THE HOSPITAL FOR SICK CHILDREN ENERGY CONSERVATION AND DEMAND MANAGEMENT PLAN

Transcription

1 THE HOSPITAL FOR SICK CHILDREN ENERGY CONSERVATION AND DEMAND MANAGEMENT PLAN

2 2 Contents Introduction... 4 Background... 6 Executive Summary... 6 Awareness, Education and Engagement... 7 Identification Initiation Innovation and Implementation... 7 Organizational Commitment... 7 Technical Systems Review... 7 Monitoring Measuring and Reporting... 7 Our Vision The Guiding Principles of our Strategic Energy Management... 8 SickKids Business Case for Environmental Sustainability... 6 Energy Management Goals and Objectives Goal: CDMP Approval, Resources to Implement Goal: Implement Financial Practices and Decision Making Processes Goal: Establish Purchasing Specifications for Energy Efficient Equipment and Services Goal: Implement Enhanced Design & Construction (D&C) Practices Goal: Improve Building Operating Performance Goal: Implement Cost-Effective Facility Upgrades Goal: Actively Manage Energy Commodity Goal: Monitor, Track, and Reward Progress Non-Technical Goals and Objectives LEED Gold Certification Organizational Behaviour The Engagement Process Supply Chain Management Renewable Energy Transportation Reduction (Bike storage) Sustainability Strategy Components Breakdown... 14

3 3 Current Energy Consumption Baseline Energy Use The Annex Annex Present State The Atrium Atrium Present State The Building Present State Identifying the Present State of Environmental Sustainability Initiatives Summary of existing Activities and Processes To date SickKids has initiated: Energy Benchmarking and Targets Annex, Atrium and Benchmarking and Targets Measures Measures Summary Measures - Present and Preferred State Table 1.1 Business Proposition on Non-Technical and Organizational/Behavioural Measures CDM Plan Implementation Monitoring and Evaluation Timeline and Responsibilities for Plan Adoption and Implementation

4 The Hospital for Sick Children and Demand Management Plan 4 Introduction The Hospital for Sick Children (SickKids) is a world class leader in children s health care. Energy conservation has become one of our core objectives in reaching our environmental sustainability objectives, addressing components material to our strategic goals and keeping a triple bottom line approach to organizational accounting. As a Broader Public Service organization, I endorse the enclosed SickKids 5 Year - and Demand Management (CDM) plan which is compliant with Ontario Regulation 397/11 under the Green Energy Act 2009 and affirm our commitment to implementing said plan. Sincerely, Director, Supply Chain and Facilities Operations

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6 6 Background The Hospital for Sick Children, also known as SickKids, is a major pediatric center for the Greater Toronto Area, serving patients up to age 18. Located on University Avenue in Downtown Toronto, SickKids is part of the city s Discovery District. SickKids is a teaching hospital for the University of Toronto. SickKids has built an integrated environment of patient care, research and learning. Nine centers within the hospital specialize in bone health, brain and behaviour, cancer, cystic fibrosis, heart, pain, image-guided care, genetic medicine, and transplantation. The SickKids Research Institute is the largest child health research institute in Canada. It employs almost 2,000 people, or a quarter of the SickKids workforce. The Research Institute is known for its groundbreaking research in stem cells, childhood cancer, cystic fibrosis and other diseases, and is home to the Database of Genomic Variations, known as the Toronto Database. This document focuses on the main hospital located at 555 University Ave, 170 Elizabeth. St and the Peter Gilgan Centre for Research and Learning (PGCRL) located at 686 Bay St. In addition SickKids rents approximately one million sq. ft. of leased office space located at 525 University, 180 Dundas St., and 123 Edward St. The Hospital for Sick Children is a Toronto based hospital focusing on the care and compassion towards children and families. The Hospital for Sick Children (SickKids) provides a wide range of integrated health care services from acute care to community based residential, mental health, public health and chronic care. As an integrated health care establishment we have three owned facilities and two leased office spaces within the downtown core. Our laboratory/research space includes the Peter Gilgan Research Centre and 525 University Ave. We have additional research space at the Building and additional office space at 180 Dundas St. 525 University Ave. 180 Dundas St. and 123 Edward St. are leased office space while the Building and the PGCRL are primarily research based buildings. The main campus of the Hospital at 555 University Ave. and the latest Atrium addition includes both patient care centers and support staff offices. SickKids is a renowned leader in Child Patient Care with a sister foundation that supports child health. SickKids has been recognized by medical professionals the world over for its innovative research into childhood cancers, heart and brain disorders. Our goal is to create an environment that offers children the best opportunity to thrive and reach their utmost potential. Executive Summary In this Energy Management Plan for The Hospital for Sick Children we will encompass energy management requirements for the upcoming five year term of July 2014 to July The guiding components of this energy management plan include but are not limited to:

7 7 Awareness, Education and Engagement Plans to re-establish and re-invigorate the existing KidsGoGreen employee engagement program Identification Initiation Innovation and Implementation Identification of opportunities to streamline efficiency including Just in Time strategies that are innovative and effective remains a constant objective for SickKids. This includes enhancing energy performance, material usage, output and patient care. Initiation on planning and implementation of procedures must all be in line with SickKids current mission to provide a healthy and save environment for all occupants. Organizational Commitment Proven commitment from SickKids Senior Executives and staff regarding the importance of maintaining a healthy, safe and environmentally friendly hospital environment. Technical Systems Review Summary of in need technical and mechanical change outs required to achieve triple bottom line results and objectives. Monitoring Measuring and Reporting Systematic monitoring and tracking of energy consumption/usage over the next 5 years including report sharing practices and trending analysis for time of day usage. Our Vision. Members of our Sustainability team sat down to review guidelines and goals of this initiative and after doing so found a number of opportunities that will remain high priority in our continuing efforts to achieve sustainability success. These items are as follows: 1. Create further opportunity for KidsGoGreen to carry out engagement projects with Child Life, Patient Care, the SickKids Foundation, and other local events programs within the hospital. 2. Implement action programs that retain the support of senior executive. 3. Introduce shared value approaches with surrounding sister hospitals and continue meetings with Greening Healthcare associations 4. Utilize and share best practices in order to optimize the operation of the major mechanical and electrical systems which account for more than two thirds of the hospital s energy spend. 5. Continue ongoing monitoring and evaluation of existing energy management technologies and support needs for monthly energy management meetings with Plant Operations Green Team. 6. Incorporate retro-commissioning, LEED certification, energy audits, and strategic sustainability planning to related facilities within our jurisdiction as they apply.

8 8 7. Develop and implement Green Procurement strategy that increases involvement with purchasing groups and vendors to address strategies and procedures regarding our continued interest in achieving energy efficiency within all facets of our supply chain. 8. Continue to monitor and track our energy savings against our objectives and inform stakeholders of targeting achievements, incentives, and obstacles. 9. Include Energy and Environment in annual report and integrate social marketing and engagement tools for sustainability into current existing programs and practices. 10. Further develop our environmental policies and procedures to better address stakeholder complaints regarding space temperature settings, integrated reporting practices and conservation initiatives. The Guiding Principles of our Strategic Energy Management 1. Enabling a strategic approach Taking the whole system into consideration when developing a strategy that fits with all agendas and encompasses the needs of varying departments 2. Supporting executive goals critical to organizational success adding upon existing corporate strategies and incorporating energy management procedures as they align with existing goals. 3. Long-term organizational change pursue reporting to ensure that goals and objectives are being relayed publically on a yearly basis with 5, 10, and 20 year targets listed. 4. Stakeholder engagement addressing key stakeholders and creating innovative approaches to embrace adaptation towards environmental sustainability. 5. Commitment understanding that commitment from all levels of governance is mission critical in the success of any project, we will encourage communication between various departments to ensure that support on organizational strategies is understood and acted upon across all organizational boundaries. 6. Ensuring and Presenting on positive ROI Create a strategy that applies achievable reduction targets to long term goals starting with low hanging fruit and moving towards institutional change with results based approach leading with financials. 7. Using available resources and alignment strategies to ensure approaches are easily implemented, understood, and appreciated by staff and patrons alike. 8. Creating an integrated approach to engagement while inspiring a can-do culture, mitigating siloed departments to create cross-cultural collaborative communication network. SickKids Business Case for Environmental Sustainability The Hospital for Sick Children s recognizes that creating an environmentally sustainable hospital for children to families is an integral part of our interest in creating a healthy and safe environment. In creating Healthier Children and a better world SickKids is invested into developing a better business case for sustainability. Some of the effects of a strategically applied sustainability program include,

9 9 Regulatory Compliance o Successfully meeting guidelines and regulations to achieve compliance and enhance reputation within the industry and professional alliances. Shared Value o Establishing partnership with existing business and not-for-profit hubs to create new opportunities for organizational growth and profit sharing. Cost effectiveness o Reduction in utility cost and consumption enabling savings so that funds can be allocated to other departments to increase growth and patient care. Corporate Communication o Increase in communication and efficiency within the working environment to create a leaner organizational approach to business and increase efficiencies within departments. Provide improved patient care experience o Activities and programs geared toward patient wellness and environmental health will increase patient interest and experience. Social Responsibility o Socially responsible alignment with existing mission to embrace healthy living will advance SickKids existing award winning programs and enable further development of new projects to assist in child care and socially responsible organizational strategy. Recruiting advantage o If executives are hoping to recruit and retain top talent, a green facility and community attract more new hires that are inspired and interested in making a difference. Better treatment outcomes o Facilities that take on environmentally sustainable processes stand to contribute to faster and better recovery of patients be it through cleaner healthier environments, green and healthy food grown locally, or the activities that promote healthy living. Risk Mitigation o Green facilities enhance stakeholder health and safety standards by influencing a culture of cleanliness. This also has the added benefit of mitigating viral outbreaks within the organization. Public Relations o Improved public relations and increased opportunity for further philanthropic funding for the SickKids Foundation. New Opportunities o As part of our Leading Practices initiative SickKids will be able to offer innovative education and training on environmental sustainability and energy management throughout the health care sector offering opportunities for revenue growth in an entirely new area of business.

10 10 Energy Management Goals and Objectives SickKids is committed to be the leader in clinical, research, education, operational and service excellence. SickKids is also committed to continuously improving the energy efficiency of our facilities and processes to reduce operating costs, environmental impact, greenhouse gas (GHG) emissions and conserve natural resources. SickKids energy management goals include, but are not limited to, the following: CDMP Approval, Resources to Implement Implement Financial Practices and Decision Making Processes; Establish Funding Resources Implement Strategic Energy Management Practices Purchasing/Procurement Procedures and Specifications Enhanced Design & Construction Practices Enhanced Facility Operating Practices Cost-Effective Facility Upgrades Active Commodity Management Monitoring, Track, & Improve Performance Goal: CDMP Approval, Resources to Implement Executive management commitment engagement in process approval and adjustments and appropriate resources allocation to support initiatives. Support from key staff (financial management, purchasing/procurement, construction, facility operations, etc.). Creation of mechanisms/processes to make resources available. Clarification and communication of staff roles and responsibilities, performance goals, and energy management reporting. Strategic directions and objectives measured through Key Performance Indicators (KPIs). Goal: Implement Financial Practices and Decision Making Processes A budget spent to achieve energy efficiency is viewed as an investment, not a cost. Financial decision makers consistently use life cycle cost analysis (LCCA) on all new construction, major renovations, and equipment replacements. Establish Internal Rate of Return (IRR) benchmark to pre-approve and qualify projects with the hospital senior leadership, in order to fast track the approval of projects. Train staff on Life Cycle Cost Analysis (LCCA) and financial requirements and decision making process. Decisions about energy management investments will be part of SickKids high-level, long-range process of budgeting for capital and operations. Goal: Establish Purchasing Specifications for Energy Efficient Equipment and Services Establish and consistently use purchasing specifications that minimize life-cycle costs for energy efficient equipment and services.

11 11 Establish efficiency specifications for standard equipment routinely replaced (e.g. lights, motors, and unitary HVAC equipment). Establish efficiency guidelines that apply LCCA for custom equipment purchases. Goal: Implement Enhanced Design & Construction (D&C) Practices Implement improved new construction practices in all projects that specify early team collaboration and integrated design (ID). All new buildings meet the LEED standard. Integrated design required for funding. Establish best practices with respect to the modernization existing space for future usage, including the collaboration with hospital stakeholders and staff. RFPs, contract terms and conditions and fee structures will support ID. Apply LCCA and financial hurdle rates described above to design decisions. Apply established purchasing procedures and specifications. Include incentives and tax credits wherever available. Educate all owner s project managers or construction managers and contractors on integrated design and their respective roles in master planning pre-design, design, construction, testing, commissioning, and monitoring. Set and meet clear energy performance targets for new buildings; measure and improve over time. Establish baseline for measuring performance goals. Set target for each building. Measure performance and improve over time. Specify commissioning as a standard procedure. 100 per cent of fundamental building systems and elements will be designed, installed, and calibrated to operate as designed. Design team, commissioning agent, and building operators will work closely throughout the design process and occupancy to ensure good transition. Goal: Improve Building Operating Performance Equipment tune-up and improved operations and maintenance (O&M) will achieve the following results while supporting patient care, and facility comfort and safety. Reduce the Annex system EUI from 49.6 ekwh/ft 2 to 40.0 ekwh/ft 2, Atrium system EUI from 43.9 ekwh/ft 2 to 42.0 ekwh/ft 2 and EUI from 61.0 ekwh/ft 2 to 55.0 ekwh/ft 2 by The EUI will be adjusted for variances in patient days and IT intensity. Improve ENERGYSTAR rating. Goal: Implement Cost-Effective Facility Upgrades Implement equipment and system upgrades where justified by life-cycle cost analysis. Develop standard RFP documents, contract terms, and reporting standards.

12 12 Goal: Actively Manage Energy Commodity Minimize utility costs and exposure to market risks. Utility costs include steam, natural gas, electricity, water, and sewer. Participate in the energy/utility regulatory process. Goal: Monitor, Track, and Reward Progress Track progress on CDMP Track energy reductions monthly and report annually. Reward staff for successes. Non-Technical Goals and Objectives Sick Children s sustainability initiative is set and ready to apply directly to our mission Healthier Children. A Better World. This vision incorporates the ideology that all children deserve to be in a safe and healthy environment within our hospitals walls and our surrounding community, into our sustainability design. LEED Gold Certification The Peter Gilgan Centre for Research and Learning towering 21 stories at the corner of Bay St. and Elm St., has been constructed to be the first LEED Gold medical research center in the world. We are currently reviewing or LEED EB requirements which will include further investigation into policy developments for waste, water, and energy. This innovative project promotes a whole building approach to sustainability by recognizing key performance indicators in both human and environmental health. Organizational Behaviour Our existing engagement program will encompass all elements of our energy management core functions. The process will include a review of what our current systems are capable of, gaps, opportunities for improvement, techniques to increase interest and attitudinal change, and executive support. This will ensure that staff, patients and families are aware that these procedures are intrinsically important to Sick Children s interest in their health and happiness. The Engagement Process Our engagement process will consist of a three tier action portfolio. We have already gained interest in a number of conservation ideologies that the hospital and its patrons are invested in. Our plan is to follow through with this process by educating stakeholders about the effects of their actions on our internal environment. This will be followed by an increased perception of responsibility by implementing programs and procedures that will rely greatly on human effort. Supply Chain Management Review existing chain of supplies, procurement policies, vendors, and appropriation of resources. High priority focus areas include the water levels used for cleaning whether changing to different mops may provide a greater cost savings on both the item and the utility

13 13 used. UPC markers on item racks to evaluate the (JIT) requirements for replacement will deter from hoarding of materials and reduce cost of disposal and un-necessary purchasing. Renewable Energy SickKids currently has installed a 182 kw solar thermal system on the rooftop of the Atrium building. Our intention was to assist our community by providing a source of sustainable renewable energy from our rooftop. Sustainable energy sourcing is a core objective of our five year energy management plan and as such we intend to supplement the domestic hot water needs with solar energy. This endeavor will not only decrease our current carbon footprint but also enhance our sustainable sourcing program and drive home the importance of keeping our energy impact at a minimum. The closed loop solar thermal system at SickKids consists of 96 EnerWorks solar collectors model SG1-SH10 and associated ancillary equipment. Each collector has a capacity of 1.89 kw with a gross area of 2.89 m 2. A system is sized to meet a solar fraction of 9 per cent. It has been estimated that system will replace 29,239 m 3 of natural gas currently used by Enwave Corporation to produce district steam and decrease the Hospital s Green House (GHG) gas emissions by 54.9 metric tons per year. The solar thermal system was installed in 2007 and was in working order from that point until SicKids intent is to re-commission this solar thermal system and continue energy production from renewable sources. We continue to review options and partnerships with organizations like TREC (Toronto Renewable Energy Cooperative), TAF (Toronto Atmospheric Fund) and the TRCA (Toronto Regional Authority). SickKids understands the requirements to reduce provincial energy consumption and appreciate the Ministry s interest in reviewing opportunities to apply renewable energy and other environmentally sustainable energy sourcing including geothermal, deep lake water cooling and biofuels as possible expansion to our existing portfolio. We will continue to look at renewable energy alternatives as they apply. Transportation Reduction (Bike storage) In addition to our interest in reducing our internal energy usage and reviewing alternatives to current methods of energy sourcing, SickKids is also passionate about reducing our Scope 3 carbon emissions by offering employees reduced prices on monthly transit passes and offering two bike storage units on Elm and Gerrard (either side of the hospital). These bike storage areas are able to hold 50 bikes each comfortably. We also have a bike storage lot on the ground level of the PGCRL for the research building staff and surrounding hospital employees. Our goal is to increase these strategies and commit to a reduction in Scope 3 carbon emissions through transportation programs that promote a healthy lifestyle and sustainable communities. This includes carpooling for long distance travellers and research into how we can broaden our transportation discount from immediate TTC users to include Metrolinx services in future.

14 14 Sustainability Strategy Working within change management procedures our environmental sustainability strategy encompasses and applies all pertinent components of a full suite sustainability plan with proper assessment, validation and verification, implementation, measuring and monitoring. Our plan will take into account existing organization strategies linking innovative approaches for information exchange, training, cost reduction strategies, and human health and development into our energy management processes. Components Breakdown The chart below depicts a number of implementation categories within our energy management strategy. Keeping occupants informed and involved in these criteria as they develop will be a key driver to our strategy moving forward. Industry Leader SickKids is an industry leader in the medical treatment of children in Canada and intends to become an industry leader in green healthcare initiatives going forward. Our current energy consumption is currently 60 Million kwh per year of electricity and 165,000 GJ per year of steam, equivalent to 16,000 carbon tons per year. Our hope is to reduce our current consumption by 16 per cent within the first five years of implementation. These targets reflect an existing drop in energy consumption of fourteen per cent over the past four and half years. This conservation goal would total our reduction target at 30 per cent within a ten year period. Current Energy Consumption As a part of energy conservation and demand management plan in compliance with Regulation 397/11 made under the Green Energy Act, 2009, SickKids is required to prepare, publish and make available to the public its annual energy consumption and resulting greenhouse gas (GHG) production. The energy consumption data presented in this section of the CDMP provides the most recent full year of utility data. The2012 year was selected as an energy consumption baseline and will be used to track progress towards achieving SickKids goals and objectives outlined in the CDMP. The summary of actual 2012 energy consumption for the three (3) sites is summarized in a Table below.

15 15 Table 1. Sickkids Summary of 2012 Baseline Energy Consumption Operation Name Atrium Operation Type Address City Postal Code Facilities used for hospital purposes 555 University Ave. Total Floor Area (ft 2 ) Electricity (kwh) District Heating (GJ) GHG Emissions (teco 2 ) Energy Intensity (ekwh/ft 2 ) Toronto M5G 1X8 952,980 29,080,405 45,944 6, Annex Administrative offices and related facilities 170 Elizabeth St Toronto M5G 1X8 1,035,185 22,839, ,497 7, Facilities used for 175 Elizabeth Toronto M5G 2G3 198,305 7,504,280 16,561 1, hospital purposes St Total 2,186,470 59,424, ,002 15, Baseline Energy Use The SickKids buildings portfolio consists of the Annex, Atrium, Building and Peter Gilgan Centre for Research and Learning (PGCRL). The PGCRL is the newest facility occupied since the fall of The energy data for this building is not included in CDMP. The main source of heating at SickKids hospital is a district steam provided by Enwave Energy Corporation. Electricity is purchased from Toronto Hydro. The Annex The Annex annual fossil fuel (steam) consumption for the year 2012 was 80,961 Klbs with an average consumption of 9,984 Klbs per month during the winter season and 2,215 Klbs per month during the summer season. The base building steam loads include Domestic Hot Water (DHW) heating, reheat, process load etc. The annual electricity consumption was 22,839,546 kwh with peak demand of 5,112 kw. The base building electricity loads include, lighting, miscellaneous loads, base cooling, motors etc. The water and sewer bills for the same period were 134,570m 3 with an average consumption of 11,214 m 3 per month. The facility 2012 Energy Intensity was 49,69 ekwh per SqFt for electric and other energy sources. Table 2. Annex Baseline 2012 Year 2012 Consumption (kwh) Demand kw Electricity Energy Intensity (ekwh/ft 2 ) Electricity GHG Emissions (teco 2 ) Steam Consumption (Klbs) Steam Energy Intensity (ekwh/ft 2 ) Steam GHG Emissions (teco 2 ) Water Consumption (m 3 ) Total Energy Intensity (ekwh/ft 2 ) Total GHG Emissions (teco 2 ) Jan 1,737,808 3, , , Feb 1,783,970 3, , , Mar 1,647,574 3, , , Apr 1,698,131 4, , , May 1,734,958 4, , , Jun 2,184,968 5, , , Jul 2,349,877 5, , , Aug 2,370,035 3, , , Sep 2,162,091 3, , , Oct 1,708,312 3, , , Nov 1,768,664 3, , , Dec 1,693,157 3, , , Total 22,839,546 45, ,883 80, , , ,501

16 16 2,500,000 6,000 2,000,000 5,000 1,500,000 1,000,000 kwh 4,000 3,000 2,000 kw 500,000 1,000 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Graph 1. Baseline Electricity Use Profile Profile Graph 2. Baseline Electricity Demand 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Klbs Graph 3. Baseline Steam Use Profile The Annex baseline peak energy consumption and operating trends for steam and electricity in correlation with Heating Degree Days (HDD) and Cooling Degree Days (CDD) is shown on a Graph below.

17 Annex Electricity and Fuel Trend Chart ekwh/m2/day Degree Days Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec ekwh/m2/day/electrical ekwh/m2/day/steam C.D.D. H.D.D. 0 Graph 4. Baseline Energy Consumption with Weather Data Annex Present State Building breakdown: Building The Annex Primary Building Type Office and Clinics Year Constructed 1949 * Number of Floors 15 floors above grade, 1 basement level Total Facility Square Footage 1,035,185 *The three wings in the Annex were built in stages: the Black Wing was built in 1949; the Roy Hill Wing was built in 1964; and the Burton Wing was built in The Annex is currently used for many different purposes but the main categories are office, medical clinics and laboratories. The HVAC ventilation systems in all the three wings of the Annex provide 100 per cent outside air. The Burton Wing (Elm Wing) is heated by central steam from Enwave Energy Corporation through coils and heat exchangers for the hydronic systems. During the cooling season, cooling is provided by a combination of the existing three chillers within the Annex. Currently the Burton Wing is used for laboratories and clinical areas, with fewer offices. Many of the air-handling systems are 100 per cent outside air with glycol heat reclaim systems. The air systems feed constant volume boxes (with some hybrid variable volume boxes) and many of the systems have variable inlet vanes. The Roy Hill Wing (Gerrard Wing) also uses central steam as its main source of heating and uses the

18 18 Annex chillers as its main source of cooling. Year-round cooling loads are also served by the Atrium heat recovery chillers in the winter heating season. Many of the air handling systems that serve the wing are 100% outside air systems with some heat recovery. The Black Wing (University Wing) has fan coil units that serve floors four to nine. These fan coil units provide the necessary cooling. This wing has mainly office areas. Central heating and cooling is provided by central steam through Enwave and the Annex s chillers respectively. All main HVAC systems with the exception of individual fan coils and other local terminal units are controlled by the central JCI building automation system. The Atrium The electric consumption for the Atrium for the 2012 baseline was 29,080,405 kwh. The peak demand for this facility was 4,902 kw while an average monthly demand was 4,211 kw. The electricity base load is high since this building is round the clock patient care facility. The steam consumption for the same period was 36,291 Klbs with an average consumption of 3,907 Klbs per month during the winter season and 1,789 Klbs per month during the summer season. The water consumption for the same period was 206,084 m 3 with an average consumption of 15,853 m 3 per month. The facility 2012 Energy Intensity was 4,397 ekwh per SqFt for electric and other energy sources. Table 3. Atrium Baseline 2012 Year 2012 Consumption (kwh) Demand kw Electricity Energy Intensity (ekwh/ft 2 ) Electricity GHG Emissions (teco 2 ) Steam Consumption (Klbs) Steam Energy Intensity (ekwh/ft 2 ) Steam GHG Emissions (teco 2 ) Water Consumption (m 3 ) Total Energy Intensity (ekwh/ft 2 ) Total GHG Emissions (teco 2 ) Jan 2,210,528 3, , , Feb 2,259,283 3, , , Mar 2,138,319 4, , , Apr 2,264,701 4, , , May 2,375,200 4, , , Jun 2,780,654 4, , , Jul 2,802,649 4, , , Aug 2,805,122 4, , , Sep 2,683,519 4, , , Oct 2,279,190 4, , , Nov 2,295,927 3, , , Dec 2,185,312 3, , , Total 29,080,405 50, ,944 36, , , ,566

19 19 Graph 5. Baseline Electricity Use Profile Demand Profile Graph 6. Baseline Electricity Graph 7. Baseline Steam Use Profile The Graph 8 below provides a better understanding of the determinants of the steam and electrical usage at Atrium Building. Steam use in buildings within this climate, have a temperature sensitive component. Since this facility utilizes steam as its main heating source this is true for this facility. The steam usage/day (Equivalent kwh/m2/day) for this meter has been plotted against heating degree days in the graph below. As can be observed there is a strong correlation between steam usage and heating degree days (HDD). By examining the electrical usage (kwh/m2/day) against temperature in the graph below, there appears to be a temperature sensitive component. During summer months, electricity consumption is higher due to chiller running time. The graphs plotting electrical usage to cooling degree days/day (CDD) and heating degree days (H.D.D.) confirm this as well. Comparing the energy consumption of a facility to the weather for the same period helps understand the impact of temperature sensitive loads. The graph below compares the energy consumption per meter square to the weather profile for the same period. This profile helps define the effectiveness of the existing control system plus identifies areas and timeframes of over consumption.

20 20 Graph 8. Baseline Energy Consumption with Weather Data Atrium Present State Building breakdown: Building The Atrium Primary Building Type Patient Area Year Constructed 1993 Number of Floors 12 floors above grade, 1 basement level, and 4 parking levels Total Facility Square Footage 952,980 The Atrium is the newest of the four sites of the SickKids hospital. The majority of the fan systems in the Atrium North Building reside in the ninth floor with a few systems on the first and third floors. The Atrium South Building fan systems are located in the ninth floor, with some systems in the Service and Mechanical Parking P2 floors. This facility is where round the clock patient care takes place, with approximately 370 patient beds. This building has central steam from Enwave Energy Corporation as its main source of heat and four chillers that provide it with centralized cooling. Two of the four chillers act as heat recovery chillers. Some of the Air Handling Units (AHUs) have variable inlet vanes and the operating room air handling units have variable frequency drives installed but the majority of the air systems are constant volume. Domestic hot water is provided through steam to water heat exchangers. The Atrium rooftop accommodates Enerworks solar thermal system. The solar thermal system consists of 96 panels with rated capacity of 180 kw designed to preheats the water supplied to the heat exchanger in the ninth floor mechanical room. This system is currently not operational.

21 21 The Building The annual district steam consumption for the 2012 baseline was 13,081 Klbs with an average consumption of 1,090 Klbs per month. The annual electricity consumption was 7,504,280 kwh. The peak demand for this facility was 1,597 kw while an average monthly demand was 1,212 kw. The water consumption for the same period was 61,245 m 3 with an average consumption of 5,104 m 3 The facility 2012 Energy Intensity was ekwh per SqFt for electric and other energy sources. Since this building is a research facility operating 24/7 and containing mainly laboratories, the higher energy consumption is on line with the average based on industry standards for this type of building. Table 4. Baseline 2012 Year 2012 Consumption (kwh) Demand kw Electricity Energy Intensity (ekwh/ft 2 ) Electricity GHG Emissions (teco 2 ) Steam Consumption (Klbs) Steam Energy Intensity (ekwh/ft 2 ) Steam GHG Emissions (teco 2 ) Water Consumption (m 3 ) Total Energy Intensity (ekwh/ft 2 ) Total GHG Emissions (teco 2 ) Jan 490,611 1, , , Feb 543,983 1, , , Mar 490,401 1, , , Apr 529,484 1, , , May 582,233 1, , Jun 764,871 1, , Jul 879,130 1, , Aug 847,731 1, , Sep 762,375 1, , Oct 562,856 1, , Nov 536,092 1, , , Dec 514, , , Total 7,504,280 14, ,276 13, , ,860 Graph 9. Baseline Electricity Use Profile Demand Profile Graph 10. Baseline Electricity

22 22 Graph 11. Baseline Steam Use Profile Graph 12. Baseline Energy Consumption with Weather Data Present State Building breakdown: Building The Building Primary Building Type Research laboratories Year Constructed 1972 Number of Floors 11 floors above grade, and 3 basement levels Total Facility Square Footage 198,305

23 23 is a building with eight floors, first floor and basement floor interstitial levels, a basement and sub-basement floor. The building is primarily a research facility containing primarily laboratory spaces. The main mechanical systems reside in the sub-basement, basement interstitial, 1st floor interstitial and 8th floor mechanical rooms. Consistent with the other two facilities in this site, there is central steam from Enwave Energy Corporation that provides its main source of heat. Three chillers provide the cooling requirements for this building. Due to the nature of the space use, the HVAC systems are mainly 100 per cent outside air systems. As the laboratories have fume hoods in use, the air systems generally operate continuously. Domestic hot water is provided through steam to hot water heat exchangers. Consistent with the other two facilities, a JCI building automation system controls the main HVAC equipment while the terminal units are controlled by standalone thermostats. Identifying the Present State of Environmental Sustainability Initiatives SickKids has been diligently moving forward on their organizational sustainability initiatives including increasing Eco Branding, Eco Efficiency, Organizational Social Responsibility, and encompassing Sustainability Strategy within larger year end goals. The pictures below outline our existing Healthier Children. A Better World. platform posted throughout the hospital, which include key components of energy efficiency and environmental sustainability.

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26 26 Summary of Existing Activities and Processes Our key objectives at SickKids include getting projects aligned with objectives that are in keeping with the materiality components of our sustainability strategy. Some of the materiality components for our organization consist of health and safety measures along with community development and creating an environmentally sound facility. We currently have in place high efficiency energy technologies and continue to monitor and verify for opportunities to change existing mechanics to those that To date SickKids has initiated: 1. A KidsGoGreen Engagement program which has resulted in increased savings and capacity building exercises throughout the organization. 2. Implementation of solar thermal system 3. Tracked and managed energy performance visa vie external consultant Enerlife and embedded energy management procedures. 4. Participated in government lead energy reduction programs including the OPA s Embedded Energy Manager program. 5. Addressed sustainability as a key business objective for Leveraged different departments existing programs (Food Services, Child Life, The SickKids Foundation, Operations and Maintenance) to increase sustainability objectives. 7. Completed construction of the first anticipated LEED Gold Research Laboratory in the world! 8. Just in Time (JIT) management procedures dispersed throughout corporate systems decreasing un-necessary energy purchasing and increasing time of day energy management procedures. 9. Internal sustainability advisor in place and actively pursuing reduction targeting. 10. Installed heat recovery chillers and implemented operating room optimization. Energy Benchmarking and Targets SickKids energy and water consumption is monitored through the Greening Health Care online reporting system. In assessing the energy and water savings potential at SickKids and establishing the targets, Greening Health Care data base of over 60 hospital sites is used to determine real and representative energy consumption for the healthcare sector. Graphs and Tables below prepared by Enerlife Consulting represent energy savings potential of the SickKids facilities based on 2011 energy data. Based on the Greening Health Care database benchmarking, SickKids has set an energy saving target range of per cent for the Annex, 5-10 per cent for the Atrium and per cent for the Building. The targets will form the basis of strategic planning, resource allocation, reporting and baseline adjustment over the 5 year period as required by Regulation 397/11.

27 27 Annex, Atrium and Benchmarking and Targets Current Energy Benchmark Target Energy Benchmark

28 28 Current Water Benchmark Target Water Benchmark Targeted savings for the site are as follows. Targets are based on good practice standards from the Greening Healthcare database, adjusted for material, site specific variables. Measures Measures Summary Potential measures are identified through third party energy savings studies as well as experience and observation by Facility Management staff. The objective of the studies is to analyze and evaluate the performance of the facilities including HVAC systems, water efficiency and operational and management process improvements. The results of these studies provide SickKids with the basis for planning and implementing energy and water reduction improvements in their facility. The results of the assessment indicate that there is a potential for the implementation of cost effective energy and water reduction measures in the areas of lighting, HVAC equipment, and water fixtures.

29 29 The following Table 5 shows identified performance improvement measures separated by source (electricity, steam and water). Table 5 - Schedule of Measures Building / Current/ Previous/ Demand Management Project Measure Cost of Retrofit ($) Water Annual Savings (m3) Water Cost Savings ($) Electricity Annual Savings (GJ) Electricity Cost Savings ($) Steam Annual Savings (GJ) Steam Cost Savngs ($) Total Energy Annual Savings (GJ) Total Energy Annual Cost Savings ($) Atrium Conserv Previous Heat Recovery Chillers Replacement $ 1,250, ,058 22, ,620 22,642 $ 291,678 Atrium Conserv Previous Operating Rooms (OR) Ventilation System Retrofit $ 162,000 1,152 $ 35,690 2,987 $ 47,310 4,139 $ 83,000 Atrium Conserv Current HVAC System Operational Improvements $ 35,000 1,505 $ 51,014 1,678 $ 25,116 3,183 $ 76, Variable Frequency Drives (VFDs) Installation $ 1,700,000 12,300 $ 400,000 12,300 $ 400,000 Atrium Conserv 1.1 VFDs Installation on Fan Motors Atrium Conserv 1.2 VFDs Installation on Chilled Water (CHW) and Condenser Water (CW) pumps Atrium Conserv 1.3 VFDs Installation on Hot Water (HW) and Glycol Pumps 2.0 Lighting Retrofit $ 972,500 4, ,500 4,500 $ 147,500 Conserv 2.1 Replace existing 28W T8 with 25W T8 or LED Conserv 2.2. Replace existing CFL pot lights with LED Conserv 2.3 Replace 2x2 fluorescent fixtures with LED in the retail areas Conserv 2.4 Lighting Controls Installation 3.0 Ventilation System Improvements $ 6,875,000 15,850 $ 530,000 33,000 $ 395,000 48,750 $ 925,000 Conserv 3.1 Reduce Operating Time of Supply and Exhaust Fans Conserv 3.2 Right-sizing Ventilation Airflow Volumes Atrium Conserv 3.3 Laboratories Demand Control Ventilation (Air Genuity) Atrium Conserv 3.4 Kitchen Hood Demand Control Ventilation (DCV) Annex (Elm Wing) Conserv 3.5 Existing 100% Outside Air (OA) Air Handling Units (AHUs) Conversion to Mixed Air System Annex (Elm Wing) 3.6 Constant Air Volume (CAV) System Conversion to Variable Air Volume (VAV) System Atrium Offices 3.7 Heat Recovery Systems Replacement 4.0 Steam Distribution System Improvements $ 450,000 4,054 $ 49,575 4,054 $ 49,575 Conserv 4.1 Steam Pipes and Separators Insulation (Elm Wing) Conserv 4.2 Replacement of the Domestic Hot Water (DHW) Tanks with Instantaneous Hot Water Heaters 5.0 Cooling System Improvements $ 580,500 2,150 $ 69,750 $ 2,000 $ 24,500 4,150 $ 94,250 Conserv 5.1 Chilled Water System Optimization Atrium Conserv 5.2 Heat Recovery Chillers Operations Optimization 6.0 Water Efficiency Improvements $ 775,000 51,000 $ 136,500 $ 136,500 Conserv 6.1 Replace Toilet Fixtures Conserv 6.2 Replace Faucet and Install Faucet Aerators Conserv 6.3 Replace Urinals Conserv 6.4 Domestic Cold Water (DCW) Variable Flow Conserv 7.0 Recommissioning (RCx) $ 646,500 6,425 $ 217,750 5,000 $ 60,000 11,425 $ 277,750 Conserv 7.1 Supply Air Temperature and Static Pressure Optimization Conserv 7.2 Optimize and Improve Controls Sequences Atrium Conserv 7.3 Enthalpy Economizer Control Conserv 7.4 Replace Pneumatic Space Temperature T-stats Conserv 7.5 Reduce Simultaneous Heating and Cooling (Reheat) Conserv 7.6 Hot Water (HW) and Glycol Pumps Operation Optimization and Supply Water Temperatures Reset Control Conserv 8.0 PC, Printers and Plug Load Controls $ 452,500 2,500 $ 81,000 2,500 $ 81,000 Atrium Conserv 9.0 Power Factor Improvements and Power Quality Optimization $ 193,000 1,325 $ 42,500 1,325 $ 42,500 Atrium Conserv 10.0 Sofame Direct Contact Water Heating System Recommissioning $ 410,000 13,000 $ 162,500 13,000 $ 162,500 TOTAL 13,055,000 51,000 $ 136,500 45,050 $ 1,488,500 57,054 $ 691,575 $ 2,316,575

30 30 Measures - Present and Preferred State Table 6 below outlines preferred and present state and related measures as results of strategic planning process and represent The Hospital for Sick Children vision of energy management for the next five years.table 6 below represents our intention to continue in a leadership role, achieving substantial and measurable energy reduction, environmental sustainability and financial improvements towards the preferred state through the development and implementation of an energy management program. Table 6 Measure Present and Preferred State Building Atrium Measure Heat Recovery Chillers Replacement Expected Results (Preferred State) Improved energy utilization of HVAC system. Reduced environmental impact of the building with improved humidity control. Achieved and verified electrical savings of 125,516 kwh. Rewarded and recognized by Greening Health Care. Incentives of $113,542 received from Toronto Hydro. Present State Old and inefficient chillers. The existing chillers were using environmentally harmful CFC refrigerants. Atrium Atrium Annex / Atrium Annex / Atrium Annex / Atrium Previous Current Operating Rooms (OR) Ventilation System Retrofit HVAC System Operational Improvements Reduced energy consumption, improved system controllability, enhanced performance monitoring. A project achieved energy savings of $83,000. Rewarded and recognized by Greening Health Care. Reduced energy consumption and improved thermal comfort by scheduling AHUs and resetting glycol temperature of run-around heat recovery system. Approximately 15 operating rooms were rarely all in use. Air Handling Unit (AHU) with 38,000 CFM and 100% of outside air operated with constant air volume 24/7. Air Handling Units (AHUs) were running 24/7. Run-around heat recovery system operates with constant glycol temperature. 1.0 Variable Frequency Drives (VFDs) Installation 1.1 VFDs Installation on Fan Motors Optimized fan speed to provide continuous, precise control under Fans are running with constant speed providing constant air varying conditions reducing energy consumption. Improved patient volume to the conditioned space. Ventilation system cannot be and staff thermal comfort and IAQ. finally tuned and adjusted according to the building load conditions. 1.2 VFDs Installation on Chilled Variable flow will increase plant efficiency and improve Water (CHW) and Condenser Water controllability. Variable Frequency Drives (VFDs) will provide (CW) pumps information that can be invaluable in troubleshooting system performance. 1.3 VFDs Installation on Hot Water (HW) and Glycol Pumps Improved thermal comfort which can enhance patient and staff experience. The motor speed will be allowed to modulate in response to demand improving part load efficiency and reducing energy consumption. Primary chilled water and condenser water pumps are running with constant speed. The pumps constant speed operation causes low delta T in the system reducing chilled water plant and distribution system efficiency. Hot water and glycol pumps are running with constant speed. The pumps constant speed operation causes low delta T in the system reducing distribution system efficiency. 2.0 Lighting Retrofit 2.1 Replace 28W T8 with 25W T8 or Meet or exceed current IES light level recommendations. Energy Older technology of T8 fluorescent fixtures. Higher energy LED savings. Operational savings based on longer life of new lamps and consumption. ballast. Future capital cost avoidance. Improved lighting quality and lamp life. Silent, flicker-free operation. Atrium / Current/ Previous/ Demand Management Project Previous 2.2. Replace CFL Pot Lights with LED Meet or exceed current IES light level recommendations. Reducing energy use. Reduces emissions and environmental impact. 2.3 Replace 2x2 fluorescent fixtures with LED in the retail areas Meet or exceed current IES light level recommendations. Reduces the number of toxic chemicals released into the waste stream and reduces light pollution. Higher electricity consumption compare to LED. CFL bulbs contained mercury and do require more careful handling and disposal. Older technology of T8 fluorescent fixtures. Higher energy consumption. 2.4 Lighting Controls Installation Majority of lighting will be controlled either through lighting management system or occupancy sensors. Reduced hours of There are some occupancy sensors installed, typically in corridors and locker rooms. Lighting management system in Atrium serves a operation of the lighting system. Energy savings and improved lamp specific area in the building. life. 2.5 Replace Parking Garage T8's with LED Meet or exceed current IES light level recommendations. Energy savings. Operational savings based on longer life of new lamps and ballast. Future capital cost avoidance. Improved lighting quality and lamp life. Silent, flicker-free operation. Older technology of T8 fluorescent fixtures. Higher energy consumption.