CarbonManagement Plan

2010 - 2015

The University has calculated its emissions baseline in 2005/6 was 20,000 tonnes of carbon dioxide equivalent.

Our target is to reduce these emissions by 30%by September 2015 and 43% by September2020.

www.estates.salford.ac.uk

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Contents

Foreword from Professor Martin Hall, Vice-Chancellor 3

Management Summary 4

1 Introduction 8

2 Carbon Management Strategy 9

2.1 Context and drivers for Carbon Management 9 2.2 Strategic themes 11 2.3 Targets and objectives 11

3 Emissions Baseline and Projections 13

3.1 Scope 13 3.2 Baseline 15 3.3 Projections and Value at Stake 17

4 Carbon Management Projects 22

4.1 Existing projects 22 4.2 Planned / funded projects 23 4.3 Near term projects 24 4.4 Medium to long term projects 25 4.5 Other projects 26 4.6 Projected achievement towards target 26

5 Carbon Management Plan Financing 27

5.1 Assumptions 27 5.2 Benefits / savings – quantified and un-quantified 27 5.3 Additional resources 28 5.4 Financial costs and sources of funding 29

6 Actions to Embed Carbon Management in Your Organisation 31

6.1 Policy 31 6.2 Responsibility 32 6.3 Data Management 33 6.4 Communication and Training 34 6.5 Monitoring and Evaluation – keeping track of progress 35

7 Programme Management of the CM Programme 36

7.1 The Programme Board – strategic ownership and oversight 36 7.2 The Carbon Management Team – delivering the projects 37 7.3 Continuity planning for key roles 38 7.4 Ongoing stakeholder management 39 7.5 Annual progress review to Senior Management Team 40

Appendix A: Carbon Management Matrix – Embedding 42

Appendix B: Definition of Projects 43

Appendix C: Key Stakeholders for Carbon Management 72

Date: March 2011

Version number: 7

Owner: Rebecca Bennett, Environment and Sustainability Officer

Approval route: Executive Committee and endorsed by University Council

Approval status: Approved

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Contents

Foreword from Professor Martin Hall, Vice-Chancellor and Richard Rugg, Carbon Trust 3

Management Summary 4

1 Introduction 8

2 Carbon Management Strategy 9

2.1 Context and drivers for Carbon Management 9 2.2 Strategic themes 11 2.3 Targets and objectives 11

3 Emissions Baseline and Projections 13

3.1 Scope 13 3.2 Baseline 15 3.3 Projections and Value at Stake 17

4 Carbon Management Projects 22

4.1 Existing projects 22 4.2 Planned / funded projects 23 4.3 Near term projects 24 4.4 Medium to long term projects 25 4.5 Other projects 26 4.6 Projected achievement towards target 26

5 Carbon Management Plan Financing 27

5.1 Assumptions 27 5.2 Benefits / savings – quantified and un-quantified 27 5.3 Additional resources 28 5.4 Financial costs and sources of funding 29

6 Actions to Embed Carbon Management in Your Organisation 31

6.1 Policy 31 6.2 Responsibility 32 6.3 Data Management 33 6.4 Communication and Training 34 6.5 Monitoring and Evaluation – keeping track of progress 35

7 Programme Management of the CM Programme 36

7.1 The Programme Board – strategic ownership and oversight 36 7.2 The Carbon Management Team – delivering the projects 37 7.3 Continuity planning for key roles 38 7.4 Ongoing stakeholder management 39 7.5 Annual progress review to Senior Management Team 40

Appendix A: Carbon Management Matrix – Embedding 42

Appendix B: Definition of Projects 43

Appendix C: Key Stakeholders for Carbon Management 72

Date: March 2011

Version number: 11

Owner: Rebecca Bennett, Environment and Sustainability Officer

Approval route: Executive Committee and endorsed by University Council

Approval status: Approved

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Foreword from Professor Martin Hall, Vice-Chancellor

Like many contemporary organizations, the University of Salford is

now fully committed to the principles of sustainability, and to meeting

the carbon management challenge. We have, however, been slow to

take up this challenge, despite the fact that we have considerable

expertise within our community and pre-eminence in research and

practice in the built and human environment. Agreeing on this Carbon

Management Plan is a key milestone in moving from principle to

practice.

The Plan sets out some ambitious objectives for the next few years. We realise that some of these will

be a stretch, but we also believe that they are attainable. We also recognise that the Plan, in itself, is

insufficient to achieve a comprehensive set of behaviours that will ensure sustainability. I hope, though,

that its areas and objectives will act as an appropriate catalyst for enabling these wider benefits.

Professor Martin Hall

Vice-Chancellor

Foreword from Richard Rugg, Carbon Trust

Cutting carbon emissions as part of the fight against climate change should be a key priority for

Universities and Colleges - it's all about getting your own house in order and leading by example. The

UK government has identified the Higher Education sector as key to delivering carbon reduction across

the UK in line with the Climate Change Act targets, and the HE Carbon Management programme is

designed in response to this. It assists Higher Education institutions in saving money on energy and

putting it to better use elsewhere, whilst making a positive contribution to the environment by lowering

carbon emissions.

The University of Salford partnered with the Carbon Trust on this ambitious programme in 2010 in order

to realise substantial carbon and cost savings. This Carbon Management Plan commits the University

to a target of reducing CO2 by 30% by 2015 over a 2005/6 baseline, and underpins potential financial

savings to the institution of around £800,000 per year by that date.

There are those that can and those that do. Universities can contribute significantly to reducing CO2

emissions. The Carbon Trust is very proud to support the University of Salford in their ongoing

implementation of carbon management.

Richard Rugg

Head of Public Sector, Carbon Trust

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Figure 1 In 2005/6 the University of Salford emitted enough carbon dioxide to

fill 4 thousand hot air balloons!

Figure 3 Costs breakdown for emission baseline 2005/6

Management Summary

The drivers

This Carbon Management Plan (CMP) has been prepared as a result of University of Salford’s

participation in the Carbon Trust Higher Education Carbon Management programme. The purpose of

this CMP is to inform and direct the actions taken by the University in embedding carbon management

in order to reduce carbon emissions over the next 5 years and beyond.

Global climate change is recognised as the key environmental threat facing the world. Along with the

volatility of energy prices, HEFCE sustainability policy and carbon reduction targets, Government policy

and student pressure, this is driving the University to reduce carbon emissions. This plan, in line with

the recent Environmental Sustainability Policy approved by the Sustainability Programme Board and

Vice Chancellor in October 2010, demonstrates that we are committed to positive action to address our

environmental sustainability.

Our new Strategic Plan aims to transform the University in six strategic goal areas, which includes

engagement, our people and infrastructure and services. We recognise that environmental

sustainability has not been a priority in the past but as part of the transformation of the University, we

hope to take the opportunity to embed environmental sustainability and subsequently improve our

performance.

Where are we now?

Our carbon emissions baseline for 2005/6 is almost 20,000

tonnes of carbon dioxide equivalent.

This baseline includes emissions from buildings, refrigerant gas

leaks, waste to landfill and the University fleet.

Energy consumption accounts for nearly all the University’s measured carbon emissions (94%) and the

majority of costs (84%). The cost analysis shows that, although water only accounts for a small

percentage in terms of carbon, for costs it is 11% so there are financial benefits to reducing water

consumption.

Figure 2 Carbon emission baseline 2005/6

Emissions, total -

electricity, tCO2e,

13284, 67%

Emissions, total -

gas, tCO2e, 5393,

27%

Emissions, total -

oil, tCO2e, 262, 1%

Emissions, total -

water, tCO2e, 149,

1%

Emissions, total -

waste, tCO2e, 658,

3%

Emissions, total -

fleet, tCO2e, 52,

0% Emissions, total -

refrigerant gases,

tCO2e, 105, 1%

2005/6 Carbon Footprint

Gas

23%

Oil

1%

Fleet

1%

Electricity

60%

Waste

4%

Water

11%

Costs Breakdown for Baseline Year

2005/6

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University of Salford will reduce the carbon emissions from its activities by 43% from the 2005/6 baseline, by September 2020

An intermediate milestone is to reduce emissions by 30% by September 2015 from the 2005/6 baseline

The total aggregated Value at Stake from 2009/10 to 2014/15 in energy related costs is £3 million and in carbon emissions is 22,000 tCO2e

Where do we want to be?

The objectives of this carbon management plan are;

To establish a better understanding of the University’s carbon footprint

To manage and reduce overall energy consumption and expenditure

To develop and implement a monitoring and targeting strategy for reducing energy

consumption

To contribute to the National and Local carbon reduction objectives

To embed carbon management consideration within University overall strategy,

policy and decision making

To raise awareness of carbon management issues amongst University students

and staff

The targets of this plan

Where could we be?

A Business as Usual scenario has been calculated for energy consumption for carbon and costs.

Planned changes in the University estate have been taken into account in addition to predictions of

increased energy consumption due to degradation of equipment and increased occupancy and hours of

use of buildings. Predictions have also been made for energy costs; however, it should be noted that

these are likely to be conservative estimations and some variance is expected due to the volatile nature

of energy prices. These costs have also been applied to the Reduced Emissions Scenario where

carbon emissions are reduced by 30% from the 2005/6 baseline over the next 5 years in line with our

target.

£0

£500

£1,000

£1,500

£2,000

£2,500

£3,000

£3,500

£4,000

2009/10 2010/11 2011/12 2012/13 2013/14

Thousands

Financial Value at Stake

BAU SCENARIO TOTAL RES TOTAL

0

5000

10000

15000

20000

25000

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

tCO2

Carbon Value at Stake

BAU scenario total RES total

The value at stake is the difference in emissions or costs (the blue area) between the two scenarios

representing the total savings that can be expected in financial and carbon terms if the CMP is

successfully implemented. The value at stake comprises of the savings in increased energy efficiency,

Climate Change Levy costs, CRC Efficiency Scheme costs and energy price increases. From the

assumptions and predictions made the total aggregated values at stake from 2009/10 to 2014/15 are:

Figure 5 Financial Value at Stake Figure 4 Carbon Value at Stake

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How will we get there?

To achieve our carbon reduction and environmental sustainability aims, we will concentrate on the

following strategic themes;

Embedding carbon management throughout the University community

Energy and water efficiency in buildings - space management and retrofit

Building for energy efficiency – new builds and refurbishments

Onsite energy generation

Waste reduction and recycling

Sustainable procurement

Low carbon fleet

Promoting and facilitating greener travel by staff and students

Projects have been identified and evaluated for their expected carbon and financial savings. For

existing projects, already evaluated and part-implemented, annual carbon savings of 420 tonnes and

cost savings of £75,000 have been identified from an investment of £300,000. In total, projects have

been identified that, if implemented, will achieve around 120% of our target carbon reductions. This

allows for some loss of projects or less carbon reductions than expected but will also contribute to the

stretch target of 43% reduction by 2020. If implemented, these projects could save over 4500 tonnes of

CO2e and £800,000 in 2014/15.

Financing the programme

Initially, many projects will be funded through the Salix ‘Revolving Green Fund’ that the University

successfully received in 2009. For projects not eligible for this funding, efforts will be made to finance

through existing programmes, such as the Estate Campus Plan and ITS Strategy, and from the existing

energy budget.

Each project will be assessed on a case by case basis with respect to expected carbon savings and

payback periods. When considering these options it is recognised that a longer term, or whole-life

costing approach where capital expenditure is analysed alongside operational savings and expenditure,

is required to better assess our carbon reduction options. This will be particularly important as we get

closer to our target emissions.

In addition, it is recognised that the best time to implement carbon management measures, especially

energy and water related projects is at the time of major refurbishment and new build when they can be

incorporated into the design phase. This should be incorporated into the Capital Project and Minor

Works budgets.

The University Executive Committee has agreed to ensure that the University’s prioritisation of funding

proposals is consistent with its commitment to the Carbon Management Plan. External funding

opportunities will also be explored.

Embedding carbon management

In order for this CMP to be successfully implemented and the objectives and benefits for the University

to be realised it will be necessary to embed carbon management into the day-to-day operation of the

University – particularly the infrastructure and our people; in line with the University Strategic Plan. The

CMP will also contribute to the interdisciplinary themes, particularly Energy, as identified in the research

and innovation strategy, by showcasing carbon management in action on campus.

The Environmental Sustainability Policy and Carbon Reduction Target will be specifically referred to

within future Strategic and other high level plans and embedded, by way of local objectives and targets,

into local business plans. It will be recognised that the whole University community has a responsibility

for their environmental impact, as such objectives and targets will be reflected in personal objectives

where relevant and eventually all job specifications.

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New frameworks will be developed to ensure we can evaluate the carbon and wider environmental

impacts of our strategic decisions, particularly in business travel, construction and procurement. A

whole-life costing approach will be embedded as much as possible especially with respect to capital

projects.

Environmental sustainability will be embedded into all teaching programmes that the University provides

as and when opportunities arise.

We will become better at the way we collect and manage our data with regards to carbon emissions. A

metering strategy is being implemented so that we can see building by building, as a minimum, what is

being consumed and when for electricity, gas and water. This will support identification of energy

intensive areas and subsequent energy reduction projects.

This will also support communication programmes by enabling information to be displayed and reported

for every building user at the entrance encouraging ownership. It is recognised that behaviour change is

more than just awareness; a strategy to raise awareness by improving communication but aligning this

with infrastructure improvements to encourage behaviour change will be implemented as part of this

plan. An important component of this will be to establish a network of green representatives across the

University to support communication and encourage behaviour change.

Programme management

Good Programme Management is essential to achieve the ambitions of this Carbon Management Plan.

The Carbon Management Plan will have senior, strategic ownership through the Strategic Plan,

specifically Goal 3 – Transforming Engagement. This will be supported by the Sustainability Programme

Board, who report directly to the Executive Committee, to ensure it is aligned with the University

Strategic Plan and receives appropriate priority and drive.

In addition to Senior Management, project owners and other stakeholders are identified in a Carbon

Management Projects Team. This team will bring together the diverse set of projects across the

University to ensure coherence and coordination of carbon reduction activities and to demonstrate

results.

There will be quarterly reporting to the Sustainability Programme Board of carbon emissions from

energy (once data management allows) and progress of projects. Progress towards embedding carbon

management will be reviewed every 6 months. Key performance indicators have been established

through the Executive Committee for a number of metrics including carbon emissions. Progress on

these will be reported quarterly, along with a progress report on the embedding carbon strategy.

The CMP will be fully reviewed on an annual basis. This will include a review of emissions profile,

targets and projects as well as the identification of new opportunities. The annual review will be

reported to the Executive Committee via the Sustainability Programme Board and externally to the

Carbon Trust.

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1 Introduction

Global climate change is recognised as the key environmental threat facing the world. Concerns over

fossil fuel depletion, security of energy supplies and rising energy costs are focussing the attention of

individuals, organisations and governments on the need for energy conservation and carbon emission

reduction. The University of Salford is committed to playing its part in making the world a more

sustainable, responsible and equitable place. As one of the largest organisations in the Greater

Manchester region with over 20,000 students, 2,800 staff and a land holding of 70 hectares in Salford

the University recognises the impacts it has on a local, regional and global environment. Accepting this

responsibility, there are a number of commitments that the University has made in order to improve and

enhance its influence on the environment; the development and implementation of the Carbon

Management Plan is a key commitment.

The University is one of 33 Universities taking part in Phase 6 of the Higher Education Carbon

Management (HECM) programme. Participation in the HECM programme is seen as an opportunity to

make significant progress towards reducing the impact that we have as a University using a coordinated

and sustained approach. The programme has supported the University to establish a Carbon Footprint

and develop this Carbon Management Plan (CMP) to reduce it. The CMP is a dynamic plan to reduce

emissions by an aspirational target over the next 5 years and sustain Carbon Management in the longer

term. The following 5 step process has been followed:

A Sustainability Programme Board and a Carbon Management/Sustainability Projects Team have been

established. The Sustainability Programme Board will provide senior commitment, direction and drive

the programme. The Projects Team will facilitate development and implementation of the Carbon

Management Plan. It is envisaged that, while the initial focus of both groups will be carbon

management, the wider sustainability agenda will be addressed.

In addition to demonstrating environmental responsibility, there are a number of benefits for the

University from developing a carbon management plan as shown below.

Figure 6 Carbon management plan process

Benefits to the University

� Improved understanding of our energy consumption and carbon emissions

� Better data collection and monitoring mechanism enabling effective targets for energy reductions with the potential to lead to significant savings on current energy expenditure

� Increased understanding of the impact of University waste management and subsequent improvement in management strategy to reduce waste to landfill

� Increased understanding of the sustainability of University procurement decisions and practices and subsequent improvement in management strategy to improve sustainability

� Improved understanding of the impact of University travel which can feed into review of Transport Strategy

� Carbon management as a key consideration in University policy and development to enable the University to incorporate principles of sustainability in response to funding bodies and Government strategy

� Improved awareness of carbon management issues amongst the University community and external stakeholders to enable reduced carbon impact of their activities

� Enhanced University sustainability profile internally and externally, e.g. People and Planet Green League

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2 Carbon Management Strategy

2.1 Context and drivers for Carbon Management

As a University we recognise that environmental sustainability has not been a priority in the past as

demonstrated by our poor position in the People and Planet Green League (dropping from 46th in 2007

to 122nd

in 2010). However, this is now being addressed with the recruitment of a dedicated

Environmental Sustainability Team, the development of an Environmental Sustainability Policy and

participation in the HECM and EcoCampus programmes. The University has been motivated to take

action to address environmental sustainability performance by internal policy, regulatory and legislative,

financial and reputational drivers.

• Climate Change

Climate change is now accepted as a major global

challenge that is with us and is set to intensify. There is

strong scientific evidence to suggest that our changing

climate is the result of human behaviour, in particular

our carbon dioxide emissions. There is also a growing

understanding of how the impacts of climate change will

vary across the world as a result of increasing average

global temperatures (Figure 7); melting sea ice and

increasing sea temperatures which could cause flooding

of low lying areas, and increasing extreme weather

events. These impacts will affect the way plants and

animals live, in turn affecting yields and the spread of

diseases such as malaria.

As well as our moral responsibility to act to reduce carbon emissions; the reliance on non-renewable

fossil fuels and the issue of peak oil is a significant concern for large consumers of energy due to the

subsequent uncertainty in energy security and volatility of prices. Energy and fuel costs have increased

by well over 50% since 2004, and this trend is not expected to change. To reduce the risk associated

with volatile energy markets it is necessary to ensure that energy is used as efficiently as possible.

• National Policy and Legislation

The UK Government is putting increasing pressure on the whole public sector to lead by example in

cost saving and climate change mitigation through energy efficiency and emissions reduction. Action by

the public sector will be critical to the achievement of the Government’s climate change objectives. The

Climate Change Act (which the UK adopted in 2008) sets a target for the UK of reducing carbon

emissions to 80% below 1990 levels by 2050. To help meet this target, the government has a number

of policies which will only strengthen as we progress towards the target.

HEFCE’s 2008 and 2009 grant letters from the Secretary of State demanded the establishment of a link

between performance on carbon reduction and future capital allocations. HEFCE has committed to a

sector wide carbon reduction target of 34% reduction by 2020 from 1990 levels (43% based on 2005/6).

This led to the requirement for HEIs to set their own carbon reduction targets for 20201, and develop

individual carbon reduction strategies, targets and associated carbon management plans. Performance

against these plans will be a factor in future capital allocations.

Legislative drivers include the introduction of the Carbon Reduction Commitment Energy Efficiency

Scheme, which will require organisations which consumed more than 6,000 Mega Watt hours of half

1 Carbon reduction target and strategy for England, HEFCE, January 2010

Figure 7 Past records (medium-high emissions scenario) of Earth’s surface temperature change (accessed from www.metoffice.gov.uk on 8

th November 2010)

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hourly monitored electricity during 2008 to buy carbon allowances annually, based on consumption, to

cover their carbon emissions. The University of Salford is required to participate in this scheme which

will be an increased financial burden on the University (see Table 6) so it is essential that these costs

are minimised through a reduction in carbon emissions.

Other legislative drivers include compliance with:

- the Energy Performance of Buildings (Certificates and Inspections) (England and Wales)

Regulations 2007 which require annual Display Energy Certificates for buildings over 1000m2;

- the strengthened Building Regulations Part L (Conservation of fuel and power) and F

(Ventilation), published in 2010 which should give rise to improved efficiencies in new buildings

and major refurbishments;

- policy levers such as the landfill tax escalator, and Section 106 planning consents leading to

the development of our Travel Plan.

• Local Drivers

Locally the North West Climate Change Action Plan aims to stimulate and measure the progress of

England's Northwest towards a low-carbon economy, preparing it for the challenges of a changing

climate and expected future energy demands, whilst protecting and enhancing quality of life and

preserving the Northwest's rich environment. Additionally, the local Strategic Partnership, Partners IN

Salford, of which the University is a member, has developed a Climate Change Strategy. One of the key

performance targets of Salford’s Climate Change Strategy is to “reduce per capita carbon emissions by

12.5% between 2008 and 2011”. In effect this will seek to reduce the individual carbon footprint of

Salford residents from 6.7 tonnes to 6.2 tonnes by 2011. It is anticipated that 7-8% of this target would

be met by national initiatives /new technologies and 4-5% by local action. As a University based within

this area, we have an opportunity to contribute to this action plan through our research and

demonstration projects on campus as well as by awareness raising and education of University

students and staff.

• Internal Policy Drivers

Our new Strategic Plan 2009/10 to 2017/18 – Transforming our University - shows our mission and

vision, our six strategic goals - which directly address our comprehensive and demanding agenda for

change - and organising themes chosen to reflect our current strengths and the opportunities derived

from change and challenge in the national and global economies. The six strategic goals are:

• Goal 1 – Transforming learning and teaching

• Goal 2 – Transforming research and innovation

• Goal 3 – Transforming engagement

• Goal 4 – Our people

• Goal 5 – Transforming infrastructure and services

• Goal 6 – Internationalising the University

The organising themes are:

• Energy

• Media, Digital Technology and the Creative Economy

• Built and Human Environment

• Health and Wellbeing

This plan will particularly contribute to goals 3, 4 and 5 by supporting engagement and influence with

the wider and University community for social good, development of the workforce through awareness

raising of carbon management issues and developing the University spaces, infrastructure and services

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to improve their environmental sustainability. We also aim to contribute to the interdisciplinary themes,

particularly Energy as identified in the research and innovation strategy by showcasing carbon

management in action on campus.

The University Academic Plan projects significant increases in student numbers up to 2016/17. The

University Campus Plan aims to be delivered over a 15 year period; however, Phase 1 (years 1-5) will

include a number of new buildings (funded by the University and externally), significant refurbishment,

public realm and infrastructure improvements and demolition of a number of redundant, unfit-for-

purpose buildings. This presents a significant opportunity to ensure carbon management is embedded

throughout our infrastructure and increase our influence on the University community.

The University recognises we have a responsibility to consider wider social and environmental issues

within our operations. There is increasing public awareness of climate change and other environmental

issues and our environmental performance is likely to be increasingly considered by current and

prospective students, staff and members of the local community. For example, the People and Planet

Green League is a very visible measure of environmental sustainability performance and includes an

assessment of carbon management. Our Environmental Sustainability Policy includes a commitment to

reducing both the direct and indirect carbon footprint of the University and investing in low carbon

consumption of energy as a key strategic research theme across all areas of discipline. We recognise

that, as energy is a major academic theme of the University, we should demonstrate that we take the

issue seriously in the way we operate.

2.2 Strategic themes

In line with the University Strategic Plan, the Carbon Management programme will concentrate on the

following strategic themes:

Embedding carbon management throughout the University community

Energy and water efficiency in buildings - space management and retrofit

Building for energy efficiency – new builds and refurbishments

Onsite energy generation

Waste reduction and recycling

Sustainable procurement

Low carbon fleet

Promoting and facilitating greener travel by staff and students

2.3 Targets and objectives

The objectives of this carbon management plan are:

� To establish a better understanding of the University’s carbon footprint

� To manage and reduce overall energy consumption and expenditure

� To develop and implement a monitoring and targeting strategy for reducing energy consumption

� To contribute the National and Local carbon reduction objectives

� To embed carbon management consideration within University overall strategy, policy and

decision making

� To raise awareness of carbon management issues amongst University students and staff

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University of Salford will reduce the carbon emissions from its activities by 43% from the 2005/6 baseline, by September 2020

An intermediate milestone is to reduce emissions by 30% by September 2015

The targets of this plan:

Figure 8 shows our carbon footprint to 2020 incorporating measured emissions to date, predicted

emissions with current planned reduction projects and emissions in line with our targets of a 30%

reduction over 5 years and 43% reduction by 2020 from 2005/6 levels. The red line shows carbon

emissions to 2009/10, the pink line indicates emissions based on current planned projects in this CMP

from where we are in 2009/10 and the blue line the planned emission reductions based on our target

from 2015 to 2020.

Figure 8 Our footprint to 2020

-

5,000

10,000

15,000

20,000

25,000

2005 2010 2015 2020

Carbon (tonnes)

Year

Summary of Carbon Emissions and Targets

Carbon emissions to date

Planned reduction to 2015

Planned reduction from 2015 to 2020

18,099 tonnes

11, 344 tonnes

13,931 tonnes

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3 Emissions Baseline and Projections

Calculating an emissions baseline is the first step to enable the University to quantify and understand its

carbon footprint. This section details the sources used to calculate the University’s carbon footprint and

their limitations. This emissions baseline will be used to monitor and measure changes in emissions

resulting from the carbon-saving initiatives identified in Section 4.

3.1 Scope

The scope of the University’s baseline emission calculations covers both non-residential and residential

buildings over which it has direct control (ownership), and includes carbon produced from the following

sources. Details of the data used to calculate the emissions baseline are shown in Table 1.

� Buildings - energy and water consumption

Direct emissions from energy use, i.e. gas and oil, and indirect emissions from electricity and water use

at the University level. Where electricity sub-metering allows, use will be narrowed down into campus

level and where possible building level. The buildings have been split into non-residential (teaching,

research, library, office, other), residential and recreation. Within this report only an overview total for

each emission category has been provided. Student accommodation provided by external organisations

has been excluded.

� Refrigerant Gases

The fugitive emissions associated with the leak of refrigerant gas from HVAC-R (heating, ventilation and

air conditioning) systems and RAC (refrigeration and air conditioning) systems. This will be calculated

from records retained annually of the gases required to top up the systems. Data is only available for

2008/9 so this will be used as part of the 2005/6 baseline.

� Waste Management

Emissions related to the amount of waste collected and the amount sent to landfill and/or recycling from

both residential and non-residential buildings. However, it should be noted that this data is based on

estimations made from the number of bins onsite and average weights.

� Travel and Transport

The emissions resulting from the University’s own vehicle fleet will be included; data for 2008/9 will be

used for the 2005/6 baseline due to a lack of historic data.

The sources below have not been considered at this point as appropriate data is not available.

However, related carbon reduction opportunities will be considered under ‘other projects’ and emission

data may be considered in future baselines as mechanisms are developed to collect and analyse:

� Staff business travel (air, rail and car hire)

� Student commuter travel (including international students arriving in the country)

� Visitor and contractor travel

� University Campus Bus Service

� Procurement

Emissions associated with the purchase and deliveries of products/services at the University have been

excluded from the baseline as these emissions are currently not directly measurable. Generalised

carbon emission savings associated with improved procurement practices through choice of

product/service or reduced delivery miles, will be reported through the University Sustainable

Procurement Strategy as it is developed.

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Table 1 Data obtained to calculate emissions baseline

Scope Details Owner Sources CO2 Conversion Factors

Scope 1 Gas & Oil Gas & oil in non-residential and residential buildings

Estates & Property Services: Energy Manager

Invoices, supported by meter readings & automated sub-metering system for gas

Gas: 0. 184kgCO2e/kWh Oil: 0. 277kgCO2e/kWh

Refrigerant gases

Fugitive emissions from leaks from heating, ventilation, air-conditioning and refrigeration systems

Estates & Property Services: CAFM & PPM Support

Reports from suppliers of refrigerants added during service & maintenance

R407C: 1,526kgCO2/kg R410A: 1,725kgCO2/kg R417A: 1,950kgCO2/kg R110A: 2,403kgCO2/kg R22: 1,810kgCO2/kg

Travel & Transport

Emissions from fleet vehicles

Estates & Property Services: Team Leader Operational Support

Litres of fuel from fuel card information

Petrol: 2.3307kgCO2e/l Diesel: 2.6694kgCO2e/l LPG: 1.4968kgCO2e/l

Scope 2 Electricity Electricity in non-residential and residential buildings

Estates & Property Services: Energy Manager

Invoices, supported by meter readings & automated sub-metering system

0.544kgCO2e/kWh

Scope 3 Waste Management

Waste collected for disposal to landfill from non-residential and residential buildings

Estates & Property Services: Campus Manager

Tonnage estimates of waste sent to landfill

447kgCO2e/tonne

Other Water Water in non-residential and residential buildings

Estates & Property Services: Energy Manager

Invoices, supported by meter readings & automated sub-metering system

0.404kgCO2e/m3

Notes to Table 1:

� Conversion factors used are those provided by the Carbon Trust in the baseline tool v2 10/9/10 (as above). The conversion factors for both utilities and waste were originally taken from DEFRA’s ‘Environmental Reporting Guidelines for Company Reporting on Greenhouse Gas Emissions’.

� The emissions from waste sent to landfill only account for the direct emissions given off by the waste as it decomposes and take no account of the off-campus transport to its disposal point.

� CO2e is a unit into which greenhouse gases other than CO2 are converted so that they can be directly compared (‘e’ is for equivalent).

� Zero emissions have been allocated to the recycling of waste as these will be counted by the recycling organisation.

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3.2 Baseline

The target for CO2 emissions reductions is based on 2005/6; this is in line with HEFCE targets. Where

data for 2005/6 cannot be obtained and more recent data has been used; this has been indicated in

Table 2 below.

Table 2 Breakdown of baseline CO2 emissions for 2005/06

Scope Tonnes CO2 % Emissions Cost (£) Data

Scope 1 Gas & Oil 5657 28.4% £582,000 Actual 05/06

Refrigerant gases 105 0.5% N/A Actual 08/09

Travel & Transport - Fleet

52 0.3% £16,000 Actual 08/09

Scope 2 Electricity 13,284 66.7% £1,465,000 Actual 05/06

Scope 3 Waste Management

658 3.3% £93,000 Estimated 05/06

Other Water 149 0.75% £281,000 Actual 05/06

TOTALS 19,902 100% £2,437,000

The data shows that energy consumption (electricity, gas and oil) accounts for nearly all of the

University’s measured carbon emissions, 94% and accounts for 83% of the total cost.

Figure 9 Summary of emissions for baseline year 2005/06

The costs breakdown in Figure 10 indicates that, although water emissions account for only 1% of the

baseline in terms of carbon, when looking at our costs it accounts for 11%; therefore there are

potentially significant benefits in reducing our water consumption.

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Figure 10 Cost breakdown for baseline year 2005/6

Figure 11 shows how our carbon emissions have changed from 2005/6 to 2008/9. From these changes,

our target based on 2005/6 emissions equates to a reduction of almost 24% from 2008/9 emissions.

The reduction in 2007/8 is believed to be a result of data error rather than attributed to any deliberate

actions. The University has been investing in energy management and efficiency significantly over the

last 3 years which will have contributed to this overall reduction. In July 2009 the University was

successful in receiving Salix funding for an internal ‘Revolving Green Fund’. Using this money the

University can fund over fifty eligible technologies that work quickly to save energy but continue to work

effectively for many years. These have included upgrading lighting, heating and insulation systems, and

controls systems. Money saved on energy costs can then be reinvested in more energy saving

initiatives. An example, by installing LED lighting in a car park, at a cost of £17,000, the University of

Salford will save a lifetime total of more than £35,000 and 226 tonnes of CO2.

Figure 11 Annual Carbon Emissions 2005/6 to 2008/9

0

5000

10000

15000

20000

25000

2005/6 2006/7 2007/8 2008/9

Carbon Emissions 2005/6 to 2008/9

Emissions, total - refrigerant

gases, tCO2e

Emissions, total - fleet, tCO2e

Emissions, total - waste, tCO2e

Emissions, total - water, tCO2e

Emissions, total - oil, tCO2e

Emissions, total - gas, tCO2e

18,099 tonnes

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3.3 Projections and Value at Stake

The Business as Usual (BAU) scenario has been calculated for the University’s carbon emissions until

the end of this carbon management plan at the end of 2014/15. The baseline forecasts are based on

planned developments within the campus estate, as in Table 3 below, and assuming a continuing trend

of 5% increase in energy consumption due to degradation of equipment and increase in efficiency of

use of buildings in terms of increased occupancy levels and hours of use. These developments are not

exhaustive and may be subject to unforeseen changes. It should be noted that these forecasts are

estimates only and some variance is expected; also that these scenarios are calculated for the

emissions from energy consumption and fleet only.

Table 3 Planned developments 2011-15

Year Planned developments

2011

Demolition of Ashworth, Myers, Solvent Store, Wakefield buildings

Low impact refurbishment of Brian Blatchford and Humphrey Booth House buildings. ITS move to

Humphrey Booth

Installation of ‘Energy Hub’ and new laboratories at Cockcroft building

New building at MediaCity UK (leased)

2012 Low impact refurbishment Chapman building and Gilbert Rooms

Removal of Bramall and Matthias Court from accommodation portfolio

2013

Demolition of Allerton Annexe and Centenary building

Low impact refurbishment Allerton building

New School of Art & Design, Music, Media & Performance buildings

2014

Demolition of Adelphi building, Adelphi House, Castle Irwell, Horlock and Constantine Courts

Low impact refurbishment of Clifford Whitworth building

New Residential Phase 2 (1300 units) (developer owned)

2015 Low impact refurbishment Business House, Maxwell building and Maxwell Hall

New School of Art & Design

The volatile nature of the energy markets makes it very difficult to predict our costs for utilities and fuel

over five, or even a single year. Therefore, a number of assumptions have been made to allow us to

calculate a Business as Usual scenario and a Value at Stake. University of Salford has recently

switched electricity procurement (October 2010) to a flexible contract to help ensure the most cost

effective price for electricity can be achieved; this makes it even more difficult to predict. Gas is

currently on a fixed price contract until November 2011; from then it is envisaged that this will also be

switched to a more flexible contract.

In addition to the direct cost of utilities, increased consumption will also add further costs. The Climate

Change Levy (CCL) is paid by the University on all non-residential gas and electricity consumption. The

Carbon Reduction Commitment Energy Efficiency Scheme, as detailed in Section 2, will also add costs

as we will be required to buy carbon allowances annually from 2012, based on consumption, to cover

our carbon emissions. See Table 6 for details of additional costs estimated.

For new build areas, such as the AMSS building, an assumption has been made that this will consume

similar energy per square metre as the areas that will be replaced as similar activities will be going on in

the new building.

A summary of all the assumptions made in terms of consumption and costs are detailed in Table 4.

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Table 4 Business as Usual Assumptions

Element Assumption Reference for assumption

Electricity consumption

Increasing 5% per annum plus decreases/increases

as changes in estate

Based on estimations due to extra

equipment and increased occupancy of

buildings

Electricity cost Flexible contract - increasing 5% per annum Based on advice from The Energy

Consortium

Gas consumption Increasing 5% per annum plus decreases/increases

as changes in estate

Based on estimations due to increased

occupancy of buildings

Gas cost Contract cost up to Nov 11 then increasing 5% per

annum

Based on advice from The Energy

Consortium

Transport – fleet Increase of 0.7% per annum Based on DTI (now DBERR) figures in

EP68

CRC Energy Efficiency

Scheme

£15/tonne of carbon from 2012 and £20/tonne from

2014

Based on current trading prices and

estimated increases for 2014

Climate Change Levy

(CCL)

Only payable on electricity and gas purchased. Rising

3% per annum

Based on government estimates

The value at stake for the University is the difference between full implementation of the carbon

management plan and taking no action, i.e. the potential carbon and cost savings of managing carbon

and implementing projects to reduce carbon emissions by 30% from 2005/6 levels over the next 5 years

(by 2014/15).

Projected carbon emissions for each year have been calculated for the Business As Usual scenario.

These are based on the planned developments for the next 5 years and the assumptions as detailed in

Tables 3 and 4 and assuming the University made no investment in carbon management initiatives. As

can be seen there is a significant increase over the next five years in this scenario with a drop expected

towards the end of the 5 year period. This is mainly due to the addition and removal of University

buildings as described in Table 3. For the Reduced Emissions scenario, an assumption has been made

that there will be an even reduction per annum but this could change depending on the carbon

reduction projects that the University chooses to implement. Figure 12 illustrates the carbon value at

stake which is the different between the BAU and RES scenarios and totals nearly 40,000 tonnes of

carbon dioxide equivalent.

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Figure 12 Carbon Value at Stake

0

5000

10000

15000

20000

25000

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

tCO2

Carbon Value at Stake

BAU scenario total RES total

Table 5 Carbon related Value at Stake (tonnes)

tCO2e 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Total BAU 17373 19182 18095 19972 16679 13955

Total RES 16024 15100 14228 13407 12633 11904

VAS per year 1349 4083 3867 6565 4046 2051

VAS aggregated savings 1349 5432 9298 15864 19910 21960

The graph in Figure 13 shows the projected energy related costs if the University made no investment

in carbon management initiatives.

Figure 13 Energy related costs – Business as Usual Scenario

£0

£500

£1,000

£1,500

£2,000

£2,500

£3,000

£3,500

£4,000

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Thousands

Business as Usual

CRC

CCL

Fleet

Gaseous fuels

Grid electricity

Value at Stake

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Table 6 Energy related costs (£’000) – Business as Usual Scenario

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Electricity £1,658 £1,735 £2,027 £1,901 £2,163 £1,916

Gas £821 £758 £821 £898 £1,044 £851

Transport - fleet £0 £0 £0 £271 £300 £334

CCL £135 £142 £161 £157 £178 £153

CRC £25 £27 £31 £34 £38 £42

Total £2,638 £2,662 £3,040 £3,261 £3,722 £3,296

The graph in Figure 14 illustrates what could be expected to be achieved if we were to successfully

meet our target of 30% reduction in carbon emissions from 2005/6 baseline by the end of 2014/15.

Again, an assumption has been made that there will be an even reduction per annum but this could

change depending on the carbon reduction projects that the University chooses to implement. It should

be noted that any conclusions drawn from both these graphs should be treated with caution due to the

volatility in the energy market mentioned above.

Figure 14 Energy related costs – Reduced Emissions Scenario

£0

£500

£1,000

£1,500

£2,000

£2,500

£3,000

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Thousands

Reduced Emissions Scenario

CRC

CCL

Fleet

Gaseous fuels

Grid electricity

Table 7 Energy related costs (£’000) – Reduced Emissions Scenario

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Electricity £1,658 £1,643 £1,628 £1,614 £1,599 £1,585

Gas £821 £691 £689 £687 £686 £684

Transport - fleet £25 £26 £28 £29 £31 £33

CCL £135 £133 £131 £129 £127 £126

CRC £0 £0 £0 £213 £201 £253

Total £2,638 £2,493 £2,476 £2,673 £2,645 £2,680

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The total aggregated Value at Stake from 2009/10 to 2014/15 in energy related costs is £3 million and in carbon emissions is 22,000 tCO2e

Figure 15 illustrates the financial value at stake; the difference between the BAU and RES scenarios.

Figure 15 Financial Value at Stake

£0

£500

£1,000

£1,500

£2,000

£2,500

£3,000

£3,500

£4,000

2009/10 2010/11 2011/12 2012/13 2013/14

Thousands

Financial Value at Stake

BAU SCENARIO TOTAL RES TOTAL

Table 8 Energy related Value at Stake costs (£’000)

£ 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Total BAU £2,638 £2,662 £3,040 £3,261 £3,722 £3,296

Total RES £2,638 £2,493 £2,476 £2,673 £2,645 £2,680

VAS per year £0 £169 £564 £588 £1,078 £616

VAS aggregated savings £0 £169 £733 £1,321 £2,399 £3,015

Value at Stake

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4 Carbon Management Projects

The purpose of this section of the plan is to list and prioritise the opportunities identified for carbon

emissions savings and sustainable practices that are critical to ensuring the University achieves the

five-year reduction target. Some opportunities may reduce carbon emissions outside of the emissions

accounted for within the baseline but these are given equal priority as it is expected that we will expand

our baseline to include more Scope 3 emissions in the future. Some projects will only have estimated

emission reductions assigned and there are feasibility studies planned which have the objective of

determining the scale and cost of future projects. The projects under 4.1 to 4.3 are described in detail in

Appendix B. Projects in 4.4 are estimations at the current stage and will require further investigation

before progressing.

In total, projects have been identified that, if implemented, will achieve just over 120% of our target

carbon reductions. This allows for loss of projects and less carbon reductions than expected but will

also contribute to the stretch target of 43% reduction from the 2005/6 baseline by 2020.

Significant carbon reduction is resulting from building removal; this is taken into account in the Business

as Usual scenario and does not form the primary strategy for carbon management. Further actions

relating to lighting, control, behaviour change and equipment upgrade have been identified which are a

more sustainable, long term commitment to carbon reduction. We also recognise that significant

savings will be made from the transfer of ownership of student accommodation (the University will no

longer ‘own’ the carbon emissions). Again this is not part of the strategy for carbon reduction and the

influence that we can have on the students that reside within the accommodation will be included within

carbon reduction projects identified.

The following sections are only supposed to provide a ‘snapshot’ of where we are to date with

identification and quantification. A Carbon Management Projects Register will be maintained by the

Energy Manager to record, quantify and evaluate projects on an ongoing basis.

4.1 Existing projects

The projects in Table 9 have been implemented in the previous two years and are expected to

contribute to the reduction in carbon emissions towards our target. The costs for these projects are

likely to be based on quotations rather than estimates; the financial and CO2 savings are based on

estimations from a variety of sources as implementation may only be partially completed.

Table 9 Existing carbon reduction projects

Ref Project Lead Cost Annual Saving Pay back

NPV % of Target

Year

Cap’l Rev’ue Fin CO2

ENE-

002

LED Lighting Faraday Car Park

Tony

Hughes £17,000 £3,400 19 5.0 -£11,276 0.41% 2009

ENE-

010 Caste Irwell Control Valves on

heating for better zoning

Tony

Hughes £46,224 £9,900 61 4.7 -£21,828 1.35% 2009

ENE-

017 VSD to be fitted to all motors

above 3kW

Tony

Hughes £58,277 £10,000 54 5.8 -£96,876 1.21% 2009

ENE-

042 PIR Control of Mary Seacole

lighting lecture theaters &

corridors

Tony

Hughes £36,000 £5,000 27 4.8 -£26,375 0.61% 2009

ENE-

004 Light Fittings replacement

Maxwell Building, using LED and

T5 with PIR & LUX sensors

Tony

Hughes/

ML £120,000 £19,000 103 4.4 -£104,548 2.30% 2010

ENE-

005 AMR - All buildings to have

Electricity, Gas and water meters

installed

Tony

Hughes/

ML £20,000 £27,500 155 0.7 -£433,242 3.45% 2010

Totals £297,501 £0 £74,800 419 -£694,145 9.33%

In total projects related to awareness raising, including automatic meter readings (as above) and energy

clocks, have been calculated to reduce our total energy consumption by 4.1%.

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4.2 Planned / funded projects

Table 10 is a list of projects for which University has planned and has funding. The predicted energy

and CO2 savings identified in each of the projects below come from a range of sources, including the

University’s internal energy team, specialist environmental advisers and other specialists in the field.

Table 10 Planned/funded carbon reduction projects

Ref Project Lead Cost Annual Saving Pay back

NPV % of Target

Year

Cap’l Rev’ue Fin CO2

ENE-

008 Light fittings replacement for

Humphrey Booth and Brian

Blatchford, Using LED & T5 w. PIR

Naweed

Mazhar £44,300 £6,700 36 4.6 -£35,539 0.81% 2011

MAN-

015

Awareness raising campaign

Rebecca

Bennett £0 £10,000 £27,500 155 0.0 -£248,717 3.45% 2010

MAN-

016 Energy awareness training for

staff to be part of general

induction

Rebecca

Bennett £0 £500 £3,250 18 0.0 -£31,187 0.41% 2011

ENE-

024 BMS - Control and set points to

be finalised and continually

reviewed to ensure not being

changed.

Jeff

Capper £2,000 £500 £13,600 76 0.1 -£230,389 1.70% 2011

ENE-

030 GREEN IT - Printer Rationalisation

Paul

Turton £5,000 £3,500 19 1.4 -£24,108 0.42% 2011

ENE-

044 Replacement boiler in Faraday

House

Matteo

Littera £40,000 £5,400 33 7.4 -£49,000 0.74% 2011

ENE-

045 Replacement boiler in Humphrey

Booth

Mike

Corbett £30,000 £3,900 24 7.7 -£34,278 0.53% 2011

ENE-

046 PIR detection to be installed on

each of the 370 stand-alone A/C

units across the campus

Paul

Bruton £45,000 £74,000 403 0.6 -£1,191,114 8.96% 2011

ENE-

47

Replacement 4x5kW A/C units at

Adelphi with 1x10kW high eff

inverter-driven unit

Paul

Bruton £10,000 £1,800 10 4.3 -£27,907 0.22% 2011

Totals £176,300 £11,000 £139,650 775 -£1,872,240 17.24%

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4.3 Near term projects

Table 11 is a list of potential projects that the University is considering implementing over the next 5

years. Again the predicted energy and CO2 savings identified in each of the projects below come from a

range of sources, including the University’s internal energy team, specialist environmental advisers and

other specialists in the field; however, the estimations may be less accurate and require further

investigation. Funding for these projects is yet to be secured but is likely to be granted. Some further

investigation into some of the projects may be required before approval.

Table 11 Near term carbon reduction projects

Ref Project Lead Cost Annual Saving Pay back

NPV % of Target

Year

Cap’l Rev’ue Fin CO2

ENE-

006 All buildings to have "Energy

Clocks" displayed at building

entrance

Matteo

Littera £15,000 £53,500 300 0.3 -£866,761 6.69% 2011

ENE-

019 Replace outdoor lighting with LED

fittings (Peel, Car Park, Street

Lamps)

Matteo

Littera £22,000 £9,000 49 1.3 -£119,382 1.09% 2011

WAT-

022 Water mixing units to be installed

under each sink - Allerton

Jeff

Capper £3,600 £1,500 9 2.4 -£21,122 0.20% 2011

ENE-

023 Water heating max temp limits to

be placed; Temps in showers in

leisure complex to be reviewed

too

Jeff

Capper £1,000 £500 £1,200 7 0.6 -£25,376 0.16% 2011

ENE-

027 No Electric fan heaters across

whole campus

Matteo

Littera £0 £200 £50 0 0.0 -£4,120 0.01% 2011

MAN-

031 GREEN IT - Virtualisation/Thin

computers

Paul

Turton

£1,000,000

(2 yr prog) £185,000 1007 2.7 -£156,541 22.41% 2011

ENE-

033 Pool - night cover

Matteo

Littera £500 £420 £4,307 22 0.1 -£38,816 0.49% 2011

WAT-

034 Water metering on Maxwell,

Peel, University House, Clifford

Whitworth, Cockroft, Newton

Matteo

Littera £6,000 £1,454 0 4.1 -£17,956 0.01% 2011

ENE-

029 GREEN IT - Master Power-switch

off for PCs (per room?

Software?); Sleep mode?

Paul

Turton £85,000 £35,000 190 2.4 -£206,081 4.24% 2012

Totals £1,133,100 £1,120 £291,011 1586 -£1,456,156 35.30%

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4.4 Medium to long term projects

Table 12 details measures that have been identified as potential future projects. The significant capital

cost of many of these projects means that further investigative work is required before a commitment to

proceed with these projects can be achieved. The estimated cost and savings of each scheme are only

indicative at present and would become an actual costing after the completion of the project feasibility

studies.

Table 12 Medium to long term carbon reduction projects

Ref Project Lead Cost Annual Saving Pay back

NPV % of Target

Year

Cap’l Rev’ue Fin CO2

ENE-

001 Building fabric and design for

new builds and refurbishment

(AMSS and Chapman)

Paul

Smith £600,000 £48,280 268 12.4 -£149,080 5.97% 2011

WAT-

035

Aerators on taps

Matteo

Littera £24,000 £3,270 1 7.3 -£29,901 0.01% 2012

ENE-

043

Voltage Tap-down on Maxwell

Matteo

Littera £45,000 £20,000 109 2.3 -£284,630 2.42% 2012

ENE-

009 Light Fittings replacement

Clifford Whitworth, using LED

and T5 with PIR & Lux sensors

Matteo

Littera £188,000 £29,000 158 4.5 -£157,139 3.51% 2013

ENE-

041 GREEN IT - Natural vent server

rooms

Matteo

Littera £100,000 £57,000 310 1.8 -£556,492 6.90% 2013

ENE-

028 Centralised Heating plant/Energy

centre (Biomass/CHP)

Matteo

Littera £5,300,000 £114,000 699 15.9 -£176,807 15.56% 2014

ENE-

007

Light Fittings replacement

Allerton Building, using LED and

T5 with PIR & Lux sensors

Matteo

Littera £100,000 £18,700 102 5.3 -£55,521 2.88% 2014

ENE-

003 Improve Insulation on Maxwell

and Peel

Matteo

Littera £2,548,200 £22,200 136

does

not

payback £2,182,310 3.03% 2015

ENE-

012 Building Air Tightness & double-

glazing improvements Crescent

House

Naweed

Mazhar £1,095,200 £4,500 28

does

not

payback £1,021,033 0.61% 2015

ENE-

013 Building Air Tightness & double-

glazing improvements Faraday

Naweed

Mazhar £658,000 £2,100 13

does

not

payback £623,389 0.29% 2015

ENE-

014 Building Air Tightness & double-

glazing improvements

HumphreyBooth

Naweed

Mazhar £514,200 £1,500 9

does

not

payback £489,478 0.20% 2015

ENE-

020 Reflective windown (film &

insulation) on Maxwell

Naweed

Mazar £34,560 £5,900 35 5.9 -£62,681 0.77% 2015

ENE-

025 Allerton - Zoning of heating areas

to allow for more control

Jeff

Capper £9,400 £5,250 32 1.7 -£80,424 0.72% 2015

ENE-

026 Green/Brown roofs on Maxwell

Matteo

Littera £30,000 £6,700 37 2.0 -£218,871 0.83% 2015

ENE-

040 Double glazing & Draught-

proofing windows on Maxwell

Building

Naweed

Mazhar £1,800,000 £15,000 92

does

not

payback £1,552,777 2.05% 2015

Totals £13,087,006 £0 £359,400 2066 £4,052,612 46.60%

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4.5 Other projects

The projects below relate to procurement, waste and transport impacts so will not contribute to the

carbon reduction target as the carbon savings cannot be easily quantified.

Table 13 Other unquantifiable carbon reduction related projects

Ref Project Lead Year

TRA -001 Review of the Travel Plan Travel & Transport Officer

2010/11

PRO-001 Development and Implementation of Sustainable Procurement Policy

Head of Purchasing/Environment & Sustainability Officer

2011

MAN-017 Development and implementation of Green Representatives network

Assistant Environment & Sustainability Officer

2011

FOO-001 Development and implementation of Sustainable Food Policy Director of Student Life 2011

REC-001 Recycling improvement programme Environment & Sustainability Officer

2011

MAN-018 Sustainable Construction Policy Environment & Sustainability Officer

2011

MAN-001 EcoCampus Environment & Sustainability Officer

2011

PRO-002 Procurement of recycled content paper Environment & Sustainability Officer

2011/12

4.6 Projected achievement towards target

Figure 16 illustrates how we can be expected to perform against our 30% reduction target if we

successfully implement the projects as identified within this plan. As can be seen from the chart, we are

expected to over achieve on the target which allows for some loss of projects or errors in over

estimating reductions. This illustration includes persistence factors which take into account reduced

carbon savings from projects as a result of inherent degradation of the equipment and operational

degradation caused by use through time.

Figure 16 Progress against targets with current plan

0

5000

10000

15000

20000

25000

2008/9 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Tonnes C02e

Carbon reduction progress against target

Predicted Business as Usual Emissions Target Emissions Emissions in chosen plan

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5 Carbon Management Plan Financing

The financial risks to the University if this programme is not implemented are significant. As mentioned

in Section 2, there is continued pressure from the funding body, HEFCE, to manage carbon which may

affect future funding and highly volatile energy costs add to financial risk. The HE Sector is becoming a

highly competitive marketplace and keeping overheads to a minimum will enable more funding to be

applied to student facing activities to help keep the University competitive. By developing and

implementing this plan, carbon emissions will not only be reduced but it will also help mitigate against

future cost increases, reductions in funding and other requirements.

For existing projects (Table 4.1), already evaluated and part-implemented, annual carbon savings of

420 tonnes and cost savings of £75,000 have been identified from an investment of £300,000

(excluding carbon reductions arising from building removal projects).

5.1 Assumptions

The assumptions made in calculating the benefits and savings in section 3 and below are shown in Table 4.

5.2 Benefits / savings – quantified and un-quantified

It should be recognised that a degree of flexibility is necessary in the scheduling of the projects

identified in the previous section, however, those identified have been included because they are likely

to be cost effective to implement, efficient and often have wider positive benefits to the campus

environment. The main benefits will be financial savings and carbon reduction. A summary of the

annual cost and carbon savings that could be expected up until 2014/15 are shown in Table 14 below.

This includes cost savings and carbon reductions from building removal projects.

Table 14 Annual cost and carbon savings

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Annual cost saving £18,300 £102,300 £284,261 £577,011 £669,011 £801,711

Annual CO2 saving 106 574 1575 3157 3662 4463

% of target achieved 3% 16% 45% 89% 104% 126%

Some of the unquantifiable benefits are detailed in Figure 17 below.

Figure 17 Unquantifiable benefits of achievement of the carbon management plan

Unquantified benefits:

� Improved understanding of our energy consumption and carbon emissions

� Better data collection and monitoring mechanism enabling effective targets for energy reductions with the potential to

lead to significant savings on current energy expenditure

� Increased understanding of the impact of University waste management and subsequent improvement in management

strategy to reduce waste to landfill

� Increased understanding of the sustainability of University procurement decisions and practices and subsequent

improvement in management strategy to improve sustainability

� Improved understanding of the impact of University travel which can feed into review of Transport Strategy

� Carbon management as a key consideration in University policy and development to enable the University to

incorporate principles of sustainability in response to funding bodies and Government strategy

� Improved awareness of carbon management issues amongst the University community and external stakeholders to

enable reduced carbon impact of their activities

� Enhanced University sustainability profile internally and externally, e.g. People and Planet Green League

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5.3 Additional resources

Sufficient resources are required for this plan to be effective and, in addition to financial means, the

support by various personnel throughout the University is essential. Engagement of the University

community is crucial as a significant area for improvement identified is behavioural change. Table 155

below lists the different support services and academic departments and the level of support

(resources) that will be required for effective implementation of the Carbon Management Plan and wider

Environmental Sustainability Strategy. These areas will be required to embed their own environmental

sustainability objectives into their local business plans going forward, as described in Section 6.

Table 15 Additional Resources Required

Area Resources Required

Support Services

Office of the Vice

Chancellor VC to Chair the Sustainability Programme Board. Registrar, PVC and DVC’s to champion

carbon impact assessment and management in their areas.

Advancement Services

Representatives on Carbon Management Projects Team. Awareness of carbon management

throughout the department. Support for promotion of carbon management initiatives/success

internally and externally. Development and promotion of sustainable event initiatives for

conferences.

Estates & Property

Services

Director support for Environmental Sustainability Strategy and participation in Programme

Board. Representatives from Estate Management and Operations areas on Carbon

Management Project Team. Awareness of and support for carbon management throughout the

division. Management of budget and projects for energy efficiency in buildings. Champions for

energy management and efficiency, sustainable construction & design in new builds and

refurbishments, sustainable transport and waste minimisation as well as through building

management. Lead area for Campus Masterplan, EcoCampus programme, Biodiversity

Management Strategy, Sustainable Travel and Transport Plan, Sustainable Construction and

Waste Management policies.

Student Life Directorate

Director support for carbon management and participation in Programme Board. Lead area for

Sustainable Food policy. Other representatives on Carbon Management Project Team including

accommodation and catering services. Support for promotion of carbon management initiatives

and success to students and local community where applicable.

Finance Department Director support for carbon reduction projects and participation in Programme Board. Lead on

Sustainable Procurement policy review. Other representatives on Carbon Management Projects

Team.

Governance Services

Unit Support for carbon management programme, plan and related policies.

Human Resources

Division Director support for carbon management. Representatives on Carbon Management Projects

Team. Lead for Wellbeing strategy. Support for Green Representatives staff network.

IT Services

Director support for carbon management and participation in Programme Board. Additional

representation on Carbon Management Projects Team. Lead for identification and

implementation of Green IT initiatives. Awareness of good IT carbon management and practice

throughout the division.

Learning Development

Unit Director support for carbon management. Awareness of carbon management throughout the

department. Champion for green academic practices.

The Library Awareness and support for carbon management throughout the department. Support for

communication of initiatives to University community visually in library space.

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Planning and

Performance

Director support for carbon management and participation in the Programme Board.

Incorporation of carbon management into the University risk register and performance

management process.

Student Information

Directorate

Director support for carbon management and awareness throughout directorate. Embedding of

carbon management initiatives, particularly with regards to communications to students, where

possible.

Student’s Union President support for carbon management. Representation on Programme Board and Carbon

Management Projects Team. Support for communication and implementation of student facing

initiatives. Champions for carbon management.

Change Management

Director support for carbon management with awareness and further support throughout the

unit. Embedding, where possible, carbon management initiatives/actions into existing

programmes. Supporting and assisting communication of changes relating to carbon

management.

Academic Departments

College of Arts and

Social Sciences

Director support for carbon management. Awareness throughout the college staff of carbon

management. As and when opportunities arise, incorporating environmental sustainability

themes (including carbon management) into all the teaching programmes the College provides.

College of Health and

Social Care

College of Science and

Technology

5.4 Financial costs and sources of funding

Table 16 summarises the funding requirements per year in terms of expected capital and revenue

costs. This is further broken down to committed funding and unallocated funding required. The sources

of this funding are further described below. Funding is secured for the first two years of the programme;

however, much remains unfunded. As described previously, more projects have been identified than

required to meet our reduction target; however, this allows for under achievement in some projects and

flexibility in funding of projects towards the 2020 target.

Table 16 Summary of estimated funding requirements by year

figures in £ 1000’s 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2015+

Annual costs:

Total annual capital cost £157,501 £140,000 £1,324,400 £654,000 £328,446 £5,400,000 £6,689,560

Total annual revenue cost £0 £0 £10,000 £12,320 £12,320 £12,320 £12,320

Total costs £157,501 £140,000 £1,334,400 £666,320 £340,766 £5,412,320 £6,701,880

Committed funding:

Committed annual capital 157,501 £140,000 £176,300 £0 £0 £0 £0

Committed annual revenue £0 £0 £10,000 £0 £0 £0 £0

Total funded £157,501 £140,000 £186,300 £0 £0 £0 £0

Unallocated funding

Unallocated annual capital £0 £0 £1,148,100 £654,000 £328,446 £5,400,000 £6,689,560

Unallocated annual revenue £0 £0 £1,000 £12,320 £12,320 £12,320 £12,320

Total unfunded £0 £0 £1,149,300 £666,320 £340,766 £5,412,320 £6,701,880

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Salix Finance – Revolving Green Fund

In July 2009, the University of Salford was successful in receiving funding from the HEFCE/Salix

Revolving Green Fund. A total of £375k was received, which includes 25% contribution from the

University as match funding. Using this money the University can fund over fifty eligible technologies

that work quickly to save energy but continue to work effectively for many years. These include

upgraded lighting, heating and insulation systems, combined heat and power plants, and energy

efficient ICT hardware and controls systems. Money saved on energy costs can then be reinvested in

more energy saving initiatives. This fund is managed by the Energy Manager in Estates and Property

Services Division.

Utilities Budget

Prior to this, and for projects not eligible under the Salix scheme, funding has been provided ad-hoc

from the Utilities Budget. There is a small budget allocated under the Environment Team for Energy

Conservation which is assigned for awareness raising/behavioural change initiatives. There is currently

no further specific budget for energy efficiency measures or for transport and engagement initiatives. It

is envisaged that future energy efficiency projects with a relatively short payback (less than 2.5 years)

will be financed from the Utilities Budget (if Salix funds are not available).

Longer-term Paybacks

Energy efficiency and other projects with longer paybacks will be funded on a case by case basis with

thorough feasibility proposals and business cases being submitted to senior management for

consideration. When considering these options it is recognised that a longer term, or whole-life costing,

approach where capital expenditure is analysed alongside operational savings and expenditure is better

assess our carbon reduction options, particularly as we get closer to our target emissions. In addition, it

is recognised that the best time to implement carbon management measures, especially energy and

water related projects, is at the time of major refurbishment and new build when they can be

incorporated into the design phase. This should be incorporated into the Capital Project and Minor

Works budgets. Some of the projects identified which do not payback are examples of carbon reduction

measures which may be included into existing works as an additional benefit where

the costs are covered for other reasons.

Other Budget Areas

It should be noted that projects may also be funded from other areas of the University than Estates and

Property Services. For example, IT Services have identified a number of projects within the recent IT

Strategy (November 2010) which will result in carbon reductions (as identified in Section 4). In many

cases, funding is yet to be confirmed for these projects, but it is likely that these will be funded from an

ITS budget as part of the normal upgrade of equipment, but also with potential support from the Salix

and other Estates and Property Services budgets where necessary. This highlights the requirement for

a Carbon Impact Assessment process for decision-making so that energy costs of purchasing decisions

are considered throughout the University, not just in Estates. Another example is the Sustainable Food

Policy which is implemented through Student Life.

External Funding

There may be potential in the future for external funding assistance for carbon reduction projects to

support internal funding. These will be investigated with regards to financial risks and issues, required

contribution from the University and the administration requirements in terms of the application,

performance monitoring and reporting as the opportunities arise. Examples of external funding which

will be investigated in the near future are private sector funded and energy buyback schemes for large

capital investment projects such as a Combined Heat and Power plant.

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6 Actions to Embed Carbon Management in Your Organisation

In order for this CMP to be successfully implemented and the objectives and benefits for the University

to be realised it will be necessary to embed carbon management into the day-to-day operation of the

University – through engagement and our infrastructure and people. Appendix A: Carbon Management

Matrix – Embedding benchmarks where the University is currently operating in terms of managing for

carbon efficiency. Our aim is to score at level 4 or 5 in each area at the next annual review. This section

details our current position and the improvements planned or required to ensure we meet this aim.

6.1 Policy

Current position

The University Strategic Plan 2009/10 to 2017/18 – Transforming our University – has six goals which

aim to transform the University. The goals address the teaching, learning and research of the University

but also include our people and infrastructure and services. The CMP supports the Strategic Plan,

particularly with goals 3, 4 and 5, by including initiatives to support engagement, behavioural change for

a low carbon culture amongst the University community and developing University spaces,

infrastructure and services to make them more environmentally sustainable. The CMP will also

contribute to the interdisciplinary themes, particularly Energy, as identified in the research and

innovation strategy, by showcasing carbon management in action on campus. The University Campus

Plan supports the CMP by providing opportunities during redevelopment of existing and new buildings,

infrastructure and public realm areas to improve environmental sustainability.

The University has recently made a specific commitment to improving environmental sustainability with

the documentation of an Environmental Sustainability Policy. This includes a commitment to reducing

both the direct and indirect carbon footprint of the University and investing in low carbon consumption of

energy as a key strategic research theme across all areas of discipline. We recognise that, as energy is

a major academic theme of the University, we should demonstrate that we take the issue seriously in

the way we operate.

Moving forward

Table 17 Policy Action Plan

Action Target

date

Responsibility

� The Environmental Sustainability Policy and Carbon Reduction Target will be specifically

referred to within future Strategic and other high level plans Sep 11

Sustainability

Programme Board

� Subsequent targets will be agreed and established, as appropriate, for different service

areas Sep 11

Sustainability

Programme Board

� The University level carbon reduction objectives and any local targets will be embedded

into local business plans Sep 12

Sustainability

Programme Board

� Further environmental sustainability targets will be established, e.g. for waste

reduction/recycling, transport etc Apr 11

Sustainability

Programme Board

� A framework for carbon impact assessment will be developed to ensure the carbon impact

of strategic decisions can be fully assessed as a core part of the decision making process Sep 12

Sustainability

Programme Board

� A Policy and implementation framework for sustainable construction will be developed May 11

Sustainability

Programme Board

� A Policy and implementation framework for sustainable procurement will be developed Sep 11

Sustainability

Programme Board

� Carbon management will be embedded into the Business Travel policy Sep 11

Sustainability

Programme Board

� A whole-life costing approach will be embedded into decision making, particularly with

regards to capital projects Apr 11

Sustainability

Programme Board

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6.2 Responsibility

Current position

Historically, environmental sustainability responsibility has not been allocated to a specific role.

However, there have been roles at the University for energy and transport management. During a

restructure of the Estates and Property Services division, in May 2010 the Environment and

Sustainability Team was initiated with the recruitment of the Environment and Sustainability Officer.

Subsequently, further members of the team have been recruited; an Energy Manager, Travel and

Transport Officer and Assistant Environment and Sustainability Officer. The team is based in Estates

and Property Services within the Estate Management section under the line management of the Estate

Surveyor; however, they have an influence across the University. The Environment and Sustainability

Officer is the Project Lead for the CMP and is supported by the other roles, particularly the Energy

Manager, in terms of managing the specific carbon reduction projects.

Through the carbon management programme, a Programme Board has been established to help

support and drive the environmental sustainability agenda at a senior level in the University. The Board

was initiated to address carbon management requirements but will address the wider environmental

sustainability agenda as identified within the Environmental Sustainability Policy commitments.

Membership of this Board is shown in Table 21 on page 36. Senior representatives of key areas across

the University are members of the Board and as such have a responsibility to help embed carbon

management within their areas. Additional responsibilities, where they have been allocated, are detailed

in Table 15 on page 28.

To support the Environment and Sustainability Team further, a Projects Team has also been

established. The Carbon Management Projects Team will be responsible for delivering the activities

defined within the Carbon Management Plan, and monitoring progress against agreed targets. The

group is comprised of the Project Sponsors, Project Leader and Sustainability Team Members and

whilst the members have their own specific role, as detailed in Table 22 on page 37, the main purpose

of the group is to provide support and assistance to the Project Leader with developing ideas and

assessing which are suitable to fit in the University’s overall strategy. The members are selected from

the key stakeholders and are generally senior members of staff responsible for significant teams or

budgets, but may also be individuals or groups with specialist interest or knowledge. The membership is

not fixed and will vary depending on the needs of the programme as it becomes appropriate to

particular roles.

Moving forward

Table 18 Responsibility Action Plan

Action Target date Responsibility

� A network of green representatives will be established across the University to build engagement and communication at the local level. This will support the effectiveness of awareness and behavioural change campaigns which are an essential element of achieving the sustainability and carbon reduction objectives.

Mar 11

Environment &

Sustainability

Officer

� Environmental sustainability will be embedded into communications to students as they join the University in terms of their actions on campus and at home. Sep 11

Environment &

Sustainability

Officer

� Sustainability and carbon management will be integrated into the responsibilities of relevant personnel in departments such as Finance, HR, ITS and Colleges, particularly accountability will be defined at a senior level.

Sep 12 Sustainability

Programme Board

� Sustainability objectives will be embedded into business plans and personal development objectives at a local level for College and Division Heads.

Sep 12 Sustainability

Programme Board

� Eventually, environmental sustainability responsibilities should be included in all job descriptions to some degree. Sep 12

Sustainability

Programme Board

� Environmental sustainability will be embedded into all teaching programmes that the University provides as and when opportunities arise.

Ongoing PVC (Academic)

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6.3 Data Management

Current position

The University has a very large and comprehensive Building Management System (BMS), which covers

all of the buildings on the Peel and Adelphi Campuses, as well as the majority of the student

accommodation in Castle Irwell. Some of the buildings have meters on their Main Electrical Incomer,

which are displayed within the BMS as Active Power Consumption, but not all buildings are individually

metered. Water and gas are not currently metered in any of the buildings. Meter readings are currently

only available for viewing by the Energy Manager and the BMS Engineers.

The problem with the current system is that data is not stored on the IT network, but solely on the

physical meters themselves. As a consequence, only a maximum of a 2-week snapshot prior to the

date of the database interrogation can be viewed, as data is stored within the meters on a rolling-time

basis. Historical data at the moment is therefore collated via half hourly data (HHD) from the electricity

supplier for electricity and through bills for gas and water, some of which are estimates.

Data for waste to landfill and recycled is currently estimated based on an average weight for each bin

and the number of external bins available for general waste and recyclables. Two composters are in the

largest buildings on the main campuses; however, food waste input into these is not currently

monitored.

Currently no data is available for carbon emissions from business travel or staff/student commuting.

Moving forward

Table 19 Data Management Action Plan

Action Target date Responsibility

� The university will endeavour to ensure that each and every building will monitor its overall water, gas and electricity consumption.

Sep 11 Energy Manager

� More sub-metering will be installed in energy-intensive buildings to allow for more detailed information to be used to better target potential energy/water saving projects. High energy using equipment (e.g. servers) will be individually sub-metered as well. New buildings will have meters connected to the HVAC and Lighting distribution boards, as well as having a meter for every main distribution board on a building’s floor.

Sep 11 Energy Manager

� The data for energy and water consumption will be displayed in each building’s entrance. This will enable targets to be set for unoccupied hours to prevent wasteful practices; as well ensuring utilities’ use can be viewed by everyone which will have a direct impact on it.

Sep 11 Energy Manager

� A new automatic meter reading (AMR) will be installed, which will centralise the collation of historical data for all of the sub-meters. This will allow for comparisons year-on-year, as well as allowing building performances to be compared to one-another. This will have the effect of further promoting awareness and ‘competition’ through Energy League Tables (next academic year).

Sep 11 Energy Manager

� Investigate the potential for better waste data collation through tender of new waste management contract. Sep 11

Environment &

Sustainability

Officer

� Integrate carbon data collection into new business travel management policy. Sep 11

Travel &

Transport Officer

� The university will endeavour to ensure that each and every building will monitor its overall water, gas and electricity consumption.

Sep 11 Energy Manager

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6.4 Communication and Training

Current position

Communication on environmental issues is currently on an ad hoc basis using tools such as the staff

channel, Estates and Property Services intranet pages, email and events. The communication is mainly

focussed at staff.

To achieve the long terms aims of the CMP and become a more sustainable university, a change in the

behaviour of the university staff and students is required. It is recognised that behaviour change is more

than just awareness; hence the need to embed sustainability. Long term performance improvement will

only occur if the culture of the organisation supports it, otherwise things will go back to the status quo.

Moving forward

A more detailed strategy for embedding sustainability and communication requirements will be

developed. This will include the key initiatives highlighted below;

Table 20 Communication and Training Action Plan

Action Target date Responsibility

� Launch of the Carbon Management Plan and associated targets.

Mar 11

Environment &

Sustainability

Officer

� Carbon management commitments incorporated into staff inductions.

Sep 11

Environment &

Sustainability

Officer

� Communication of performance at a building level, accessible for all building users.

Sep 11 Energy Manager

� Development of a building by building competition for electricity consumption.

Sep 11

Energy Manager

and Environment

& Sustainability

Officer

� A network of green representatives will be established across the University to build engagement and communication at the local level. This will support the effectiveness of awareness and behavioural change campaigns which are an essential element of achieving the sustainability and carbon reduction objectives.

Mar 11

Environment &

Sustainability

Officer

� Communication of infrastructure improvements as they are implemented, using a range of methods such as online communications and point of implementation. Ongoing

Environment &

Sustainability

Officer

� Development of an environmental website as part of Estates and Property Services website. Sep 11

Environment &

Sustainability

Officer

� Running a series of awareness campaigns linked to key national/international environmental dates such as Earth Hour, Fairtrade Fortnight, National Bike Week and World Car Free Day.

Reviewed

annually Sep

11

Environment &

Sustainability

Officer

� Communication of progress on carbon targets at the University level at regular intervals, as a minimum annually.

Reviewed

annually Sep

11

Environment &

Sustainability

Officer

� Embedding carbon management and sustainability messages into existing and other core communications.

Ongoing Sustainability

Programme Board

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6.5 Monitoring and Evaluation – keeping track of progress

Current position

There is currently no monitoring in place for carbon emissions, other than for Estate Management

Statistics submissions.

Moving forward

The CMP will be reviewed on a regular basis as described in Programme Management section 7. This

will include a review of emissions profile, targets and projects as well as the identification of new

opportunities.

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7 Programme Management of the CM Programme

Good Programme Management will be essential to achieve the ambitions of this Carbon Management

Plan. The Carbon Management Plan will have senior, strategic ownership through the Strategic Plan,

specifically Goal 3 – Transforming Engagement. This will be supported by the Sustainability Programme

Board, who report directly to the Executive Committee, to ensure it is aligned with the University

Strategic Plan and receives appropriate priority and drive. The Programme Management will include, in

addition to Senior Management, project owners and other stakeholders as identified to bring together

the diverse set of projects across the University to ensure coherence and coordination of carbon

reduction activity and to demonstrate results.

In terms of operation at the University, there are two main areas of focus:

• buildings and infrastructure, and

• people.

It is recognised that systematic change is needed to achieve the improvements in environmental impact

required; it is not just about the infrastructure. In May 2010, the establishment of a Sustainability Team

was initiated with the recruitment of a new Environment and Sustainability Officer and subsequent

team, to drive these improvements.

7.1 The Programme Board – strategic ownership and oversight

The CMP will have strategic ownership through Goal 3 of the Strategic Plan – Transforming

Engagement which is owned by Keith Barnes, Pro-Vice-Chancellor Strategic Partnerships and

Development, who is also one of the Project Sponsors for the Carbon Management Plan.

The Carbon Management/Sustainability Programme Board reports directly to the Executive Committee

and in matters of capital investment to the Capital Investment Group, and will be responsible for the

overall management of the programme. The board meet on a quarterly basis, or as required and is

chaired by the Vice Chancellor. The Programme Board supports effective management of the

University through the assignment of decision rights and the creation of an accountability framework for

Environmental and Sustainability activities in support of the University’s Strategic Plan, external

requirements from Government agencies and in line with emerging good practice.

Table 21 Programme Board Membership

Role Position

Chair Vice Chancellor

Project Sponsor PVC (Strategic Partnerships and Development)

Project Sponsor Executive Director, Estates and Property Services

Finance Champion Finance Director

Academic Representative Professor in Regeneration and Sustainable Development

Executive Representative University Council Member

Project Lead Environment and Sustainability Officer

Student Engagement Representative Director of Student Life

IT Senior Representative Chief Information Officer, I.T. Services

Performance and Risk Management Director of Planning and Performance

Energy Theme Representative of Steering Group

Student Representation USSU Sabbatical Officer

Secretariat Executive Officer of the VC and Registrar and Secretary

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7.2 The Carbon Management Team – delivering the projects

The Carbon Management Team will be responsible for delivering the activities defined within the

Carbon Management Plan, and monitoring progress against agreed targets. The group is comprised of

the Project Sponsors, Project Leader and Sustainability Team Members and whilst the members have

their own specific role, as detailed below, the main purpose of the group is to provide support and

assistance to the Project Leader with developing ideas and assessing which are suitable to fit in the

University’s overall strategy.

Project Sponsors – responsible for the overall endorsement of the Carbon Management Programme

and its aims within the University community and agreeing the resources to be devoted to actions in the

Carbon Management Plan

Project Leader - responsible for setting the strategic direction for carbon management at the University

of Salford, and reviewing the progress against the objectives outlined in the Plan

Sustainability Team Members – selected from the key stakeholders and are generally senior

members of staff responsible for significant teams or budgets, but may also be individuals or groups

with specialist interest or knowledge. The membership is not fixed and will vary depending on the needs

of the programme as it becomes appropriate to particular roles.

The role of the group, which will meet monthly initially, is to:

Review and update the Carbon Management Plan on an annual basis

Discuss the implementation and maintenance of the Environmental Management System

(EcoCampus)

Monitor and report progress with implementing projects

Monitor and report annual campus emissions

Maintain the Carbon Management Projects Register and identify opportunities

Communicate updates to both internal and external stakeholders

Devise and promote initiatives to inform interested parties about EcoCampus and the

Carbon Management Plan

Engage in and support awareness-raising and behavioural change initiatives

Help the EcoCampus Manager to regularly audit the EcoCampus system

Table 22 Carbon Management team members

Role Name Position

Project Sponsor Keith Barnes PVC (Strategic Partnerships and Development)

Project Sponsor Frank Benton Director of Estates and Property Services

Project Lead Rebecca Bennett Environment and Sustainability Officer

Deputy Project Lead Matteo Littera Energy Manager

Sustainability Team Member

Clare Fallon Assistant Environment and Sustainability Officer

Jim Dale USSU VP

Paul Turton Head of Administration and Planning, IT Services

Roy Grundy Principal Senior Security Officer

Paul Smith Head of Capital Projects

Peter Thomson Associate Director, Estate Management

Andrew Binder Travel and Transport Officer

Graeme Holland Campus Manager

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Dave Lamb Assistant Safety Officer

Paul Glassey Head of Media Services

Catherine Cairncross Internal Communications Manager

Sarah Emery Student Life Directorate

Colin Turton Team Leader – Operational Support, Estates & Property

Services

Dr Nigel Mellors Associate Dean Academic Enterprise

Stephen Waterworth Energy Hub Manager

Tony Blendall Estates Surveyor

Vicky Beckett Conference Coordinator

Paul Bruton Mechanical Team Leader

Naweed Mazhar Head of Minor Works

Dr Chris Harrison Director of Research and Innovation

7.3 Continuity planning for key roles

There are a number of key areas where action is essential for the plan and targets to be achieved.

These are detailed below in Table 23 with the personnel who are responsible for the specific areas. The

actions are linked to job roles rather than individuals to ensure continuity should any individuals leave

post. In the event that the lead officer leaves post or be absent for a long period of time the Programme

Board and/or Project Sponsor(s) will elect a core team member to deputise in the interim period, thus

ensuring there is no delay in project delivery.

Table 23 Key responsibility areas

Activity Sponsor Lead Sustainability Team Members

Others

Carbon Management Plan Approval

Project Sponsors Project Lead

Development, monitoring & review of the Carbon Management Plan

Project Sponsor (Executive Director, Estates & Property Services)

Project Lead (Environment & Sustainability Officer)

Deputy Project Lead – Energy Manager

Assistant Environment and Sustainability Officer

Travel and Transport Officer

Financing of Carbon Management Initiatives

Project Sponsors Project Lead and Deputy Project Lead

Associate Director, Estate Management

Head of Capital Projects

Head of Administration and Planning, IT Services

Head of Media Services

Accommodation Services Manager

Finance Director Head of Finance & Business Development, Estates & Property Services

Carbon Management in existing buildings

Project Sponsor (Executive Director, Estates & Property Services)

Deputy Project Lead – Energy Manager

Associate Director, Estate Management

Campus Manager

Head of Maintenance and Minor Works

Associate Director, Operations

University Surveyor

Campus Manager

Carbon Management in new builds/major refurbishment

Project Sponsors Project Lead and Deputy Project Lead

Associate Director, Estate Management

Head of Capital Projects

External consultants

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Carbon Management in transport

Project Sponsor (Executive Director, Estates & Property Services)

Travel and Transport Officer

Environment and Sustainability Officer

Assistant Environment and Sustainability Officer

Campus Manager

Student Union Rep

Sustainable Procurement Project Sponsors Head of Purchasing Services

Environment and Sustainability Officer

Assistant Environment and Sustainability Officer

Finance Director

Procurement Staff

Green ICT Chief Information Officer, I.T. Services

Head of Administration and Planning, IT Services

Energy Manager

Environment and Sustainability Officer

Head of Media Services

IT Services

Sustainable Food Director Student Life Director Student Life

Student Life Rep

Environment and Sustainability Officer

Assistant Environment and Sustainability Officer

Catering Services Manager

Community Engagement Manager

Carbon Management Communication, Awareness and Behavioural Change

Project Sponsors Project Lead Deputy Project Lead – Energy Manager

Assistant Environment and Sustainability Officer

Travel and Transport Officer

Head of Internal Comms

Student Life reps

Student Union Reps

Campus Manager

Conference Coordinator

Advancement Services Staff

Student Life Communication Staff

Student Union Officers

7.4 Ongoing stakeholder management

The key stakeholders who can influence and motivate staff and students within their respective area of

responsibility to ensure the project objectives are successfully delivered and those who would have an

interest in action the University is taking to reduce environmental impact, have been identified. A

summary of this is provided in Appendix C. This analysis has been developed into a full communication

strategy which is available separately.

The communication strategy is key to engaging all staff and students in the programme and maintaining

momentum into the future. It is vital that all stakeholders understand the need to improve our carbon

management and how critical this will be for the future of the University. Staff and students must be

given a clear signal from the senior management team that the University is committed to this issue for

the long term and must also understand their personal responsibility.

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7.5 Annual progress review to Senior Management Team

A number of Key Performance Indicators have been established at the University level. These are

detailed below in Table 24. These KPIs have been agreed by the Executive Committee to be reported

to that Committee on a quarterly basis. Some data is not currently available on a quarterly basis, such

as waste mass and percentage recycled; however, this will be addressed as part of waste management

contracts going forward. Planning and Performance Directorate will collect data relating to these KPIs

from the Environment and Sustainability Officer to report to the Executive Committee on a quarterly

basis or as appropriate.

Table 24 University Key Performance Indicators

Ref KPI Data required Frequency Resp

7.1 Carbon Management Strategy Progress Report –

embedding carbon

Quarterly Environment &

Sustainability

Officer

7.2 Emissions kg CO2 - total Total carbon

emissions, kg CO2

Quarterly Environment &

Sustainability

Officer

7.3 Percentage of waste recycled Waste recycled, % Quarterly Campus Manager

7.4 Waste mass per FTE Total waste

collected, tonnes

Quarterly Campus Manager

7.5 Water consumption per FTE Water used, m3

Quarterly Energy Manager

7.6 Percentage of total water from grey or rain water Water used from

grey/rain water, %

Quarterly Energy Manager

A number of further internal reporting requirements have been established as part of this programme.

The frequency of these is detailed in Table 25 with the corresponding data requirements, along with the

responsibilities for collating it.

Table 25 Carbon management internal data collection requirements

Scope Data required Frequency of

Collection

Responsibility Reported to

Scope 1 Gas & Oil kWh consumed Quarterly Energy

Manager

Environment &

Sustainability Officer

Refrigerant gases kg of refrigerants

added Quarterly

CAFM & PPM

Support

Environment &

Sustainability Officer

Travel & Transport - Fleet

Litres of fuel

purchased Quarterly

Team Leader: Operational

Support

Environment &

Sustainability Officer

Scope 2 Electricity kWh consumed Quarterly Energy

Manager

Environment &

Sustainability Officer

Scope 3 Waste Management

kg of waste to

landfill (estimated) Quarterly

Campus

Manager

Environment &

Sustainability Officer

Other Water m3 of water used Quarterly

Energy

Manager

Environment &

Sustainability Officer

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Table 26 Internal carbon management reporting requirements

Report Responsibility Reporting to Frequency

Carbon Management

Projects Register

Energy Manager

Environment & Sustainability

Officer

Carbon Management Projects

Team

Sustainability Programme

Board

Quarterly

Other Projects progress

review

Environment & Sustainability

Officer

Sustainability Programme

Board

Carbon Management Projects

Team

Quarterly

Carbon emissions Environment & Sustainability

Officer

Sustainability Programme

Board

Quarterly

Carbon management matrix

review

Environment & Sustainability

Officer

Sustainability Programme

Board

6 monthly

University Risk Register –

Risk 37

Environment & Sustainability

Officer

Executive Committee via

PVC (Strategic Partnerships

and Development)

Quarterly

Carbon Management

Strategy review

Environment & Sustainability

Officer

PVC (Strategic Partnerships

and Development)

Executive Committee Quarterly

Annual Progress review Environment & Sustainability

Officer

Sustainability Programme

Board

Executive Committee

Carbon Trust

Annual

The annual progress review will be a formal review at the end of each academic year. The review will

be formulated into a report, approved by the Sustainability Programme Board and presented to the

Executive Committee by January each year. The report will include;

Carbon emissions for the previous academic year

Carbon emission savings achieved against set targets

Actual and estimated financial savings and costs

Details of unquantifiable benefits

Issues, challenges and opportunities

Targets and recommendations for the following year

The report will also be presented to the Carbon Trust as part of the formal follow up.

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Appendix A: Carbon Management Matrix – Embedding

Current position

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Appendix B: Definition of Projects

This section provides further details for each project that is currently being implemented or planned and funded or likely to be funded.

Project:

Reference:

Lighting Upgrade Maxwell Building

ENE-004

Owner (person) Matteo Littera (Energy Manager)

Department Estates & Property Services

Description Replacement of old inefficient light fittings in Maxwell Building, using LED & T5 fittings with PIR & LUX sensors

Benefits • Financial savings: £ 27,000 (10 yrs lifetime)

• Payback period: 4.44 years

• Yearly CO2 Emissions reduction: 103.4 tonnes of CO2

• % of target: 2.22%

Funding • Project cost: £ 120,000

• Operational costs: £ -8,000

• Source of funding: Salix (external

• How /when decision on funding will be made: Feb 2010

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o Lighting equipment & associated controls

o Electrician (possibly internally sourced) for install

o Legal requirements for LUX levels to be maintained

• If this project will be delivered using current resources, say so: No

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o Careful planning for positioning of Lux & PIR sensors

o Buy-in from stake-holders with regards to light colour & quality

• Principal risks:

o LEDs can sometime have a high rush of Electrical Current – breakers may need upgrading

o If project were insufficiently funded, mismatch of light fittings

o Ensure LED fittings provide adequate LUX levels and distribution

Measuring Success

• Metrics for displaying performance or achievement: kWh/m2

• Timings when success will be measured / evaluated: Comparison with previous years’ electricity consumptions

Timing • Milestones / key dates e.g.

o start date: 22/06/2010

o completion date (when it will deliver savings): 31/01/2011

o interim deliverable / decision points:

� Maxwell Canteen to be complete by 30/09/2010

� Maxwell shop to be completed by 31/10/2010

Notes ENVSOL lighting audit carried out. Studies on quantity, type and manner of fitting operation put together. Running Costs savings achieved due to reduced maintenance costs

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Project:

Reference:

AMR Install & Commission

ENE-005

Owner (person) Matteo Littera (Energy Manager )

Department Estates & Property Services

Description All buildings to have Electricity, Gas and Water meters connected to a central Automatic Meter Reading system

Benefits • Financial savings: £ 27,500 (30 yrs lifetime)

• Payback period: 0.73 years

• Yearly CO2 Emissions reduction: 154.8 tonnes of CO2

• % of target: 3.33%

Funding • Project cost: £ 20,000

• Operational costs: £ 0

• Source of funding: Internal

• How /when decision on funding will be made: Feb 2011

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o IT to ensure system is compatible with current equipment/software

o Commissioning of gas & water meters to deliver pulses

o Stand-alone PC or Virtual PC on server for continuous monitoring

• If this project will be delivered using current resources, say so: No

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o All gas & water meters to have pulsed outputs collection

o Reporting – set procedures to be set; action plan for high users

o Individual buildings to be given budgets for utilities’ consumption

• Principal risks:

o Some water meters don’t work very well at slow flows

o To install water and gas meters, relevant services might need to be interrupted for a short period of time

Measuring Success

• Metrics for displaying performance or achievement:

• Timings when success will be measured / evaluated:

Timing • Milestones / key dates e.g.

o start date: 01/02/2010

o completion date (when it will deliver savings): 30/06/2011

o interim deliverable / decision points:

� Software type and methodology by 15/02/2011

� Electricity metering by 31/04/2011

� Gas metering by 30/06/2010

� Water metering by 31/08/2011

Notes Assumption is a 1% saving due to better submetering, which in turn allows better management (Buro Happold estimates). Savings estimated in this project are considered conservative by industry standards (3-5%), but extra savings are incorporated into ENE-006 as most savings come from feedback of consumption levels.

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Project:

Reference:

Lighting Upgrade H Booth & Brian Blatchford

ENE-008

Owner (person) Naweed Mazhar (Head of Minor Works/Projects)

Department Estates & Property Services

Description Replacement of old inefficient light fittings, using LED & T5 fittings with PIR & LUX sensors

Benefits • Financial savings: £ 9,600 (10 yrs lifetime)

• Payback period: 4.61 years

• Yearly CO2 Emissions reduction: 36.5 tonnes of CO2

• % of target: 0.78%

Funding • Project cost: £ 44,300

• Operational costs: £ -2,900

• Source of funding: Internal

• How /when decision on funding will be made: 31/03/2011

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o Lighting equipment & associated controls

o Electrician (possibly internally sourced) for install

o Legal requirements for LUX levels to be maintained

• If this project will be delivered using current resources, say so: No

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o Careful planning for positioning of Lux & PIR sensors

o Buy-in from stake-holders with regards to light colour & quality

o Careful interaction between the Minor Works Team and the Energy Manager

• Principal risks:

o LEDs can sometime have a high rush of Electrical Current – breakers may need upgrading

o If project were insufficiently funded, mismatch of light fittings

o Ensure LED fittings provide adequate LUX levels and distribution

Measuring Success

• Metrics for displaying performance or achievement: kWh/m2

• Timings when success will be measured / evaluated: Comparison between bills post-install with pre-install ones

Timing • Milestones / key dates e.g.

o start date: 01/05/2011

o completion date (when it will deliver savings): 31/06/2012

o interim deliverable / decision points

� Humphrey Booth to be completed (31/08/2011)

� Review of performance of Humphrey Booth (30/09/2011)

� Brian Blatchford work to be started (01/11/2011)

Notes To be done as part of refurbishment project by the Minor Works Team.

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Project:

Reference:

Energy Awareness Raising Campaign

MAN-015

Owner (person) Rebecca Bennett

Department Estates & Property Services

Description Awareness raising programme for staff and students, including:

- Christmas and Easter Switch Off Campaigns

- Ongoing Office Switch off Campaign for Green Reps

- Energy awareness training for specific staff – cleaners, security, catering

- Information on Estates & Property Services webpages

- Communication programme for CMP to include actions for all staff and students

Benefits • Financial savings: £ 27,500 annually

• Payback period: Less than 1 year

• CO2 Emissions reduction: 155 tonnes of CO2

• 3.33% of target

Funding • £5,000

• Annual investment required

• Source of funding: Estates and Property Services – Environment Team

• Secured

Resources • Green Representatives to be allocated for each department

• Environment and Sustainability Officer to lead on awareness raising and training for Green Reps and specific roles but supported by Assistant Environment and Sustainability Officer and/or Energy Manager where required

• Awareness raising tools such as posters, energy meters, publications, promotional products

Ensuring Success

• Senior management support required

• Green Reps from different levels and areas of the University

• Green Reps adequately supported in their department and centrally with resources

• Green Reps permitted adequate time for the role – attendance at meetings/workshops etc

• Principal risks: Time of Environment and Sustainability Team and Green Reps for the project

Measuring Success

• Number of Green Reps – quarterly and annual

• Number of staff/sub-contractors trained in energy awareness – quarterly and annual

• Energy reductions over Christmas and Easter periods (compared to average weekend and previous years)

Timing • Milestones / key dates

o start date: December 2010

o completion date (when it will deliver savings): annual (academic year) but ongoing programme

o Interim measurements for Christmas and Easter shutdown periods, data also monitor quarterly

Notes

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Project:

Reference:

Energy Awareness Induction Training

MAN-016

Owner (person) Rebecca Bennett

Department Estates & Property Services

Description Energy Awareness Training programme for staff, including:

- Energy management content for general induction, e.g. content at induction session and development of online training module

Benefits • Financial savings: £ 3,250 annually

• Payback period: Less than 1 year

• CO2 Emissions reduction: 18 tonnes of CO2

• 0.39% of target

Funding • £500

• Annual investment required

• Source of funding: Estates and Property Services – Environment Team

• Secured

Resources • Environment and Sustainability Officer, Assistant Environment and Sustainability Officer or Energy Manager to attend each general induction session

• Development (with HR) of compulsory online training module for environmental awareness with energy management content

• Supporting awareness raising tools such as promotional products

Ensuring Success

• HR support required

• Principal risks: Time of Environment and Sustainability Team

Measuring Success

• Number of Induction sessions – quarterly and annual

• Number of staff completing online training module

Timing • Milestones / key dates

o start date: September 2010

o completion date (when it will deliver savings): annual (academic year) but ongoing programme

o Monitored quarterly

Notes

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Project:

Reference:

BMS Setpoint Auditing

ENE-024

Owner (person) Jeff Capper (Mechanical Operations Manager)

Department Estates & Property Services

Description BMS - Control and optimal set points, with associated upper and lower limits, to be finalised and continually reviewed to ensure not being changed.

Benefits • Financial savings: £ 13,100 (25 yrs lifetime)

• Payback period: 0.15 years

• Yearly CO2 Emissions reduction: 76.5 tonnes of CO2

• % of target: 1.64%

Funding • Project cost: £ 2,000

• Operational costs: £ 500

• Source of funding: internal

• How /when decision on funding will be made: 15/02/2011

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o SQL database to allow for quick reporting

• If this project will be delivered using current resources, say so: Yes

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o BMS engineer & Building managers to agree set-points

o Standards with maximum and minimum values might be required to be set within the software so that it is impossible to tamper with them beyond desired range

• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).

o The main risk is that associated with heating. Some buildings are very susceptible to temperature variations due to solar heat gain, but there aren’t the necessary facilities to heat only part of the buildings. It makes it very difficult to keep all clients happy

Measuring Success

• Metrics for displaying performance or achievement: kWh

• Timings when success will be measured / evaluated: at the end of each building’s commissioning monitoring will continue for 1 month

Timing • Milestones / key dates e.g.

o start date: 01/04/2011

o completion date (when it will deliver savings): 16/12/2011

o interim deliverable / decision points

� Peel Campus (01/08/2011)

� Frederick Campus (01/09/2011)

� Adelphi Campus (01/10/2011)

� Frederick Road Campus (01/11/2011)

� Halls of Residence (01/12/2011)

Notes Based on the assumption that these are not all controlled now and that this will be the case if not kept under control; Op cost incurred is engineers time for audit; Figures are probably very optimistic as temperature setpoints for some areas are in excess of 24degC!

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Project:

Reference:

Fan Ban

ENE-027

Owner (person) Matteo Littera (Energy Manager)

Department Estates & Property Services

Description No Electric fan heaters across whole campus

Benefits • Financial savings: £ 150 (30 yrs lifetime)

• Payback period: 1.3 years

• Yearly CO2 Emissions reduction: 0.3 tonnes of CO2

• % of target: 0.01%

Funding • Project cost: £ 0

• Operational costs: £ 200

• Source of funding: internal

• How /when decision on funding will be made: 31/03/2011

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o Building Managers and Head of Colleges to help cascade information

o Green Reps to help police the project

• If this project will be delivered using current resources, say so: Yes

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o Buy-in from all staff is absolutely essential – education and awareness raising will be key!

• Principal risks:

o If support is not offered from heads of departments and buy-in doesn’t happen, then the savings will be only achieved by those who have the environment at heart

Measuring Success

• Metrics for displaying performance or achievement: kWh

• Timings when success will be measured / evaluated: During the summer months through regression analysis graphs plotted against Cooling Degree Days

Timing • Milestones / key dates e.g.

o start date: 01/05/2011

o completion date (when it will deliver savings): 01/06/2012

o interim deliverable / decision points:

� Awareness campaign (15/05/2011)

Notes Estimated average power as 2.5kW, for 200 units; Figures are extremely conservative. Op costs a result of physical audits and awareness campaign.

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Project:

Reference:

GREEN IT - Printer Rationalisation and auto-off

MAN-030

Owner (person) Paul Glassey ( Head of Media Services )

Department ILS

Description Cut back on Printers on individual desks. Communal printers to have 'Auto-Off' for non-worktime

Benefits • Financial savings: £ 3,500 (10 yrs lifetime)

• Payback period: 1.43 years

• Yearly CO2 Emissions reduction: 19 tonnes of CO2

• % of target: 0.41%

Funding • Project cost: £ 5,000

• Operational costs: £ 0

• Source of funding: internal

• How /when decision on funding will be made: 01/10/2010

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o Software to monitor printer consumption and enable “Auto-OFF” function

o Awareness raising campaign to get buy-in

• If this project will be delivered using current resources, say so: Yes

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o Data will need to be collected first to make both environmental and business cases for project go-ahead (Pilot project)

o Printers need to be double-sided enabled

• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).

o Possibly a few new, software compatible printers will be needed

o Heads of Schools need to accept work from students which is printed on 2 sides.

Measuring Success

• Metrics for displaying performance or achievement: kWh, number of printed pages

• Timings when success will be measured / evaluated: At regular monthly intervals from final printer installation

Timing • Milestones / key dates e.g.

o start date: 01/03/2011

o completion date (when it will deliver savings): 31/11/2011

o interim deliverable / decision points

� Pilot project review (31/04/2011)

Notes Assumption made: ICT is 17.6% of all elec baseload, savings are 10% (RAP Tool); Printers are 10% of total IT elec usage. Environmental savings of paper not being used/double-sided printed not allowed for within the Carbon Counting Tool of the CMPR.

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Project:

Reference:

New boiler Faraday

ENE-044

Owner (person) Matteo Littera (Energy Manager)

Department Estates & Property Services

Description Old boilers to be replaced by modern high efficiency modulating condensing boilers

Benefits • Financial savings: £ 5,400 (25 yrs lifetime)

• Payback period: 7.41 years

• Yearly CO2 Emissions reduction: 33.1 tonnes of CO2

• % of target: 0.71%

Funding • Project cost: £ 40,000

• Operational costs: £ 0

• Source of funding: external (Salix)

• How /when decision on funding will be made: 28/02/2011

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o Mechanical design engineer

o High efficiency boiler

o BMS control engineer

• If this project will be delivered using current resources, say so: Partly

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o Appropriate sizing of boiler to allow also for future use

o Boiler must be modulating to match performance to demand in most efficient way

o Ideally of similar make as other boilers on site to help with maintenance and spare parts’ stock

• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).

o If design and BMS control engineers do not get involved from the start, boiler settings and performance, though still probably better than replaced boiler, will not achieve desired levels to ensure payback within Salix regulations

Measuring Success

• Metrics for displaying performance or achievement: kWh

• Timings when success will be measured / evaluated: After install it will be very easy to compare performance of new boiler to previous boiler

Timing • Milestones / key dates e.g.

o start date: 01/05/2011

o completion date (when it will deliver savings): 30/08/2011

o interim deliverable / decision points:

� Boiler spec (15/05/2011)

Notes Current boilers 20yrs old, nominal efficiency 60% but extra 10%efficiency achieved through modulating setting. New boiler efficiency will be in excess of 90%

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Project:

Reference:

Replacement boiler in Humphrey Booth

ENE-045

Owner (person) Mike Corbett (Mechanical Design Engineer)

Department Estates & Property Services

Description Old boilers to be replaced by modern high efficiency modulating condensing boilers

Benefits • Financial savings: £ 3,900 (25 yrs lifetime)

• Payback period: 7.69 years

• Yearly CO2 Emissions reduction: 23.9 tonnes of CO2

• % of target: 0.51%

Funding • Project cost: £ 30,000

• Operational costs: £ 0

• Source of funding: Internal

• How /when decision on funding will be made: 31/01/2011

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o Mechanical design engineer

o High efficiency boiler

o BMS control engineer

• If this project will be delivered using current resources, say so: Partly

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o Appropriate sizing of boiler to allow also for future use

o Boiler must be modulating to match performance to demand in most efficient way

o Ideally of similar make as other boilers on site to help with maintenance and spare parts’ stock

• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).

o If project is insufficiently funded, there could be problems with the efficiency levels of the boiler

Measuring Success

• Metrics for displaying performance or achievement:

• Timings when success will be measured / evaluated:

Timing • Milestones / key dates e.g.

o start date: 30/04/2011

o completion date (when it will deliver savings): 30/08/2011

Notes Current boilers 20yrs old, nominal efficiency 60% but extra 10%efficiency achieved through modulating setting

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Project:

Reference:

PIR control of A/C units

ENE-046

Owner (person) Paul Bruton (Mechanical Engineer Manager)

Department Estates & Property Services

Description PIR detection to be installed on each of the 370 stand-alone units across the campus

Benefits • Financial savings: £ 75,000 (25 yrs lifetime)

• Payback period: 0.6 years

• Yearly CO2 Emissions reduction: 402.7 tonnes of CO2

• % of target: 8.65%

Funding • Project cost: £ 45,000

• Operational costs: £ -1,000

• Source of funding: external (Salix)

• How /when decision on funding will be made: 31/03/2010

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o Electricians (2 for H&S reasons)

o PIR detectors

• If this project will be delivered using current resources, say so: No

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o Buy-in form people (awareness can be raised showing A/C units coming on at 3 am!!!)

o PIR units MUST have time delays on them, or cycling of ON/OFF status on A/C units will lead to frequent failures & leaks

• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).

o Not all units will be compatible with ON/OFF switching

o Still not as efficient as the unit not being switched on at all – awareness raising to help with this.

Measuring Success

• Metrics for displaying performance or achievement: kWh vs. CDD (Cooling Degree Days)

• Timings when success will be measured / evaluated: Individual electrical loads for buildings after installs have taken place

Timing • Milestones / key dates e.g.

o start date: 01/05/2011

o completion date (when it will deliver savings): 01/09/2011

o interim deliverable / decision points

� Trial on unit models to highlight possible problems (30/05/2011)

� Roll out to buildings (dates to be agreed)

Notes Average value used 8kW/unit, savings 1 hr/day on each, 5 days a week for 50weeks a year. Actual figures may be a lot larger than this. Costs assumed: £150/PIRincl. Fitting

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Project:

Reference:

New A/C units Adelphi

ENE-047

Owner (person) Paul Bruton (Mechanical Engineer Manager)

Department Estates & Property Services

Description Replacement 4x5kW A/C units at Adelphi with 1x10kW high efficiency inverter-driven unit

Benefits • Financial savings: £ 2,300 (25 yrs lifetime)

• Payback period: 4.35 years

• Yearly CO2 Emissions reduction: 9.8 tonnes of CO2

• % of target: 0.21%

Funding • Project cost: £ 10,000

• Operational costs: £ -500

• Source of funding: internal, external, investment criteria to be met etc.

• How /when decision on funding will be made: 31/03/2011

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o A/C units

o Controller for BMS link

• If this project will be delivered using current resources, say so: No

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o Buy-in form people (awareness can be raised showing A/C units coming on at 3 am!!!)

o PIR units MUST have time delays on them, or cycling of ON/OFF status on A/C units will lead to frequent failures & leaks

• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?)

o Not all units will be compatible with ON/OFF switching

o Still not as efficient as the unit not being switched on at all – awareness raising to help with this.

Measuring Success

• Metrics for displaying performance or achievement: kWh

• Timings when success will be measured / evaluated: Individual electrical loads for buildings after installs have taken place

Timing • Milestones / key dates e.g.

o start date: 15/04/2011

o completion date (when it will deliver savings): 30/06/2012

Notes Assumed 12hr operation, 365 days/week, 50% utilisation rate. No Allowances made for inverter control. OpEx due to reduced maintenance

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Project:

Reference:

Utilities' Display

ENE-006

Owner (person) Matteo Littera (Energy Manager )

Department Estates & Property Services

Description All buildings to have displays at building entrance showing live electrical consumption (gas & water too to promote awareness?)

Benefits • Financial savings: £ 53,500 (30 yrs lifetime)

• Payback period: 0.28 years

• Yearly CO2 Emissions reduction: 300.4 tonnes of CO2

• % of target: 6.46%

Funding • Project cost: £ 15,000

• Operational costs: £ 0

• Source of funding: Internal

• How /when decision on funding will be made: By 30/05/2011

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o Screens for buildings’ entrances

o Development of a font-end for the displays (IT department)

• If this project will be delivered using current resources, say so: No

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o Screens to be positioned in high visibility area

o Target should be set per building for shut-down consumption levels, so that on weekends & holidays whoever is shutting down the building can instantly see if the consumption is too high and therefore equipment is left on

o Building managers need to take ownership of the consumption levels

• Principal risks: if ownership is not given to the building managers and/or consumers, we will just be reporting for the sake of it. Ensuring consumption levels are equal or below set target MUST be part of shut-down procedure for each individual building.

Measuring Success

• Metrics for displaying performance or achievement: kWh

• Timings when success will be measured / evaluated: 1 month after screen installation in a specific building

Timing • Milestones / key dates e.g.

o start date: 01/09/2011

o completion date (when it will deliver savings): 30/11/2012

o interim deliverable / decision points

� Front end display – content and structure (15/06/2011)

� Prioritisation of buildings for install of screens (30/06/2011)

Notes Visual display allows for a target to be set for all consumptions for building shut-downs. Baseloads can also be displayed as Red/Orange/Green to aid process.

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Project:

Reference:

Outdoor Lighting Replacement

ENE-019

Owner (person) Matteo Littera (Energy Manager )

Department Estates & Property Services

Description Replace outdoor lighting ballasts with LED fittings (Peel, Car Park, Street Lamps)

Benefits • Financial savings: £ 17,000 (10 yrs lifetime)

• Payback period: 1.29 years

• Yearly CO2 Emissions reduction: 49 tonnes of CO2

• % of target: 1.05%

Funding • Project cost: £ 22,000

• Operational costs: £ -8,000

• Source of funding: Salix (External)

• How /when decision on funding will be made: 28/02/2011

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o Lighting equipment & associated controls

o Electrician (possibly internally sourced) for install

o Cherry Picker to reach luminaries

o Legal requirements for LUX levels to be maintained

• If this project will be delivered using current resources, say so: No

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o LEDs for car-parking should be similar to current installation in Faraday Car Park

o LEDs need to have right colour and brightness for feature lighting for buildings

• Principal risks:

o LEDs can sometime have a high rush of Electrical Current – breakers may need upgrading

Measuring Success

• Metrics for displaying performance or achievement: kWh

• Timings when success will be measured / evaluated: At the end of each installation comparison between bills post-install with pre-install ones

Timing • Milestones / key dates e.g.

o start date: 01/06/2011

o completion date (when it will deliver savings): 31/03/2012

o interim deliverable / decision points

� Frederick Car Park (31/08/2011)

� Peel Building Feature lighting (30/11/2011)

Notes Full figures to be set after audit in March of car parking lights, street lighting and buildings’ feature lighting. Estimates made from quick snapshot of building and previous work carried out on Faraday Car Park.

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Project:

Reference:

Water mixing

WAT-022

Owner (person) Jeff Capper (Mechanical Operations Manager)

Department Estates & Property Services

Description Water mixing units to be installed under each sink to reduce use of hot water and water temp (comfort) - Allerton

Benefits • Financial savings: £ 1,500 (25 yrs lifetime)

• Payback period: 2.4 years

• Yearly CO2 Emissions reduction: 9.2 tonnes of CO2

• % of target: 0.20%

Funding • Project cost: £ 3,600

• Operational costs: £ 0

• Source of funding: Internal

• How /when decision on funding will be made: 01/08/2010

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o

• If this project will be delivered using current resources, say so:

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).

Measuring Success

• Metrics for displaying performance or achievement:

• Timings when success will be measured / evaluated:

Timing • Milestones / key dates e.g.

o start date: 2011

o completion date (when it will deliver savings): dd/mm/2012

o interim deliverable / decision points

You could also lay these out as a milestone chart for clarity

Break the timescale down into a handful of milestone points so progress can be measured

Notes

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Project:

Reference:

Water Max Temp Setting

ENE-023

Owner (person) Jeff Capper (Mechanical Operations Manager)

Department Estates & Property Services

Description Water heating max temp limits to be placed; Temps in showers in leisure complex to be reviewed too

Benefits • Financial savings: £ 700 (25 yrs lifetime)

• Payback period: 1.43 years

• Yearly CO2 Emissions reduction: 7.4 tonnes of CO2

• % of target: 0.16%

Funding • Project cost: £ 1,000

• Operational costs: £ 500

• Source of funding: internal

• How /when decision on funding will be made: 15/06/2011

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o BMS manager time to go through settings in software

o Building managers to help with locating boilers/water tanks

• If this project will be delivered using current resources, say so: Yes

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o Buy-in & co-operation from Operations Team with individual departments

• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?)

o Where water storage is the system, settings need to be above minimum requirements to ensure legionella growth is inhibited.

Measuring Success

• Metrics for displaying performance or achievement: kWh

• Timings when success will be measured / evaluated: One month after each building’s commissioning of temps

Timing • Milestones / key dates e.g.

o start date: 01/08/2011

o completion date (when it will deliver savings): 30/ 11/2011

o interim deliverable / decision points

� Frederick Road Campus (30/08/2011)

� Peel Campus (21/10/2011)

� Halls of Residence (15/11/2011)

� Faraday Campus (30/11/2011)

Notes Based on the assumption that these are not all controlled now and that this will be the case if not kept under control; Op cost incurred is engineers time for audit

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Fan Ban

ENE-027

Owner (person) Matteo Littera (Energy Manager)

Department Estates & Property Services

Description No Electric fan heaters across whole campus

Benefits • Financial savings: £ 150 (30 yrs lifetime)

• Payback period: 1.3 years

• Yearly CO2 Emissions reduction: 0.3 tonnes of CO2

• % of target: 0.01%

Funding • Project cost: £ 0

• Operational costs: £ 200

• Source of funding: internal

• How /when decision on funding will be made: 31/03/2011

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o Building Managers and Head of Colleges to help cascade information

o Green Reps to help police the project

• If this project will be delivered using current resources, say so: Yes

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o Buy-in from all staff is absolutely essential – education and awareness raising will be key!

• Principal risks:

o If support is not offered from heads of departments and buy-in doesn’t happen, then the savings will be only achieved by those who have the environment at heart

Measuring Success

• Metrics for displaying performance or achievement: kWh

• Timings when success will be measured / evaluated: During the summer months through regression analysis graphs plotted against Cooling Degree Days

Timing • Milestones / key dates e.g.

o start date: 01/05/2011

o completion date (when it will deliver savings): 01/06/2012

o interim deliverable / decision points:

� Awareness campaign (15/05/2011)

Notes Estimated average power as 2.5kW, for 200 units; Figures are extremely conservative. Op costs a result of physical audits and awareness campaign.

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GREEN IT - Virtualisation/Thin computers

ENE-031

Owner (person) Paul Turton (Head of Admin & Planning )

Department ITS

Description Replace current PC Desktops with 'ThinClients' (solid-state PCs)

Benefits • Financial savings: £ 185,000 (5 yrs lifetime)

• Payback period: 2.7 years

• Yearly CO2 Emissions reduction: 1,000 tonnes of CO2

• % of target: 21.63%

Funding • Project cost: £ 1,000,000 (2 year programme)

• Operational costs: £ 0

• Source of funding: investment criteria to be met

• How /when decision on funding will be made: 31/03/2011

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o New PC clients

o Server space and segregation for client to work with

• If this project will be delivered using current resources, say so: No

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o Benefits to IT staff in managing individual accounts, software etc. need to be highlighted to ensure IT staff on board

o Careful phasing of PCs needs to be planned (e.g. per building? Per school?)

o Trial area is a must before roll-out, as it will highlight potential problems and give real figures with regards to performance

• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).

o If project insufficiently funded, the university will end up with a mixture of technologies to look after

o Compatibility issues could arise for certain types of software

Measuring Success

• Metrics for displaying performance or achievement: kWh

• Timings when success will be measured / evaluated: After installation of PCs

Timing • Milestones / key dates e.g.

o start date: 01/08/2011

o completion date (when it will deliver savings): 01/12/2012

o interim deliverable / decision points

� Trial run swap over (31/11/2011)

� Reports and results of trial run (01/02/2012)

Notes Current PC's Ave Consumption 300W, Proposed is 120W. Currently 5,560units; Assumptions: 11hrs/day, 5days/week, 48wks/yr, Utilisation rate: 70%. Figures are very conservative as some solid-state PC’s operate on 7W!

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Pool cover

ENE-033

Owner (person) Matteo Littera (Energy Manager)

Department Estates & Property Services

Description Skin and environmentally friendly liquid pool cover to be used

Benefits • Financial savings: £ 3,888 (10 yrs lifetime)

• Payback period: 0.13 years

• Yearly CO2 Emissions reduction: 22.2 tonnes of CO2

• % of target: 0.48%

Funding • Project cost: £ 500

• Operational costs: £ 420

• Source of funding: internal

• How /when decision on funding will be made: 31/03/2011

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o ‘liquid’ cover for pool and associated dosing pump

• If this project will be delivered using current resources, say so: No

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o H&S to be happy with both liquid substances to be used and the way these are stored

o Electrical meter in pool to work correctly to monitor consumption levels before and after installation

• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).

o Check viscosity levels of ‘liquid’ cover will not interfere with normal pump operation within the pool

o Visibility of cover – needs to be totally invisible if it is not to discourage swimmers

Measuring Success

• Metrics for displaying performance or achievement: kWh

• Timings when success will be measured / evaluated: over a month period after install

Timing • Milestones / key dates e.g.

o start date: 15/05/2011

o completion date (when it will deliver savings): 31/08/2012

Notes Tom Husband centre is estimated to have 10% of PEEL multimeter consumption. Savings for cover 10% on RAP tool, but we have a solid cover at moment, so only 5% assumed

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Water Metering to all buildings

WAT-034

Owner (person) Matteo Littera (Energy Manager)

Department Estates & Property Services

Description All buildings to have pulsed water meters installed and connected back to AMR

Benefits • Financial savings: £ 1,460 (30 yrs lifetime)

• Payback period: 4.13 years

• Yearly CO2 Emissions reduction: 0.3 tonnes of CO2

• % of target: 0.01%

Funding • Project cost: £ 6,000

• Operational costs: £ 0

• Source of funding: internal

• How /when decision on funding will be made: 31/03/2011

Resources • Additional resource (e.g. people) requirements for delivery and where they will come from:

o Most current meters do not have pulsed outputs which will need an add-on

o More meters required for further sub-metering as current structure has many buildings per meter

• If this project will be delivered using current resources, say so: No

Ensuring Success

• Key success factors, or things that will need to happen for this project to succeed:

o Meter spec needs to be high enough to cope with slow-flowing water to ensure anomalies when compared to United Utilities’ bills

o Pulses will need to be collected within the BMS

• Principal risks: technical, financial, etc (e.g. what happens if the project is insufficiently resourced?).

o If insufficiently funded, not enough meters will be installed, so it will be impossible to determine exactly in which buildings we may have problems

Measuring Success

• Metrics for displaying performance or achievement: m3

• Timings when success will be measured / evaluated: When all are connected successfully to the BMS

Timing • Milestones / key dates e.g.

o start date: 01/05/2011

o completion date (when it will deliver savings): 31/08/2011

o interim deliverable / decision points

� Meter selection (15/05/2011)

� Install of meters (31/07/2011)

Notes Buildings listed assumed to consume 50% of water from PEEL meter; savings assumed to be 2% (conservative by industry standards. TheUofS at the moemnt has one of the highest consumptions of water pro-capita out of all HE Institutions!)

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Green IT - Master Power-switch off for PCs

ENE-029

Owner (person) Paul Turton

Department ITS

Description Software package which is installed on PCs which will automatically turn all disk activity off when in sleep mode and automatically switch off all PCs after a set time has been reached. Two-stage approach.

Benefits • Financial savings: £ 35,000 annually

• Payback period: 1.43 years

• CO2 Emissions reduction: 190 tonnes of CO2

• 3.5% of target

Funding • £85,000

• Annual investment required for maintenance - £7,000 (1st year compulsory)

• Source of funding: ITS

• Secured

Resources • Funding

• Awareness raising tools such as posters, energy meters, publications, promotional products

Ensuring Success

• Senior management support required

• ITS to work in conjunction with Energy manager to quantify benefits after Stage 1 audit

• Environment & Sustainability Team to work with ITS to roll out information and benefits to staff & students to get buy-in

• Principal risks: improper consultation with staff & students could provoke adverse reaction; not all PCs will be able to have software installed

Measuring Success

• Electricity drop should be easily measurable, especially as base-loads of individual buildings should be heavily affected

Timing • Milestones / key dates

o start date: April 2011

o completion date (when it will deliver savings): First benefits will be seen starting October 2011

o Interim measurements

� Stage 1 (Audit of current patterns) – June 2011

� Stage 2 (roll out of software) – October 2011

Notes

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Sustainable Food Policy

FOO-001

Owner (person) Liz Bromley

Department Student Life Directorate

Description Development of a Sustainable Food Policy, based around working towards the 7 principles of sustainable food outlined by Sustain, that sustainable and ethical organisations should:

1. Use local, seasonally available ingredients as standard, to minimise energy used in food production, transport and storage.

2. Specify food from farming systems that minimise harm to the environment, such as certified organic produce.

3. Reduce the amount of foods of animal origin (meat, dairy products and eggs) served, as livestock farming is one of the most significant contributors to climate change, and promote meals rich in fruit, vegetables, pulses, wholegrains and nuts. Ensure that meat, dairy products and eggs are produced to high environmental and animal welfare standards.

4. Exclude fish species identified as most ‘at risk’ by the Marine Conservation Society and specify fish only from sustainable sources – such as those accredited by the Marine Stewardship Council

5. Choose Fairtrade-certified products for foods and drinks imported from poorer countries, to ensure a fair deal for disadvantaged producers

6. Avoid bottled water and instead serve plain or filtered tap water in reusable jugs or bottles, to minimise transport and packaging waste.

7. Promote health and well-being by offering generous portions of vegetables, fruit and starchy staples like wholegrains, cutting down on salt, fats and oils, and cutting out artificial additives.

Benefits • Financial savings: £ TBC

• Payback period: TBC

• CO2 Emissions reduction: TBC

• Encourage healthier options on campus

• Reduce environmental impact through food choices and management of waste

• Increase Fairtrade consumption

Funding • £TBC

• Annual investment required

• Source of funding: TBC

Resources • Support from catering contractors

• Awareness raising tools such as posters, signage and promotional products

• Other infrastructure TBC

Ensuring Success

• Senior management support required

• Contractor engagement

• Principal risks: Time and allocation of responsibility for actions, funding for adequate infrastructure and awareness on campus, lack of engagement of contractors

Measuring Success

• TBC once Policy approved

• Fairtrade consumption on campus

Timing • Milestones / key dates

o start date: January 2011

o completion date (when it will deliver savings): annual (academic year) but

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EcoCampus

MAN-001

Owner (person) Rebecca Bennett

Department Estates & Property Services

Description EcoCampus is an environmental management system (EMS) development programme and award scheme, designed and developed for the HE sector. It uses a phased and modular approach to help improve an institution’s environmental performance. The EcoCampus Platinum Award is equivalent to the international standard ISO 14001. The aims of this programme are to achieve;

- Bronze Award by November 2010

- Silver Award by March 2011

- Gold Award by October 2011

- Platinum Award TBC

Benefits • Financial savings: £ TBC (from subsequent objectives and targets)

• Payback period: estimated to be less than 3 years

• Improved management of environmental performance

• Demonstration of compliance with relevant environmental legislation and other requirements

Funding • £10,000

• Source of funding: Estates and Property Services – Environment Team

• Secured

Resources • EcoCampus project tools

• Legislation Update Service and Aspect management tool

• Environment and Sustainability Team personnel

• Others as identified in environmental management structure

Ensuring Success

• Senior management support required

• Sustainability/Carbon Management Project Team support

• Principal risks: Time of Environment and Sustainability Team and other relevant roles

Measuring Success

• Award levels achieved

Timing • Milestones / key dates

o start date: April 2010

o completion date (when it will deliver savings): ongoing programme

o Interim measurements for Award targets as above

Notes Bronze Award achieved October 2010

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Green Representatives

MAN-017

Owner (person) Rebecca Bennett, Environment and Sustainability Officer

Department Estates and Property Services

Description Development of a Green Representatives Network

Activities of the Green Reps may include:

� to work with the Environment and Sustainability Team and others to identify and determine how to tackle environmental issues within their department

� identifying objectives and targets for their department

� setting up a team to help achieve thire department aims (or integrating environmental issues into existing systems)

� identifying and, in some cases, putting into place the communication, resources, action programmes and training for success

� identifying key issues that need to be addressed if progress is to be sustained

� to measure and report on progress

Benefits • Financial savings: £ TBC

• Payback period: TBC

• CO2 Emissions reduction: N/A not measured

Funding • £5,000 (estimated up to end 2011)

• Annual investment required

• Source of funding: Environment Team, Estates and Property Services

Resources • Green Representatives to be allocated for each department

• Environment and Sustainability Officer to lead on awareness raising and training for Green Reps and specific roles but supported by Assistant Environment and Sustainability Officer and/or Energy Manager where required

• Awareness raising tools such as posters, energy meters, publications, promotional products

Ensuring Success

• Senior management support required

• Green Reps from different levels and areas of the University

• Green Reps adequately supported in their department and centrally with resources

• Green Reps permitted adequate time for the role – attendance at meetings/workshops etc

• Principal risks: Time of Environment and Sustainability Team and Green Reps for the project

Measuring Success

• Number of Green Reps – quarterly and annual

Timing • Milestones / key dates

o start date: Feb 2011

o completion date (when it will deliver savings): annual (academic year) but ongoing programme

o Interim measurements quarterly, KPIs to be established

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Sustainable Construction Policy

MAN-018

Owner (person) Rebecca Bennett, Environment and Sustainability Officer

Department Estates and Property Services

Description Development of a Sustainable Construction Policy, associated objectives, targets and programmes

Benefits • Financial savings to be made in operating costs for buildings, TBC through whole-life costing approach

• Payback period: a whole life costing approach will be taken

• CO2 Emissions reduction: TBC per building

• Designing in sustainable features for new buildings will save compared to retrofitting

• Improved well-being of building users

• Reduced maintenance costs

• Use of passive design features will reduce need for costly mechanical fixes

Funding • £TBC

• Investment required within Capital Projects

• Source of funding: Estates and Property Services/TBC

Resources • External expertise in sustainable construction

• Awareness raising within Estates and Property Services

Ensuring Success

• Senior management support required

• Sustainability Champion for University

• Estates and Property Service personnel engagement

• Principal risks: Time and allocation of responsibility for actions, funding for adequate infrastructure/developments within capital projects, lack of engagement of contractors, lack of drive from senior management

Measuring Success

• TBC once Policy approved

Timing • Milestones / key dates

o start date: January 2011

o completion date (when it will deliver savings): annual (academic year) but ongoing programme

o Interim measurements as buildings are commissioned

Notes

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Sustainable Procurement Policy

PRO-001

Owner (person) Head of Purchasing/Environment and Sustainability Officer

Department Finance Department/Estates and Property Services

Description Development of a sustainable procurement policy for the University:

General:

o Sustainable Procurement Policy - explaining what it means, guiding principles

for all

o Environmental accreditations and logos guide

o Sustainability review of key purchases

o Guidance for the purchase of key products, e.g. Green Office Purchasing, IT

Strategic Procurement:

o Process and guidance for assessing the impacts of products and services –

including whole life costing approaches

o Commitment and guidance on addressing financial and contractual obligations

in specifying environmental criteria – value for money not just cost

o Guidance on how to integrate environmental requirements into specifications

o Guidance for including environmental criteria in pre-qualification/RFQ

o Guidance on how to manage contracts for sustainability

o Guide for suppliers – awareness of UoS policy and commitments, the

sustainability assessment process at UoS, criteria for environmental information

on the supplier company, the tendering process and how to get further support

in meeting requirements.

Benefits • Financial savings: £ TBC

• Payback period: TBC

• CO2 Emissions reduction: TBC (baseline needs to be established where possible)

Funding • £TBC

• Annual investment required

• Source of funding: TBC

Resources • Sustainable Procurement Working Group

• Time of staff involved in purchasing for awareness training

• Guidance documents/web resource

• Time of Environment and Sustainability Team

Ensuring Success

• Senior management support required

• Principal risks: Time of Finance Division and funding for implementing initiatives

Measuring Success

• Sustainable Procurement Policy developed

• Further monitoring to be developed once plan and subsequent targets agreed

Timing • Milestones / key dates

o start date: Jan 2011

o completion date (when it will deliver savings): annual (academic year) but ongoing programme

o Interim measurements quarterly, KPIs to be established

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Recycled Content Paper

PRO-002

Owner (person) Environment and Sustainability Officer

Department Estates and Property Services

Description Increase consumption of recycled content paper as opposed to virgin paper.

- For office paper

- Publications produced

Benefits • Financial savings: £ TBC

• Payback period: TBC

• CO2 Emissions reduction: TBC (baseline needs to be established where possible)

• Promotion of environmental best practice

Funding • £TBC

• Source of funding: TBC

Resources • Sustainable Procurement Working Group

• Guidance documents/web resource

• Work with paper suppliers

• Time of Environment and Sustainability Team

Ensuring Success

• Senior management support required

• Principal risks: Support of Finance Division and non-acceptance if additional costs to departments

Measuring Success

• % of recycled content paper purchased

Timing • Milestones / key dates

o start date: Jan 2011

o completion date (when it will deliver savings): annual (academic year) but ongoing programme

o Interim measurements quarterly and annual

Notes

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Recycling Improvement Programme

REC-001

Owner (person) Rebecca Bennett

Department Estates & Property Services

Description Programme to reduce waste to landfill by:

- Increasing office paper recycling

- Increasing other paper, newspapers and cardboard recycling

- Increasing recycling of cans, plastic bottles and glass

- Increasing reuse and recycling of furniture

- Increasing monitoring of and quantities of food waste composting

- Increasing recycling of other wastes such as batteries, toner cartridges, books and clothing

Benefits • Financial savings: £ TBC

• Payback period: TBC

• CO2 Emissions reduction: TBC

Funding • £TBC

• Annual investment required

• Source of funding: Estates and Property Services

Resources • Additional collection receptacles for all recyclables across campus – internally and externally

• Support of waste management and cleaning team

• Support from contractors

• Awareness raising tools such as posters, signage and promotional products

Ensuring Success

• Senior management support required

• Green Reps to support roll out in their area

• Contractor engagement

• Principal risks: Time of Environment and Sustainability Team and Green Reps for the project, funding for adequate recycling provision across campus

Measuring Success

• Waste audits – percentage recyclables in general waste

• Tonnes of waste recycled

• Tonnes of waste to landfill

Timing • Milestones / key dates

o start date: January 2011

o completion date (when it will deliver savings): annual (academic year) but ongoing programme

o Interim measurements 6 monthly where possible, e.g. waste audits

Notes

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Travel Plan

TRA-001

Owner (person) Andy Binder, Travel and Transport Officer

Department Estates & Property Services

Description Development of a comprehensive, inclusive and holistic travel plan for the University:

- Reviewing current travel infrastructure and provision

- Establishing data for current travel patterns

- Establishing targets for reducing single-occupancy car travel

- Encouraging more sustainable modes of travel

- Addressing business travel as well as commuting

Benefits • Financial savings: £ TBC

• Payback period: TBC

• CO2 Emissions reduction: TBC (baseline needs to be established)

Funding • £TBC

• Annual investment required

• Source of funding: Estates and Property Services – Environment Team

Resources • Consultant advice in development

• To be confirmed once plan developed

Ensuring Success

• Senior management support required

• Principal risks: Time of Environment and Sustainability Team and funding for implementing initiatives and improving infrastructure to encourage active transport

Measuring Success

• Travel plan developed

• Further monitoring to be developed once plan and subsequent targets agreed

Timing • Milestones / key dates

o start date: 2010

o completion date (when it will deliver savings): annual (academic year) but ongoing programme

o Interim measurements quarterly, KPIs to be established

Notes

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Appendix C: Key Stakeholders for Carbon Management

Individual or Group Influence

Impact

Their interest or issues Means of Communication

Vice Chancellor H M Reputation of the University

Compliance with legislation & funding requirements

Alignment with University Strategic Plan

Chair of Programme Board

Programme Board to meet regularly throughout programme

Briefing update at each Programme Board meeting

Additional briefings direct to VC where necessary

Finance Director H L Cost / budgets

Member of Programme Board

Separate face to face meetings as necessary

Programme Board H M Progress of programme

Reputation of the University

Alignment with University Strategic Plan

Programme Board to meet regularly throughout programme

Regular briefing update at each Programme Board meeting

Carbon Management Projects Team

H H Progress of the programme

Communication to others

Application to area/role

Coordination and support

Regular Carbon Management Team meetings and updates

Emails when relevant

Executive Committee

H L Reputation of the University

Compliance with legislation & funding requirements

Alignment with University Strategic Plan

Regular briefing at Executive Committee meetings on progress

Presentation on launch of Carbon Management Plan

University Council H L Reputation of the University

Compliance with legislation & funding requirements

Member on Programme Board

Regular updates as necessary

Presentation on launch of Carbon Management Plan March 2011

University Senate M L Reputation of the University

Compliance with legislation & funding requirements

Regular updates as necessary

Presentation on launch of Carbon Management Plan March 2011

Capital Investment Group

H H Reputation of the University

Compliance with legislation & funding requirements

Regular updates as necessary

Presentation on launch of Carbon Management Plan March 2011

Estates & Property Services

M M Energy management

Planning

Refurbishment & new build requirements

Face to face meetings as necessary with key groups

Email updates

Guidance as required

Update in team briefings

Engagement workshops for key topic areas

Advancement Services

M L Reputation of the University

Communication across the University

External communication of achievements

Involvement in Carbon Management Team as corresponding member

Face to face additional communication planning meetings one week after Programme Board meetings

Email updates

Regular provision of progress updates for reporting internally

External launch of Carbon Management Plan

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Academic staff M L Academic achievement, workload, financial, working environment – lighting, heating and cooling

Events

Website/Staff newsletter

Presentations at key groups

Support/professional staff

M L Lighting, heating & cooling

Recycling

Events

Website/Staff newsletter

Presentations at key groups

Student Union M M Representing student views - Financial (personal & university), academic achievement, university environment, global issues, personal level impacts, transport to/from University.

Also reputation and future environment

Involvement in Programme Board and Carbon Management Team

Briefing updates to SU Exec

Emails as necessary

Student Life Directorate

M M Impact on students

Student residences – control of living environment, student requirements

Involvement in Carbon Management Team

Face to face meetings

Email updates

Guidance as required

Briefings and workshops on key topics

Commercial Services

M M Financial issues, energy consumption, waste management, procurement, reputation, health

Face to face meetings

Email updates

Guidance as required

Briefings and workshops on key topic areas

Students M L Financial (personal & university), academic achievement, university environment, global issues, personal level impacts, transport to/from University

Student Welcome Event

Student publications

University campus environment

Events

Student/University website

Student Union

Faculty/Department communication

Influence: the level of influence on the successful outcome of the Programme - High (H), Medium (M) or Low (L)

Impact: the level of impact that the Project will have on the person or group - High (H), Medium (M) or Low (L)