Embedding Carbon Management within Public Sector Organisations 17 th November 2015

charity for Scotland’s environment Agenda How do you view carbon management How has the concept evolved Examples of changes in carbon management Where do we go from here

charity for Scotland’s environment How do you view CM? OR

charity for Scotland’s environment Positives and Negatives Logical approach to carbon tracking Good first step for new practitioners Allows organisations to set their own priorities Allows performance profiles to develop Written Carbon Management Plans Imposing CM as an external management system Responsibility of CM at practitioner level Lack of long term external support Lack of senior management knowledge

charity for Scotland’s environment Vision and strategic direction Use existing drivers for action Clear long term goals Schedule of carbon reduction opportunities The organisation understands the contribution of energy efficiency as well as renewables Near term financial planning with appropriate budgets The organisation has a robust comms strategy Cut the writing and paper work

charity for Scotland’s environment Performance Management and Improvement Data goes through limited assurance Emission reporting should account for 100%of Scope 1 and 2 Service directors have reduction targets and carbon budgets as KPIs Robust reporting regime Improvement process is established

charity for Scotland’s environment Governance and accountability Principal needs to accept the overall responsibility for CM reporting and performance. Heads of services take full responsibility for their own service area. Carbon budgets are devolved with clear reduction responsibilities. All key progress reports are audited by an external qualified body.

charity for Scotland’s environment Use of resources Additional funding is routinely made available Designated Carbon manager support by a network of champions and senior staff Min of one energy manager per £2m energy spend Network champions appointed at all large premises All staff trained

charity for Scotland’s environment Projects All projects SMART assessed Relevant internal data used to establish SMART List of short, medium and long term projects Commitment from finance New projects created to take the place of implemented ones

charity for Scotland’s environment Embedding CM Carbon appraisal of all projects Embedded carbon consideration in services Reduction targets signed off by the organisation All new plans have CM compliance All staff understand the relevance of CM

Assessment & Reporting

Changing emissions and consumption Electricity (kWh) Gas (kWh) Water (m 3 ) Totals (£) CO 2 e (tonnes) Electricity (kWh) Gas (kWh)Water (m 3 )Totals (£) CO2e (tonnes) ALL SITES MERCHISTON CRAIGLOCKHART SIGHTHILL Environment and Sustainability Team - October 2015 (DF) Consumption changes 2006/2007 to 2014/2015 (%) Consumption changes 2013/2014 to 2014/2015 (%) Excludes student accommodation and emissions from travel, waste, fleet and F-Gas Degree day changes - 8% increase from 06/07 to 14/15, 7% from 13/14 to 14/15. Water consumption for Craiglockhart for 13/14 is estimated due to meter problems Carbon intensity of electricity has reduced by 7% from 13/14 to 14/15 effectively reducing emissions by 265 tonnes and by 1% from 06/07 to 14/15 reducing emissions by only 20 tonnes. 2006/07 7,848 tonnes CO 2 e 2014/15 5,479 tonnes CO 2 e

Environmental Aspects Biodiversity Management Construction Contractors Emissions to air Energy use Noise and nuisance Procurement Transport Use and storage of chemicals, oils, fuel and pesticides Waste Water use 11 Activity Areas 43 Significant Aspects

Towards Platinum Bronze 1.1: Senior Management Commitment 1.2: Baseline Environmental Review 1.3: Draft Environmental Policy 1.4: Awareness & Training Silver 2.1: Identifying Legal and Other xxxxRequirements 2.2: Environmental Aspects 2.3: Developing Objectives and Targets 2.4: Finalised Environmental Policy Gold 3.1: Resources, Roles & Responsibilities 3.2: Competence & Training 3.3: Communication 3.4: Documentation 3.5: Control of Documents 3.6: Operational Control 3.7: Emergency Preparedness & Response Platinum 4.1: Monitoring & Measuring 4.2: Evaluation of Compliance 4.3: Nonconformity, Corrective & Preventative xxxxAction 4.4: Control of Records 4.5: Internal Audit 4.6: Management Review

Structure

Integration Strategy 2020 “We will be environmentally and financially sustainable and resilient”. Learning, Teaching and Assessment Strategy 2014 – 2020 “A curriculum that develops enterprise and employment skills within an international context, that encourages interdisciplinary learning and that fosters ethical understanding and environmental awareness”. Environmental Sustainability Policy and Plan Sanctioned by ULT, assessed annually by ESAG. Estates Strategy Published during 2015/16 academic year.