1 Carbon footprint Carbon action 2050 White papers From the chartered institute of building

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1 ciob Carbon footprint Carbon action 2050 White papers From the chartered institute of building introduction CIOB s headquarters is located at Englemere near Ascot in Berkshire. It provides office accommodation for approximately 70 people, and comprises the main building ( Englemere House ); an annex (the White House ); and around five hectares of wooded landscaped gardens. In addition to being the CIOB headquarters, Englemere House is hired out (by Englemere Ltd) as a venue for weddings, receptions, conferences and external events. This inevitably involves weekend and evening use all year round. april 2011 Regional branches of the CIOB operate from Ireland, Scotland, Wales and nine English regions. There is no specific office accommodation within the UK regions, as regional Branch Managers are based at home. International offices of the CIOB are located in South Africa, China (Chongqing, Shanghai and Beijing), Hong Kong, Malaysia, Singapore, Australia and the United Arab Emirates (UAE). No data is currently available on the size, type and function of these buildings. The CIOB is committed to reducing carbon emissions from its business operations and to ensuring sustainability, in particular carbon, is at the centre of everything we do. This is reflected in our overarching CIOB Corporate Strategy and, to some extent, in our operations plan for Carbon footprint Carbon action 2050 White papers From the chartered institute of building

2 background scope 1.0 industry focus Focusing on the construction industry as a whole, the CIOB is a modern, environmentally focused, professional institute; at the forefront of ensuring our members are equipped with the requisite skills, from both a technical and management perspective, to effectively respond to the global sustainability agenda. The diversity of our membership places us in a unique position to make an effective and lasting contribution to the changing needs of the industry. We are an awarding body for the Chartered Environmentalist (CEnv) qualification and have been involved in a number of activities around sustainability; influencing government and raising our public profile. internal focus Internally, we have made some headway in terms of reducing our organisational carbon footprint (in the UK); but this has been limited, and we have not celebrated our successes effectively. The CIOB commissioned the Carbon Trust to undertake an assessment of initial energy saving opportunities. Their report made recommendations on changes to Englemere House, which had the potential to reduce energy consumption by 39% (annual savings of 302,364 KWh/year2; 96 tonnes of CO 2 ; and 9,415). Recommendations were prioritised, reflecting a balance between the time to implement, estimated cost to implement, and savings expected. These priorities included: Revising heating plant times to closely reflect use of the buildings (completed) Reducing temperature in rooms (completed) Improving insulation in the lofts (not completed) Developing energy management policy and systems (in progress) Raising staff awareness (ongoing) Installing automatic lighting control (not completed) All progress made against these priorities was coordinated by the CIOB s sustainability committee the Green Team and reported via the CIOB intranet. No external reporting of this activity has ever been undertaken. The Green Team has continued to work to influence the culture of the CIOB towards sustainability, and has made good progress in changing behaviours and raising awareness of the issues with staff in Englemere (see section 8 below). This chapter outlines the actions that can be taken by the CIOB (across both its UK and international operations) to reduce its operational carbon footprint. We have a good base from which to build a carbon management strategy, and from which to demonstrate real leadership and progress. Many of the actions identified are short-term quick-wins. Others will require further research, assessment, and potentially, investment for the future. The main areas for improvement by the CIOB tend to be around monitoring, reporting and communicating our progress. This, of course, requires leadership in addition to budgetary and strategic commitment. It is recommended that a carbon management strategy is finalised by December 2011 and implemented by the CIOB Green Team. Annual reporting against the carbon management strategy should be established as a matter of routine by The Global Reporting Initiative (GRI) is recommended as the best available reporting framework with which to do this. best practice guidance 1. leadership, strategy and influence The strategic review of the CIOB, due to report in April 2011, is a key opportunity to embed sustainability, and in particular carbon reduction, into our operations and culture. We have a real opportunity to set ourselves apart from our competitors by demonstrating clear and effective leadership in this area. In doing so, we must ensure that carbon reduction is a key consideration of all strategic decisions that impact on our future business operations. The use of the GRI corporate sustainability and governance standard would facilitate this process (see 2 below). Increasingly, the CIOB is recognised as an authority on low carbon construction within the wider industry; and we must be seen to walk-the-walk and demonstrate leadership if we are to be taken seriously. Committing to a comprehensive carbon management strategy will allow the CIOB to further raise its profile and influence within industry, government, and the wider public. 2 Carbon footprint Carbon action 2050 White papers From the chartered institute of building

3 Ensure that carbon reduction is a key consideration of the 2011 Strategic Review; and all subsequent strategic business and operational decisions taken by the Institute; Develop a comprehensive CIOB carbon management strategy by December 2011; Embed carbon reduction targets into all departmental and managerial objectives; Resource and empower the CIOB Green Team to implement the CIOB s carbon management strategy; Report progress annually; communicate our achievements; celebrate success; and be open and transparent about areas of weakness. (see 2 below) 2. Monitoring and reporting progress It is important for the CIOB to embed sustainability (initially focusing on carbon reduction) at an organisational level. Organisational measurement and reporting would allow the CIOB to demonstrate its performance against a range of sustainability factors. It would allow us to define where we are, where we may be headed and the opportunities for improvement. The UK Green Building Council endorses and promotes the use of a sustainability reporting framework called the Global Reporting Initiative (GRI). This is the world s most widely used sustainability reporting framework ( setting out the principles and indicators that organisations can use to measure and report their economic, environmental, and social performance. While, initially, the CIOB s focus is on reducing carbon emissions, the GRI framework could also be expanded and adapted to meet the future reporting needs of the Institute. While GRI is not perfect, it is the most developed organisational reporting framework globally, and would most logically form the basis of any move to establish an international and universal standard for reporting, such as is used in financial reporting. Part of the attractiveness of GRI is its multi stakeholder approach ensuring its continuous evolution and market penetration. They have also recently developed a sector supplement specifically for the construction industry. We have CIOB ambassadors that are actively involved in the development of the GRI in construction, and have a good understanding of it application. Research and adopt the most appropriate sustainability reporting framework for the Institute (e.g. the Global Reporting Initiative [GRI]). Establish a process for reporting annually against our carbon management strategy. 3. Ciob buildings The CIOB estate mainly comprises 11 buildings: 9 international offices; the main headquarters at Englemere along with its White House annex. In practice, each building will have individual requirements in terms of energy efficiency and reducing carbon emissions so will need to be considered separately. Regional branches, which are operated out of Branch Managers homes, are therefore excluded from this section of the plan. Undertake an audit of the main house and the White House (by June 2011) to fully understand Englemere s energy efficiency (or inefficiency) and its running costs. Display up-to-date Energy Performance Certificates (EPCs) and Display Energy Certificates (DECs), for Englemere House, in a public place. Gather data and information on all our international offices; their energy efficiency and running costs. This could initially be undertaken by a survey to all international branch managers. Develop an action plan for each building i.e. identify and prioritise actions that will reduce carbon emissions, improve energy efficiency and reduce the running costs of our buildings (intrinsically linked to 5): - the use of automated and energy efficient lighting systems; - improved insulation; - improved flexibility and performance of the heating system; - the use of blinds, shutters or curtains to reduce heat loss through existing windows (ref: thermal-windows.pdf); - the use of draught-proofing practices to improve air tightness and reduce overall heating use in the buildings (ref: org.uk/live/content_pdfs/892.pdf); - use of microgeneration or other alternative energy sources (see 5); - changing personal behaviours (see 8). 4. travel and transport The CIOB, as an international organisation, has incurred significant travel and transport costs in the past. In the first quarter of 2010 this amounted to almost 45,000. There is real opportunity, particularly given technological advances, to significantly reduce our carbon emissions (not to mention the financial cost), of staff and member travel. 3 Carbon footprint Carbon action 2050 White papers From the chartered institute of building

4 76% of travel (as measured by expense claims) within the CIOB are made by CIOB members; 11% by head office staff and 7% by regional staff. The remaining 5% is made by EL staff, other staff (staff who have not been identified), the President and other individuals who have made claims e.g. attendees for the CIOB Student Challenge. In terms of the modes of transport used, 57% of journeys are made by car; 19% by rail; 17% by air; and 7% by taxis. Bus use is negligible. Develop a green travel plan for the CIOB which will not only reduce the financial cost of business travel, but our carbon emissions as well; Reduce travel and mileage carbon emissions by 10% by 2012; Encourage members and staff to explore public transport options before using a car; Encourage members and staff to car-share on business related journeys; Review our how to get to us information (for Ascot) to include bus routes, in addition to road and rail; Develop a procurement policy that encourages the use of locally-based suppliers where possible (see 6); Reduce the number of physical events held by the CIOB and explore online alternatives such as virtual events, social networking and online fora; Invest in appropriate teleconferencing equipment; Review our working-from-home policy to reflect our carbon management strategy. 5. energy energy consumption (by users) in our buildings should be a key focus of the CIOB s carbon management strategy. We need to better understand the ways in which we can reduce the energy used in lighting, heating and ventilation of our buildings. Much has been achieved in terms of educating staff and raising awareness of behavioural changes that can make a difference (see 8); but more can be done in terms of automating the various functions of the building; and making the most of advances in technology (see 3). energy efficiency needs to be addressed (see 3) to ensure our buildings are operating as optimally as possible. This may require longer-term investment in changes to the fabric of our buildings as outlined in section 3 above. Another potential area to explore is the energy sources used by the CIOB. In understanding our building requirements (see 3), we may discover opportunities in diversifying our energy supply for example, in the use of renewables, micro-generation or combined heat and power generation. Decrease the energy consumed in our buildings by 5% by 2012 (see 3 and 8) - as measured by utility bills; Invest in (appropriate) technologies and/or changes to the building that will reduce carbon emissions, improve energy efficiency and reduce the running costs of our buildings (see 3); Investigate alternative energy sources for the Englemere Estate; Educate staff and visitors on energy saving behaviours (see 8). 6. procurement The CIOB should seek to implement procurement procedures which identify products and materials derived from sustainable (and where possible, local) sources. This will positively affect environmental, social and economic areas in our business performance. Develop a sustainable procurement policy that encourages the use of locally-based suppliers where possible; Implement procurement procedures which identify products and materials derived from sustainable sources (i.e. ethically, environmentally and socially responsible as well as legal and auditable). 7. Waste Offices use considerable amounts of resource such as paper, packaging material, catering consumables and water. The CIOB is no different in this respect and, in addition, has the commercial side of the organisation (Englemere Ltd), and five hectares of grounds that need continued maintenance. The CIOB implements recycling practices within the organisation (particularly at Englemere), including food and garden waste, and has encouraged staff to participate in segregating waste and recycling wherever possible. Englemere Ltd does not separate or recycle kitchen waste. The CIOB utilises a bulk ing service (bmail) to reduce the amount of hard material sent out to its 46,000 members and encourages the use of the website as much as possible to reduce the amount of hard-copy material. At Englemere, there are commercial costs incurred for all of our recycling and waste disposal; thus any initiatives developed to decrease the quantities of waste needing collection will reduce our supplier transport and energy carbon footprint (less visits here) and have a positive financial benefit for the Institute. 4 Carbon footprint Carbon action 2050 White papers From the chartered institute of building

5 To date, no action has been taken to conserve or recycle water. As part of a carbon management strategy, develop a waste action plan for Englemere, Englemere Ltd and our International offices to monitor and reduce material waste and maximise the waste which can be recycled; Establish annual targets for reducing paper consumption, recycling material and water conservation; Continue to encourage staff (and other building users) to decrease waste in the workplace (see 8); Monitor and reduce water consumption in Englemere by 2012; Reduce paper consumption by 10% by 2012; Compost food waste for use in the gardens. The CIOB now needs to expand this work to cover Englemere Ltd and our international offices. We also need to embed carbon reduction into the culture of the Institute as outlined in section 1. Mainstream sustainability (in particular carbon reduction) in the culture and overall strategy of the CIOB (see 1); Resource and empower the CIOB Green Team to implement the CIOB s carbon management strategy (see 1); Encourage all staff (and other building users) to actively engage with the carbon management strategy through communication, motivation, training and participation. 8. personal behaviour and business practices This is the area where the CIOB has made the most impact to date, largely through the work of the Green Team. The internal group, based at Englemere, was started in 2005 and has representatives (champions) from each department. The aim of the group is to promote best practice and educate staff for the benefit of the work and home environments. There have been a number of initiatives including lunch-and-learn talks from CIOB ambassadors and inter-departmental competitions revolving around energy, carbon use and recycling. Initiatives have included: Low Carbon Challenge (2009) inter-departmental competition to reduce energy consumption in the office; Cycle to work / drive a colleague to work day (2009); Breakfast meeting to promote the Green Team s activities; Reducing waste paper templates designed for coasters and pen pot holders; guidelines for alternative printing styles; removal of bins under desks; recycle bins provided in each office; Composting food waste for use in the garden; Lunch-and-learn sessions with CIOB ambassadors; A Sustainable Christmas (2008) inter-departmental competition to encourage the use of recycled Christmas decorations. 5 Carbon footprint Carbon action 2050 White papers From the chartered institute of building

6 the big hitters These are the priority actions that we consider will make the biggest difference in the short-medium term to reducing carbon: action by WhoM? Could, is this action CoMMents should, Measurable? if so, how? & points for or Must discussion Lead by example by ensuring the CIOB Must GRI accreditation achieved Institute achieves GRI accreditation by December for sustainability reporting (level C). 2. Encourage members to achieve CIOB Should Number of members GRI accreditation. (or their organisations) GRI accredited. 3. Develop a comprehensive carbon CIOB Must Strategy operational by management strategy for the CIOB. December Undertake an audit of CIOB CIOB Must Energy saved due to conservation buildings to fully understand our and efficiency improvements carbon footprint. (Kg/CO 2 /m 2 /yr). 5. Decrease the energy consumed CIOB Should Gigajoules GJ in our buildings by 5% by Kg/CO 2 /m 2 /yr. 6. Reduce travel and mileage carbon CIOB Should Kg/CO 2 /m 2 /yr. Also GRI emissions by 10% by EN29 kgco 2 7. To promote the CIOB CIOB Must Number of website views on CarbonAction2050 initiative CarbonAction2050.com to key stakeholders. 8. To influence CIOB accredited CIOB Must Revision of the CIOB Education education programmes and Framework. CIOB awarded qualifications Percentage increase in the number of CIOB members who have achieved the Chartered Environmentalist qualification. Fiona Roberts, Adam Hollis MCIOB, Alan Crane FCIOB, March Carbon footprint Carbon action 2050 White papers From the chartered institute of building