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.

7. Conclusions and Summary of Findings

It is important that SG is able to demonstrate consistent carbon footprint reductions for its own estate and is seen to support the aims of RPP2 in making a valuable contribution towards meeting the climate change targets set by Scottish Ministers. The implementation of the CMP now requires significant and sustained support at Directorate and Divisional level, if our emissions footprint is to be reduced to meet the CMP targets.

The forecast emissions from the various SG sources were used in combination with predicted future prices to develop a utility cost and expenditure forecast for the 'Business as Usual' scenario. SG spend on utilities and business travel is predicted to increase significantly between the baseline year and the target year (2019/20) as prices are forecast to rise faster than consumption will decrease. Overall, the price increase is estimated to be around 17% over the 11 year period.

Although Marine Scotland's research and surveillance emissions account for 50% of the total SG CMP carbon footprint, and are therefore an important part of our climate change impact, they present a problem in terms of setting targets because they are closely related to variable marine activities and weather conditions. Indeed, large increases in the research and surveillance fuel consumption could reverse any reductions made by buildings or travel. Therefore, Marine Scotland research and surveillance fuels have been excluded from the footprint in terms of forecasting and target setting.

Recent modelling of our estate carbon emissions, past, present and future, shows that our original carbon reduction target of 30% by 2020 is realistic and should be retained. A new interim target of 15% by March 2015 has been adopted, based on the revised baseline year of 2009/10, which reflects the significant increases to our estate. These targets are achievable, provided investment is made year on year until 2020 to implement all the low carbon measures identified in the CMPR.

The cost of implementing the 100+ carbon reduction projects identified in the current CMP register is estimated at £3.6 million. A CMP investment strategy is required to enable funding to be secured and allocated to implement low carbon "spend to save" measures over the next 6 years. The current CMP register of projects will have to be replenished in order to deliver the necessary emission reductions by the 2020 target.

It is estimated that by implementing the current CMP project list, SG would avoid expenditure of over £3.8 million between 2009/10 and 2019/20, as well as reducing total emissions by nearly 21,000 tCO 2e. If the CMP targets are met, these figures would increase to £13.2 million and over 22,000 tCO 2e. These figures demonstrate how the CMP offers good value for money in terms of investment.

Reducing the environmental impacts from our business travel and our use of energy will produce significant reductions in the overall running costs of the organisation. Avoiding a tonne of carbon now will cost significantly less than doing so in 2019/20, based on the projected increases in the cost of energy, transport fuel, water charges, business travel, CRC payments, equipment costs and landfill tax.

Integrating the CMP funding and implementation into the HROD Business Plan will also require a realistic level of Facilities Services Environmental Management staff to enable the activities to be managed across the estate. Putting low carbon at the heart of our business will also require an innovative and sustained staff awareness campaign to successfully bring about behaviour change throughout the workplace to help reduce our carbon footprint and to underpin our wider SG environmental policy objectives. Co-ordinating these campaign activities will also require staff resources.

The revived CMP reporting structure clearly defines the roles for tracking progress, reviewing performance and resolving any implementation challenges. The CM Team has primary ownership of the Plan and will manage the day to day operations. The Team has the key role to record CMP outcomes and provide quarterly performance reports to the Resources Board. The CMT has a role to monitor progress against targets and allocate the required resources to implement the CMP. The Resources Board has a strategic role to secure and approve the necessary resources and annually review the effectiveness of the CMP.

Year-on-year carbon footprint reductions will enable us to provide stronger responses to Ministerial correspondence, briefing requests, mandatory carbon reports, Parliamentary Questions, FOI replies & Press enquiries. Continual reduction of our carbon footprint will bring high profile environmental, financial and reputational benefits and set a good example to other public and private sector organisations.

Summary of the key CMP review findings.
1 Original interim target was 20% by 2014, based on 2007/08 baseline.
2 Estimated cost savings since baseline year 2007/08 - £1 million.
3 New baseline year of 2009/10 adopted for 2013 refreshed CMP.
4 New interim carbon reduction target set at 15% by March 2015.
5 Original long term carbon reduction target retained at 30% by 2020.
6 Investment made in energy efficiency over the last 3 years - over £2.3 million.
7 Lifetime carbon savings anticipated from tranches 1&2 funding - 7,564 tCO 2e
8 Current estimated cost of implementing CMP projects - £3.6 million.
9 SG costs avoided by implementing all CMP projects - £3.8 million.
10 Estimated potential cost avoidance to SG if 2020 target is met - £13.2 million.
11 Overall, utility & travel spend is set to increase by 17% over 11 year period.
12 Travel represents 10% of carbon footprint, but 43% of our composition spend.


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