Information

Carbon Management Plan 2014

This revised Carbon Management Plan (CMP) sets out the activities that will enable us to reduce our carbon emissions and meet our reduction targets.


4. Carbon Reduction Project Register

Introduction

All of the SG's identified carbon reduction projects have been collated and entered into the Carbon Trust's Carbon Management Projects Register ( CMPR); this tool enables the organisation to track opportunities, compare cost effectiveness of different measures and determine whether they are likely to meet their carbon reduction target.

The current list contains 127 active carbon reduction projects, of which 54 are complete, covering all aspects of the CMP carbon footprint (apart from reduction opportunities relating to the marine operations). The project list has been identified through Carbon Trust audits, site surveys and maintenance programmes by the SG's maintenance contractor, and projects resulting from internal policies such as the Business Travel policy.

The CMPR is a live document and will be updated as part of the Carbon Management Plan processes. Table 4.1 provides an overview of the active projects currently in CMPR; this will evolve over the lifetime of this CMP.

Projects designed to reduce waste/water and travel emissions are generally less effective in terms of carbon savings, but produce large cost savings; projects to save energy tend to produce higher carbon savings but proportionally smaller cost savings. For this reason, the SG strategy is to maintain a balanced mix of projects, seeking to identify and implement both carbon and cost saving opportunities. ( i.e. strategic policy, operational procedures, technological solutions, behaviour change, sustainable procurement etc.)

The CMPR tool also contains scheduling information in terms of project start and implementation dates. Table 4.1 shows when savings are likely to appear as reductions in the carbon footprint. The current register has the majority of the projects due to be implemented in the next three years so that savings will appear in the carbon footprint around 2014/15 and 2015/16. Details of the SG Carbon Management Project Register can be found in Appendix C.

Table 4.1 - Future scheduling of active projects.

Year of first saving 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
Number of new projects 2 42 28 24 3 1 0 0
Cumulative carbon savings implemented 207 1,599 2,764 2,831 3,016 3,017 3,017 3,017

Successfully implemented projects taking SG towards targets

There are 54 low carbon projects identified as complete, which are calculated to save 1,706 tonnes of CO 2e annually. In addition to energy efficiency projects identified for inclusion in the project register, other projects that were commissioned for different reasons, will also have contributed to reducing the SG's emissions.. In the future, all opportunities will be registered in the CMPR in order to make sure that the SG can comprehensively track progress towards the carbon reduction target.

Table 4.2 shows the top 5 completed projects in terms of carbon saving. It should be noted that the lighting upgrade for Victoria Quay was not designed principally to save energy, but to upgrade the control software for telephone dimming capability and to meet mandatory lighting standards. However, a further benefit of the project was to reduce electricity consumption for the lighting of our largest office on the estate.

Table 4.2 - Top five completed projects in terms of carbon saving.

Top 5 completed projects in terms of carbon saving Annual saving tCO 2 as per year 1) Capital cost (£) Annual fuel cost saving (as per year1) Fuel saved Annual fuel saving (kWh)
Interior Lighting Upgrade - Victoria Quay 198 3,000,000 45,300 electricity 409,000
Voltage Optimisation - Marine Lab 171 53,400 39,000 electricity 353,000
Voltage Optimisation - Saughton House 163 60,000 37,000 electricity 338,000
BMS HVAC Controls Upgrade - Atlantic Quay 106 209,950 21,000 electricity/gas 90,000 /336,000
Car Park Lighting Upgrade - Atlantic Quay 54 12,287 12,500 electricity 112,000

Project Selection

The development of a project selection system would enable the best rate of return for low carbon projects to be realised for the investment made (tCO 2/£). In setting the priorities for project selection and before a project is authorised for implementation, many operational issues can be considered, such as cost/carbon policy, timeline, value for money, payback period, whole life-cycle costs, product/service quality and supply, business continuity, statutory obligations, operational resilience, health and safety, customer relations etc. In this respect, it could be said that no single selection system can be applied to all the potential low carbon projects currently identified on the CMP register. Consequently, the implementation of each project will continue to be considered on its own merits, to enable value for money to be achieved.

Project Processes

Facilities Services already has due diligence procedures in place to initiate and implement projects through the FM contract. When a client manager plans to carry out a project, the agreed procedure is for a "Works Order" to be raised requesting the contractor to develop and cost the proposal under the terms of the contract. The contractor then submits a project template which sets out the specific project details for consideration. The client manager is responsible for checking the project credentials to ensure the project deployment is justified, that it represents value for money and accords with the FM contract arrangements. Consequently, a "Project Authorisation" is issued to the contractor for the proposal(s) to be undertaken to the agreed specification, cost and timescale.

Project Procurement

Sustainability (environmental, social and economic) sits at the head of the 'value for money triangle' of cost, quality and sustainability which is at the heart of the Scottish model for public procurement. The Scottish Sustainable Procurement Action Plan encourages organisations to commit to sustainable public procurement.

Project Management

The Scottish Government Programme and Project Management - Centre of Excellence provides a focal point for programme and project management in the SG and also manages the SG Gateway Review and Starting Gate processes. Projects come in all shapes and sizes, but their delivery must adhere to our Programme and Project Management Principles. SG Managers can use the BAU/ PPM Diagram to help decide the most appropriate approach. A Project Toolkit is also available to support those with a project to deliver.

SG Case Studies

The SG has piloted several emerging low carbon technologies to trial their performance in the workplace. Subject to successful outcomes being evaluated, we will consider how these technologies can be replicated at other suitable SG managed sites.

The case study categories are as follows;

  • Behaviour Change - Energy Monitoring at Endeavour House, Dundee.
  • Renewables - Installation of Solar Panels at Saughton House, Edinburgh.
  • Technical Solutions - Lighting Upgrade at Victoria Quay, Edinburgh.
  • Corporate Policy - Sustainability and Utilities Procurement.

Investment required to implement CMP Projects

The total capital expenditure to date on complete projects has been around £2.3 million. Table 4.3 shows the estimated future investment required to implement the existing projects within the Carbon Management Project Register.

Table 4.3 - Investment required to implement currently identified projects.

Year of capital expenditure 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
Estimated capital expenditure (£ million) 0.97 0.93 0.98 0.60

The total investment for active projects over the next 4 years is estimated at around £3.6 million. This compares to the estimated Value at Stake of implementing the project list of £3.8 over the remaining reduction target lifetime (2012/13 to 2019/20). However, many of the projects will continue to provide savings further into the future.

The Carbon Management Project Register is managed by SG Facilities Services Division. The CMPR enables forecasting, comparisons of cost effectiveness of different measures, and monitoring of progress towards carbon reduction targets.

It also contains scheduling information for project start and implementation dates. This carbon management tool will play a central role in tracking emissions from five key sources (energy, waste, water, transport and travel) and will inform reports on our overall carbon footprint against the CMP targets. The project register will be updated and maintained by the appointed CMP Manager. As listed projects are completed the actual carbon reductions, costs and implementation dates will be recorded. The register will remain a fluid document and will require further projects to be identified and deployed in order to achieve the 30% target which represents an SG emission reduction of over 22,000 tCO 2e by 2020.

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