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Environmental Plan Publication date: March 2011 Publication code: FD5743 Published by the Scottish Qualifications Authority The Optima Building, 58 Robertson Street, Glasgow G2 8DQ Ironmills Road, Dalkeith, Midlothian EH22 1LE www.sqa.org.uk

The information in this publication may be reproduced in support of SQA qualifications. If it is reproduced, SQA should be clearly acknowledged as the source. If it is to be used for any other purpose, then written permission must be obtained from the Editorial Team at SQA. It must not be reproduced for trade or commercial purposes.

© Scottish Qualifications Authority 2011

Contents Introduction 1

Environmental Policy Statement 1

Global warming 1

Government legislation and targets 3

Measuring and reducing CO2 emissions 3

Promoting environmental awareness 4

Environmental projects 5

Environmental Committee 6

Carbon Management Plan 6

Travel Plan 7

Tree planting 9

Shawfair — an opportunity 9

Conclusion 10

Appendices

Appendix 1: Carbon reduction projects 12

Appendix 2: SQA Environmental Management Policy 13

Appendix 3: Carbon Management Plan 20

Appendix 4: SQA Travel Plan 2011/14 46

Appendix 5: Environmental Committee’s Terms of Reference 79

Environmental Plan

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Introduction Modern industrial societies are consuming finite resources, polluting and otherwise degrading the environment at rates that cannot be sustained. SQA, like all similar organisations to varying degrees, contributes to this unsustainable lifestyle.

SQA has, over the past few years, developed strategies and projects to help reduce its impact on the environment, particularly in relation to its CO2 output.

These strategies and projects are outlined in this plan, along with the targets we have set, to ensure that SQA is an organisation at the forefront of environmental sustainability in all it does.

This plan will explain where we are now environmentally, and where we are planning to be in the future.

The Environmental Policy Statement below forms the core of our Environmental Management Policy, which you can read in full in Appendix 2.

Environmental Policy Statement As a major purchaser of goods and services, SQA recognises that it has an important part to play in environmental conservation through the use of products that do not damage the environment. To achieve this we will, as far as is reasonably practicable, meet the following objectives which are consistent with R-E-T (Resource Use, Energy, Travel) priorities of the Scottish Government and Sustainable Scotland:

♦ minimise waste by reduction, re-use, repair and recycling methods (R) ♦ conserve water and other resources (R) ♦ purchase products and services with regard to their environmental impact (R) ♦ manage energy efficiently and use renewable energy where possible (E) ♦ reduce the need to travel between sites and on business (T) ♦ encourage the use of public transport, cycling and shared vehicles for commuting and all

necessary business travel (T) ♦ make environmental information openly available to employees and visitors (R-E-T)

Global warming The recorded increase in the earth’s average temperature since the middle of the 20th century has been identified as being caused by increasing amounts of greenhouse gases. These are being produced as a result of human activity, including burning fossil fuels, such as oil.

The most recent Intergovernmental Panel on Climate Change (IPCC) report predicts a further possible rise in temperature of between 1.1 and 6.4 °C during the 21st century. It is very difficult to be more precise in this estimate because of the different forecasting models being used by other scientific bodies.

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Scientists think that these temperature increases will result in rising sea levels and cause changes in the quantity and areas of rainfall. Desertification of some subtropical areas is also likely. The effect of warming is likely to be most strongly felt in the Arctic and Antarctic areas of the globe, which will cause glaciers, sea ice and permafrost to melt, and this is what will impact on the sea levels.

Changes caused by warming will also likely result in the extinction of certain wildlife species and changes in agricultural yields. With the increase in CO2 in the Earth’s atmosphere the oceans have become more acidic, resulting in such phenomena as the deterioration in many of the world’s coral beds.

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Government legislation and targets Although we’re a small country, Scotland has set itself some of the world’s most demanding legislation on emission targets. The main target is to reduce CO2 emissions by 42% by 2020.

The UK Government, by comparison, has set a target of reducing overall CO2 emissions by 34% through its 2009 Climate Change Act, but with no defined annual targets.

Scotland has also committed itself to a very ambitious 80% reduction of CO2 from 1990 levels by 2050.

Measuring and reducing CO2 emissions SQA started keeping detailed data on its utilities usage and other related environmental figures in the financial year 2007–08. From this base we were able to see month-on-month how we were performing in relation to previous months and years.

These figures, which had previously been recorded as units used — ie miles, Kilowatt Hours, weight, etc — were then converted to CO2, which is now our main measuring standard.

As part of our Carbon Management Plan, we set ourselves the target of reducing our CO2

output by 4% year on year from the 2009 baseline for five years. This makes a target of a 20% reduction by 2014.

Almost half of SQA’s total CO2 output relates to travel, of which air travel is by far the highest part.

As part of our management reporting process we have been able to break down the travel statistics into the business areas concerned and show each business areas CO2 ‘spend’ in relation to flights and other forms of travel.

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Promoting environmental awareness It is important to make all staff aware of their environmental responsibilities, and the best way of engaging everyone is by encouragement. There has to be a balance between the heavy handed ‘you must’ approach and a complacent disregard for all things environmental.

Most employees are aware of environmental issues through local and national news because of its high political profile. Local councils have introduced recycling to their rubbish collection policies, and so there is wide recognition that environmental issues are important, and increasingly so, in the public consciousness.

SQA has been proactive in getting the environmental message across to staff in various ways. An Environment Day was held in 2009, and various environmental and related agencies took part. The event was very well attended by staff and their comments on the day and on the subsequent survey were extremely positive. The vast majority of respondents wished to see a similar event held in the future.

Regular articles appear in the internal newzine ‘Inform’, and Bulletin Board messages are posted regularly to inform staff of environmental issues and developments.

Staff members are provided with recycling points for paper and other recyclable items.

‘Computer Mountain’ the winning entry of the Environmental Day recycled sculpture competition.

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Environmental projects Several projects have been identified as likely to greatly reduce our carbon output, and some have already been put in place and are beginning to show beneficial results.

♦ The small SQA vehicle fleet has recently been changed for more energy efficient models, including a Honda Insight Hybrid car. This has resulted in a subsequent reduction in fuel consumption and CO2 emissions.

♦ Cold Aisle Containment (a way of managing airflow to maximise efficiency) has been introduced to the data centres in both Dalkeith and Glasgow, and should begin to show a significant reduction in energy use.

♦ A PC Switch-Off campaign will be started in conjunction with IT at the end of 2010. Staff members who regularly leave their PCs on overnight and at weekends will be targeted and advised of the correct procedure. The campaign will highlight the cost implications to SQA, both in monetary and carbon terms. The possibility of having all non-essential PCs turned off automatically at a specific time each evening is being investigated.

♦ Portable video conferencing is to be investigated in co-operation with IT. This will allow a much more flexible approach to video conferencing and will enable a reduction in travel requirements. It is envisaged that this kit will be available in the medium term (2–3 years).

♦ Carbon Champions, or a ‘Green Team’ will be established from volunteers from a cross-section of the organisation. These staff will form the core of the Environmental Committee. The Committee will be in place in early spring 2011.

♦ A Green Week will be organised twice a year to reinforce good environmental practices and engage staff in a series of environmentally related activities and competitions.

♦ All multi-function device (MFD) printers are programmed to print double sided by default, and all our standard printing paper is made from 100% recycled paper.

♦ All laser printers are to be removed, having been replaced by the new MFD printers. ♦ SQA is a member of the Prince’s Mayday Network, which commits participating

organisations to carbon reduction and publication of CO2 statistics relating to their businesses.

♦ Currently we recycle approximately 90% of our waste, but still more can be done — particularly with our kitchen waste, which accounts for most of the remaining 10%. Methods of addressing this are being investigated and will be in place by February 2011.

♦ Our Procurement Team will, in the near future, be looking closely at our suppliers’ environmental credentials, which will become an influential part of the procurement decision-making process. Sustainability will be a highly important consideration in all of SQA’s purchasing processes.

There is a full matrix of projects with timescales for implementation and completion in Appendix 1.

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Environmental Committee The Health, Safety and Environmental Committee has been responsible for both areas of legislation (health and safety, and environment) in the past but, because of the increasing importance of environmental issues, a separate Environmental Committee will be established. The Committee will be made up from interested volunteer staff at all levels from within the organisation.

The Environmental Committee’s terms of reference are outlined in Appendix 5.

Carbon Management Plan SQA has successfully collaborated with The Carbon Trust in developing our Carbon Management Plan (Appendix 3). Formulating the plan entailed benchmarking a year’s worth of activities and converting these activities into CO2 statistics that we could use to set against future targets.

The plan covered all utilities consumption, travel and waste, and forms the base from which our Environmental Plan was developed.

Keys of the Honda Hybrid car being handed to Janet Brown, SQA Chief Executive

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Travel Plan The detailed Travel Plan will be published on our website. It will give staff and visitors information on the best methods of public transport for inter-site travel and visiting our offices.

Staff will be encouraged to use the train instead of either driving or travelling by air within the UK.

The increased number of video conferencing facilities in both offices will enable meetings to be held without the need to travel.

SQA has been operating a popular and successful cycle scheme for the past two years, based on a government salary sacrifice scheme. Due to a change in government (HMRC) policy, SQA will be running a new scheme where staff can purchase a bicycle by obtaining an interest-free loan.

SQA was awarded Cycle Friendly Employer status by Cycle Scotland in October 2009. This is an award we intend to maintain.

Pool bikes are available in both our Dalkeith and Glasgow offices for use by staff. They can be used during lunch breaks, evenings or weekends, and are available for charity cycling events.

SQA Facilities Manager, Simon Parsons, being presented with the Carbon Management Plan Graduation Certificate by John Swinney, Cabinet Secretary for Finance and Sustainable Growth.

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We hope this will encourage staff to consider cycling, not only to help keep fit, but also to use a bicycle to commute to and from work instead of a car.

The full SQA Travel Plan is shown in Appendix 4.

Cycle Friendly Employer Status Award

SQA’s Travel Ready Reckoner

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Tree planting In March 2010, over 40 staff from both Dalkeith and Glasgow spent a day at Ravenswood, near Cumbernauld, planting saplings for the Central Scotland Forest Trust.

Apart from helping to regenerate Scotland’s local woodlands and thereby having a positive, albeit small, effect on global warming, this also offsets some of the large amount of paper that SQA has to use.

This is something that, subject to budget, SQA will do on a regular basis. It has proved to be a popular event for staff, which also helps to publicise and confirm our environmental message.

Happy tree planting volunteers

Shawfair — an opportunity In moving from our current offices in Ironmills Road, Dalkeith, to new purpose-built accommodation in nearby Shawfair, SQA has taken the opportunity to ensure that the new building has the highest green credentials.

The new building will have a ‘Very Good’ building regulations rating on environmental impact design standard. The Energy Performance Certificate (EPC) is expected to be vastly favourable compared to Ironmills Road.

Air conditioning will only be provided in meeting rooms, with all offices being naturally ventilated.

There will be a greater provision of video conferencing facilities.

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Larger and better bicycle parking and changing facilities will be provided.

It is adjacent to a large Park and Ride facility, which will encourage use of public transport both for staff commuting and for those visiting the new offices.

Artist’s impression of the new offices at Shawfair

Conclusion SQA has made much progress over the past few years in its attempt to lower carbon emissions and be more environmentally friendly. However, there is a great deal still to be done, and the sense of urgency is growing. Although much progress has been made over the past few years, there is still a great deal to be done, and the sense of urgency is growing.

Our environmental programme, Cut it out — Get it down, which incorporates all the items mentioned in this plan, is aimed at engaging our staff, providers and visitors into thinking about sustainability and the environmental impact of what we do, what we purchase, what we provide, and what we produce.

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Appendices

Appendix 1: Carbon reduction projects

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Appendix 1: Carbon reduction projects

Project/Timescale Measure Target PC Switch-Off campaign December 2010 to January 2011

Weekly PC uptime reports

100% of PC’s switched off overnight and at weekends, in a 1% reduction in electricity consumption

Change SQA vehicle fleet to more environmentally sustainable vehicles Completed March 2010

Monthly mileage reports converted to CO2

10% reduction in fleet CO2

Cold Aisle Containment introduced to Dalkeith and Glasgow offices Completed Spring 2010 (Dalkeith) and Summer 2010 (Glasgow)

Monthly electricity meter readings

9% reduction in electricity consumption overall

Remove all laser printers and replace with MFD printers MFD printers installed in autumn 2010 and the remaining laser printers removed by early 2011

Amount of paper usage and toner saved

A 5% reduction in standard paper used

Reduce the amount of waste destined for landfill By early 2011

Waste figures supplied by SQA waste contractors

Reduce waste to landfill by 20%

Portable video conferencing This is a medium to long term project due to technical and budgetary constraints

By a decrease in inter-site and other forms of travel

10% reduction in travel CO2

Establish a separate Environmental Committee or ‘Green Team’ Spring 2011

To have eight members

Establish two Green Weeks annually Spring and Autumn 2011

Reaction and comments from staff through survey

Raise awareness at all levels

Move to new offices at Shawfair From November 2011

Reduction in utility and travel CO2

10% overall reduction in Dalkeith CO2 from February, 2011

Travel Plan Implementation Commencing early Spring 2011

CO2 Scorecard A 10% reduction in travel related CO2 emissions

Prince’s Mayday Network Present and ongoing

CO2 Scorecard Contribution to overall CO2 reduction target

SQA Cycle Scheme Number 3 Commencing May 2011

Number of staff joining the scheme

Ten new participants

Appendix 2: SQA Environmental Management Policy

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Policy SQA is committed to ensuring sustainable development and to factoring the environment into our work. This can only be achieved by building sustainable development into everything we do. The Environmental Management System will support the Environmental Policy and the roles and responsibilities for managing and monitoring the policy and procedures are noted below.

Why do we need this policy?

To clearly specify SQA’s aims and objectives for the management of environmental resources and to outline the role of managers and staff in the achievement of environmental initiatives and targets.

Which parts of SQA are affected?

All employees, including temporary staff.

What support is available to help SQA implement this policy?

Support and advice on this policy area available from Facilities Management.

Partnership This policy and its procedures have been developed in partnership with SQA’s recognised Trade Unions and in accordance with the Partnership Agreement — Forward Together.


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Contents

1 Policy statement

2 SQA’s commitment

3 Legal responsibilities

4 Policy aims

5 Responsibilities and organisation

6 Waste

7 Water

8 Procurement

9 Energy

10 Travel

11 Targets

12 Monitoring and review of policy

13 Communication

14 Training

15 Initiatives


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1 Policy statement As a major purchaser of goods and services, SQA recognises that it has an important part to play in environmental conservation through the use of products that do not damage the environment. To achieve this we will, as far as is reasonably practicable, meet the following objectives which are consistent with the R-E-T (Resource Use, Energy, Travel) priorities of the Scottish Government and Sustainable Scotland:

♦ minimise waste by reduction, reuse, repair and recycling methods (R) ♦ conserve water and other resources (R) ♦ purchase products and services with regard to their environmental impact (R) ♦ manage energy efficiently and use renewable energy where possible (E) ♦ reduce the need to travel between sites and on business (T) ♦ encourage the use of public transport, cycling and shared vehicles for commuting and all

necessary business travel (T) ♦ make environmental information openly available to employees and visitors (R-E-T)

2 SQA’s commitment SQA is committed to ensuring sustainable development and factoring the environment into our work. This can only be achieved by building sustainable development into everything we do. The Environmental Management System will support the Environmental Policy and the roles and responsibilities for managing, monitoring and reviewing the policy and procedures are noted below.

3 Legal responsibilities SQA is bound by the terms of legislation and takes its legal obligations seriously. We comply with all current environmental legislation and have taken an active part in helping to formulate the Scottish Government’s environmental guidance on emissions for the public sector.

4 Policy aims The aims of this policy are:

♦ to promote environmental awareness to our staff ♦ to promote a positive attitude to environmental issues throughout SQA ♦ to ensure everyone works towards achieving SQA’s environmental targets

5 Responsibilities and organisation The Director of Human Resources has overall responsibility for the provision and maintenance of standards necessary to achieve compliance with the policy statement.


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The Head of Corporate Affairs will:

♦ report annually to the Executive Team and the Board of Management on all matters relating to environmental management

♦ monitor the work of the Health and Safety and Environmental Management Committee

The Facilities Manager, Corporate Affairs will:

♦ manage, monitor and review the provisions and procedures relating to the Environmental Management System

♦ recommend changes which could lead to improvement and ensure implementation of those that are accepted

♦ ensure that the organisation works towards the corporate objectives in relation to the environmental policy

Managers, staff and contractors working on the premises will:

♦ make themselves familiar with the provisions of the SQA Environmental Management Policy

♦ comply with all published procedures of SQA relating to environmental management

A qualified Environmental Officer has responsibility for the daily implementation and monitoring of all aspects of the Environmental Management Policy.

The Health, Safety and Environmental Officer will:

♦ facilitate the Health and Safety and Environmental Management Committee ♦ be the focal point for environmental issues for the organisation ♦ head initiatives to the benefit of SQA and the environment

The Health and Safety and Environmental Management Committee SQA has an established Health and Safety and Environmental Management Committee comprising representatives from all buildings and recognised trade unions. This Committee will meet regularly to discuss health and safety and environmental issues.


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6 Waste ♦ Waste segregation is essential within the office to ensure waste is recycled whenever

possible. Boxes to collect paper for recycling are positioned in central locations along with general waste bins for food, etc. Desk trays are also available for local use. Separate recycling bins are also provided for plastics and aluminum.

♦ The current waste management contract is based on general waste being separated off-site to maximise the volume of recycled waste. Waste bins are provided at central points to encourage staff to separate their waste.

♦ Recycling arrangements for mobile phones and toner/print cartridges are also in place. ♦ Staff are encouraged to use double-sided printing at all times, and printers have been

configured to ease this process. Electronic methods of communicating are encouraged when appropriate for internal and external communications.

♦ Obsolete office furniture and equipment is assessed on site and either re-used in another building, given to a local charity or sold to our furniture supplier.

♦ Obsolete IT equipment is recycled via a non-profit making organisation which assesses the condition of the equipment and recycles it or the component parts.

7 Water The Government’s current guidelines advise that the average water consumption per person in an office environment is now 3.3m3 (3,300 litres) per year. In the areas where we are able to obtain water consumption figures the result for 2009/10 was an average of 9.4m3. Our aim is to reduce this figure to 3.3m3 or below by the following methods:

♦ water management systems are installed in all male toilets to assist in reducing water consumption

♦ automatic shut-off taps are installed in all toilets in the Dalkeith office ♦ staff are encouraged to report any dripping taps to Facilities Management

8 Procurement As far as possible, purchases are made through the Scottish Procurement Directive. These contracts are for general use by Scottish Government agencies, NDPBs and associated departments.

♦ 100% of standard 80 gram A4 copy paper purchased is recycled paper. This represents 80% of our total paper supplies and paper from sustainable forests is purchased whenever possible for coloured and higher spec paper.

♦ Environmentally friendly stationery is purchased whenever possible.

Contractors to SQA are requested to satisfy themselves that no product will be supplied or used in the provision of services which:


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♦ causes significant damage to the environment during manufacture, use or disposal ♦ consumes a disproportionate amount of energy during manufacture, use or disposal ♦ causes unnecessary waste because of over-packaging or unusually short shelf life ♦ contains materials derived from threatened species or threatened environments

9 Energy Electricity to our buildings is supplied via the Scottish Government’s energy contract which provides 100% renewable energy. This in turn reduces our environmental impact by off-setting CO2 emissions produced by our electricity usage.

Sensor-controlled lighting is installed in all appropriate areas to minimise energy consumption and lights are switched off at the end of each day. Heating is switched off between April–September and air-conditioning in the Glasgow building is only operational during working hours.

Switch-off campaigns are periodically undertaken to encourage staff to switch off unnecessary lighting and office equipment such as PCs, monitors and photocopiers, when not in use.

All plant and equipment are maintained under a Planned Preventative Maintenance contract to ensure they are running efficiently.

10 Travel SQA’s Travel Plan gives full guidance on local travel options that are available.

The CO2 tonnage, broken down by travel type for each Directorate, is calculated monthly, with reports going to the Executive Management Team quarterly.

A car share scheme is in place which allows staff to advertise available seats in their vehicles for journeys to and from work. Interest-free travel loans are available to encourage staff to make use of public transport. Bicycle racks along with showers, and changing and drying facilities are available at both main buildings. Interest-free loans are also available for the purchase of bicycles.

A travel ready reckoner has been produced and distributed to encourage the use of the most carbon efficient mode of transport when making business journeys.

Video conferencing facilities are available at both sites to reduce the number of staff travelling between sites to attend meetings and also to minimise travel to external meetings.

11 Targets Targets for environmental improvement under each of the policy objectives are set on an annual basis. Targets are consistent with any Ministerial environmental policies and/or initiatives and will be included in corporate business objectives and performance monitoring.


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12 Monitoring and review of policy Environmental performance will be monitored by Facilities Management, and management information will be reported quarterly to the Executive Team and annually to the Board and the Scottish Government. Performance information will also be included in the Annual Report.

13 Communication The Health and Safety/Environmental Portal, Bulletin Board, PC screen saver, internal Inform e-zine and talks to business teams will be the main communication channels used to promote initiatives and environmental performance to staff.

14 Training Staff directly involved in developing/monitoring environmental topics and Health and Safety and Environmental Representatives will receive any necessary training.

15 Initiatives SQA will drive forward initiatives and ideas that will benefit the environment and the organisation where practically possible. Initiatives are key to this and recent examples are:

♦ a Staff Travel Survey has been completed and the results are incorporated into our new Travel Plan

♦ a Carbon Management Plan has been successfully undertaken in conjunction with The Carbon Trust

♦ an annual environmental quiz takes place to test staff knowledge and understanding of environmental issues

♦ to help offset the amount of paper SQA uses, a total of 4,000 young trees have been planted so far by volunteer members of staff in conjunction with the Scottish Central Forest Trust

♦ SQA has been granted Cycle Friendly Employer status by Scottish Government’s Cycle Scotland

♦ an Environmental Plan has been developed, which covers all aspects of this Policy and outlines the steps SQA are taking to ensure environmental targets are met

Appendix 3: Carbon Management Plan

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Appendix 3 Carbon Management Plan

Scottish Qualifications Authority

Carbon Management Programme

Carbon Management Plan (CMP)

August, 2010


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Contents

Foreword from the Carbon Trust

1 Introduction

2 Carbon management strategy

2.1 Context and drivers for carbon management

2.2 Our low carbon vision

2.3 Strategic themes

2.4 Targets and objectives

3 Emissions baseline and projections

3.1 Scope

3.2 Baseline

3.3 Projections and value at stake

4 Carbon management projects

4.1 Existing projects

4.2 Planned/funded projects

4.3 Near term projects

4.4 Medium to long term projects

4.5 Projected achievement towards target

5 Implementation

5.1 Financing

5.1.1 Benefits

5.1.2 Financial costs and sources of funding

5.2 Governance for implementation

5.2.1 Embedding carbon management

5.2.2 Data management — measuring the difference, measuring the benefit

5.3 Resource commitment

5.3.1 Implementing the initiatives

5.3.2 Maintaining quality over time


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5.3.3 Programme management of the CM Plan

5.3.4 The Programme Board (or other governance structure) — strategic ownership and oversight

5.3.5 Succession planning for key roles

5.4 Implementation

Appendix A: Definition of projects


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Foreword from the Carbon Trust Cutting carbon emissions as part of the fight against climate change should be a key priority for local authorities — it's all about getting your own house in order and leading by example. The UK government has identified the public sector as key to delivering carbon reduction across the UK in line with its Kyoto commitments and the Public Sector Carbon Management programme is designed in response to this. It assists organisations in saving money on energy and putting it to good use in other areas, whilst making a positive contribution to the environment by lowering their carbon emissions.

SQA was selected in 2009, amidst strong competition, to take part in this ambitious programme. SQA partnered with the Carbon Trust on this programme in order to realise vast carbon and cost savings. This Carbon Management Plan commits the organisation to a target of reducing CO2 by 20% by 2014 and underpins potential financial savings to the organisation of around £705,200.

There are those that can and those that do. Public sector organisations can contribute significantly to reducing CO2 emissions. The Carbon Trust is very proud to support SQA in their ongoing implementation of carbon management.

Richard Rugg

Head of Public Sector, Carbon Trust


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Introduction Climate change will affect economic activity and everyday lives in several ways. As our climate continues to change, the impact will affect almost every aspect of business and will result in unexpected costs as well as changes to working practices.

SQA is the leading education examination provider in Scotland, with an international reputation for excellence and innovation in our field of expertise.

SQA strives to excel in all areas of our educational remit and also within our Corporate and Social Responsibility.

As a leading non-departmental public body (NDPB), SQA identified the Carbon Trust’s Carbon Management Plan as a vital vehicle to achieve our set strategies of reducing our CO2 emissions in line with the Government’s target of 42% by 2020.

It is targeted that the Carbon Management Plan will identify a wide range of projects over a timescale to mirror our stated goal.

SQA has previously embarked on minor projects to minimise our effect on the environment within the last three years:

♦ Full recycling facilities for paper, plastic and tin, which is now fully embedded into the organisation.

♦ All utility providers are procured through the Scottish Government’s green procurement initiatives.

♦ Implemented water saving systems to certain areas. ♦ Implemented automatic light cut off devices to certain areas. ♦ Staff awareness campaigns such as an Environmental Day in our Glasgow offices where

stands were taken by outside environmental related organisations.

While these projects have proved to be of worth, SQA’s drive is to widen the scope and remit of these projects to meet our target.

This programme is set with the background activity of a move of our Dalkeith site.


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2 Carbon management strategy

2.1 Context and drivers for carbon management It is now an accepted fact that carbon emissions are contributing greatly to total world climate change. The recent G8 summit in Italy had climate change high on its agenda and as an issue it now has world prominence.

SQA strategy is to align with the goals as set by Scottish Government through the recent Climate Change Bill proposals.

This longer term target of the Bill is to reduce CO2 emissions by 80% by 2050 and in the shorter term by 42% by 2020.

As a major purchaser of goods and services, SQA recognises that it has an important part to play in environmental conservation. This will be achieved by engaging staff and stakeholders in its environmental initiatives and projects.

The main drivers which help to achieve our final goal are:

♦ Reduce the overall energy consumption and energy consumed in our buildings. ♦ Obtaining best value in relation to the new Shawfair development. ♦ Ensuring increased awareness of our staff. ♦ Implement in our Travel Plan some of the findings from our recent Staff Travel Survey,

including encouragement of our staff to participate in the SQA Cycle Scheme. ♦ Increased pressure from centres to demonstrate our ‘green’ credentials. ♦ Improved staff welfare by ensuring the elimination of overheating and under-cooling of our

buildings. ♦ Improved reputation which can be used in marketing our services.

2.2 Our low carbon vision SQA understands the impact it has on the environment as a result of delivering its range of products and services. The organisation aspires to use best practice in all of its endeavours and to ensure that environmentally it is a leader not a follower.

The new Shawfair development will reflect our green credentials in the design and specification of the alterations. Our commitment will be to ensure that the most efficient low carbon using materials and services are specified from the outset. This will make our longer term carbon reduction aims much more achievable and may even allow us to better them.


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Strategic themes ♦ In general terms, the actions which will be taken by SQA will underline our commitment to

reducing our emissions. ♦ In partnership with all business areas, SQA will strive to ensure that its day to day

activities are geared towards reducing the emissions associated with specific areas of work.

♦ Communications to staff at every level and engaging their interest, co-operation and involvement will be central to the success of our objectives.

♦ By involving our Carbon Champions in the process we will ensure that all business areas of the organisation are involved in the process of overall carbon reduction.

♦ The creation of new procedures, and if necessary, new policies will be taken to create a supply line which will reflect our objectives.

2.3 Targets and objectives SQA will reduce the CO2 emissions from its activities by 20% from the 2009 baseline, by December, 2014.

The target is to reduce our CO2 emissions by 4% year on year over the next five financial years.

3 Emissions baseline and projections

3.1 Scope Emissions data has been collected from all of our electricity, gas, water and waste consumption figures.

Further emission data was gathered from vehicle business miles, intersite miles, along with all flight and rail journeys.

3.2 Baseline The baseline data figures were lifted from the financial year 2008/9.

The utility figures were lifted directly from invoices with the exception of our Optima building where we were reliant on figures supplied by the buildings landlord.

Air and rail figures were supplied by our travel agents and the vehicle business and intersite miles came from our Finance Department, based on business miles expenses claims.


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Figure 3.1 Summary of emissions for baseline year 2008/9

Figure 3.2 Summary of emissions for baseline year 2008/9

Table 3.2 Summary table of emissions for baseline year 2008/9

Total Buildings Transport Waste and water

Electricity 1,157 Gas 321 Total baseline CO2 emissions (tonnes)

2,220 1,478 772 20

Baseline cost (£) £234,933 £189,698 £36,269 £8,966

Baseline CO2 emissions (tonnes)

Transport33%

Buildings 66%

Water0%

Waste 1%

Buildings Transport Waste Water


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3.3 Projections and value at stake The graph below illustrates the financial consequences of doing nothing to reduce our emissions against the potential cost savings of following our targets.

4 Carbon management projects

4.1 Existing projects

Ref Project Lead Cost Annual Saving

Pay back % of

Target Year

Cap’l Rev’ue Res’ce Fin CO2

SQA 006 SQA fleet BW 38,000 0 0 £5,326 2T 7 years 0.5% 2010

SQA009 Cold Aisle

Containment

— Dalkeith

SP &

B McJ

£40,000 0 0 £15,000 21T 3 years 5% 2010

Comparison of emissions with BAU increases and reduction targets - financial

-

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000

500,000

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017Year

£

Actual cost BAU cost Target cost


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4.2 Planned/funded projects

Ref Project Lead Cost Annual Saving Pay

back

% of

Target Year


SQA001 Executive

Team

BW &

JR

0 0 0 £6,000 20T 1 year 4.5% 2011

SQA002 Management

Team

BW &

PE

0 0 0 £22,000 65T 1 year 15% 2011

SQA007 PC Switch-Off R McD 0 0 0 £5,250 1.5T 1 year 0.5% 2010

4.3 Near term projects


back

% of

Target Year


SQA003 Portable VC B McJ £5,000 0 0 £6,523 9T 1 Year 2% 2011

SQA004 Carbon

Champions

BW &

Mktg

£3,000 £1,000 £1,000 £5,287 57T 1 Year 13% 2010

SQA010 Awareness

Campaigns

BW &

Carbon

Champs

£5,000 0 0 £10,000 66T 2 Year 15% 2010

SQA011 Lighting

Change

AB & BW 0 0 0 £1,000 1T 1 Year 0.25% 2011

4.4 Medium to long term projects


back

% of

Target Year


SQA005 Dalkeith

Relocation

SP £1,500,000 0 0 £130,000 80T 11.5

years

18% 2012

SQA008 Cold Aisle

Containment

— Glasgow

SP &

B McJ

£40,000 0 0 £10,000 18 T 4

years

4% 2011


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4.5 Projected achievement towards target The graph below shows both the reduction in emissions if we follow our target and also if we carry on with BAU.

The BAU line assumes a small annual increase in business travel and in utility consumption.

5 Implementation SQA is committed to implementing all of the identified projects and is especially keen to ensure that the move from our present elderly and inefficient building in Dalkeith to new purpose built premises will see a huge improvement in terms of both financial and carbon savings.

With potential annual savings of just under £200,000 and just under 300 tonnes of CO2, this makes the implementation of the Carbon Management Plan an essential tool in achieving our environmental goals.

Comparison of actual emissions with BAU increases andreduction targets predicted

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017Year

Actual emissions BAU emissions Target

Carb

on e

mis

sion

s (k

g CO

2)


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5.1 Financing ♦ The assumptions have been made using current energy costs. Energy prices are likely to

increase over the period and therefore further decrease the payback time. ♦ Hugely improved levels of insulation, double glazing and energy efficient fittings in our new

Dalkeith premises will inevitably reduce our energy bills, but we can only make an educated estimate of the savings at this early stage.

5.1.1 Benefits

2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 Annual cost saving £35,613 86,386 251,999 251,999 251,999 Annual CO2 saving 146 260 340 340 340 % of target achieved

33% 58.5% 76.5% 76.5% 76.5%

♦ A substantial reduction in energy costs. ♦ Year on year reduction in carbon output. ♦ Staff and management environmental awareness considerably increased. ♦ Quantifiable CO2 targets to achieve.

5.1.2 Financial costs and sources of funding Figures in £ 1000’s 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 Annual costs: Total annual capital cost

£118,000 £1,563,000

Total annual revenue cost

£1,000 5,000 5,000 5,000

Total costs £119,000 £1,563,000 5,000 5,000 5,000 Committed funding: Committed annual capital

118,000 1,563,000

Committed annual revenue

1,000

Total funded 119,000 1,563,000


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Sources of funding:

Capital has been allocated to cover the Dalkeith and Glasgow cold aisle containment and also the changing of the small SQA fleet to more environmentally efficient vehicles.

The capital to fund the relocation of our Dalkeith offices is from the Scottish Government and will be offset by the sale of our current Dalkeith premises.

Other capital expenditure will be allocated from revenue.

5.2 Governance for implementation

5.2.1 Embedding carbon management SQA is fully committed to its overall aim of reducing its carbon footprint by means of capital expenditure, cultural change and staff engagement.

This is reflected by the recent change to how the environmental figures are reported, through the organisation Quarterly Performance Review. Under this QPR there are nine strategic goals which support the National Outcomes for Scotland.

The information in QPR goes to the Executive Team of SQA, which is made up of six Directors and the CEO. The information is also reviewed by the Audit Committee which will brief the Board of SQA, as required, so the decision making is embedded with the organisation with all areas aware of the business impact.

5.2.2 Data management — measuring the difference, measuring the benefit SQA has a dedicated Health, Safety and Environmental Officer, who as part of the role has produced an Environmental Scorecard. This Scorecard forms part of the QPR under one of the strategic goals and the information that needs to be collated for this already has its process in place.

Therefore, the compilation of this is relatively straightforward for SQA.

5.3 Resource commitment 5.3.1 Implementing the initiatives It is proposed that the current Health, Safety and Environmental Committee is split, establishing an Environmental Committee made up of the Carbon Champions. This Committee will own the Carbon Management Plan and make representation to the Executive Team for requesting funds, policy changes, etc. They will also review each proposed project and ensure that it is being progressed once the list has been prioritised. The Committee will also provide updated reports for QPR along with the current information provided. For day to day operations, the Facilities Team will be the main focal point, as this Plan has been written by the Health, Safety and Environmental Officer and the Facilities Manager.

5.3.2 Maintaining quality over time There will be a need to maintain and revise the Plan, coming up with new initiatives on a regular basis.


33

Firstly, the selection and choice of Carbon Champions is key; they will act as a link between staff and the Environmental Committee with two way flow of information.

They will be able to inform teams of changes being made, lead by example, educate and embed good practices. The first 12 months will be challenging and during that time they will be able to seek out new projects/initiatives.

Once identified then they can be investigated, quantified and a proposal put forward; this will then be prioritised and implemented. From this it is envisaged that a continual supply of ideas is put forward.

5.3.3 Programme management of the CM Plan Programme governance is key in delivering the strategic goods that this plan sets out.

The reporting and accountability lines are already in place due to the nature of SQA and the requirements put upon it. The establishment of the Environmental Committee will ensure this Plan is implemented and successfully delivered.

5.3.4 The Programme Board — strategic ownership and oversight The Programme Board and the Carbon Management Team will be the Environmental Committee and will be chaired by the Planning and Performance Manager. The representatives on the Committee will be the Carbon Champions (who are also project owners). It will meet formally every two months, with key reports being the RAG status of each project and the most recently complete Environmental Scorecard.

5.3.5 Succession planning for key roles This report has been written and developed with succession planning in mind, so from the outset two people know this report inside out. Therefore, in the unlikely event of one of them leaving, then there is still a main driver for this plan.

5.4 Implementation The implementation of this plan will be overseen by Bill Wright and Simon Parsons following the proposed timelines as set out, with mobilisation during January and February and implementation from March onwards, with full review in June.

September, 2010

♦ Submission of Plan to Executive Team ♦ Confirmation of budget allocation ♦ Establish Carbon Champions

October, 2010

♦ Establish Environmental Committee ♦ First Environmental Committee meeting ♦ Review all projects into priority listing ♦ By end of month commence work on implementation of the projects as identified

previously


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November, 2010

♦ Implementation of projects and constant review of progress ♦ End of Quarter Performance Review ♦ Reporting into CSR Group

December, 2010

♦ Environmental Committee meeting

January, 2011

♦ Project monitoring and implementation

February, 2011

♦ Six month review — performance, monitoring and budget ♦ Environmental Committee meeting


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Appendix A: Definition of projects

Project:

Reference:

Executive Team

SQA001

Owner (person)

Bill Wright and Janice Ross

Department Corporate Affairs and Corporate Office

Description Ensuring Executive Team take the lead by setting by example in areas of travel. The key areas being flights, taxi usage, use of public transport, use of video conferencing, intersite and business travel.

Benefits Financial savings: £6000 annual saving (£1k per Director including CEO) Payback period: 1 year CO2 Emissions reduction: 20 tonnes of CO2 directly attributable for ET travel 20T = 3.2T per Director = 3 domestic flights or 1 medium haul flight not taken

Funding All to come from existing operational budgets, as no capital funding required

Resources Bill Wright to brief Janice Ross on what is required and to monitor through current information provided

Ensuring success

Executive Team to embrace and set their own personal procedures and guidelines on how to travel

Measuring success

Using current data available to report on increase in low carbon travel, eg train instead of plane

Timing October for Janice Ross to be briefed and implement ready for new financial year April 2011

Notes This project is to clearly demonstrate a cultural shift within the organisation and the Executive Team are the forerunners for this and to be seen as championing the changes


36

Project:

Reference:

Management Team

SQA002

Owner (person)

Bill Wright and Portia Easter

Department Corporate Affairs and Corporate Office

Description Ensuring HoS take the lead in areas of travel for themselves and their departments.

Benefits Financial savings: £22000 (1k per HoS average) Payback period: 1 year CO2 Emissions reduction: 65 tonnes of CO2 reduction, directly attributed to travel 65T = 3T per HoS = 3 domestic flights or 1 medium haul flight not taken

Funding All to come from existing operational budgets, as no capital funding required

Resources Bill Wright to brief a QPR meeting

Ensuring success

Practical information on CO2 tonnage output by means of transport Current data to reflect changes in travel patterns eg flight reduction, intersite mileage and increase in train usage, an increase in VC usage

Measuring success

Data on a rolling monthly basis, if not being achieved then further reminders and case study info

Timing November 2010

Notes Issue ready reckoner to HoS to follow to make better informed decisions on how to travel, eg basic level, reduce total flights by 1 per person over a year in comparison to previous scores.


37

Project:

Reference:

Portable Video Conferencing

SQA003

Owner (person)

Barclay McJannett

Department IT

Description Roll out 10 laptops per site to facilitate portable VC

Benefits Financial savings: £6,523 Payback period: 1 year CO2 Emissions reduction: 9 tonnes of CO2 2% of target + 10% reduction in intersite mileage

Funding Approximate £5K requirement to purchase laptops. Funding to be sourced from existing budgets

Resources No additional resources required, operational IT teams to rollout, including training. Facilities Management Team to ensure laptops are distributed.

Ensuring success

A proactive communication plan to inform staff of what is scheduled with competent testing and training before the go live date

Measuring success

That laptops are booked out 75% of time and reduction in intersite mileage is noted

Timing May 2011 commence roll out

Notes


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Project:

Reference:

Carbon Champions

SQA004

Owner (person)

Bill Wright and Marketing Department

Department Facilities and Marketing

Description Set up an internal group of Carbon Champions

Benefits Extremely hard to clearly quantify savings on a financial basis or a CO2 tonne basis. Reference to the ongoing environmental scorecard which is produced on a monthly basis to then assess what the impact is. Various sources quote anything up to a 5% reduction in utility usage from a standing start where as SQA is already up and running.

Funding Minimal requirement £5K

Resources Internal group of seven people

Ensuring success

Ensuring that staff are released from duties to attend meetings, workshops, briefings and seminars. Therefore, allowing the Carbon Champions to be well informed on the subject matter. That staff are engaged thorough on engaging marketing campaign developed by the Carbon Champions.

Measuring success

Staff survey to see if awareness of impact has increased coupled with a permanent change in habits

Timing November 2010

Notes The Carbon Champions are also part of the Carbon Management Team who will deliver the projects listed in this Plan


39

Project:

Reference:

Dalkeith Relocation

SQA005

Owner (person)

Simon Parsons

Department Facilities Management

Description To carry out a relocation to new offices near Dalkeith

Benefits Financial savings: Difficult to estimate at this stage, but likely to be substantial. Payback period: TBC CO2 Emissions reduction: 80 tonnes of CO2

Funding Scottish Government funding of circa £1.5 million

Resources A mix of external professional support and in-house teams

Ensuring success

That the key deadlines are achieved

Measuring success

The utility usage decreases and a revised EPC shows a hugely improved grade over our present building

Timing December 2011–February 2012

Notes Benefits are based on an estimated EPC of a building. Figures are estimates carried out by external consultants


40

Project:

Reference:

SQA Fleet

SQA006

Owner (person)

Bill Wright


Description Change the present SQA fleet of two Chrysler Voyagers and one Vauxhall Zafira to two new Hybrid passenger cars and one energy efficient minibus.

Benefits Financial savings: £5,362 Payback period: 6.5 years CO2 Emissions reduction: 2 tonnes of CO2 0.5% of target — the percentage of your CO2 saving target will this project annually contribute

Funding Total of £38,000 from 2010 budget

Resources Internal

Ensuring success

Executive Team to embrace the change and release the funding required

Measuring success

Compare present fleet mileage and CO2 emissions with new vehicles. It will be seen in a positive light and will show a practical example of carbon reduction and best practice.

Timing Purchased in March 2010

Notes Current vehicles account for six tonnes of CO2 annually. This will reduce to four tonnes, so although not a huge amount, this will clearly demonstrate to both staff and stakeholders that SQA is taking the reduction of CO2 emissions seriously.


41

Project:

Reference:

PC Switch-Off

SQA007

Owner (person)

Ruaridh McDonald

Department IT

Description IT to run a script that automatically turns off every PC that is still logged onto the network at 9 pm

Benefits Financial savings: £5,250 Payback period: TBC CO2 Emissions reduction: 1.5 tonnes of CO2 0.5% of target Carbon Trust quote 235 kg CO2 per PC left on overnight in one year

Funding None

Resources Internal already in place

Ensuring success

That all PC’s are switched off every night

Measuring success

All PC’s are off and the reports that are run reflect this

Timing September 2010

Notes To run a script to automatically switch off every PC in the organisation. Over the space of 1 hour close down PC’s in batches. Would need IT Director sign off.

Recent survey showed around 10% of PC’s at some stage during a week are left on, some are left on all week.


42

Project:

Reference:

Cold Aisle Containment — Glasgow

SQA008

Owner (person)

Simon Parsons and Barclay McJannett

Department Facilities Management and IT

Description Installation of Cold Aisle Containment within the data centre at Optima

Benefits Financial savings: £10,000 CO2 Emissions reduction: 18 tonnes of CO2 3% of target Payback period: 4 years

Funding £40,000 budget estimate

Resources Internal

Ensuring success

Successfully securing the funding with speedy installation

Measuring success

From the data provided by the Managing Agent, the reduction should show in these readings

Timing Summer 2010

Notes Data Centre A/C estimated to be 15% of Optima electricity used ie 113,653 Kwh


43

Project:

Reference:

Cold Aisle Containment — Dalkeith

SQA009

Owner (person)

Simon Parsons and Barclay McJannett

Department Facilities Management and IT

Description Installation of Cold Aisle Containment within the newly expanded data centre at Dalkeith

Benefits Financial savings: £15,000 Payback period: 3 years CO2 Emissions reduction: 21 tonnes of CO2 5% of target — the percentage of your CO2 saving target will this project annually contribute

Funding Already secured — circa £40K

Resources External Project Manager is overseeing the expansion

Ensuring success

Completion of expansion by March 2010

Measuring success

Electricity readings reduced

Timing Completion by March 2010

Notes Manufacturers quoted savings vary from 15%–40%, dependant on installation. Therefore, a 20% reduction in Dalkeith usage for electricity is viable.


44

Project:

Reference:

Awareness Campaigns

SQA0010

Owner (person)

Bill Wright and Carbon Champions

Department Facilities Management and Marketing

Description Develop a specifically tailored SQA awareness campaign

Benefits Increased staff awareness and participation is key, cumulating in an Environmental Awareness Day, which has previously been held and was a success CO2 reduction: 66 tonnes Financial Savings: £10k Payback Period: 2 years 15% of target

Funding £5k

Resources Internal and Carbon Trust material where applicable

Ensuring success

A proactive campaign, presented by the Carbon Champions

Measuring success

Reference to Environmental Scorecard, showing a reduction all across the board

Timing June 2010–May 2011

Notes


45

Project:

Reference:

Lighting Change

SQA0011

Owner (person)

Agnes Bond and Bill Wright


Description Replace all halogen spot lights in the Optima building

Benefits Financial savings: Minimal £1,000 Payback period: 1 year CO2 Emissions reduction: 1 tonne 0.25 % of target

Funding From existing operational budgets

Resources Internal plus contractor for works

Ensuring success

Works are completed

Measuring success

An aesthetic change but a prime example for staff to follow and for visitor perception

Timing ASAP

Notes

Appendix 4: SQA Travel Plan

46


Travel Plan 2011/14

Sustaining Resources by Promoting Choices


47

Contents

1 INTRODUCTION

1.1 Definition of a Travel Plan

1.2

1.3

The benefits of a Travel Plan

Shawfair

2 OBJECTIVES AND ASPIRATIONS OF THE TRAVEL PLAN

2.1 Key objectives

2.2 Aspirations of the Travel Plan

3 KEY TARGETS

4 CORPORATE ACTION PLAN

4.1 Introduction

4.2 Mainstreaming and monitoring of Travel Plan

5 COMMUNICATION PLAN

5.1 Introduction

5.2 Travel information

5.3 Information interfaces

6 GENERIC TRAVEL ISSUES

7 EVALUATION AND FEEDBACK


48

8 SHAWFAIR

9 CONCLUSION

Annex A

The Optima Building, Glasgow

Annex B

Ironmills Road, Dalkeith

Annex C

Shawfair Park

Annex D

Policy statement

Annex E

Recommendations action plan


49

1 Introduction 1.1 Definition of a Travel Plan 1.1.1 Our Travel Plan is a general term for a package of measures tailored to the

needs of individual sites and aimed at promoting more sustainable travel choices and reducing reliance on the car. Travel plans help reduce the impact of travel on the environment; they can encourage greater levels of physical activity; and they also make good business sense. They can cut congestion around a location, improve neighbourhood relations and save money on business travel.

1.1.2 Introducing a Travel Plan involves the development of a set of mechanisms, initiatives and targets which will bring a number of benefits to our staff. It is a dynamic process that will grow and develop with time and in accordance with our changing circumstances and the environment in which we work. It is not a one-off event to be undertaken and completed, nor is it a document to be produced and put on a shelf. The Travel Plan is a working document which outlines our proposed direction. The specific actions and measures will be developed and consulted upon as and when required.

1.1.3 The travel hierarchy upon which this Travel Plan is based is provided below:

♦ Need for travel — can a telephone call, video conference or e-mail deliver the same outcome.

♦ Walking — the healthiest and cheapest form of transport, negligible carbon emissions and flexibility, viable for journeys up to 2 km.

♦ Cycling — a healthy and cheap form of transport, negligible carbon emissions, reliable and flexible for journeys up of 5 km.

♦ Bus/rail — improved productivity of workforce on medium to long distance essential trips.

♦ Taxi — necessary for some trips, but shared trips should be offered where possible.

♦ Private car — better with more than one occupant, but sometimes the only option but should consider using pool, lease or a hire car suitable for your specific journey. Issues with congestion, parking space, high carbon emissions per head.

♦ Air travel — sometimes the only option — high carbon emissions, high in cost, but may sometimes be cheaper in monetary terms than rail and use of time.

1.1.4 Meeting stakeholders, customers and colleagues is a vital part of how SQA

carries out its duties and travel still remains necessary in support of this. It still remains important that travel is planned in the main to maximise time and those being met. If arranging meetings you should also consider the value each person will be adding, it may be possible for others to represent your views and provide you with feedback.

1.1.5. Experience has also shown that senior management responsibility for implementing the Travel Plan also has a significant impact on the behaviour


50

of the organisation. The Executive Team have approved this Plan and will receive regular reports about its implementation.

1.2 The benefits of a Travel Plan 1.2.1 Travel Plans provide a number of benefits, not only to the individual but to the

workforce and the wider community. It can:

♦ Provide financial savings especially by eliminating some meetings, replacing them with video conferencing but also by reducing costs of maintaining and providing secure car parking spaces.

♦ Achieve carbon reduction and other environmental targets by promoting and catering for more sustainable modes of travel.

♦ Produce a healthier workforce by promoting active travel or through staff using less stressful modes of travel.

♦ Achieve a more productive workforce by reducing the need to travel and providing the opportunity to work whilst on route to meetings.

♦ Provide a wide range of travel opportunities.

1.3 Shawfair 1.3.1 Scottish Government approval was given on 1 March 2010 to relocate the

present Ironmills Road, Dalkeith offices to a new building at the nearby Shawfair Business Park. The scheduled move will take place between October 2011 and March 2012. This move is reflected in Annex C.


51

2 Objectives and aspirations of the Travel Plan 2.1 Key objectives 2.1.1 We are committed to providing deliverable short, medium and long term

initiatives as part of Scottish Government travel initiatives.

2.1.2 The Travel Plan takes account of the needs of staff and visitors as well as the corporate values of SQA. It also contains a number of longer term aspirational goals of national and local environmental, planning and transport policies.

2.1.3 The key objectives of the Travel Plan are:

♦ To reduce the need to travel. ♦ To increase awareness among staff and visitors of travel choices and their

implications. ♦ To ensure that staff and visitors with mobility problems have their needs

fully taken into account in travel policy and decision making. ♦ To ensure that safety and security issues are taken into account. ♦ To facilitate and promote more active modes of travel. ♦ To increase the percentage share of staff commuting to work by walking,

cycling and using public transport. ♦ To reduce car use, in particular single occupancy car journeys by

commuting staff. ♦ To maximise the efficiency of our fleet. ♦ To increase the percentage share of sustainable forms of transport on

official business. ♦ To ensure the Travel Plan is embedded into existing corporate and

departmental processes, costed and reviewed on a regular basis.

2.2 Aspirations of the Travel Plan 2.2.1 In addition to these measures, there are a number of other actions which are

likely to achieve a real change in people's attitudes and travel behaviour and which we will consider at future reviews of the travel policy. The next review will be in 2013. These include giving consideration to a review of the motor mileage rate which takes into account green house gas emissions and air quality pollutants. It is important that staff replacing their cars be aware of this option well in advance of any possible implementation and this should give them another reason to consider more environmentally friendly options. We will also further review the position concerning the extent of parking at our buildings and how it is allocated. The provision of free parking is an incentive to use the car and a subsidy to drivers which non-car users do not receive.


52

3 Key targets In order to set achievable and realistic targets we need to understand current travel patterns of our staff in reaching work and to fully analyse our business travel arrangements. A detailed travel survey was carried out in December 2008 by external consultants. This is due to be reviewed in 2010/11, but the data provided is still relevant to the planned activities moving forward.

The results of the travel survey are interesting and do give us direction in which to develop key targets.

59% of staff used private cars to reach work; whereas 1% cycle to work. Staff would like to see options introduced to promote public transport, car share schemes to reduce CO2 emissions and initiatives to promote cycling and walking.

We also need to actively promote to our customers options for reaching our offices that reduces dependencies on private cars and encourages the use of public transport.

As part of our corporate social responsibility activities we are members of The Prince’s Trust Mayday Network and committed to taking action to tackle climate change. We have formally made the following pledges to:

♦ measure and report our carbon emissions publicly ♦ manage carbon emissions by developing a carbon action plan, including setting

an absolute target ♦ take action to reduce our carbon emissions ♦ encourage our staff to reduce their carbon emissions at home and at work

In the period June 2009–November 2010 we have worked with the Carbon Trust to quantify our carbon emissions and produce a Carbon Management Plan.

Our target is to reduce our CO2 outputs across our business by 3% per year until 2012.

Key stepping stones in reaching the overall CO2 reduction include:

♦ The introduction of the government initiative cycle purchase scheme through salary sacrifice.

♦ Replacement of the SQA fleet vehicle with carbon efficient models. ♦ Provide to staff and customers detailed travel options to our offices for public

transport. Information on low carbon emission vehicles will be provided by staff. ♦ Review our car parking policies at our offices to encourage car pooling

arrangements and reduce single occupancy car levels by commuting staff. ♦ Implementation and monitoring of the Carbon Management Plan. ♦ Set up an Environmental Action Group to promote all environmental issues. ♦ Extend our video conference capacity between sites and explore the options of

desk top video conferencing capabilities.


53

4 Corporate Action Plan 4.1 Introduction 4.1.1 Set out below are the critical actions of the Travel Plan in working towards

achieving the key targets and objectives. Actions specific to each location are set out in Annexes A, B, C and E and should be read in conjunction with the main actions set out below.

4.1.2 The actions below will be addressed and implemented by 31 March 2013. They will be costed and prioritised. The prioritisation of measures and actions should take into account the purpose of the trip, ie business or commuting as well as effectiveness of delivering change and complexity of its implementation.

Objective 1: To reduce the need to travel

Actions

4.1.3 We will encourage staff to think about alternative working practices, such as home-working, hot-desking or compressed hours, where it is appropriate to business needs.

4.1.4 We will encourage staff to use video conferencing and tele-conferencing where practicable. We will provide training and demonstrations for these facilities. Video conferencing is available at both SQA sites.

4.1.5 Having increased the number of VC meeting rooms, we will regularly review the provision of video-conferencing facilities within SQA to ensure that it meets demand.

4.1.6 We will encourage staff to consider the travel implications of attending meetings, role of substitutes and consider the travel implications for all those attending when organising a meeting.

Objectives 2 and 3: To increase awareness among staff of travel choice and their implications; and to facilitate and promote more active modes of travel.

Actions

4.1.7 We will promote the range of benefits of sustainable travel options.

4.1.8 The communication plan, set out in section 5, provides the main method for raising awareness of the Travel Plan.

4.1.9 Annexes A, B and C contain specific information for staff and visitors on what is available on how to get to our offices.


54

Objective 4: To increase the share of staff commuting to work by public transport, cycling and walking.

Actions

4.1.10 With walking taking the highest priority in the travel hierarchy, we will ensure that internal pedestrian facilities are improved where required at an early stage in the development of the Travel Plan.

4.1.11 We have achieved Cycle Friendly Employer status from Cycle Scotland for each of the main buildings. This award recognises the employers' work involved in facilitating and encouraging staff to commute by bike. We will continue to ensure that the facilities provided for cyclists are maintained to the highest standard.

4.1.12 We will promote existing pedestrian and cyclist provision and undertake improvements from the outset of the Travel Plan.

4.1.13 We have introduced a salary sacrifice scheme for purchase of bicycles for staff. The scheme will enable eligible employees to benefit from up to 40% off a bike and safety equipment by paying for the bike from gross salary. This will be available to staff on an annual basis. At June 2010, 31 participate in this scheme. It will continue to be extended.

4.1.14 Pool bicycles have been introduced to enable staff to test cycling to work and travel to local meetings.

4.1.15 We will keep under review the provision of sheltered secure cycle parking to ensure that all demand is accommodated in an adequate manner.

4.1.16 Showering and locker facilities with hanging space at both sites have been improved.

4.1.17 We will look into the possibility of working with Traveline Scotland to implement aspects of their recently introduced Bulk Journey Planner.

4.1.18 We will promote national cycle routes and cycle access to SQA buildings, both for staff and for visitors.

4.1.19 We will encourage staff to consider cycling over short to medium distances. As the provision of dedicated on road and off road cycle routes improves, better links are available between strategic/local transport hubs and main business areas.

4.1.20 We will promote bus routes and bus access to SQA buildings, both for staff and for visitors, and promote up to date public transport route and fare information.


55

4.1.21 Interest free salary advance on annual season tickets is currently available and the scheme will continue and be promoted.

4.1.22 We will undertake periodic travel to work promotions.

4.1.23 The use of Park and Ride sites will be encouraged for those who currently drive alone to work and as potential pick up points for car sharers. The relocation of the Dalkeith offices to nearby Shawfair will be conveniently adjacent to a major Park and Ride facility.

4.1.24 We will pay a mileage allowance to cyclists on business travel of 20p per mile. This is the maximum allowed by HMRC.

Objective 5: To reduce car use, in particular single occupancy car journeys by commuting staff.

Actions

4.1.25 We are committed to the review and extension of our car sharing scheme. This may incorporate a guaranteed parking space as well as a guaranteed ride home, in case of unforeseen circumstances. We will also publicise Tripshare Midlothian to our staff.

4.1.26 We will ensure that staff and visitors have access to a wide range of information relating to public transport.

Objective 6: To introduce a parking system which supports the delivery of the other travel objectives.

Actions

4.1.27 As part of reviewing our car sharing scheme, we will continue to provide specific areas within our car parks for employees who car share.

4.1.28 We will also provide specific spaces for band A and band B vehicles.

Objective 7: To maximise the efficiency of our fleet.

Actions

4.1.29 We have undertaken a fleet review and subsequently replaced our fleet with low emission vehicles such as the Honda Insight Hybrid.

4.1.30 We will provide advice to staff on low emission vehicles, so that they can consider emissions when hiring cars as well as when they are considering purchasing a car.


56

4.1.31 We will encourage all staff to consider the way in which they drive to work/for work purposes. Advice on good practice (the 'top ten tips of eco-driving') will be available electronically and on the Health, Safety and Environmental portal. Small changes to driver habits can result in significant financial and environmental benefits.

Objective 8: To increase the share of more sustainable forms of transport on official business.

Actions

4.1.32 We will publish guidance advising on the most appropriate mode of transport to use for business trips. Directorates may wish to personalise this for their particular needs.

4.1.33 We will:

♦ Promote travel by rail and bus on longer distance journeys or video and tele-conferencing where appropriate. This can often improve productivity where travel time can be used as work time.

♦ Encourage walking, taxi sharing, cycling and bus travel over short to medium distance journeys.

4.2 Mainstreaming and monitoring of the Travel Plan Objective 9: To ensure the Travel Plan is embedded into existing processes, costed and reviewed on a regular basis.

Actions

4.2.1 We will integrate into our Facilities Manager post, the remit to facilitate, promote, deliver, monitor and review the Travel Plan.

4.2.2 Each Director will assume overall responsibility for the Travel Plan and develop local plans to monitor progress and achievement of targets.

4.2.3 Progress on implementing the Travel Plan will be reported to the Facilities Manager on a quarterly basis.

4.2.4 Travel surveys will be carried out every two years, and include a benchmarking exercise with other organisations in both the public and private sector. The surveys will serve two purposes; a consultation tool to staff and a mechanism to monitor the development of the Travel Plan.

4.2.5 The Travel Plan will be revised at least every three years, with the next review to be completed by 2013. This will include a review of the targets and objectives, as well as the success or otherwise of the actions.

4.2.6 The Travel Plan will be flexible to current and future needs, and will be regularly monitored and developed by the Environmental Officer.


57

4.2.7 The Facilities Manager will provide an annual report against actions in the Travel Plan to the Executive Team and Board if required.

4.2.8 The Environmental Officer will complete regular onsite reviews of the uptake of measures such as the cycle, parking and car sharing schemes. He will also carry out frequent staff ‘snapshot’ surveys. The information collated from these reviews will be incorporated within monthly management reports.

5 Communication plan 5.1 Introduction 5.1.1 This communication plan will address one of the main objectives of the Travel

Plan: To increase awareness among staff and visitors of travel choices and their implications.

5.1.2 Two key parameters are addressed within the plan:

♦ The information supplied to allow staff and visitors to make fully informed travel choices.

♦ The interface used to deliver the Travel Plan to staff and visitors.

5.2 Travel information 5.2.1 Central to the delivery of the Travel Plan will be raising awareness of the

recommended travel hierarchy given at the beginning of this plan (if the journey is indeed essential):

♦ Walking ♦ Cycling ♦ Bus/Rail ♦ Taxi ♦ Car ♦ Air travel

5.2.2 To enable staff and visitors to make an informed travel choice, the information provided will follow the theme of the above travel hierarchy and will ensure that all measures are marketed and promoted in full.

5.2.3 The Environmental Officer will be responsible for distributing all information in a clear and succinct manner that is appropriate for the various audiences.

5.2.4 In addition to ongoing marketing of the Travel Plan, the Environmental Officer will highlight periodic promotional travel events and dates when measures become operational and targets are met.

5.3 Information interfaces 5.3.1 The Travel Plan and its initiatives will be delivered to staff and visitors via a

number of interfaces:


58

♦ a portal on the SQA intranet ♦ the SQA website ♦ periodic e-mails from the Environmental Officer ♦ posters and leaflets at main reception areas and staff break-out areas ♦ induction travel packs for new and temporary staff ♦ workshops and focus groups

5.3.2 In marketing the Travel Plan via varied media we are ensuring that it is accessible to all. This allows the Travel Plan to be moulded to meet sustainable travel requirements of the current and future climate.

6 Generic travel issues As a split site organisation serving Scotland from two locations, there will always be a need for staff to travel between offices. The structure of the business operations requires such travel. In addition to the 650 permanent SQA staff based in Dalkeith and Glasgow, we rely on approximately 15,000 appointees who work on our behalf. These are mainly teaching professionals who support our operations.

In recognition of these issues the following generic travel recommendations will be implemented:

♦ Considerable investment has been made in video conferencing equipment to reduce the numbers of single site meetings required. We will continue to use this technology and promote its use to the wider education community. For example, we can use video conferencing with appointees in outlying areas of Scotland and reduce trips to meetings in Dalkeith/Glasgow.

♦ We will carefully assess the carbon emissions of holding meetings by reviewing delegate lists to ensure the most appropriate venue is chosen to limit the carbon emissions of delegates.

♦ We will widely promote to our appointees our commitment to reducing travel and provide them with a full range of options to reach and engage with SQA.

♦ Our Directors will challenge all air travel to ensure it is necessary to meet business objectives.

♦ All Heads of Services will be allocated personal targets to reduce their reliance on personal transport in favour of public transport.

7 Evaluation and feedback We will ensure that the recommendations in this Plan are monitored and evaluated to ensure reductions are being made. The following evaluation methods will be used:

♦ Our formal CO2 emissions target will be reviewed to ensure compliance. ♦ Our travel budgets in all Directorates will be subject to challenge to ensure

downward trends on personal mileage targets ♦ Travel questions will be included in our annual Staff Survey. This will provide a

benchmark from which to work forward. The possibility of other formal evaluation techniques with staff will be evaluated.


59

8 Shawfair A staff survey was conducted to find out where the majority of staff lived and what mode of transport they were most likely to use once relocated to Shawfair. This will be used to assess the adequacy of the current and future transport links from within Midlothian, Edinburgh and beyond. The promotion of sustainable travel will be promoted. We will work closely with Midlothian Council to facilitate aspects of the Travel Plan.

9 Conclusion SQA is committed to the achievement of a range of environmental targets. This Travel Plan underlines our commitment to the reduction of carbon emissions from our travel arrangements and the promotion of targets to our staff, customers and stakeholders. We will review and monitor the plans and take remedial actions where necessary to ensure our commitments remain on track.


60

Annex A

The Optima Building, Glasgow

Location

The Optima Building is located at 58 Robertson Street in Glasgow City Centre. Robertson Street operates as a one-way traffic system from the main artery of Argyle Street. Metered parking, while limited, is available on both sides of Robertson Street.

The Optima Building


61

Travel options

Pedestrians

The main and only pedestrian entrance to the Optima Building is located at the front of the building.

Direct pedestrian routes are available to nearby bus stops in surrounding city centre streets. Central Station and Queen Street Stations are mainline railway stations within easy walking distance of the Optima Building. The Glasgow Underground system stops at St Enoch is within easy walking distance. The mainline stations connect Glasgow to all main cities and towns across Scotland. The Underground links to Park and Ride facilities located outwith the city centre.

The walking routes from mainline stations, Underground and bus routes are well lit, maintained and have pedestrian crossings provided at busy junctions.

Public transport infrastructure Bus

The main Glasgow bus station is Buchanan Street bus station which is situated behind Queen Street railway station. This is an approximate walk of 15 minutes from the Optima Building. The bus station serves many local routes and links to Edinburgh and other major towns and cities across Scotland.

The nearest bus stops are located on Argyle Street, within a two minute walk of the Optima Building. These services are operated by various bus companies but in the main First Bus operate them with various pricing structures whether for a single, return, weekly or monthly ticket.

Park and Ride facilities are available at various points on the outskirts of the city, which all connect with the city centre.

A designated bus to Glasgow Airport runs every 10 minutes from Queen Street Station with many pick up points including Central Station and Argyle Street.


62

Rail

The nearest rail station to the Optima Building is Glasgow Central Station, which is a five minute walk away. It also provides access to the Glasgow lower level rail system, which serves the local Glasgow and west coast areas. Glasgow Queen Street Station is approximately a 15 minutes walk from the Optima Building and has a direct link to Edinburgh Waverley at 15 minute intervals during the working day.

Glasgow also has an Underground system which has an inner and outer circle route with 15 stops on the lines, 3 of these Underground stations (Shields Road, Bridge Street and Kelvinbridge) also have a Park and Ride facility. The nearest station to the Optima Building is St Enoch, which is a seven minutes walk away.

Personal transport Cyclists sponsored

Covered and secure parking for 16 bicycles is provided in the car park area of the Optima Building. This is accessed via the Robertson Street basement car park entrance.

Two showers and lockers with hanging spaces are available.

An annual government initiative salary sacrifice cycle scheme to help with the purchase of bicycles is in operation.

Cycle recommendations ♦ Promote the cycle parking to visitors as well as staff. ♦ Promote the National Cycle Network (NCN) routes to staff.

www.sustrans.org.uk ♦ Increase the quantity of lockers and include hanging space within them

if required and space permits. ♦ Consider paying equivalent mileage rates to bicycle users on SQA

business as car users thus encouraging staff to cycle on business activities.

Motorcycles

There are no spaces allocated in the Optima basement for motorcycles, but several dedicated free spaces are available opposite the Optima Building in Robertson Street. These are available to all and are therefore on a first come basis, which SQA has no control over.


63

Private car

The basement car park caters exclusively for senior management and company vehicles with 15 allocated spaces.

An additional arrangement exists where six spaces are available daily at the nearby Marriot Hotel; these spaces are allocated for two months at a time. Spaces have to be applied for and they are allocated on a rotational basis, based on giving priority to car sharers.

Car parking is also available at the NCP Car Park in nearby Oswald Street, where a discount rate has been negotiated for staff. Tickets are obtainable from the main Ground Floor Reception in Optima. There are also multi story pay car parks located in Jamaica Street and Cadogan Square, both within easy walking distance of Optima.

Designated disabled parking is available in the basement car park and is available to staff and visitors by contacting Reception in advance. Access to the building is close to the disabled spaces and lifts provide easy wheelchair access to each floor.

Metered street parking is available on both sides of Robertson Street and in some of the surrounding streets; this is generally limited to two hours and costs 50p per 15 minutes as at Spring 2010.

There are no parking spaces allocated for visitors.

SQA has a company vehicle based in Glasgow and parked in the Optima Building car park.

Air travel SQA is aware of the carbon emissions emitted by air travel and will restrict all air travel to essential business needs and objectives.

International air travel is necessary in the pursuit of our strategic business aims of growing our business. However, we will be responsible in the use of such travel.

Domestic air travel within the UK will be subject to challenge of business needs. Other options such as train and bus travel must be considered first.


64

Annex B

Ironmills Road, Dalkeith

Location

The Dalkeith office is situated on Ironmills Road which is on the outskirts of the town

of Dalkeith, Midlothian.


65

Travel options Pedestrians

Direct pedestrian routes are available to nearby bus stops and Dalkeith town centre. The routes are well maintained and lit. There are no formal pedestrian crossings in the near vicinity.

The main pedestrian entrance is located at the front of the building and is segregated from the front car parking area.


Bus services stop at Edinburgh Road and Old Edinburgh Road, which are both within two hundred meters of the Ironmills Road offices. Buses run frequently and service both the local area, Edinburgh and Borders. Services 86, 86A and X86 are operated by First Bus. Fares as at June 2010 are £1.20 each way. Lothian buses operate the number 3 and 3A from Dalkeith, Eskbank Road.

All of the buses which stop near Ironmills Road deliver or collect passengers in close proximity to Waverley Station. The journey time between Dalkeith and Edinburgh Waverley is approximately 45 minutes, depending on prevailing traffic conditions and road works.

A new Park and Ride facility is available at Shawfair, which is located approximately one and a half miles from Ironmills Road. This provides a link directly into the City Centre and also to Ingliston and Leith. There are also other Park and Ride facilities around the City. The Dalkeith office will be relocating to a site adjacent to the Park and Ride in late 2011.

There is a dedicated bus service that also runs from outside Waverley Station to Edinburgh Airport and back, this runs every 10 minutes.

Rail

The nearest railway station to Dalkeith is Waverley Station in Edinburgh, which is a 45 minute bus ride from Dalkeith.

As one of the main stations in Scotland, it has excellent facilities for travellers across the UK. The station is open 24 hours and provides lockers and cycle storage along with large comfortable waiting areas. All major cities in the UK are accessible via Waverley.


66

Personal transport Cyclists

Cycle parking is provided at the rear entrance to the building by way of a covered bike rack that holds up to six bikes.

Locker facilities with secure hanging space are available within the building, also male and female showers are located on the ground floor.

The national cycle network is within half a mile of Ironmills Road.

Motorcycles

Spaces are available in the rear car park for two motorcycles.

Private car

Reserved parking spaces for senior management and IT personnel are provided at the front of the building with a further 30 spaces available in the rear car park. The rear car park spaces are allocated firstly to anyone with disability and thereafter a bi-monthly rota based on application and car sharing precedence.

Six spaces are available daily to reserve on a first come basis at the front of the building for visitors and visiting staff from Glasgow.

The car parking surfaces are maintained, lit and monitored by CCTV.

There is a dedicated disabled space close to the main entrance of the building.

Further free street parking is available on Ironmills Road and continuing to Ironmills Park, where more parking is available.

Dalkeith is also served by three large capacity car parks, which are all within a 5/10 minute walk of the Ironmills Road offices and are free of charge.

SQA has two vehicles based in Dalkeith which are used to transport staff and visitors between Ironmills Road and Waverley Station. Both are low emission vehicles.


67





68

Annex C

Shawfair Park, Dalkeith

Location

The new SQA offices are situated at Shawfair which is one and a half miles north of

Dalkeith in Midlothian.


69

Travel options Pedestrians

Direct pedestrian routes are available to the nearby Shawfair Park and Ride facility and into Shawfair Business Park. The routes are well maintained and lit. There are no formal pedestrian crossings in the near vicinity.

The main pedestrian entrance is located at the front of the building and is segregated from the front car parking area.

We will continue to work with Midlothian Council to improve pedestrian access.


Bus services stop at the nearby Park and Ride. Buses run frequently and service both the local area, Edinburgh and Borders. Services 86, 86A and X86 are operated by First Bus. Services 48, X48 and 49 are operated by LRT. Fares from Edinburgh as at June 2010 are £1.20 each way. Between the two bus companies they run 12 buses an hour through Shawfair.

First Bus also run the number X95 which connects via the A7 to the major Border towns. This is a half hourly service and although it does not enter the Park and Ride, it does stop on the adjacent A7. We will work with Midlothian Council and bus companies to secure a bus stop and pedestrian crossing close to our office.

All of the buses which stop at the Park and Ride deliver or collect passengers in close proximity to Waverley Station. The journey time between Shawfair and Edinburgh Waverley is approximately 40 minutes, depending on prevailing traffic conditions and road works. We will review the provision of minibus pickups and taxis in the light of more frequent services.

There is a dedicated bus service that also runs from outside Waverley Station, at Waverley Bridge to Edinburgh Airport and back, this runs every 10 minutes.

The Edinburgh tram network will provide limited benefits and will still require linking in with the bus services. We will review this position when the tram network becomes fully operational.


70

Rail

The nearest railway station to Shawfair is Waverley Station in Edinburgh, which is a 40 minute bus ride from the office.

As one of the main stations in Scotland, it has excellent facilities for travellers across the UK. The station is open 24 hours and provides lockers and cycle storage along with large comfortable waiting areas. All major cities in the UK are accessible via Waverley.

There is a planned re-opening of the old Waverley Line which will connect Scottish Border towns with Edinburgh. There are planned stations at Shawfair and nearby Eskbank, Newtongrange and Gorebridge. The expected completion year is 2015–17. We will promote this service when the line opens.

Personal transport Cyclists

Ample parking is provided at the entrance to the building by way of a covered bike shed that holds up to 35 bikes.

Locker facilities with secure hanging space and drying areas are available within the building, also male and female showers are available for those who exercise or cycle to work.

The national cycle network is within half a mile of Shawfair.

We will work with Midlothian Council to promote cycle routes to staff and continue to extend our cycle to work scheme.

Motorcycles

Allocated spaces are available in the car park for motorcycles.

Private car

There are 153 car parking spaces with eight spaces designated for disabled drivers and located close to the main entrance.

The car parking surfaces are maintained, lit and monitored by CCTV.


71

SQA has two low carbon emission vehicles based in Shawfair which are used to transport staff and visitors between the office and Waverley Station.

We will introduce incentives to staff to car share.





72

Annex D

Extract from SQA’s Environmental Policy Statement As a major purchaser of goods and services, SQA recognises that it has an important part to play in environmental conservation through the use of products that do not damage the environment. To achieve this we will, as far as is reasonably practicable, meet the following objectives which are consistent with R-E-T (Resource Use, Energy, Travel) priorities of the Scottish Government and Sustainable Scotland:

♦ minimise waste by reduction, reuse, repair and recycling methods (R) ♦ conserve water and other resources (R) ♦ purchase products and services with regard to their environmental impact (R) ♦ manage energy efficiently and use renewable energy where possible (E) ♦ reduce the need to travel between sites and on business (T) ♦ encourage the use of public transport and shared vehicles for all necessary

business travel (T) ♦ make environmental information openly available to employees and visitors (R-E-T)

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ess

as c

ar u

sers

th

us e

ncou

ragi

ng s

taff

to c

ycle

on

busi

ness

ac

tiviti

es.

Fina

nce

5 M

otor

cycl

es

5.1

Pro

mot

e th

e av

aila

bilit

y of

free

spa

ce to

sta

ff an

d vi

sito

rs.

Faci

litie

s

6 Pr

ivat

e ca

r

6.1

Giv

e co

nsid

erat

ion

to o

nly

allo

catin

g sp

aces

to

car

s w

ith lo

w e

mis

sion

s —

cla

ssifi

ed a

s B

and

A a

nd B

by

the

DV

LA.

Faci

litie

s

6.2

Impl

emen

t a s

yste

m to

ens

ure

ther

e is

no

mis

use

of th

e ca

r sha

ring

sche

me.

Fa

cilit

ies

6.3

Enc

oura

ge s

enio

r man

agem

ent a

nd s

taff

who

hav

e be

en a

lloca

ted

spac

es to

adv

ise

Rec

eptio

n if

they

will

not

be

requ

iring

thei

r spa

ce

Faci

litie

s

App

endi

x 4:

SQ

A T

rave

l Pla

n

78

Trav

el

met

hod/

Loca

tion

Rec

omm

enda

tion

Ass

igne

d to

Prog

ress

da

te

Eval

uatio

n

(bus

ines

s tri

p, a

nnua

l lea

ve, e

tc) s

o th

at th

eir

spac

e ca

n be

tem

pora

rily

re-a

lloca

ted

to th

ose

on th

e w

aitin

g lis

t. P

riorit

y to

thos

e w

ho

parti

cipa

te in

the

car s

harin

g sc

hem

e an

d al

so

thos

e w

ith lo

w e

mis

sion

car

s.

7 A

ir tr

avel

7.

1 A

ll do

mes

tic a

ir tra

vel w

ill b

e ch

alle

nged

by

Bus

ines

s M

anag

ers

to e

nsur

e it

is th

e m

ost

appr

opria

te fo

rm o

f tra

nspo

rt gi

ven

busi

ness

ne

eds.

Dire

ctor

s/Fa

cilit

ies

Appendix 5: Environmental Committee’s Terms of Reference

79

Appendix 5: Environmental Committee’s Terms of Reference

1 Purpose To move forward the Environmental Strategy, ensuring that environmental initiatives are well researched and then properly communicated to all SQA staff.

2 Membership The Committee membership shall consist of representatives from key areas within SQA. The Committee may from time to time ask other colleagues to assist with its discussions on any particular matter.

The Committee will be chaired by the Health, Safety and Environmental Officer.

3 Reporting The Committee will report to the Head of Corporate Affairs who will

regularly update the Executive Team with the Committee’s activities and recommendations.

4 Meetings The Committee will meet every two months. Further meetings may be convened if deemed necessary.

5 Duties The specific duties of the Committee will be:

i. To advise the Executive Team in timely manner of the implications of existing and forthcoming legislation and best practice and identify where SQA needs to take action to ensure legal compliance and continuous improvement.

ii. To recommend to the Executive Team environmental policies for adoption, having due regard to best practice.

iii. To originate various regular environmental initiatives which can be put into practice.

iv. To advertise all environmental initiatives to staff through all in-house communication channels.

6 Authority The Committee will be an advisory body with no executive powers. It will be authorised by the Executive Team to review any activity of SQA within its remit and to seek any information that it requires from any employee of SQA, who will be required to co-operate with the Committee in its enquiries.

Documents

Environmental Plan FINAL VERSION - sqa.org.uk · Environmental Plan Publication date ... SQA started keeping detailed data on its utilities usage and ... Carbon Management Plan SQA