is to reduce emissions by 30% by September 2015
The targets of this plan:
Figure 8 shows our carbon footprint to 2020 incorporating measured emissions to date, predicted
emissions with current planned reduction projects and emissions in line with our targets of a 30%
reduction over 5 years and 43% reduction by 2020 from 2005/6 levels. The red line shows carbon
emissions to 2009/10, the pink line indicates emissions based on current planned projects in this CMP
from where we are in 2009/10 and the blue line the planned emission reductions based on our target
from 2015 to 2020.
Figure 8 Our footprint to 2020
-
5,000
10,000
15,000
20,000
25,000
2005 2010 2015 2020
Carbon (tonnes)
Year
Summary of Carbon Emissions and Targets
Carbon emissions to date
Planned reduction to 2015
Planned reduction from 2015 to 2020
18,099 tonnes
11, 344 tonnes
13,931 tonnes
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3 Emissions Baseline and Projections
Calculating an emissions baseline is the first step to enable the University to quantify and understand its
carbon footprint. This section details the sources used to calculate the University’s carbon footprint and
their limitations. This emissions baseline will be used to monitor and measure changes in emissions
resulting from the carbon-saving initiatives identified in Section 4.
3.1 Scope
The scope of the University’s baseline emission calculations covers both non-residential and residential
buildings over which it has direct control (ownership), and includes carbon produced from the following
sources. Details of the data used to calculate the emissions baseline are shown in Table 1.
� Buildings - energy and water consumption
Direct emissions from energy use, i.e. gas and oil, and indirect emissions from electricity and water use
at the University level. Where electricity sub-metering allows, use will be narrowed down into campus
level and where possible building level. The buildings have been split into non-residential (teaching,
research, library, office, other), residential and recreation. Within this report only an overview total for
each emission category has been provided. Student accommodation provided by external organisations
has been excluded.
� Refrigerant Gases
The fugitive emissions associated with the leak of refrigerant gas from HVAC-R (heating, ventilation and
air conditioning) systems and RAC (refrigeration and air conditioning) systems. This will be calculated
from records retained annually of the gases required to top up the systems. Data is only available for
2008/9 so this will be used as part of the 2005/6 baseline.
� Waste Management
Emissions related to the amount of waste collected and the amount sent to landfill and/or recycling from
both residential and non-residential buildings. However, it should be noted that this data is based on
estimations made from the number of bins onsite and average weights.
� Travel and Transport
The emissions resulting from the University’s own vehicle fleet will be included; data for 2008/9 will be
used for the 2005/6 baseline due to a lack of historic data.
The sources below have not been considered at this point as appropriate data is not available.
However, related carbon reduction opportunities will be considered under ‘other projects’ and emission
data may be considered in future baselines as mechanisms are developed to collect and analyse:
� Staff business travel (air, rail and car hire)
� Student commuter travel (including international students arriving in the country)
� Visitor and contractor travel
� University Campus Bus Service
� Procurement
Emissions associated with the purchase and deliveries of products/services at the University have been
excluded from the baseline as these emissions are currently not directly measurable. Generalised
carbon emission savings associated with improved procurement practices through choice of
product/service or reduced delivery miles, will be reported through the University Sustainable
Procurement Strategy as it is developed.
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Table 1 Data obtained to calculate emissions baseline
Scope Details Owner Sources CO2 Conversion Factors
Scope 1 Gas & Oil Gas & oil in non-residential and residential buildings
Estates & Property Services: Energy Manager
Invoices, supported by meter readings & automated sub-metering system for gas
Gas: 0. 184kgCO2e/kWh Oil: 0. 277kgCO2e/kWh
Refrigerant gases
Fugitive emissions from leaks from heating, ventilation, air-conditioning and refrigeration systems
Estates & Property Services: CAFM & PPM Support
Reports from suppliers of refrigerants added during service & maintenance
R407C: 1,526kgCO2/kg R410A: 1,725kgCO2/kg R417A: 1,950kgCO2/kg R110A: 2,403kgCO2/kg R22: 1,810kgCO2/kg
Travel & Transport
Emissions from fleet vehicles
Estates & Property Services: Team Leader Operational Support
Litres of fuel from fuel card information
Petrol: 2.3307kgCO2e/l Diesel: 2.6694kgCO2e/l LPG: 1.4968kgCO2e/l
Scope 2 Electricity Electricity in non-residential and residential buildings
Estates & Property Services: Energy Manager
Invoices, supported by meter readings & automated sub-metering system
0.544kgCO2e/kWh
Scope 3 Waste Management
Waste collected for disposal to landfill from non-residential and residential buildings
Estates & Property Services: Campus Manager
Tonnage estimates of waste sent to landfill
447kgCO2e/tonne
Other Water Water in non-residential and residential buildings
Estates & Property Services: Energy Manager
Invoices, supported by meter readings & automated sub-metering system
0.404kgCO2e/m3
Notes to Table 1:
� Conversion factors used are those provided by the Carbon Trust in the baseline tool v2 10/9/10 (as above). The conversion factors for both utilities and waste were originally taken from DEFRA’s ‘Environmental Reporting Guidelines for Company Reporting on Greenhouse Gas Emissions’.
� The emissions from waste sent to landfill only account for the direct emissions given off by the waste as it decomposes and take no account of the off-campus transport to its disposal point.
� CO2e is a unit into which greenhouse gases other than CO2 are converted so that they can be directly compared (‘e’ is for equivalent).
� Zero emissions have been allocated to the recycling of waste as these will be counted by the recycling organisation.
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3.2 Baseline
The target for CO2 emissions reductions is based on 2005/6; this is in line with HEFCE targets. Where
data for 2005/6 cannot be obtained and more recent data has been used; this has been indicated in
Table 2 below.
Table 2 Breakdown of baseline CO2 emissions for 2005/06
Scope Tonnes CO2 % Emissions Cost (£) Data
Scope 1 Gas & Oil 5657 28.4% £582,000 Actual 05/06
Refrigerant gases 105 0.5% N/A Actual 08/09
Travel & Transport - Fleet
52 0.3% £16,000 Actual 08/09
Scope 2 Electricity 13,284 66.7% £1,465,000 Actual 05/06
Scope 3 Waste Management
658 3.3% £93,000 Estimated 05/06
Other Water 149 0.75% £281,000 Actual 05/06
TOTALS 19,902 100% £2,437,000
The data shows that energy consumption (electricity, gas and oil) accounts for nearly all of the
University’s measured carbon emissions, 94% and accounts for 83% of the total cost.
Figure 9 Summary of emissions for baseline year 2005/06
The costs breakdown in Figure 10 indicates that, although water emissions account for only 1% of the
baseline in terms of carbon, when looking at our costs it accounts for 11%; therefore there are
potentially significant benefits in reducing our water consumption.
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Figure 10 Cost breakdown for baseline year 2005/6
Figure 11 shows how our carbon emissions have changed from 2005/6 to 2008/9. From these changes,
our target based on 2005/6 emissions equates to a reduction of almost 24% from 2008/9 emissions.
The reduction in 2007/8 is believed to be a result of data error rather than attributed to any deliberate
actions. The University has been investing in energy management and efficiency significantly over the
last 3 years which will have contributed to this overall reduction. In July 2009 the University was
successful in receiving Salix funding for an internal ‘Revolving Green Fund’. Using this money the
University can fund over fifty eligible technologies that work quickly to save energy but continue to work
effectively for many years. These have included upgrading lighting, heating and insulation systems, and
controls systems. Money saved on energy costs can then be reinvested in more energy saving
initiatives. An example, by installing LED lighting in a car park, at a cost of £17,000, the University of
Salford will save a lifetime total of more than £35,000 and 226 tonnes of CO2.
Figure 11 Annual Carbon Emissions 2005/6 to 2008/9
0
5000
10000
15000
20000
25000
2005/6 2006/7 2007/8 2008/9
Carbon Emissions 2005/6 to 2008/9
Emissions, total - refrigerant
gases, tCO2e
Emissions, total - fleet, tCO2e
Emissions, total - waste, tCO2e
Emissions, total - water, tCO2e
Emissions, total - oil, tCO2e
Emissions, total - gas, tCO2e
18,099 tonnes
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3.3 Projections and Value at Stake
The Business as Usual (BAU) scenario has been calculated for the University’s carbon emissions until
the end of this carbon management plan at the end of 2014/15. The baseline forecasts are based on
planned developments within the campus estate, as in Table 3 below, and assuming a continuing trend
of 5% increase in energy consumption due to degradation of equipment and increase in efficiency of
use of buildings in terms of increased occupancy levels and hours of use. These developments are not
exhaustive and may be subject to unforeseen changes. It should be noted that these forecasts are
estimates only and some variance is expected; also that these scenarios are calculated for the
emissions from energy consumption and fleet only.
Table 3 Planned developments 2011-15
Year Planned developments
2011
Demolition of Ashworth, Myers, Solvent Store, Wakefield buildings
Low impact refurbishment of Brian Blatchford and Humphrey Booth House buildings. ITS move to
Humphrey Booth
Installation of ‘Energy Hub’ and new laboratories at Cockcroft building
New building at MediaCity UK (leased)
2012 Low impact refurbishment Chapman building and Gilbert Rooms
Removal of Bramall and Matthias Court from accommodation portfolio
2013
Demolition of Allerton Annexe and Centenary building
Low impact refurbishment Allerton building
New School of Art & Design, Music, Media & Performance buildings
2014
Demolition of Adelphi building, Adelphi House, Castle Irwell, Horlock and Constantine Courts
Low impact refurbishment of Clifford Whitworth building
New Residential Phase 2 (1300 units) (developer owned)
2015 Low impact refurbishment Business House, Maxwell building and Maxwell Hall
New School of Art & Design
The volatile nature of the energy markets makes it very difficult to predict our costs for utilities and fuel
over five, or even a single year. Therefore, a number of assumptions have been made to allow us to
calculate a Business as Usual scenario and a Value at Stake. University of Salford has recently
switched electricity procurement (October 2010) to a flexible contract to help ensure the most cost
effective price for electricity can be achieved; this makes it even more difficult to predict. Gas is
currently on a fixed price contract until November 2011; from then it is envisaged that this will also be
switched to a more flexible contract.
In addition to the direct cost of utilities, increased consumption will also add further costs. The Climate
Change Levy (CCL) is paid by the University on all non-residential gas and electricity consumption. The
Carbon Reduction Commitment Energy Efficiency Scheme, as detailed in Section 2, will also add costs
as we will be required to buy carbon allowances annually from 2012, based on consumption, to cover
our carbon emissions. See Table 6 for details of additional costs estimated.
For new build areas, such as the AMSS building, an assumption has been made that this will consume
similar energy per square metre as the areas that will be replaced as similar activities will be going on in
the new building.
A summary of all the assumptions made in terms of consumption and costs are detailed in Table 4.
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Table 4 Business as Usual Assumptions
Element Assumption Reference for assumption
Electricity consumption
Increasing 5% per annum plus decreases/increases
as changes in estate
Based on estimations due to extra
equipment and increased occupancy of
buildings
Electricity cost Flexible contract - increasing 5% per annum Based on advice from The Energy
Consortium
Gas consumption Increasing 5% per annum plus decreases/increases
as changes in estate
Based on estimations due to increased
occupancy of buildings
Gas cost Contract cost up to Nov 11 then increasing 5% per
annum
Based on advice from The Energy
Consortium
Transport – fleet Increase of 0.7% per annum Based on DTI (now DBERR) figures in
EP68
CRC Energy Efficiency
Scheme
£15/tonne of carbon from 2012 and £20/tonne from
2014
Based on current trading prices and
estimated increases for 2014
Climate Change Levy
(CCL)
Only payable on electricity and gas purchased. Rising
3% per annum
Based on government estimates
The value at stake for the University is the difference between full implementation of the carbon
management plan and taking no action, i.e. the potential carbon and cost savings of managing carbon
and implementing projects to reduce carbon emissions by 30% from 2005/6 levels over the next 5 years
(by 2014/15).
Projected carbon emissions for each year have been calculated for the Business As Usual scenario.
These are based on the planned developments for the next 5 years and the assumptions as detailed in
Tables 3 and 4 and assuming the University made no investment in carbon management initiatives. As
can be seen there is a significant increase over the next five years in this scenario with a drop expected
towards the end of the 5 year period. This is mainly due to the addition and removal of University
buildings as described in Table 3. For the Reduced Emissions scenario, an assumption has been made
that there will be an even reduction per annum but this could change depending on the carbon
reduction projects that the University chooses to implement. Figure 12 illustrates the carbon value at
stake which is the different between the BAU and RES scenarios and totals nearly 40,000 tonnes of
carbon dioxide equivalent.
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Figure 12 Carbon Value at Stake
0
5000
10000
15000
20000
25000
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
tCO2
Carbon Value at Stake
BAU scenario total RES total
Table 5 Carbon related Value at Stake (tonnes)
tCO2e 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
Total BAU 17373 19182 18095 19972 16679 13955
Total RES 16024 15100 14228 13407 12633 11904
VAS per year 1349 4083 3867 6565 4046 2051
VAS aggregated savings 1349 5432 9298 15864 19910 21960
The graph in Figure 13 shows the projected energy related costs if the University made no investment
in carbon management initiatives.
Figure 13 Energy related costs – Business as Usual Scenario
£0
£500
£1,000
£1,500
£2,000
£2,500
£3,000
£3,500
£4,000
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
Thousands
Business as Usual
CRC
CCL
Fleet
Gaseous fuels
Grid electricity
Value at Stake
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Table 6 Energy related costs (£’000) – Business as Usual Scenario
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
Electricity £1,658 £1,735 £2,027 £1,901 £2,163 £1,916
Gas £821 £758 £821 £898 £1,044 £851
Transport - fleet £0 £0 £0 £271 £300 £334
CCL £135 £142 £161 £157 £178 £153
CRC £25 £27 £31 £34 £38 £42
Total £2,638 £2,662 £3,040 £3,261 £3,722 £3,296
The graph in Figure 14 illustrates what could be expected to be achieved if we were to successfully
meet our target of 30% reduction in carbon emissions from 2005/6 baseline by the end of 2014/15.
Again, an assumption has been made that there will be an even reduction per annum but this could
change depending on the carbon reduction projects that the University chooses to implement. It should
be noted that any conclusions drawn from both these graphs should be treated with caution due to the
volatility in the energy market mentioned above.
Figure 14 Energy related costs – Reduced Emissions Scenario
£0
£500
£1,000
£1,500
£2,000
£2,500
£3,000
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
Thousands
Reduced Emissions Scenario
CRC
CCL
Fleet
Gaseous fuels
Grid electricity
Table 7 Energy related costs (£’000) – Reduced Emissions Scenario
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
Electricity £1,658 £1,643 £1,628 £1,614 £1,599 £1,585
Gas £821 £691 £689 £687 £686 £684
Transport - fleet £25 £26 £28 £29 £31 £33
CCL £135 £133 £131 £129 £127 £126
CRC £0 £0 £0 £213 £201 £253
Total £2,638 £2,493 £2,476 £2,673 £2,645 £2,680
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The total aggregated Value at Stake from 2009/10 to 2014/15 in energy related costs is £3 million and in carbon emissions is 22,000 tCO2e
Figure 15 illustrates the financial value at stake; the difference between the BAU and RES scenarios.
Figure 15 Financial Value at Stake
£0
£500
£1,000
£1,500
£2,000
£2,500
£3,000
£3,500
£4,000
2009/10 2010/11 2011/12 2012/13 2013/14
Thousands
Financial Value at Stake
BAU SCENARIO TOTAL RES TOTAL
Table 8 Energy related Value at Stake costs (£’000)
£ 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
Total BAU £2,638 £2,662 £3,040 £3,261 £3,722 £3,296
Total RES £2,638 £2,493 £2,476 £2,673 £2,645 £2,680
VAS per year £0 £169 £564 £588 £1,078 £616
VAS aggregated savings £0 £169 £733 £1,321 £2,399 £3,015
Value at Stake
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4 Carbon Management Projects
The purpose of this section of the plan is to list and prioritise the opportunities identified for carbon
emissions savings and sustainable practices that are critical to ensuring the University achieves the
five-year reduction target. Some opportunities may reduce carbon emissions outside of the emissions
accounted for within the baseline but these are given equal priority as it is expected that we will expand
our baseline to include more Scope 3 emissions in the future. Some projects will only have estimated
emission reductions assigned and there are feasibility studies planned which have the objective of
determining the scale and cost of future projects. The projects under 4.1 to 4.3 are described in detail in
Appendix B. Projects in 4.4 are estimations at the current stage and will require further investigation
before progressing.
In total, projects have been identified that, if implemented, will achieve just over 120% of our target
carbon reductions. This allows for loss of projects and less carbon reductions than expected but will
also contribute to the stretch target of 43% reduction from the 2005/6 baseline by 2020.
Significant carbon reduction is resulting from building removal; this is taken into account in the Business
as Usual scenario and does not form the primary strategy for carbon management. Further actions
relating to lighting, control, behaviour change and equipment upgrade have been identified which are a
more sustainable, long term commitment to carbon reduction. We also recognise that significant
savings will be made from the transfer of ownership of student accommodation (the University will no
longer ‘own’ the carbon emissions). Again this is not part of the strategy for carbon reduction and the
influence that we can have on the students that reside within the accommodation will be included within
carbon reduction projects identified.
The following sections are only supposed to provide a ‘snapshot’ of where we are to date with
identification and quantification. A Carbon Management Projects Register will be maintained by the
Energy Manager to record, quantify and evaluate projects on an ongoing basis.
4.1 Existing projects
The projects in Table 9 have been implemented in the previous two years and are expected to
contribute to the reduction in carbon emissions towards our target. The costs for these projects are
likely to be based on quotations rather than estimates; the financial and CO2 savings are based on
estimations from a variety of sources as implementation may only be partially completed.
Table 9 Existing carbon reduction projects
Ref Project Lead Cost Annual Saving Pay back
NPV % of Target
Year
Cap’l Rev’ue Fin CO2
ENE-
002
LED Lighting Faraday Car Park
Tony
Hughes £17,000 £3,400 19 5.0 -£11,276 0.41% 2009
ENE-
010 Caste Irwell Control Valves on
heating for better zoning
Tony
Hughes £46,224 £9,900 61 4.7 -£21,828 1.35% 2009
ENE-
017 VSD to be fitted to all motors
above 3kW
Tony
Hughes £58,277 £10,000 54 5.8 -£96,876 1.21% 2009
ENE-
042 PIR Control of Mary Seacole
lighting lecture theaters &
corridors
Tony
Hughes £36,000 £5,000 27 4.8 -£26,375 0.61% 2009
ENE-
004 Light Fittings replacement
Maxwell Building, using LED and
T5 with PIR & LUX sensors
Tony
Hughes/
ML £120,000 £19,000 103 4.4 -£104,548 2.30% 2010
ENE-
005 AMR - All buildings to have
Electricity, Gas and water meters
installed
Tony
Hughes/
ML £20,000 £27,500 155 0.7 -£433,242 3.45% 2010
Totals £297,501 £0 £74,800 419 -£694,145 9.33%
In total projects related to awareness raising, including automatic meter readings (as above) and energy
clocks, have been calculated to reduce our total energy consumption by 4.1%.
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4.2 Planned / funded projects
Table 10 is a list of projects for which University has planned and has funding. The predicted energy
and CO2 savings identified in each of the projects below come from a range of sources, including the
University’s internal energy team, specialist environmental advisers and other specialists in the field.
Table 10 Planned/funded carbon reduction projects
Ref Project Lead Cost Annual Saving Pay back
NPV % of Target
Year
Cap’l Rev’ue Fin CO2
ENE-
008 Light fittings replacement for
Humphrey Booth and Brian
Blatchford, Using LED & T5 w. PIR
Naweed
Mazhar £44,300 £6,700 36 4.6 -£35,539 0.81% 2011
MAN-
015
Awareness raising campaign
Rebecca
Bennett £0 £10,000 £27,500 155 0.0 -£248,717 3.45% 2010
MAN-
016 Energy awareness training for
staff to be part of general
induction
Rebecca
Bennett £0 £500 £3,250 18 0.0 -£31,187 0.41% 2011
ENE-
024 BMS - Control and set points to
be finalised and continually
reviewed to ensure not being
changed.
Jeff
Capper £2,000 £500 £13,600 76 0.1 -£230,389 1.70% 2011
ENE-
030 GREEN IT - Printer Rationalisation
Paul
Turton £5,000 £3,500 19 1.4 -£24,108 0.42% 2011
ENE-
044 Replacement boiler in Faraday
House
Matteo
Littera £40,000 £5,400 33 7.4 -£49,000 0.74% 2011
ENE-
045 Replacement boiler in Humphrey
Booth
Mike
Corbett £30,000 £3,900 24 7.7 -£34,278 0.53% 2011
ENE-
046 PIR detection to be installed on
each of the 370 stand-alone A/C
units across the campus
Paul
Bruton £45,000 £74,000 403 0.6 -£1,191,114 8.96% 2011
ENE-
47
Replacement 4x5kW A/C units at
Adelphi with 1x10kW high eff
inverter-driven unit
Paul
Bruton £10,000 £1,800 10 4.3 -£27,907 0.22% 2011
Totals £176,300 £11,000 £139,650 775 -£1,872,240 17.24%
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4.3 Near term projects
Table 11 is a list of potential projects that the University is considering implementing over the next 5
years. Again the predicted energy and CO2 savings identified in each of the projects below come from a
range of sources, including the University’s internal energy team, specialist environmental advisers and
other specialists in the field; however, the estimations may be less accurate and require further
investigation. Funding for these projects is yet to be secured but is likely to be granted. Some further
investigation into some of the projects may be required before approval.
Table 11 Near term carbon reduction projects
Ref Project Lead Cost Annual Saving Pay back
NPV % of Target
Year
Cap’l Rev’ue Fin CO2
ENE-
006 All buildings to have "Energy
Clocks" displayed at building
entrance
Matteo
Littera £15,000 £53,500 300 0.3 -£866,761 6.69% 2011
ENE-
019 Replace outdoor lighting with LED
fittings (Peel, Car Park, Street
Lamps)
Matteo
Littera £22,000 £9,000 49 1.3 -£119,382 1.09% 2011
WAT-
022 Water mixing units to be installed
under each sink - Allerton
Jeff
Capper £3,600 £1,500 9 2.4 -£21,122 0.20% 2011
ENE-
023 Water heating max temp limits to
be placed; Temps in showers in
leisure complex to be reviewed
too
Jeff
Capper £1,000 £500 £1,200 7 0.6 -£25,376 0.16% 2011
ENE-
027 No Electric fan heaters across
whole campus
Matteo
Littera £0 £200 £50 0 0.0 -£4,120 0.01% 2011
MAN-
031 GREEN IT - Virtualisation/Thin
computers
Paul
Turton
£1,000,000
(2 yr prog) £185,000 1007 2.7 -£156,541 22.41% 2011
ENE-
033 Pool - night cover
Matteo
Littera £500 £420 £4,307 22 0.1 -£38,816 0.49% 2011
WAT-
034 Water metering on Maxwell,
Peel, University House, Clifford
Whitworth, Cockroft, Newton
Matteo
Littera £6,000 £1,454 0 4.1 -£17,956 0.01% 2011
ENE-
029 GREEN IT - Master Power-switch
off for PCs (per room?
Software?); Sleep mode?
Paul
Turton £85,000 £35,000 190 2.4 -£206,081 4.24% 2012
Totals £1,133,100 £1,120 £291,011 1586 -£1,456,156 35.30%
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4.4 Medium to long term projects
Table 12 details measures that have been identified as potential future projects. The significant capital
cost of many of these projects means that further investigative work is required before a commitment to
proceed with these projects can be achieved. The estimated cost and savings of each scheme are only
indicative at present and would become an actual costing after the completion of the project feasibility
studies.
Table 12 Medium to long term carbon reduction projects
Ref Project Lead Cost Annual Saving Pay back
NPV % of Target
Year
Cap’l Rev’ue Fin CO2
ENE-
001 Building fabric and design for
new builds and refurbishment
(AMSS and Chapman)
Paul
Smith £600,000 £48,280 268 12.4 -£149,080 5.97% 2011
WAT-
035
Aerators on taps
Matteo
Littera £24,000 £3,270 1 7.3 -£29,901 0.01% 2012
ENE-
043
Voltage Tap-down on Maxwell
Matteo
Littera £45,000 £20,000 109 2.3 -£284,630 2.42% 2012
ENE-
009 Light Fittings replacement
Clifford Whitworth, using LED
and T5 with PIR & Lux sensors
Matteo
Littera £188,000 £29,000 158 4.5 -£157,139 3.51% 2013
ENE-
041 GREEN IT - Natural vent server
rooms
Matteo
Littera £100,000 £57,000 310 1.8 -£556,492 6.90% 2013
ENE-
028 Centralised Heating plant/Energy
centre (Biomass/CHP)
Matteo
Littera £5,300,000 £114,000 699 15.9 -£176,807 15.56% 2014
ENE-
007
Light Fittings replacement
Allerton Building, using LED and
T5 with PIR & Lux sensors
Matteo
Littera £100,000 £18,700 102 5.3 -£55,521 2.88% 2014
ENE-
003 Improve Insulation on Maxwell
and Peel
Matteo
Littera £2,548,200 £22,200 136
does
not
payback £2,182,310 3.03% 2015
ENE-
012 Building Air Tightness & double-
glazing improvements Crescent
House
Naweed
Mazhar £1,095,200 £4,500 28
does
not
payback £1,021,033 0.61% 2015
ENE-
013 Building Air Tightness & double-
glazing improvements Faraday
Naweed
Mazhar £658,000 £2,100 13
does
not
payback £623,389 0.29% 2015
ENE-
014 Building Air Tightness & double-
glazing improvements
HumphreyBooth
Naweed
Mazhar £514,200 £1,500 9
does
not
payback £489,478 0.20% 2015
ENE-
020 Reflective windown (film &
insulation) on Maxwell
Naweed
Mazar £34,560 £5,900 35 5.9 -£62,681 0.77% 2015
ENE-
025 Allerton - Zoning of heating areas
to allow for more control
Jeff
Capper £9,400 £5,250 32 1.7 -£80,424 0.72% 2015
ENE-
026 Green/Brown roofs on Maxwell
Matteo
Littera £30,000 £6,700 37 2.0 -£218,871 0.83% 2015
ENE-
040 Double glazing & Draught-
proofing windows on Maxwell
Building
Naweed
Mazhar £1,800,000 £15,000 92
does
not
payback £1,552,777 2.05% 2015
Totals £13,087,006 £0 £359,400 2066 £4,052,612 46.60%
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4.5 Other projects
The projects below relate to procurement, waste and transport impacts so will not contribute to the
carbon reduction target as the carbon savings cannot be easily quantified.
Table 13 Other unquantifiable carbon reduction related projects
Ref Project Lead Year
TRA -001 Review of the Travel Plan Travel & Transport Officer
2010/11
PRO-001 Development and Implementation of Sustainable Procurement Policy
Head of Purchasing/Environment & Sustainability Officer
2011
MAN-017 Development and implementation of Green Representatives network
Assistant Environment & Sustainability Officer
2011
FOO-001 Development and implementation of Sustainable Food Policy Director of Student Life 2011
REC-001 Recycling improvement programme Environment & Sustainability Officer
2011
MAN-018 Sustainable Construction Policy Environment & Sustainability Officer
2011
MAN-001 EcoCampus Environment & Sustainability Officer
2011
PRO-002 Procurement of recycled content paper Environment & Sustainability Officer
2011/12
4.6 Projected achievement towards target
Figure 16 illustrates how we can be expected to perform against our 30% reduction target if we
successfully implement the projects as identified within this plan. As can be seen from the chart, we are
expected to over achieve on the target which allows for some loss of projects or errors in over
estimating reductions. This illustration includes persistence factors which take into account reduced
carbon savings from projects as a result of inherent degradation of the equipment and operational
degradation caused by use through time.
Figure 16 Progress against targets with current plan
0
5000
10000
15000
20000
25000
2008/9 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
Tonnes C02e
Carbon reduction progress against target
Predicted Business as Usual Emissions Target Emissions Emissions in chosen plan
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5 Carbon Management Plan Financing
The financial risks to the University if this programme is not implemented are significant. As mentioned
in Section 2, there is continued pressure from the funding body, HEFCE, to manage carbon which may
affect future funding and highly volatile energy costs add to financial risk. The HE Sector is becoming a
highly competitive marketplace and keeping overheads to a minimum will enable more funding to be
applied to student facing activities to help keep the University competitive. By developing and
implementing this plan, carbon emissions will not only be reduced but it will also help mitigate against
future cost increases, reductions in funding and other requirements.
For existing projects (Table 4.1), already evaluated and part-implemented, annual carbon savings of
420 tonnes and cost savings of £75,000 have been identified from an investment of £300,000
(excluding carbon reductions arising from building removal projects).
5.1 Assumptions
The assumptions made in calculating the benefits and savings in section 3 and below are shown in Table 4.
5.2 Benefits / savings – quantified and un-quantified
It should be recognised that a degree of flexibility is necessary in the scheduling of the projects
identified in the previous section, however, those identified have been included because they are likely
to be cost effective to implement, efficient and often have wider positive benefits to the campus
environment. The main benefits will be financial savings and carbon reduction. A summary of the
annual cost and carbon savings that could be expected up until 2014/15 are shown in Table 14 below.
This includes cost savings and carbon reductions from building removal projects.
Table 14 Annual cost and carbon savings
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
Annual cost saving £18,300 £102,300 £284,261 £577,011 £669,011 £801,711
Annual CO2 saving 106 574 1575 3157 3662 4463
% of target achieved 3% 16% 45% 89% 104% 126%
Some of the unquantifiable benefits are detailed in Figure 17 below.
Figure 17 Unquantifiable benefits of achievement of the carbon management plan
Unquantified benefits:
� Improved understanding of our energy consumption and carbon emissions
� Better data collection and monitoring mechanism enabling effective targets for energy reductions with the potential to
lead to significant savings on current energy expenditure
� Increased understanding of the impact of University waste management and subsequent improvement in management
strategy to reduce waste to landfill
� Increased understanding of the sustainability of University procurement decisions and practices and subsequent
improvement in management strategy to improve sustainability
� Improved understanding of the impact of University travel which can feed into review of Transport Strategy
� Carbon management as a key consideration in University policy and development to enable the University to
incorporate principles of sustainability in response to funding bodies and Government strategy
� Improved awareness of carbon management issues amongst the University community and external stakeholders to
enable reduced carbon impact of their activities
� Enhanced University sustainability profile internally and externally, e.g. People and Planet Green League
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5.3 Additional resources
Sufficient resources are required for this plan to be effective and, in addition to financial means, the
support by various personnel throughout the University is essential. Engagement of the University
community is crucial as a significant area for improvement identified is behavioural change. Table 155
below lists the different support services and academic departments and the level of support
(resources) that will be required for effective implementation of the Carbon Management Plan and wider
Environmental Sustainability Strategy. These areas will be required to embed their own environmental
sustainability objectives into their local business plans going forward, as described in Section 6.
Table 15 Additional Resources Required
Area Resources Required
Support Services
Office of the Vice
Chancellor VC to Chair the Sustainability Programme Board. Registrar, PVC and DVC’s to champion
carbon impact assessment and management in their areas.
Advancement Services
Representatives on Carbon Management Projects Team. Awareness of carbon management
throughout the department. Support for promotion of carbon management initiatives/success
internally and externally. Development and promotion of sustainable event initiatives for
conferences.
Estates & Property
Services
Director support for Environmental Sustainability Strategy and participation in Programme
Board. Representatives from Estate Management and Operations areas on Carbon
Management Project Team. Awareness of and support for carbon management throughout the
division. Management of budget and projects for energy efficiency in buildings. Champions for
energy management and efficiency, sustainable construction & design in new builds and
refurbishments, sustainable transport and waste minimisation as well as through building
management. Lead area for Campus Masterplan, EcoCampus programme, Biodiversity
Management Strategy, Sustainable Travel and Transport Plan, Sustainable Construction and
Waste Management policies.
Student Life Directorate
Director support for carbon management and participation in Programme Board. Lead area for
Sustainable Food policy. Other representatives on Carbon Management Project Team including
accommodation and catering services. Support for promotion of carbon management initiatives
and success to students and local community where applicable.
Finance Department Director support for carbon reduction projects and participation in Programme Board. Lead on
Sustainable Procurement policy review. Other representatives on Carbon Management Projects
Team.
Governance Services
Unit Support for carbon management programme, plan and related policies.
Human Resources
Division Director support for carbon management. Representatives on Carbon Management Projects
Team. Lead for Wellbeing strategy. Support for Green Representatives staff network.
IT Services
Director support for carbon management and participation in Programme Board. Additional
representation on Carbon Management Projects Team. Lead for identification and
implementation of Green IT initiatives. Awareness of good IT carbon management and practice
throughout the division.
Learning Development
Unit Director support for carbon management. Awareness of carbon management throughout the
department. Champion for green academic practices.
The Library Awareness and support for carbon management throughout the department. Support for
communication of initiatives to University community visually in library space.
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Planning and
Performance
Director support for carbon management and participation in the Programme Board.
Incorporation of carbon management into the University risk register and performance
management process.
Student Information
Directorate
Director support for carbon management and awareness throughout directorate. Embedding of
carbon management initiatives, particularly with regards to communications to students, where
possible.
Student’s Union President support for carbon management. Representation on Programme Board and Carbon
Management Projects Team. Support for communication and implementation of student facing
initiatives. Champions for carbon management.
Change Management
Director support for carbon management with awareness and further support throughout the
unit. Embedding, where possible, carbon management initiatives/actions into existing
programmes. Supporting and assisting communication of changes relating to carbon
management.
Academic Departments
College of Arts and
Social Sciences
Director support for carbon management. Awareness throughout the college staff of carbon
management. As and when opportunities arise, incorporating environmental sustainability
themes (including carbon management) into all the teaching programmes the College provides.
College of Health and
Social Care
College of Science and
Technology
5.4 Financial costs and sources of funding
Table 16 summarises the funding requirements per year in terms of expected capital and revenue
costs. This is further broken down to committed funding and unallocated funding required. The sources
of this funding are further described below. Funding is secured for the first two years of the programme;
however, much remains unfunded. As described previously, more projects have been identified than
required to meet our reduction target; however, this allows for under achievement in some projects and
flexibility in funding of projects towards the 2020 target.
Table 16 Summary of estimated funding requirements by year
figures in £ 1000’s 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2015+
Annual costs:
Total annual capital cost £157,501 £140,000 £1,324,400 £654,000 £328,446 £5,400,000 £6,689,560
Total annual revenue cost £0 £0 £10,000 £12,320 £12,320 £12,320 £12,320
Total costs £157,501 £140,000 £1,334,400 £666,320 £340,766 £5,412,320 £6,701,880
Committed funding:
Committed annual capital 157,501 £140,000 £176,300 £0 £0 £0 £0
Committed annual revenue £0 £0 £10,000 £0 £0 £0 £0
Total funded £157,501 £140,000 £186,300 £0 £0 £0 £0
Unallocated funding
Unallocated annual capital £0 £0 £1,148,100 £654,000 £328,446 £5,400,000 £6,689,560
Unallocated annual revenue £0 £0 £1,000 £12,320 £12,320 £12,320 £12,320
Total unfunded £0 £0 £1,149,300 £666,320 £340,766 £5,412,320 £6,701,880
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Salix Finance – Revolving Green Fund
In July 2009, the University of Salford was successful in receiving funding from the HEFCE/Salix
Revolving Green Fund. A total of £375k was received, which includes 25% contribution from the
University as match funding. Using this money the University can fund over fifty eligible technologies
that work quickly to save energy but continue to work effectively for many years. These include
upgraded lighting, heating and insulation systems, combined heat and power plants, and energy
efficient ICT hardware and controls systems. Money saved on energy costs can then be reinvested in
more energy saving initiatives. This fund is managed by the Energy Manager in Estates and Property
Services Division.
Utilities Budget
Prior to this, and for projects not eligible under the Salix scheme, funding has been provided ad-hoc
from the Utilities Budget. There is a small budget allocated under the Environment Team for Energy
Conservation which is assigned for awareness raising/behavioural change initiatives. There is currently
no further specific budget for energy efficiency measures or for transport and engagement initiatives. It
is envisaged that future energy efficiency projects with a relatively short payback (less than 2.5 years)
will be financed from the Utilities Budget (if Salix funds are not available).
Longer-term Paybacks
Energy efficiency and other projects with longer paybacks will be funded on a case by case basis with
thorough feasibility proposals and business cases being submitted to senior management for
consideration. When considering these options it is recognised that a longer term, or whole-life costing,
approach where capital expenditure is analysed alongside operational savings and expenditure is better
assess our carbon reduction options, particularly as we get closer to our target emissions. In addition, it
is recognised that the best time to implement carbon management measures, especially energy and
water related projects, is at the time of major refurbishment and new build when they can be
incorporated into the design phase. This should be incorporated into the Capital Project and Minor
Works budgets. Some of the projects identified which do not payback are examples of carbon reduction
measures which may be included into existing works as an additional benefit where
the costs are covered for other reasons.
Other Budget Areas
It should be noted that projects may also be funded from other areas of the University than Estates and
Property Services. For example, IT Services have identified a number of projects within the recent IT
Strategy (November 2010) which will result in carbon reductions (as identified in Section 4). In many
cases, funding is yet to be confirmed for these projects, but it is likely that these will be funded from an
ITS budget as part of the normal upgrade of equipment, but also with potential support from the Salix
and other Estates and Property Services budgets where necessary. This highlights the requirement for
a Carbon Impact Assessment process for decision-making so that energy costs of purchasing decisions
are considered throughout the University, not just in Estates. Another example is the Sustainable Food
Policy which is implemented through Student Life.
External Funding
There may be potential in the future for external funding assistance for carbon reduction projects to
support internal funding. These will be investigated with regards to financial risks and issues, required
contribution from the University and the administration requirements in terms of the application,
performance monitoring and reporting as the opportunities arise. Examples of external funding which
will be investigated in the near future are private sector funded and energy buyback schemes for large
capital investment projects such as a Combined Heat and Power plant.
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6 Actions to Embed Carbon Management in Your Organisation
In order for this CMP to be successfully implemented and the objectives and benefits for the University
to be realised it will be necessary to embed carbon management into the day-to-day operation of the
University – through engagement and our infrastructure and people. Appendix A: Carbon Management
Matrix – Embedding benchmarks where the University is currently operating in terms of managing for
carbon efficiency. Our aim is to score at level 4 or 5 in each area at the next annual review. This section
details our current position and the improvements planned or required to ensure we meet this aim.
6.1 Policy
Current position
The University Strategic Plan 2009/10 to 2017/18 – Transforming our University – has six goals which
aim to transform the University. The goals address the teaching, learning and research of the University
but also include our people and infrastructure and services. The CMP supports the Strategic Plan,
particularly with goals 3, 4 and 5, by including initiatives to support engagement, behavioural change for
a low carbon culture amongst the University community and developing University spaces,
infrastructure and services to make them more environmentally sustainable. The CMP will also
contribute to the interdisciplinary themes, particularly Energy, as identified in the research and
innovation strategy, by showcasing carbon management in action on campus. The University Campus
Plan supports the CMP by providing opportunities during redevelopment of existing and new buildings,
infrastructure and public realm areas to improve environmental sustainability.
The University has recently made a specific commitment to improving environmental sustainability with
the documentation of an Environmental Sustainability Policy. This includes a commitment to reducing
both the direct and indirect carbon footprint of the University and investing in low carbon consumption of
energy as a key strategic research theme across all areas of discipline. We recognise that, as energy is
a major academic theme of the University, we should demonstrate that we take the issue seriously in
the way we operate.
Moving forward
Table 17 Policy Action Plan
Action Target
date
Responsibility
� The Environmental Sustainability Policy and Carbon Reduction Target will be specifically
referred to within future Strategic and other high level plans Sep 11
Sustainability
Programme Board
� Subsequent targets will be agreed and established, as appropriate, for different service
areas Sep 11
Sustainability
Programme Board
� The University level carbon reduction objectives and any local targets will be embedded
into local business plans Sep 12
Sustainability
Programme Board
� Further environmental sustainability targets will be established, e.g. for waste
reduction/recycling, transport etc Apr 11
Sustainability
Programme Board
� A framework for carbon impact assessment will be developed to ensure the carbon impact
of strategic decisions can be fully assessed as a core part of the decision making process Sep 12
Sustainability
Programme Board
� A Policy and implementation framework for sustainable construction will be developed May 11
Sustainability
Programme Board
� A Policy and implementation framework for sustainable procurement will be developed Sep 11
Sustainability
Programme Board
� Carbon management will be embedded into the Business Travel policy Sep 11
Sustainability
Programme Board
� A whole-life costing approach will be embedded into decision making, particularly with
regards to capital projects Apr 11
Sustainability
Programme Board
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6.2 Responsibility
Current position
Historically, environmental sustainability responsibility has not been allocated to a specific role.
However, there have been roles at the University for energy and transport management. During a
restructure of the Estates and Property Services division, in May 2010 the Environment and
Sustainability Team was initiated with the recruitment of the Environment and Sustainability Officer.
Subsequently, further members of the team have been recruited; an Energy Manager, Travel and
Transport Officer and Assistant Environment and Sustainability Officer. The team is based in Estates
and Property Services within the Estate Management section under the line management of the Estate
Surveyor; however, they have an influence across the University. The Environment and Sustainability
Officer is the Project Lead for the CMP and is supported by the other roles, particularly the Energy
Manager, in terms of managing the specific carbon reduction projects.
Through the carbon management programme, a Programme Board has been established to help
support and drive the environmental sustainability agenda at a senior level in the University. The Board
was initiated to address carbon management requirements but will address the wider environmental
sustainability agenda as identified within the Environmental Sustainability Policy commitments.
Membership of this Board is shown in Table 21 on page 36. Senior representatives of key areas across
the University are members of the Board and as such have a responsibility to help embed carbon
management within their areas. Additional responsibilities, where they have been allocated, are detailed
in Table 15 on page 28.
To support the Environment and Sustainability Team further, a Projects Team has also been
established. The Carbon Management Projects Team will be responsible for delivering the activities
defined within the Carbon Management Plan, and monitoring progress against agreed targets. The
group is comprised of the Project Sponsors, Project Leader and Sustainability Team Members and
whilst the members have their own specific role, as detailed in Table 22 on page 37, the main purpose
of the group is to provide support and assistance to the Project Leader with developing ideas and
assessing which are suitable to fit in the University’s overall strategy. The members are selected from
the key stakeholders and are generally senior members of staff responsible for significant teams or
budgets, but may also be individuals or groups with specialist interest or knowledge. The membership is
not fixed and will vary depending on the needs of the programme as it becomes appropriate to
particular roles.
Moving forward
Table 18 Responsibility Action Plan
Action Target date Responsibility
� A network of green representatives will be established across the University to build engagement and communication at the local level. This will support the effectiveness of awareness and behavioural change campaigns which are an essential element of achieving the sustainability and carbon reduction objectives.
Mar 11
Environment &
Sustainability
Officer
� Environmental sustainability will be embedded into communications to students as they join the University in terms of their actions on campus and at home. Sep 11
Environment &
Sustainability
Officer
� Sustainability and carbon management will be integrated into the responsibilities of relevant personnel in departments such as Finance, HR, ITS and Colleges, particularly accountability will be defined at a senior level.
Sep 12 Sustainability
Programme Board
� Sustainability objectives will be embedded into business plans and personal development objectives at a local level for College and Division Heads.
Sep 12 Sustainability
Programme Board
� Eventually, environmental sustainability responsibilities should be included in all job descriptions to some degree. Sep 12
Sustainability
Programme Board
� Environmental sustainability will be embedded into all teaching programmes that the University provides as and when opportunities arise.
Ongoing PVC (Academic)
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6.3 Data Management
Current position
The University has a very large and comprehensive Building Management System (BMS), which covers
all of the buildings on the Peel and Adelphi Campuses, as well as the majority of the student
accommodation in Castle Irwell. Some of the buildings have meters on their Main Electrical Incomer,
which are displayed within the BMS as Active Power Consumption, but not all buildings are individually
metered. Water and gas are not currently metered in any of the buildings. Meter readings are currently
only available for viewing by the Energy Manager and the BMS Engineers.
The problem with the current system is that data is not stored on the IT network, but solely on the
physical meters themselves. As a consequence, only a maximum of a 2-week snapshot prior to the
date of the database interrogation can be viewed, as data is stored within the meters on a rolling-time
basis. Historical data at the moment is therefore collated via half hourly data (HHD) from the electricity
supplier for electricity and through bills for gas and water, some of which are estimates.
Data for waste to landfill and recycled is currently estimated based on an average weight for each bin
and the number of external bins available for general waste and recyclables. Two composters are in the
largest buildings on the main campuses; however, food waste input into these is not currently
monitored.
Currently no data is available for carbon emissions from business travel or staff/student commuting.
Moving forward
Table 19 Data Management Action Plan
Action Target date Responsibility
� The university will endeavour to ensure that each and every building will monitor its overall water, gas and electricity consumption.
Sep 11 Energy Manager
� More sub-metering will be installed in energy-intensive buildings to allow for more detailed information to be used to better target potential energy/water saving projects. High energy using equipment (e.g. servers) will be individually sub-metered as well. New buildings will have meters connected to the HVAC and Lighting distribution boards, as well as having a meter for every main distribution board on a building’s floor.
Sep 11 Energy Manager
� The data for energy and water consumption will be displayed in each building’s entrance. This will enable targets to be set for unoccupied hours to prevent wasteful practices; as well ensuring utilities’ use can be viewed by everyone which will have a direct impact on it.
Sep 11 Energy Manager
� A new automatic meter reading (AMR) will be installed, which will centralise the collation of historical data for all of the sub-meters. This will allow for comparisons year-on-year, as well as allowing building performances to be compared to one-another. This will have the effect of further promoting awareness and ‘competition’ through Energy League Tables (next academic year).
Sep 11 Energy Manager
� Investigate the potential for better waste data collation through tender of new waste management contract. Sep 11
Environment &
Sustainability
Officer
� Integrate carbon data collection into new business travel management policy. Sep 11
Travel &
Transport Officer
� The university will endeavour to ensure that each and every building will monitor its overall water, gas and electricity consumption.
Sep 11 Energy Manager
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6.4 Communication and Training
Current position
Communication on environmental issues is currently on an ad hoc basis using tools such as the staff
channel, Estates and Property Services intranet pages, email and events. The communication is mainly
focussed at staff.
To achieve the long terms aims of the CMP and become a more sustainable university, a change in the
behaviour of the university staff and students is required. It is recognised that behaviour change is more
than just awareness; hence the need to embed sustainability. Long term performance improvement will
only occur if the culture of the organisation supports it, otherwise things will go back to the status quo.
Moving forward
A more detailed strategy for embedding sustainability and communication requirements will be
developed. This will include the key initiatives highlighted below;
Table 20 Communication and Training Action Plan
Action Target date Responsibility
� Launch of the Carbon Management Plan and associated targets.
Mar 11
Environment &
Sustainability
Officer
� Carbon management commitments incorporated into staff inductions.
Sep 11
Environment &
Sustainability
Officer
� Communication of performance at a building level, accessible for all building users.
Sep 11 Energy Manager
� Development of a building by building competition for electricity consumption.
Sep 11
Energy Manager
and Environment
& Sustainability
Officer
� A network of green representatives will be established across the University to build engagement and communication at the local level. This will support the effectiveness of awareness and behavioural change campaigns which are an essential element of achieving the sustainability and carbon reduction objectives.
Mar 11
Environment &
Sustainability
Officer
� Communication of infrastructure improvements as they are implemented, using a range of methods such as online communications and point of implementation. Ongoing
Environment &
Sustainability
Officer
� Development of an environmental website as part of Estates and Property Services website. Sep 11
Environment &
Sustainability
Officer
� Running a series of awareness campaigns linked to key national/international environmental dates such as Earth Hour, Fairtrade Fortnight, National Bike Week and World Car Free Day.
Reviewed
annually Sep
11
Environment &
Sustainability
Officer
� Communication of progress on carbon targets at the University level at regular intervals, as a minimum annually.
Reviewed
annually Sep
11
Environment &
Sustainability
Officer
� Embedding carbon management and sustainability messages into existing and other core communications.
Ongoing Sustainability
Programme Board
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6.5 Monitoring and Evaluation – keeping track of progress
Current position
There is currently no monitoring in place for carbon emissions, other than for Estate Management
Statistics submissions.
Moving forward
The CMP will be reviewed on a regular basis as described in Programme Management section 7. This
will include a review of emissions profile, targets and projects as well as the identification of new
opportunities.
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7 Programme Management of the CM Programme
Good Programme Management will be essential to achieve the ambitions of this Carbon Management
Plan. The Carbon Management Plan will have senior, strategic ownership through the Strategic Plan,
specifically Goal 3 – Transforming Engagement. This will be supported by the Sustainability Programme
Board, who report directly to the Executive Committee, to ensure it is aligned with the University
Strategic Plan and receives appropriate priority and drive. The Programme Management will include, in
addition to Senior Management, project owners and other stakeholders as identified to bring together
the diverse set of projects across the University to ensure coherence and coordination of carbon
reduction activity and to demonstrate results.
In terms of operation at the University, there are two main areas of focus:
• buildings and infrastructure, and
• people.
It is recognised that systematic change is needed to achieve the improvements in environmental impact
required; it is not just about the infrastructure. In May 2010, the establishment of a Sustainability Team
was initiated with the recruitment of a new Environment and Sustainability Officer and subsequent
team, to drive these improvements.
7.1 The Programme Board – strategic ownership and oversight
The CMP will have strategic ownership through Goal 3 of the Strategic Plan – Transforming
Engagement which is owned by Keith Barnes, Pro-Vice-Chancellor Strategic Partnerships and
Development, who is also one of the Project Sponsors for the Carbon Management Plan.
The Carbon Management/Sustainability Programme Board reports directly to the Executive Committee
and in matters of capital investment to the Capital Investment Group, and will be responsible for the
overall management of the programme. The board meet on a quarterly basis, or as required and is
chaired by the Vice Chancellor. The Programme Board supports effective management of the
University through the assignment of decision rights and the creation of an accountability framework for
Environmental and Sustainability activities in support of the University’s Strategic Plan, external
requirements from Government agencies and in line with emerging good practice.
Table 21 Programme Board Membership
Role Position
Chair Vice Chancellor
Project Sponsor PVC (Strategic Partnerships and Development)
Project Sponsor Executive Director, Estates and Property Services
Finance Champion Finance Director
Academic Representative Professor in Regeneration and Sustainable Development
Executive Representative University Council Member
Project Lead Environment and Sustainability Officer
Student Engagement Representative Director of Student Life
IT Senior Representative Chief Information Officer, I.T. Services
Performance and Risk Management Director of Planning and Performance
Energy Theme Representative of Steering Group
Student Representation USSU Sabbatical Officer
Secretariat Executive Officer of the VC and Registrar and Secretary
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7.2 The Carbon Management Team – delivering the projects
The Carbon Management Team will be responsible for delivering the activities defined within the
Carbon Management Plan, and monitoring progress against agreed targets. The group is comprised of
the Project Sponsors, Project Leader and Sustainability Team Members and whilst the members have
their own specific role, as detailed below, the main purpose of the group is to provide support and
assistance to the Project Leader with developing ideas and assessing which are suitable to fit in the
University’s overall strategy.
Project Sponsors – responsible for the overall endorsement of the Carbon Management Programme
and its aims within the University community and agreeing the resources to be devoted to actions in the
Carbon Management Plan
Project Leader - responsible for setting the strategic direction for carbon management at the University
of Salford, and reviewing the progress against the objectives outlined in the Plan
Sustainability Team Members – selected from the key stakeholders and are generally senior
members of staff responsible for significant teams or budgets, but may also be individuals or groups
with specialist interest or knowledge. The membership is not fixed and will vary depending on the needs
of the programme as it becomes appropriate to particular roles.
The role of the group, which will meet monthly initially, is to:
Review and update the Carbon Management Plan on an annual basis
Discuss the implementation and maintenance of the Environmental Management System
(EcoCampus)
Monitor and report progress with implementing projects
Monitor and report annual campus emissions
Maintain the Carbon Management Projects Register and identify opportunities
Communicate updates to both internal and external stakeholders
Devise and promote initiatives to inform interested parties about EcoCampus and the
Carbon Management Plan
Engage in and support awareness-raising and behavioural change initiatives
Help the EcoCampus Manager to regularly audit the EcoCampus system
Table 22 Carbon Management team members
Role Name Position
Project Sponsor Keith Barnes PVC (Strategic Partnerships and Development)
Project Sponsor Frank Benton Director of Estates and Property Services
Project Lead Rebecca Bennett Environment and Sustainability Officer
Deputy Project Lead Matteo Littera Energy Manager
Sustainability Team Member
Clare Fallon Assistant Environment and Sustainability Officer
Jim Dale USSU VP
Paul Turton Head of Administration and Planning, IT Services
Roy Grundy Principal Senior Security Officer
Paul Smith Head of Capital Projects
Peter Thomson Associate Director, Estate Management
Andrew Binder Travel and Transport Officer
Graeme Holland Campus Manager
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Dave Lamb Assistant Safety Officer
Paul Glassey Head of Media Services
Catherine Cairncross Internal Communications Manager
Sarah Emery Student Life Directorate
Colin Turton Team Leader – Operational Support, Estates & Property
Services
Dr Nigel Mellors Associate Dean Academic Enterprise
Stephen Waterworth Energy Hub Manager
Tony Blendall Estates Surveyor
Vicky Beckett Conference Coordinator
Paul Bruton Mechanical Team Leader
Naweed Mazhar Head of Minor Works
Dr Chris Harrison Director of Research and Innovation
7.3 Continuity planning for key roles
There are a number of key areas where action is essential for the plan and targets to be achieved.
These are detailed below in Table 23 with the personnel who are responsible for the specific areas. The
actions are linked to job roles rather than individuals to ensure continuity should any individuals leave
post. In the event that the lead officer leaves post or be absent for a long period of time the Programme
Board and/or Project Sponsor(s) will elect a core team member to deputise in the interim period, thus
ensuring there is no delay in project delivery.
Table 23 Key responsibility areas
Activity Sponsor Lead Sustainability Team Members
Others
Carbon Management Plan Approval
Project Sponsors Project Lead
Development, monitoring & review of the Carbon Management Plan
Project Sponsor (Executive Director, Estates & Property Services)
Project Lead (Environment & Sustainability Officer)
Deputy Project Lead – Energy Manager
Assistant Environment and Sustainability Officer
Travel and Transport Officer
Financing of Carbon Management Initiatives
Project Sponsors Project Lead and Deputy Project Lead
Associate Director, Estate Management
Head of Capital Projects
Head of Administration and Planning, IT Services
Head of Media Services
Accommodation Services Manager
Finance Director Head of Finance & Business Development, Estates & Property Services
Carbon Management in existing buildings
Project Sponsor (Executive Director, Estates & Property Services)
Deputy Project Lead – Energy Manager
Associate Director, Estate Management
Campus Manager
Head of Maintenance and Minor Works
Associate Director, Operations
University Surveyor
Campus Manager
Carbon Management in new builds/major refurbishment
Project Sponsors Project Lead and Deputy Project Lead
Associate Director, Estate Management
Head of Capital Projects
External consultants
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Carbon Management in transport
Project Sponsor (Executive Director, Estates & Property Services)
Travel and Transport Officer
Environment and Sustainability Officer
Assistant Environment and Sustainability Officer
Campus Manager
Student Union Rep
Sustainable Procurement Project Sponsors Head of Purchasing Services
Environment and Sustainability Officer
Assistant Environment and Sustainability Officer
Finance Director
Procurement Staff
Green ICT Chief Information Officer, I.T. Services
Head of Administration and Planning, IT Services
Energy Manager
Environment and Sustainability Officer
Head of Media Services
IT Services
Sustainable Food Director Student Life Director Student Life
Student Life Rep
Environment and Sustainability Officer
Assistant Environment and Sustainability Officer
Catering Services Manager
Community Engagement Manager
Carbon Management Communication, Awareness and Behavioural Change
Project Sponsors Project Lead Deputy Project Lead – Energy Manager
Assistant Environment and Sustainability Officer
Travel and Transport Officer
Head of Internal Comms
Student Life reps
Student Union Reps
Campus Manager
Conference Coordinator
Advancement Services Staff
Student Life Communication Staff
Student Union Officers
7.4 Ongoing stakeholder management
The key stakeholders who can influence and motivate staff and students within their respective area of
responsibility to ensure the project objectives are successfully delivered and those who would have an
interest in action the University is taking to reduce environmental impact, have been identified. A
summary of this is provided in Appendix C. This analysis has been developed into a full communication
strategy which is available separately.
The communication strategy is key to engaging all staff and students in the programme and maintaining
momentum into the future. It is vital that all stakeholders understand the need to improve our carbon
management and how critical this will be for the future of the University. Staff and students must be
given a clear signal from the senior management team that the University is committed to this issue for
the long term and must also understand their personal responsibility.
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7.5 Annual progress review to Senior Management Team
A number of Key Performance Indicators have been established at the University level. These are
detailed below in Table 24. These KPIs have been agreed by the Executive Committee to be reported
to that Committee on a quarterly basis. Some data is not currently available on a quarterly basis, such
as waste mass and percentage recycled; however, this will be addressed as part of waste management
contracts going forward. Planning and Performance Directorate will collect data relating to these KPIs
from the Environment and Sustainability Officer to report to the Executive Committee on a quarterly
basis or as appropriate.
Table 24 University Key Performance Indicators
Ref KPI Data required Frequency Resp
7.1 Carbon Management Strategy Progress Report –
embedding carbon
Quarterly Environment &
Sustainability
Officer
7.2 Emissions kg CO2 - total Total carbon
emissions, kg CO2
Quarterly Environment &
Sustainability
Officer
7.3 Percentage of waste recycled Waste recycled, % Quarterly Campus Manager
7.4 Waste mass per FTE Total waste
collected, tonnes
Quarterly Campus Manager
7.5 Water consumption per FTE Water used, m3
Quarterly Energy Manager
7.6 Percentage of total water from grey or rain water Water used from
grey/rain water, %
Quarterly Energy Manager
A number of further internal reporting requirements have been established as part of this programme.
The frequency of these is detailed in Table 25 with the corresponding data requirements, along with the
responsibilities for collating it.
Table 25 Carbon management internal data collection requirements
Scope Data required Frequency of
Collection
Responsibility Reported to
Scope 1 Gas & Oil kWh consumed Quarterly Energy
Manager
Environment &
Sustainability Officer
Refrigerant gases kg of refrigerants
added Quarterly
CAFM & PPM
Support
Environment &
Sustainability Officer
Travel & Transport - Fleet
Litres of fuel
purchased Quarterly
Team Leader: Operational
Support
Environment &
Sustainability Officer
Scope 2 Electricity kWh consumed Quarterly Energy
Manager
Environment &
Sustainability Officer
Scope 3 Waste Management
kg of waste to
landfill (estimated) Quarterly
Campus
Manager
Environment &
Sustainability Officer
Other Water m3 of water used Quarterly
Energy
Manager
Environment &
Sustainability Officer
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Table 26 Internal carbon management reporting requirements
Report Responsibility Reporting to Frequency
Carbon Management
Projects Register
Energy Manager
Environment & Sustainability
Officer
Carbon Management Projects
Team
Sustainability Programme
Board
Quarterly
Other Projects progress
review
Environment & Sustainability
Officer
Sustainability Programme
Board
Carbon Management Projects
Team
Quarterly
Carbon emissions Environment & Sustainability
Officer
Sustainability Programme
Board
Quarterly
Carbon management matrix
review
Environment & Sustainability
Officer
Sustainability Programme
Board
6 monthly
University Risk Register –
Risk 37
Environment & Sustainability
Officer
Executive Committee via
PVC (Strategic Partnerships
and Development)
Quarterly
Carbon Management
Strategy review
Environment & Sustainability
Officer
PVC (Strategic Partnerships
and Development)
Executive Committee Quarterly
Annual Progress review Environment & Sustainability
Officer
Sustainability Programme
Board
Executive Committee
Carbon Trust
Annual
The annual progress review will be a formal review at the end of each academic year. The review will
be formulated into a report, approved by the Sustainability Programme Board and presented to the
Executive Committee by January each year. The report will include;
Carbon emissions for the previous academic year
Carbon emission savings achieved against set targets
Actual and estimated financial savings and costs
Details of unquantifiable benefits
Issues, challenges and opportunities
Targets and recommendations for the following year
The report will also be presented to the Carbon Trust as part of the formal follow up.
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Appendix A: Carbon Management Matrix – Embedding
Current position
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Appendix B: Definition of Projects
This section provides further details for each project that is currently being implemented or planned and funded or likely to be funded.
Project:
Reference:
Lighting Upgrade Maxwell Building
ENE-004
Owner (person) Matteo Littera (Energy Manager)
Department Estates & Property Services
Description Replacement of old inefficient light fittings in Maxwell Building, using LED & T5 fittings with PIR & LUX sensors
Benefits • Financial savings: £ 27,000 (10 yrs lifetime)
• Payback period: 4.44 years
• Yearly CO2 Emissions reduction: 103.4 tonnes of CO2
• % of target: 2.22%
Funding • Project cost: £ 120,000
• Operational costs: £ -8,000
• Source of funding: Salix (external
• How /when decision on funding will be made: Feb 2010
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o Lighting equipment & associated controls
o Electrician (possibly internally sourced) for install
o Legal requirements for LUX levels to be maintained
• If this project will be delivered using current resources, say so: No
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o Careful planning for positioning of Lux & PIR sensors
o Buy-in from stake-holders with regards to light colour & quality
• Principal risks:
o LEDs can sometime have a high rush of Electrical Current – breakers may need upgrading
o If project were insufficiently funded, mismatch of light fittings
o Ensure LED fittings provide adequate LUX levels and distribution
Measuring Success
• Metrics for displaying performance or achievement: kWh/m2
• Timings when success will be measured / evaluated: Comparison with previous years’ electricity consumptions
Timing • Milestones / key dates e.g.
o start date: 22/06/2010
o completion date (when it will deliver savings): 31/01/2011
o interim deliverable / decision points:
� Maxwell Canteen to be complete by 30/09/2010
� Maxwell shop to be completed by 31/10/2010
Notes ENVSOL lighting audit carried out. Studies on quantity, type and manner of fitting operation put together. Running Costs savings achieved due to reduced maintenance costs
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Project:
Reference:
AMR Install & Commission
ENE-005
Owner (person) Matteo Littera (Energy Manager )
Department Estates & Property Services
Description All buildings to have Electricity, Gas and Water meters connected to a central Automatic Meter Reading system
Benefits • Financial savings: £ 27,500 (30 yrs lifetime)
• Payback period: 0.73 years
• Yearly CO2 Emissions reduction: 154.8 tonnes of CO2
• % of target: 3.33%
Funding • Project cost: £ 20,000
• Operational costs: £ 0
• Source of funding: Internal
• How /when decision on funding will be made: Feb 2011
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o IT to ensure system is compatible with current equipment/software
o Commissioning of gas & water meters to deliver pulses
o Stand-alone PC or Virtual PC on server for continuous monitoring
• If this project will be delivered using current resources, say so: No
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o All gas & water meters to have pulsed outputs collection
o Reporting – set procedures to be set; action plan for high users
o Individual buildings to be given budgets for utilities’ consumption
• Principal risks:
o Some water meters don’t work very well at slow flows
o To install water and gas meters, relevant services might need to be interrupted for a short period of time
Measuring Success
• Metrics for displaying performance or achievement:
• Timings when success will be measured / evaluated:
Timing • Milestones / key dates e.g.
o start date: 01/02/2010
o completion date (when it will deliver savings): 30/06/2011
o interim deliverable / decision points:
� Software type and methodology by 15/02/2011
� Electricity metering by 31/04/2011
� Gas metering by 30/06/2010
� Water metering by 31/08/2011
Notes Assumption is a 1% saving due to better submetering, which in turn allows better management (Buro Happold estimates). Savings estimated in this project are considered conservative by industry standards (3-5%), but extra savings are incorporated into ENE-006 as most savings come from feedback of consumption levels.
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Project:
Reference:
Lighting Upgrade H Booth & Brian Blatchford
ENE-008
Owner (person) Naweed Mazhar (Head of Minor Works/Projects)
Department Estates & Property Services
Description Replacement of old inefficient light fittings, using LED & T5 fittings with PIR & LUX sensors
Benefits • Financial savings: £ 9,600 (10 yrs lifetime)
• Payback period: 4.61 years
• Yearly CO2 Emissions reduction: 36.5 tonnes of CO2
• % of target: 0.78%
Funding • Project cost: £ 44,300
• Operational costs: £ -2,900
• Source of funding: Internal
• How /when decision on funding will be made: 31/03/2011
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o Lighting equipment & associated controls
o Electrician (possibly internally sourced) for install
o Legal requirements for LUX levels to be maintained
• If this project will be delivered using current resources, say so: No
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o Careful planning for positioning of Lux & PIR sensors
o Buy-in from stake-holders with regards to light colour & quality
o Careful interaction between the Minor Works Team and the Energy Manager
• Principal risks:
o LEDs can sometime have a high rush of Electrical Current – breakers may need upgrading
o If project were insufficiently funded, mismatch of light fittings
o Ensure LED fittings provide adequate LUX levels and distribution
Measuring Success
• Metrics for displaying performance or achievement: kWh/m2
• Timings when success will be measured / evaluated: Comparison between bills post-install with pre-install ones
Timing • Milestones / key dates e.g.
o start date: 01/05/2011
o completion date (when it will deliver savings): 31/06/2012
o interim deliverable / decision points
� Humphrey Booth to be completed (31/08/2011)
� Review of performance of Humphrey Booth (30/09/2011)
� Brian Blatchford work to be started (01/11/2011)
Notes To be done as part of refurbishment project by the Minor Works Team.
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Project:
Reference:
Energy Awareness Raising Campaign
MAN-015
Owner (person) Rebecca Bennett
Department Estates & Property Services
Description Awareness raising programme for staff and students, including:
- Christmas and Easter Switch Off Campaigns
- Ongoing Office Switch off Campaign for Green Reps
- Energy awareness training for specific staff – cleaners, security, catering
- Information on Estates & Property Services webpages
- Communication programme for CMP to include actions for all staff and students
Benefits • Financial savings: £ 27,500 annually
• Payback period: Less than 1 year
• CO2 Emissions reduction: 155 tonnes of CO2
• 3.33% of target
Funding • £5,000
• Annual investment required
• Source of funding: Estates and Property Services – Environment Team
• Secured
Resources • Green Representatives to be allocated for each department
• Environment and Sustainability Officer to lead on awareness raising and training for Green Reps and specific roles but supported by Assistant Environment and Sustainability Officer and/or Energy Manager where required
• Awareness raising tools such as posters, energy meters, publications, promotional products
Ensuring Success
• Senior management support required
• Green Reps from different levels and areas of the University
• Green Reps adequately supported in their department and centrally with resources
• Green Reps permitted adequate time for the role – attendance at meetings/workshops etc
• Principal risks: Time of Environment and Sustainability Team and Green Reps for the project
Measuring Success
• Number of Green Reps – quarterly and annual
• Number of staff/sub-contractors trained in energy awareness – quarterly and annual
• Energy reductions over Christmas and Easter periods (compared to average weekend and previous years)
Timing • Milestones / key dates
o start date: December 2010
o completion date (when it will deliver savings): annual (academic year) but ongoing programme
o Interim measurements for Christmas and Easter shutdown periods, data also monitor quarterly
Notes
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Project:
Reference:
Energy Awareness Induction Training
MAN-016
Owner (person) Rebecca Bennett
Department Estates & Property Services
Description Energy Awareness Training programme for staff, including:
- Energy management content for general induction, e.g. content at induction session and development of online training module
Benefits • Financial savings: £ 3,250 annually
• Payback period: Less than 1 year
• CO2 Emissions reduction: 18 tonnes of CO2
• 0.39% of target
Funding • £500
• Annual investment required
• Source of funding: Estates and Property Services – Environment Team
• Secured
Resources • Environment and Sustainability Officer, Assistant Environment and Sustainability Officer or Energy Manager to attend each general induction session
• Development (with HR) of compulsory online training module for environmental awareness with energy management content
• Supporting awareness raising tools such as promotional products
Ensuring Success
• HR support required
• Principal risks: Time of Environment and Sustainability Team
Measuring Success
• Number of Induction sessions – quarterly and annual
• Number of staff completing online training module
Timing • Milestones / key dates
o start date: September 2010
o completion date (when it will deliver savings): annual (academic year) but ongoing programme
o Monitored quarterly
Notes
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Project:
Reference:
BMS Setpoint Auditing
ENE-024
Owner (person) Jeff Capper (Mechanical Operations Manager)
Department Estates & Property Services
Description BMS - Control and optimal set points, with associated upper and lower limits, to be finalised and continually reviewed to ensure not being changed.
Benefits • Financial savings: £ 13,100 (25 yrs lifetime)
• Payback period: 0.15 years
• Yearly CO2 Emissions reduction: 76.5 tonnes of CO2
• % of target: 1.64%
Funding • Project cost: £ 2,000
• Operational costs: £ 500
• Source of funding: internal
• How /when decision on funding will be made: 15/02/2011
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o SQL database to allow for quick reporting
• If this project will be delivered using current resources, say so: Yes
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o BMS engineer & Building managers to agree set-points
o Standards with maximum and minimum values might be required to be set within the software so that it is impossible to tamper with them beyond desired range
• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).
o The main risk is that associated with heating. Some buildings are very susceptible to temperature variations due to solar heat gain, but there aren’t the necessary facilities to heat only part of the buildings. It makes it very difficult to keep all clients happy
Measuring Success
• Metrics for displaying performance or achievement: kWh
• Timings when success will be measured / evaluated: at the end of each building’s commissioning monitoring will continue for 1 month
Timing • Milestones / key dates e.g.
o start date: 01/04/2011
o completion date (when it will deliver savings): 16/12/2011
o interim deliverable / decision points
� Peel Campus (01/08/2011)
� Frederick Campus (01/09/2011)
� Adelphi Campus (01/10/2011)
� Frederick Road Campus (01/11/2011)
� Halls of Residence (01/12/2011)
Notes Based on the assumption that these are not all controlled now and that this will be the case if not kept under control; Op cost incurred is engineers time for audit; Figures are probably very optimistic as temperature setpoints for some areas are in excess of 24degC!
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Project:
Reference:
Fan Ban
ENE-027
Owner (person) Matteo Littera (Energy Manager)
Department Estates & Property Services
Description No Electric fan heaters across whole campus
Benefits • Financial savings: £ 150 (30 yrs lifetime)
• Payback period: 1.3 years
• Yearly CO2 Emissions reduction: 0.3 tonnes of CO2
• % of target: 0.01%
Funding • Project cost: £ 0
• Operational costs: £ 200
• Source of funding: internal
• How /when decision on funding will be made: 31/03/2011
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o Building Managers and Head of Colleges to help cascade information
o Green Reps to help police the project
• If this project will be delivered using current resources, say so: Yes
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o Buy-in from all staff is absolutely essential – education and awareness raising will be key!
• Principal risks:
o If support is not offered from heads of departments and buy-in doesn’t happen, then the savings will be only achieved by those who have the environment at heart
Measuring Success
• Metrics for displaying performance or achievement: kWh
• Timings when success will be measured / evaluated: During the summer months through regression analysis graphs plotted against Cooling Degree Days
Timing • Milestones / key dates e.g.
o start date: 01/05/2011
o completion date (when it will deliver savings): 01/06/2012
o interim deliverable / decision points:
� Awareness campaign (15/05/2011)
Notes Estimated average power as 2.5kW, for 200 units; Figures are extremely conservative. Op costs a result of physical audits and awareness campaign.
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Project:
Reference:
GREEN IT - Printer Rationalisation and auto-off
MAN-030
Owner (person) Paul Glassey ( Head of Media Services )
Department ILS
Description Cut back on Printers on individual desks. Communal printers to have 'Auto-Off' for non-worktime
Benefits • Financial savings: £ 3,500 (10 yrs lifetime)
• Payback period: 1.43 years
• Yearly CO2 Emissions reduction: 19 tonnes of CO2
• % of target: 0.41%
Funding • Project cost: £ 5,000
• Operational costs: £ 0
• Source of funding: internal
• How /when decision on funding will be made: 01/10/2010
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o Software to monitor printer consumption and enable “Auto-OFF” function
o Awareness raising campaign to get buy-in
• If this project will be delivered using current resources, say so: Yes
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o Data will need to be collected first to make both environmental and business cases for project go-ahead (Pilot project)
o Printers need to be double-sided enabled
• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).
o Possibly a few new, software compatible printers will be needed
o Heads of Schools need to accept work from students which is printed on 2 sides.
Measuring Success
• Metrics for displaying performance or achievement: kWh, number of printed pages
• Timings when success will be measured / evaluated: At regular monthly intervals from final printer installation
Timing • Milestones / key dates e.g.
o start date: 01/03/2011
o completion date (when it will deliver savings): 31/11/2011
o interim deliverable / decision points
� Pilot project review (31/04/2011)
Notes Assumption made: ICT is 17.6% of all elec baseload, savings are 10% (RAP Tool); Printers are 10% of total IT elec usage. Environmental savings of paper not being used/double-sided printed not allowed for within the Carbon Counting Tool of the CMPR.
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Project:
Reference:
New boiler Faraday
ENE-044
Owner (person) Matteo Littera (Energy Manager)
Department Estates & Property Services
Description Old boilers to be replaced by modern high efficiency modulating condensing boilers
Benefits • Financial savings: £ 5,400 (25 yrs lifetime)
• Payback period: 7.41 years
• Yearly CO2 Emissions reduction: 33.1 tonnes of CO2
• % of target: 0.71%
Funding • Project cost: £ 40,000
• Operational costs: £ 0
• Source of funding: external (Salix)
• How /when decision on funding will be made: 28/02/2011
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o Mechanical design engineer
o High efficiency boiler
o BMS control engineer
• If this project will be delivered using current resources, say so: Partly
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o Appropriate sizing of boiler to allow also for future use
o Boiler must be modulating to match performance to demand in most efficient way
o Ideally of similar make as other boilers on site to help with maintenance and spare parts’ stock
• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).
o If design and BMS control engineers do not get involved from the start, boiler settings and performance, though still probably better than replaced boiler, will not achieve desired levels to ensure payback within Salix regulations
Measuring Success
• Metrics for displaying performance or achievement: kWh
• Timings when success will be measured / evaluated: After install it will be very easy to compare performance of new boiler to previous boiler
Timing • Milestones / key dates e.g.
o start date: 01/05/2011
o completion date (when it will deliver savings): 30/08/2011
o interim deliverable / decision points:
� Boiler spec (15/05/2011)
Notes Current boilers 20yrs old, nominal efficiency 60% but extra 10%efficiency achieved through modulating setting. New boiler efficiency will be in excess of 90%
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Project:
Reference:
Replacement boiler in Humphrey Booth
ENE-045
Owner (person) Mike Corbett (Mechanical Design Engineer)
Department Estates & Property Services
Description Old boilers to be replaced by modern high efficiency modulating condensing boilers
Benefits • Financial savings: £ 3,900 (25 yrs lifetime)
• Payback period: 7.69 years
• Yearly CO2 Emissions reduction: 23.9 tonnes of CO2
• % of target: 0.51%
Funding • Project cost: £ 30,000
• Operational costs: £ 0
• Source of funding: Internal
• How /when decision on funding will be made: 31/01/2011
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o Mechanical design engineer
o High efficiency boiler
o BMS control engineer
• If this project will be delivered using current resources, say so: Partly
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o Appropriate sizing of boiler to allow also for future use
o Boiler must be modulating to match performance to demand in most efficient way
o Ideally of similar make as other boilers on site to help with maintenance and spare parts’ stock
• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).
o If project is insufficiently funded, there could be problems with the efficiency levels of the boiler
Measuring Success
• Metrics for displaying performance or achievement:
• Timings when success will be measured / evaluated:
Timing • Milestones / key dates e.g.
o start date: 30/04/2011
o completion date (when it will deliver savings): 30/08/2011
Notes Current boilers 20yrs old, nominal efficiency 60% but extra 10%efficiency achieved through modulating setting
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Project:
Reference:
PIR control of A/C units
ENE-046
Owner (person) Paul Bruton (Mechanical Engineer Manager)
Department Estates & Property Services
Description PIR detection to be installed on each of the 370 stand-alone units across the campus
Benefits • Financial savings: £ 75,000 (25 yrs lifetime)
• Payback period: 0.6 years
• Yearly CO2 Emissions reduction: 402.7 tonnes of CO2
• % of target: 8.65%
Funding • Project cost: £ 45,000
• Operational costs: £ -1,000
• Source of funding: external (Salix)
• How /when decision on funding will be made: 31/03/2010
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o Electricians (2 for H&S reasons)
o PIR detectors
• If this project will be delivered using current resources, say so: No
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o Buy-in form people (awareness can be raised showing A/C units coming on at 3 am!!!)
o PIR units MUST have time delays on them, or cycling of ON/OFF status on A/C units will lead to frequent failures & leaks
• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).
o Not all units will be compatible with ON/OFF switching
o Still not as efficient as the unit not being switched on at all – awareness raising to help with this.
Measuring Success
• Metrics for displaying performance or achievement: kWh vs. CDD (Cooling Degree Days)
• Timings when success will be measured / evaluated: Individual electrical loads for buildings after installs have taken place
Timing • Milestones / key dates e.g.
o start date: 01/05/2011
o completion date (when it will deliver savings): 01/09/2011
o interim deliverable / decision points
� Trial on unit models to highlight possible problems (30/05/2011)
� Roll out to buildings (dates to be agreed)
Notes Average value used 8kW/unit, savings 1 hr/day on each, 5 days a week for 50weeks a year. Actual figures may be a lot larger than this. Costs assumed: £150/PIRincl. Fitting
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Project:
Reference:
New A/C units Adelphi
ENE-047
Owner (person) Paul Bruton (Mechanical Engineer Manager)
Department Estates & Property Services
Description Replacement 4x5kW A/C units at Adelphi with 1x10kW high efficiency inverter-driven unit
Benefits • Financial savings: £ 2,300 (25 yrs lifetime)
• Payback period: 4.35 years
• Yearly CO2 Emissions reduction: 9.8 tonnes of CO2
• % of target: 0.21%
Funding • Project cost: £ 10,000
• Operational costs: £ -500
• Source of funding: internal, external, investment criteria to be met etc.
• How /when decision on funding will be made: 31/03/2011
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o A/C units
o Controller for BMS link
• If this project will be delivered using current resources, say so: No
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o Buy-in form people (awareness can be raised showing A/C units coming on at 3 am!!!)
o PIR units MUST have time delays on them, or cycling of ON/OFF status on A/C units will lead to frequent failures & leaks
• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?)
o Not all units will be compatible with ON/OFF switching
o Still not as efficient as the unit not being switched on at all – awareness raising to help with this.
Measuring Success
• Metrics for displaying performance or achievement: kWh
• Timings when success will be measured / evaluated: Individual electrical loads for buildings after installs have taken place
Timing • Milestones / key dates e.g.
o start date: 15/04/2011
o completion date (when it will deliver savings): 30/06/2012
Notes Assumed 12hr operation, 365 days/week, 50% utilisation rate. No Allowances made for inverter control. OpEx due to reduced maintenance
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Project:
Reference:
Utilities' Display
ENE-006
Owner (person) Matteo Littera (Energy Manager )
Department Estates & Property Services
Description All buildings to have displays at building entrance showing live electrical consumption (gas & water too to promote awareness?)
Benefits • Financial savings: £ 53,500 (30 yrs lifetime)
• Payback period: 0.28 years
• Yearly CO2 Emissions reduction: 300.4 tonnes of CO2
• % of target: 6.46%
Funding • Project cost: £ 15,000
• Operational costs: £ 0
• Source of funding: Internal
• How /when decision on funding will be made: By 30/05/2011
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o Screens for buildings’ entrances
o Development of a font-end for the displays (IT department)
• If this project will be delivered using current resources, say so: No
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o Screens to be positioned in high visibility area
o Target should be set per building for shut-down consumption levels, so that on weekends & holidays whoever is shutting down the building can instantly see if the consumption is too high and therefore equipment is left on
o Building managers need to take ownership of the consumption levels
• Principal risks: if ownership is not given to the building managers and/or consumers, we will just be reporting for the sake of it. Ensuring consumption levels are equal or below set target MUST be part of shut-down procedure for each individual building.
Measuring Success
• Metrics for displaying performance or achievement: kWh
• Timings when success will be measured / evaluated: 1 month after screen installation in a specific building
Timing • Milestones / key dates e.g.
o start date: 01/09/2011
o completion date (when it will deliver savings): 30/11/2012
o interim deliverable / decision points
� Front end display – content and structure (15/06/2011)
� Prioritisation of buildings for install of screens (30/06/2011)
Notes Visual display allows for a target to be set for all consumptions for building shut-downs. Baseloads can also be displayed as Red/Orange/Green to aid process.
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Project:
Reference:
Outdoor Lighting Replacement
ENE-019
Owner (person) Matteo Littera (Energy Manager )
Department Estates & Property Services
Description Replace outdoor lighting ballasts with LED fittings (Peel, Car Park, Street Lamps)
Benefits • Financial savings: £ 17,000 (10 yrs lifetime)
• Payback period: 1.29 years
• Yearly CO2 Emissions reduction: 49 tonnes of CO2
• % of target: 1.05%
Funding • Project cost: £ 22,000
• Operational costs: £ -8,000
• Source of funding: Salix (External)
• How /when decision on funding will be made: 28/02/2011
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o Lighting equipment & associated controls
o Electrician (possibly internally sourced) for install
o Cherry Picker to reach luminaries
o Legal requirements for LUX levels to be maintained
• If this project will be delivered using current resources, say so: No
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o LEDs for car-parking should be similar to current installation in Faraday Car Park
o LEDs need to have right colour and brightness for feature lighting for buildings
• Principal risks:
o LEDs can sometime have a high rush of Electrical Current – breakers may need upgrading
Measuring Success
• Metrics for displaying performance or achievement: kWh
• Timings when success will be measured / evaluated: At the end of each installation comparison between bills post-install with pre-install ones
Timing • Milestones / key dates e.g.
o start date: 01/06/2011
o completion date (when it will deliver savings): 31/03/2012
o interim deliverable / decision points
� Frederick Car Park (31/08/2011)
� Peel Building Feature lighting (30/11/2011)
Notes Full figures to be set after audit in March of car parking lights, street lighting and buildings’ feature lighting. Estimates made from quick snapshot of building and previous work carried out on Faraday Car Park.
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Project:
Reference:
Water mixing
WAT-022
Owner (person) Jeff Capper (Mechanical Operations Manager)
Department Estates & Property Services
Description Water mixing units to be installed under each sink to reduce use of hot water and water temp (comfort) - Allerton
Benefits • Financial savings: £ 1,500 (25 yrs lifetime)
• Payback period: 2.4 years
• Yearly CO2 Emissions reduction: 9.2 tonnes of CO2
• % of target: 0.20%
Funding • Project cost: £ 3,600
• Operational costs: £ 0
• Source of funding: Internal
• How /when decision on funding will be made: 01/08/2010
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o
• If this project will be delivered using current resources, say so:
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).
Measuring Success
• Metrics for displaying performance or achievement:
• Timings when success will be measured / evaluated:
Timing • Milestones / key dates e.g.
o start date: 2011
o completion date (when it will deliver savings): dd/mm/2012
o interim deliverable / decision points
You could also lay these out as a milestone chart for clarity
Break the timescale down into a handful of milestone points so progress can be measured
Notes
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Project:
Reference:
Water Max Temp Setting
ENE-023
Owner (person) Jeff Capper (Mechanical Operations Manager)
Department Estates & Property Services
Description Water heating max temp limits to be placed; Temps in showers in leisure complex to be reviewed too
Benefits • Financial savings: £ 700 (25 yrs lifetime)
• Payback period: 1.43 years
• Yearly CO2 Emissions reduction: 7.4 tonnes of CO2
• % of target: 0.16%
Funding • Project cost: £ 1,000
• Operational costs: £ 500
• Source of funding: internal
• How /when decision on funding will be made: 15/06/2011
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o BMS manager time to go through settings in software
o Building managers to help with locating boilers/water tanks
• If this project will be delivered using current resources, say so: Yes
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o Buy-in & co-operation from Operations Team with individual departments
• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?)
o Where water storage is the system, settings need to be above minimum requirements to ensure legionella growth is inhibited.
Measuring Success
• Metrics for displaying performance or achievement: kWh
• Timings when success will be measured / evaluated: One month after each building’s commissioning of temps
Timing • Milestones / key dates e.g.
o start date: 01/08/2011
o completion date (when it will deliver savings): 30/ 11/2011
o interim deliverable / decision points
� Frederick Road Campus (30/08/2011)
� Peel Campus (21/10/2011)
� Halls of Residence (15/11/2011)
� Faraday Campus (30/11/2011)
Notes Based on the assumption that these are not all controlled now and that this will be the case if not kept under control; Op cost incurred is engineers time for audit
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Fan Ban
ENE-027
Owner (person) Matteo Littera (Energy Manager)
Department Estates & Property Services
Description No Electric fan heaters across whole campus
Benefits • Financial savings: £ 150 (30 yrs lifetime)
• Payback period: 1.3 years
• Yearly CO2 Emissions reduction: 0.3 tonnes of CO2
• % of target: 0.01%
Funding • Project cost: £ 0
• Operational costs: £ 200
• Source of funding: internal
• How /when decision on funding will be made: 31/03/2011
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o Building Managers and Head of Colleges to help cascade information
o Green Reps to help police the project
• If this project will be delivered using current resources, say so: Yes
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o Buy-in from all staff is absolutely essential – education and awareness raising will be key!
• Principal risks:
o If support is not offered from heads of departments and buy-in doesn’t happen, then the savings will be only achieved by those who have the environment at heart
Measuring Success
• Metrics for displaying performance or achievement: kWh
• Timings when success will be measured / evaluated: During the summer months through regression analysis graphs plotted against Cooling Degree Days
Timing • Milestones / key dates e.g.
o start date: 01/05/2011
o completion date (when it will deliver savings): 01/06/2012
o interim deliverable / decision points:
� Awareness campaign (15/05/2011)
Notes Estimated average power as 2.5kW, for 200 units; Figures are extremely conservative. Op costs a result of physical audits and awareness campaign.
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GREEN IT - Virtualisation/Thin computers
ENE-031
Owner (person) Paul Turton (Head of Admin & Planning )
Department ITS
Description Replace current PC Desktops with 'ThinClients' (solid-state PCs)
Benefits • Financial savings: £ 185,000 (5 yrs lifetime)
• Payback period: 2.7 years
• Yearly CO2 Emissions reduction: 1,000 tonnes of CO2
• % of target: 21.63%
Funding • Project cost: £ 1,000,000 (2 year programme)
• Operational costs: £ 0
• Source of funding: investment criteria to be met
• How /when decision on funding will be made: 31/03/2011
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o New PC clients
o Server space and segregation for client to work with
• If this project will be delivered using current resources, say so: No
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o Benefits to IT staff in managing individual accounts, software etc. need to be highlighted to ensure IT staff on board
o Careful phasing of PCs needs to be planned (e.g. per building? Per school?)
o Trial area is a must before roll-out, as it will highlight potential problems and give real figures with regards to performance
• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).
o If project insufficiently funded, the university will end up with a mixture of technologies to look after
o Compatibility issues could arise for certain types of software
Measuring Success
• Metrics for displaying performance or achievement: kWh
• Timings when success will be measured / evaluated: After installation of PCs
Timing • Milestones / key dates e.g.
o start date: 01/08/2011
o completion date (when it will deliver savings): 01/12/2012
o interim deliverable / decision points
� Trial run swap over (31/11/2011)
� Reports and results of trial run (01/02/2012)
Notes Current PC's Ave Consumption 300W, Proposed is 120W. Currently 5,560units; Assumptions: 11hrs/day, 5days/week, 48wks/yr, Utilisation rate: 70%. Figures are very conservative as some solid-state PC’s operate on 7W!
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Pool cover
ENE-033
Owner (person) Matteo Littera (Energy Manager)
Department Estates & Property Services
Description Skin and environmentally friendly liquid pool cover to be used
Benefits • Financial savings: £ 3,888 (10 yrs lifetime)
• Payback period: 0.13 years
• Yearly CO2 Emissions reduction: 22.2 tonnes of CO2
• % of target: 0.48%
Funding • Project cost: £ 500
• Operational costs: £ 420
• Source of funding: internal
• How /when decision on funding will be made: 31/03/2011
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o ‘liquid’ cover for pool and associated dosing pump
• If this project will be delivered using current resources, say so: No
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o H&S to be happy with both liquid substances to be used and the way these are stored
o Electrical meter in pool to work correctly to monitor consumption levels before and after installation
• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).
o Check viscosity levels of ‘liquid’ cover will not interfere with normal pump operation within the pool
o Visibility of cover – needs to be totally invisible if it is not to discourage swimmers
Measuring Success
• Metrics for displaying performance or achievement: kWh
• Timings when success will be measured / evaluated: over a month period after install
Timing • Milestones / key dates e.g.
o start date: 15/05/2011
o completion date (when it will deliver savings): 31/08/2012
Notes Tom Husband centre is estimated to have 10% of PEEL multimeter consumption. Savings for cover 10% on RAP tool, but we have a solid cover at moment, so only 5% assumed
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Water Metering to all buildings
WAT-034
Owner (person) Matteo Littera (Energy Manager)
Department Estates & Property Services
Description All buildings to have pulsed water meters installed and connected back to AMR
Benefits • Financial savings: £ 1,460 (30 yrs lifetime)
• Payback period: 4.13 years
• Yearly CO2 Emissions reduction: 0.3 tonnes of CO2
• % of target: 0.01%
Funding • Project cost: £ 6,000
• Operational costs: £ 0
• Source of funding: internal
• How /when decision on funding will be made: 31/03/2011
Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:
o Most current meters do not have pulsed outputs which will need an add-on
o More meters required for further sub-metering as current structure has many buildings per meter
• If this project will be delivered using current resources, say so: No
Ensuring Success
• Key success factors, or things that will need to happen for this project to succeed:
o Meter spec needs to be high enough to cope with slow-flowing water to ensure anomalies when compared to United Utilities’ bills
o Pulses will need to be collected within the BMS
• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).
o If insufficiently funded, not enough meters will be installed, so it will be impossible to determine exactly in which buildings we may have problems
Measuring Success
• Metrics for displaying performance or achievement: m3
• Timings when success will be measured / evaluated: When all are connected successfully to the BMS
Timing • Milestones / key dates e.g.
o start date: 01/05/2011
o completion date (when it will deliver savings): 31/08/2011
o interim deliverable / decision points
� Meter selection (15/05/2011)
� Install of meters (31/07/2011)
Notes Buildings listed assumed to consume 50% of water from PEEL meter; savings assumed to be 2% (conservative by industry standards. TheUofS at the moemnt has one of the highest consumptions of water pro-capita out of all HE Institutions!)
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Green IT - Master Power-switch off for PCs
ENE-029
Owner (person) Paul Turton
Department ITS
Description Software package which is installed on PCs which will automatically turn all disk activity off when in sleep mode and automatically switch off all PCs after a set time has been reached. Two-stage approach.
Benefits • Financial savings: £ 35,000 annually
• Payback period: 1.43 years
• CO2 Emissions reduction: 190 tonnes of CO2
• 3.5% of target
Funding • £85,000
• Annual investment required for maintenance - £7,000 (1st year compulsory)
• Source of funding: ITS
• Secured
Resources • Funding
• Awareness raising tools such as posters, energy meters, publications, promotional products
Ensuring Success
• Senior management support required
• ITS to work in conjunction with Energy manager to quantify benefits after Stage 1 audit
• Environment & Sustainability Team to work with ITS to roll out information and benefits to staff & students to get buy-in
• Principal risks: improper consultation with staff & students could provoke adverse reaction; not all PCs will be able to have software installed
Measuring Success
• Electricity drop should be easily measurable, especially as base-loads of individual buildings should be heavily affected
Timing • Milestones / key dates
o start date: April 2011
o completion date (when it will deliver savings): First benefits will be seen starting October 2011
o Interim measurements
� Stage 1 (Audit of current patterns) – June 2011
� Stage 2 (roll out of software) – October 2011
Notes
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Sustainable Food Policy
FOO-001
Owner (person) Liz Bromley
Department Student Life Directorate
Description Development of a Sustainable Food Policy, based around working towards the 7 principles of sustainable food outlined by Sustain, that sustainable and ethical organisations should:
1. Use local, seasonally available ingredients as standard, to minimise energy used in food production, transport and storage.
2. Specify food from farming systems that minimise harm to the environment, such as certified organic produce.
3. Reduce the amount of foods of animal origin (meat, dairy products and eggs) served, as livestock farming is one of the most significant contributors to climate change, and promote meals rich in fruit, vegetables, pulses, wholegrains and nuts. Ensure that meat, dairy products and eggs are produced to high environmental and animal welfare standards.
4. Exclude fish species identified as most ‘at risk’ by the Marine Conservation Society and specify fish only from sustainable sources – such as those accredited by the Marine Stewardship Council
5. Choose Fairtrade-certified products for foods and drinks imported from poorer countries, to ensure a fair deal for disadvantaged producers
6. Avoid bottled water and instead serve plain or filtered tap water in reusable jugs or bottles, to minimise transport and packaging waste.
7. Promote health and well-being by offering generous portions of vegetables, fruit and starchy staples like wholegrains, cutting down on salt, fats and oils, and cutting out artificial additives.
Benefits • Financial savings: £ TBC
• Payback period: TBC
• CO2 Emissions reduction: TBC
• Encourage healthier options on campus
• Reduce environmental impact through food choices and management of waste
• Increase Fairtrade consumption
Funding • £TBC
• Annual investment required
• Source of funding: TBC
Resources • Support from catering contractors
• Awareness raising tools such as posters, signage and promotional products
• Other infrastructure TBC
Ensuring Success
• Senior management support required
• Contractor engagement
• Principal risks: Time and allocation of responsibility for actions, funding for adequate infrastructure and awareness on campus, lack of engagement of contractors
Measuring Success
• TBC once Policy approved
• Fairtrade consumption on campus
Timing • Milestones / key dates
o start date: January 2011
o completion date (when it will deliver savings): annual (academic year) but
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EcoCampus
MAN-001
Owner (person) Rebecca Bennett
Department Estates & Property Services
Description EcoCampus is an environmental management system (EMS) development programme and award scheme, designed and developed for the HE sector. It uses a phased and modular approach to help improve an institution’s environmental performance. The EcoCampus Platinum Award is equivalent to the international standard ISO 14001. The aims of this programme are to achieve;
- Bronze Award by November 2010
- Silver Award by March 2011
- Gold Award by October 2011
- Platinum Award TBC
Benefits • Financial savings: £ TBC (from subsequent objectives and targets)
• Payback period: estimated to be less than 3 years
• Improved management of environmental performance
• Demonstration of compliance with relevant environmental legislation and other requirements
Funding • £10,000
• Source of funding: Estates and Property Services – Environment Team
• Secured
Resources • EcoCampus project tools
• Legislation Update Service and Aspect management tool
• Environment and Sustainability Team personnel
• Others as identified in environmental management structure
Ensuring Success
• Senior management support required
• Sustainability/Carbon Management Project Team support
• Principal risks: Time of Environment and Sustainability Team and other relevant roles
Measuring Success
• Award levels achieved
Timing • Milestones / key dates
o start date: April 2010
o completion date (when it will deliver savings): ongoing programme
o Interim measurements for Award targets as above
Notes Bronze Award achieved October 2010
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Green Representatives
MAN-017
Owner (person) Rebecca Bennett, Environment and Sustainability Officer
Department Estates and Property Services
Description Development of a Green Representatives Network
Activities of the Green Reps may include:
� to work with the Environment and Sustainability Team and others to identify and determine how to tackle environmental issues within their department
� identifying objectives and targets for their department
� setting up a team to help achieve thire department aims (or integrating environmental issues into existing systems)
� identifying and, in some cases, putting into place the communication, resources, action programmes and training for success
� identifying key issues that need to be addressed if progress is to be sustained
� to measure and report on progress
Benefits • Financial savings: £ TBC
• Payback period: TBC
• CO2 Emissions reduction: N/A not measured
Funding • £5,000 (estimated up to end 2011)
• Annual investment required
• Source of funding: Environment Team, Estates and Property Services
Resources • Green Representatives to be allocated for each department
• Environment and Sustainability Officer to lead on awareness raising and training for Green Reps and specific roles but supported by Assistant Environment and Sustainability Officer and/or Energy Manager where required
• Awareness raising tools such as posters, energy meters, publications, promotional products
Ensuring Success
• Senior management support required
• Green Reps from different levels and areas of the University
• Green Reps adequately supported in their department and centrally with resources
• Green Reps permitted adequate time for the role – attendance at meetings/workshops etc
• Principal risks: Time of Environment and Sustainability Team and Green Reps for the project
Measuring Success
• Number of Green Reps – quarterly and annual
Timing • Milestones / key dates
o start date: Feb 2011
o completion date (when it will deliver savings): annual (academic year) but ongoing programme
o Interim measurements quarterly, KPIs to be established
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Sustainable Construction Policy
MAN-018
Owner (person) Rebecca Bennett, Environment and Sustainability Officer
Department Estates and Property Services
Description Development of a Sustainable Construction Policy, associated objectives, targets and programmes
Benefits • Financial savings to be made in operating costs for buildings, TBC through whole-life costing approach
• Payback period: a whole life costing approach will be taken
• CO2 Emissions reduction: TBC per building
• Designing in sustainable features for new buildings will save compared to retrofitting
• Improved well-being of building users
• Reduced maintenance costs
• Use of passive design features will reduce need for costly mechanical fixes
Funding • £TBC
• Investment required within Capital Projects
• Source of funding: Estates and Property Services/TBC
Resources • External expertise in sustainable construction
• Awareness raising within Estates and Property Services
Ensuring Success
• Senior management support required
• Sustainability Champion for University
• Estates and Property Service personnel engagement
• Principal risks: Time and allocation of responsibility for actions, funding for adequate infrastructure/developments within capital projects, lack of engagement of contractors, lack of drive from senior management
Measuring Success
• TBC once Policy approved
Timing • Milestones / key dates
o start date: January 2011
o completion date (when it will deliver savings): annual (academic year) but ongoing programme
o Interim measurements as buildings are commissioned
Notes
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Sustainable Procurement Policy
PRO-001
Owner (person) Head of Purchasing/Environment and Sustainability Officer
Department Finance Department/Estates and Property Services
Description Development of a sustainable procurement policy for the University:
General:
o Sustainable Procurement Policy - explaining what it means, guiding principles
for all
o Environmental accreditations and logos guide
o Sustainability review of key purchases
o Guidance for the purchase of key products, e.g. Green Office Purchasing, IT
Strategic Procurement:
o Process and guidance for assessing the impacts of products and services –
including whole life costing approaches
o Commitment and guidance on addressing financial and contractual obligations
in specifying environmental criteria – value for money not just cost
o Guidance on how to integrate environmental requirements into specifications
o Guidance for including environmental criteria in pre-qualification/RFQ
o Guidance on how to manage contracts for sustainability
o Guide for suppliers – awareness of UoS policy and commitments, the
sustainability assessment process at UoS, criteria for environmental information
on the supplier company, the tendering process and how to get further support
in meeting requirements.
Benefits • Financial savings: £ TBC
• Payback period: TBC
• CO2 Emissions reduction: TBC (baseline needs to be established where possible)
Funding • £TBC
• Annual investment required
• Source of funding: TBC
Resources • Sustainable Procurement Working Group
• Time of staff involved in purchasing for awareness training
• Guidance documents/web resource
• Time of Environment and Sustainability Team
Ensuring Success
• Senior management support required
• Principal risks: Time of Finance Division and funding for implementing initiatives
Measuring Success
• Sustainable Procurement Policy developed
• Further monitoring to be developed once plan and subsequent targets agreed
Timing • Milestones / key dates
o start date: Jan 2011
o completion date (when it will deliver savings): annual (academic year) but ongoing programme
o Interim measurements quarterly, KPIs to be established
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Recycled Content Paper
PRO-002
Owner (person) Environment and Sustainability Officer
Department Estates and Property Services
Description Increase consumption of recycled content paper as opposed to virgin paper.
- For office paper
- Publications produced
Benefits • Financial savings: £ TBC
• Payback period: TBC
• CO2 Emissions reduction: TBC (baseline needs to be established where possible)
• Promotion of environmental best practice
Funding • £TBC
• Source of funding: TBC
Resources • Sustainable Procurement Working Group
• Guidance documents/web resource
• Work with paper suppliers
• Time of Environment and Sustainability Team
Ensuring Success
• Senior management support required
• Principal risks: Support of Finance Division and non-acceptance if additional costs to departments
Measuring Success
• % of recycled content paper purchased
Timing • Milestones / key dates
o start date: Jan 2011
o completion date (when it will deliver savings): annual (academic year) but ongoing programme
o Interim measurements quarterly and annual
Notes
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Recycling Improvement Programme
REC-001
Owner (person) Rebecca Bennett
Department Estates & Property Services
Description Programme to reduce waste to landfill by:
- Increasing office paper recycling
- Increasing other paper, newspapers and cardboard recycling
- Increasing recycling of cans, plastic bottles and glass
- Increasing reuse and recycling of furniture
- Increasing monitoring of and quantities of food waste composting
- Increasing recycling of other wastes such as batteries, toner cartridges, books and clothing
Benefits • Financial savings: £ TBC
• Payback period: TBC
• CO2 Emissions reduction: TBC
Funding • £TBC
• Annual investment required
• Source of funding: Estates and Property Services
Resources • Additional collection receptacles for all recyclables across campus – internally and externally
• Support of waste management and cleaning team
• Support from contractors
• Awareness raising tools such as posters, signage and promotional products
Ensuring Success
• Senior management support required
• Green Reps to support roll out in their area
• Contractor engagement
• Principal risks: Time of Environment and Sustainability Team and Green Reps for the project, funding for adequate recycling provision across campus
Measuring Success
• Waste audits – percentage recyclables in general waste
• Tonnes of waste recycled
• Tonnes of waste to landfill
Timing • Milestones / key dates
o start date: January 2011
o completion date (when it will deliver savings): annual (academic year) but ongoing programme
o Interim measurements 6 monthly where possible, e.g. waste audits
Notes
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Travel Plan
TRA-001
Owner (person) Andy Binder, Travel and Transport Officer
Department Estates & Property Services
Description Development of a comprehensive, inclusive and holistic travel plan for the University:
- Reviewing current travel infrastructure and provision
- Establishing data for current travel patterns
- Establishing targets for reducing single-occupancy car travel
- Encouraging more sustainable modes of travel
- Addressing business travel as well as commuting
Benefits • Financial savings: £ TBC
• Payback period: TBC
• CO2 Emissions reduction: TBC (baseline needs to be established)
Funding • £TBC
• Annual investment required
• Source of funding: Estates and Property Services – Environment Team
Resources • Consultant advice in development
• To be confirmed once plan developed
Ensuring Success
• Senior management support required
• Principal risks: Time of Environment and Sustainability Team and funding for implementing initiatives and improving infrastructure to encourage active transport
Measuring Success
• Travel plan developed
• Further monitoring to be developed once plan and subsequent targets agreed
Timing • Milestones / key dates
o start date: 2010
o completion date (when it will deliver savings): annual (academic year) but ongoing programme
o Interim measurements quarterly, KPIs to be established
Notes
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Appendix C: Key Stakeholders for Carbon Management
Individual or Group Influence
Impact
Their interest or issues Means of Communication
Vice Chancellor H M Reputation of the University
Compliance with legislation & funding requirements
Alignment with University Strategic Plan
Chair of Programme Board
Programme Board to meet regularly throughout programme
Briefing update at each Programme Board meeting
Additional briefings direct to VC where necessary
Finance Director H L Cost / budgets
Member of Programme Board
Separate face to face meetings as necessary
Programme Board H M Progress of programme
Reputation of the University
Alignment with University Strategic Plan
Programme Board to meet regularly throughout programme
Regular briefing update at each Programme Board meeting
Carbon Management Projects Team
H H Progress of the programme
Communication to others
Application to area/role
Coordination and support
Regular Carbon Management Team meetings and updates
Emails when relevant
Executive Committee
H L Reputation of the University
Compliance with legislation & funding requirements
Alignment with University Strategic Plan
Regular briefing at Executive Committee meetings on progress
Presentation on launch of Carbon Management Plan
University Council H L Reputation of the University
Compliance with legislation & funding requirements
Member on Programme Board
Regular updates as necessary
Presentation on launch of Carbon Management Plan March 2011
University Senate M L Reputation of the University
Compliance with legislation & funding requirements
Regular updates as necessary
Presentation on launch of Carbon Management Plan March 2011
Capital Investment Group
H H Reputation of the University
Compliance with legislation & funding requirements
Regular updates as necessary
Presentation on launch of Carbon Management Plan March 2011
Estates & Property Services
M M Energy management
Planning
Refurbishment & new build requirements
Face to face meetings as necessary with key groups
Email updates
Guidance as required
Update in team briefings
Engagement workshops for key topic areas
Advancement Services
M L Reputation of the University
Communication across the University
External communication of achievements
Involvement in Carbon Management Team as corresponding member
Face to face additional communication planning meetings one week after Programme Board meetings
Email updates
Regular provision of progress updates for reporting internally
External launch of Carbon Management Plan
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Academic staff M L Academic achievement, workload, financial, working environment – lighting, heating and cooling
Events
Website/Staff newsletter
Presentations at key groups
Support/professional staff
M L Lighting, heating & cooling
Recycling
Events
Website/Staff newsletter
Presentations at key groups
Student Union M M Representing student views - Financial (personal & university), academic achievement, university environment, global issues, personal level impacts, transport to/from University.
Also reputation and future environment
Involvement in Programme Board and Carbon Management Team
Briefing updates to SU Exec
Emails as necessary
Student Life Directorate
M M Impact on students
Student residences – control of living environment, student requirements
Involvement in Carbon Management Team
Face to face meetings
Email updates
Guidance as required
Briefings and workshops on key topics
Commercial Services
M M Financial issues, energy consumption, waste management, procurement, reputation, health
Face to face meetings
Email updates
Guidance as required
Briefings and workshops on key topic areas
Students M L Financial (personal & university), academic achievement, university environment, global issues, personal level impacts, transport to/from University
Student Welcome Event
Student publications
University campus environment
Events
Student/University website
Student Union
Faculty/Department communication
Influence: the level of influence on the successful outcome of the Programme - High (H), Medium (M) or Low (L)
Impact: the level of impact that the Project will have on the person or group - High (H), Medium (M) or Low (L)