Biodiversity strategy

Transcription

1 Biodiversity strategy The nature of Northumbrian Water - biodiversity in action.

2 Biodiversity strategy. Background NWL has long been involved in conservation work and has a dedicated conservation team with seven staff, including specialist ecological and biodiversity expertise. In 1996 we began developing a unique company biodiversity strategy, working alongside a small group of key partners with whom we explored what the Rio Conference and UK Biodiversity Strategy might mean for us (Natural England, RSPB, Durham Wildlife Trust and Durham County Council LA21). Subsequent to this other partners have become involved, including the Department of the Environment s Biodiversity Secretariat, the Northumberland, Essex and Suffolk Wildlife Trusts, and Local Authorities in both areas. Introduction Northumbrian Water Limited (NWL) provides water and sewerage services to 2.6 million customers in the north east of England (as Northumbrian Water) and water only services to 1.7 million customers in the east anglian region (as Essex & Suffolk Water). NWL s biodiversity strategy is a comprehensive approach to conservation across the whole range of the company s activities and sphere of influence. It has been developed in partnership with key national and regional conservation bodies, as well as local authorities and other stakeholders, in order to address the main issues facing wildlife and habitats in our region. The result is an extensive co-ordinated programme of initiatives, projects, research, workshops and publications, but most of all actions to protect and enhance biodiversity. NWL s formal biodiversity strategy was published in 1998, making the company one of the first in the UK or indeed Europe to do so. A second parallel strategy for our southern operating area (Essex and Suffolk) was launched in 2000 by which time our work had already attracted national attention as best practice.

3 Biodiversity strategy. Background NWL has long been involved in conservation work and has a dedicated conservation team with seven staff, including specialist ecological and biodiversity expertise. In 1996 we began developing a unique company biodiversity strategy, working alongside a small group of key partners with whom we explored what the Rio Conference and UK Biodiversity Strategy might mean for us (Natural England, RSPB, Durham Wildlife Trust and Durham County Council LA21). Subsequent to this other partners have become involved, including the Department of the Environment s Biodiversity Secretariat, the Northumberland, Essex and Suffolk Wildlife Trusts, and Local Authorities in both areas. Introduction Northumbrian Water Limited (NWL) provides water and sewerage services to 2.6 million customers in the north east of England (as Northumbrian Water) and water only services to 1.7 million customers in the east anglian region (as Essex & Suffolk Water). NWL s biodiversity strategy is a comprehensive approach to conservation across the whole range of the company s activities and sphere of influence. It has been developed in partnership with key national and regional conservation bodies, as well as local authorities and other stakeholders, in order to address the main issues facing wildlife and habitats in our region. The result is an extensive co-ordinated programme of initiatives, projects, research, workshops and publications, but most of all actions to protect and enhance biodiversity. NWL s formal biodiversity strategy was published in 1998, making the company one of the first in the UK or indeed Europe to do so. A second parallel strategy for our southern operating area (Essex and Suffolk) was launched in 2000 by which time our work had already attracted national attention as best practice.

4 Northumbrian Water Limited s biodiversity strategy Our strategy is based on our unique four-stage approach to biodiversity. We identified two major challenges and two supporting opportunities for involvement in conservation of biological diversity: (a) As a landowner and manager (b) As an operator (c) As a funder (d) As an advocate, facilitator and champion Audit Analysis of results. Identifying priorities Working with partners to agree priority species and habitats. Action plans Working with regional biodiversity action plan (BAP) groups to contribute towards UKBAP targets. Implementation Including reporting on activities through regional BAP groups and Biodiversity Action Plan Reporting System (BARS). Key features of this process include: How we have met this challenge is described below, with selected examples in the accompanying literature: Working with local partners; particularly for surveying, priority identifying and implementation. (a) As a landowner and manager Integral part of our Integrated Management System. We recognise that the management of our water and associated landholdings provides an opportunity to conserve and enhance wildlife and habitats that occur or could potentially occur there. We have developed a five-stage programme to identify and conserve key local and national species and habitats of biodiversity importance: Use of both programmed surveys and opportunistic data collection on wildlife by staff and volunteers. Reporting of results through the local biodiversity action plan partnerships and our website. Creation of ZEBRA (Zones of Environmental and Biodiversity Risk Assessment) functionality on our corporate Geographical Information System (GIS), to determine the risk to designated conservation areas from any accidents that might occur at one of our operational sites. All key landholdings have conservation management plans. Surveys Habitat surveys of all landholdings over 0.5ha, plus detailed targeted surveys of key sites and key species.

5 Northumbrian Water Limited s biodiversity strategy Our strategy is based on our unique four-stage approach to biodiversity. We identified two major challenges and two supporting opportunities for involvement in conservation of biological diversity: (a) As a landowner and manager (b) As an operator (c) As a funder (d) As an advocate, facilitator and champion Audit Analysis of results. Identifying priorities Working with partners to agree priority species and habitats. Action plans Working with regional biodiversity action plan (BAP) groups to contribute towards UKBAP targets. Implementation Including reporting on activities through regional BAP groups and Biodiversity Action Plan Reporting System (BARS). Key features of this process include: How we have met this challenge is described below, with selected examples in the accompanying literature: Working with local partners; particularly for surveying, priority identifying and implementation. (a) As a landowner and manager Integral part of our Integrated Management System. We recognise that the management of our water and associated landholdings provides an opportunity to conserve and enhance wildlife and habitats that occur or could potentially occur there. We have developed a five-stage programme to identify and conserve key local and national species and habitats of biodiversity importance: Use of both programmed surveys and opportunistic data collection on wildlife by staff and volunteers. Reporting of results through the local biodiversity action plan partnerships and our website. Creation of ZEBRA (Zones of Environmental and Biodiversity Risk Assessment) functionality on our corporate Geographical Information System (GIS), to determine the risk to designated conservation areas from any accidents that might occur at one of our operational sites. All key landholdings have conservation management plans. Surveys Habitat surveys of all landholdings over 0.5ha, plus detailed targeted surveys of key sites and key species.

6 (b) As an operator (i) Direct impacts We undertake a massive investment programme in addition to our routine operational activities. Much of this is directed at environmental improvements and benefits key biodiversity species. For example our 150 million investment in new sewage treatment facilities along the Tyne has resulted in it becoming the best salmon river in the country, with otters now being reported as far downstream as Newcastle. To ensure that new projects not only avoid damage to areas of biodiversity importance, but also that we identify and take the opportunity to enhance biodiversity as part of new projects we: Screen all projects for their potential impact on biodiversity using data available on our Company GIS. Where we are unsure of impacts, we commission research to investigate potential implications for biodiversity. Take the opportunity for major biodiversity enhancement schemes recent examples include support for the North Pennine Black Grouse Recovery Programme ( 50,000) and local water vole habitat creation as part of a new water treatment works in the Wear Valley. Creation of new ponds for great crested newts and other amphibians in Darlington as part of a refurbishment scheme for a water treatment works. (ii) Indirect impacts We recognise that our purchasing policy, transport, waste minimisation, water use, energy consumption and other activities can have real, though indirect impacts on biodiversity, albeit not readily apparent and often not local. We have addressed these environmental impacts through targeted projects, Integrated Management Systems and our Environmental Champion Scheme. These have included our: Water conservation and leakage reduction programme. Energy management and renewable energy programme. Aggregate and other recycling initiatives (including sludge recycling). Environmental champions involving staff throughout the business in raising awareness of biodiversity issues, erecting bird boxes, tree planting, working with partners (e.g. Broads Authority) on habitat management away days. We are also a contributor to the WaterUK initiative on reporting a range of environmental sustainability indicators, charting progress on these and other issues.

7 (b) As an operator (i) Direct impacts We undertake a massive investment programme in addition to our routine operational activities. Much of this is directed at environmental improvements and benefits key biodiversity species. For example our 150 million investment in new sewage treatment facilities along the Tyne has resulted in it becoming the best salmon river in the country, with otters now being reported as far downstream as Newcastle. To ensure that new projects not only avoid damage to areas of biodiversity importance, but also that we identify and take the opportunity to enhance biodiversity as part of new projects we: Screen all projects for their potential impact on biodiversity using data available on our Company GIS. Where we are unsure of impacts, we commission research to investigate potential implications for biodiversity. Take the opportunity for major biodiversity enhancement schemes recent examples include support for the North Pennine Black Grouse Recovery Programme ( 50,000) and local water vole habitat creation as part of a new water treatment works in the Wear Valley. Creation of new ponds for great crested newts and other amphibians in Darlington as part of a refurbishment scheme for a water treatment works. (ii) Indirect impacts We recognise that our purchasing policy, transport, waste minimisation, water use, energy consumption and other activities can have real, though indirect impacts on biodiversity, albeit not readily apparent and often not local. We have addressed these environmental impacts through targeted projects, Integrated Management Systems and our Environmental Champion Scheme. These have included our: Water conservation and leakage reduction programme. Energy management and renewable energy programme. Aggregate and other recycling initiatives (including sludge recycling). Environmental champions involving staff throughout the business in raising awareness of biodiversity issues, erecting bird boxes, tree planting, working with partners (e.g. Broads Authority) on habitat management away days. We are also a contributor to the WaterUK initiative on reporting a range of environmental sustainability indicators, charting progress on these and other issues.

8 (c) As a funder The essence of our sponsorship of biodiversity is that we see ourselves as active funding partners, not as a disinterested source of cash. In this context we have supported both the core biodiversity process and individual species/habitat projects at both national and local levels. Past examples include: Regionally Project support: A huge range of joint biodiversity partnerships on species and habitats, for example on spotted flycatchers, bats, dormice, otters and rivers, butterflies and oak woodlands. Core support. Regionally our support to biodiversity in both north and south has been highly significant: Nationally Project support: National champions for the Round-mouthed Whorl Snail BAP (rare arctic snail, occurring only in England on land adjacent to our Cow Green Reservoir in the Pennines). Joint work on the DETR/Earthwatch publication of case studies in business and biodiversity, for which we were the sponsor and in which we played a major part, featuring as one of six best examples. Joint work on the Council for Environmental Education/DETR publication on guidance on biodiversity and education, where we provided funding and advice. As one of the main funders of the Durham Biodiversity Partnership (recognised as one of the best in the UK) and the Northumberland BAP. Support to the Tees Valley BAP, Essex BAP and regional biodiversity forums.

9 (c) As a funder The essence of our sponsorship of biodiversity is that we see ourselves as active funding partners, not as a disinterested source of cash. In this context we have supported both the core biodiversity process and individual species/habitat projects at both national and local levels. Past examples include: Regionally Project support: A huge range of joint biodiversity partnerships on species and habitats, for example on spotted flycatchers, bats, dormice, otters and rivers, butterflies and oak woodlands. Core support. Regionally our support to biodiversity in both north and south has been highly significant: Nationally Project support: National champions for the Round-mouthed Whorl Snail BAP (rare arctic snail, occurring only in England on land adjacent to our Cow Green Reservoir in the Pennines). Joint work on the DETR/Earthwatch publication of case studies in business and biodiversity, for which we were the sponsor and in which we played a major part, featuring as one of six best examples. Joint work on the Council for Environmental Education/DETR publication on guidance on biodiversity and education, where we provided funding and advice. As one of the main funders of the Durham Biodiversity Partnership (recognised as one of the best in the UK) and the Northumberland BAP. Support to the Tees Valley BAP, Essex BAP and regional biodiversity forums.

10 (d) As a facilitator, advocate and champion Regionally Nationally and locally we have used our environmental and business networks to promote conservation and biodiversity issues to a wide range of audiences. Working in partnership with other biodiversity bodies we have used our business networks to promote biodiversity and encourage others to become involved. Nationally Notably: We have been able to provide input into UK Government policy through our individual membership of DETR groups: We organised two unique business and biodiversity seminars in Durham and Chelmsford, targeted specifically at local businesses. This included production of a specific business plan for the Durham event. Produced the Using Water Wisely booklet, which features biodiversity actions, targeted at local authorities and business. Biodiversity Secretariat England Local Issues Group - including involvement and contribution to workshops for the Local BAP conferences, and articles and publications. And by: Giving evidence in person at the House of Commons Select Committee on the Environment s Inquiry into biodiversity. Speaking at several conferences on biodiversity and business. Working with RSPB and BTO on producing regional wetland bird indicators to match the government s quality of life indicators. The future Our biodiversity strategy provides the framework for integrating biodiversity into all areas of our business internally, and more importantly with the many external stakeholders we work with. This is an ongoing process, subject to change and adaptation, but always focussing on the key element of working in partnership to maintain and enhance biological diversity.

11 (d) As a facilitator, advocate and champion Regionally Nationally and locally we have used our environmental and business networks to promote conservation and biodiversity issues to a wide range of audiences. Working in partnership with other biodiversity bodies we have used our business networks to promote biodiversity and encourage others to become involved. Nationally Notably: We have been able to provide input into UK Government policy through our individual membership of DETR groups: We organised two unique business and biodiversity seminars in Durham and Chelmsford, targeted specifically at local businesses. This included production of a specific business plan for the Durham event. Produced the Using Water Wisely booklet, which features biodiversity actions, targeted at local authorities and business. Biodiversity Secretariat England Local Issues Group - including involvement and contribution to workshops for the Local BAP conferences, and articles and publications. And by: Giving evidence in person at the House of Commons Select Committee on the Environment s Inquiry into biodiversity. Speaking at several conferences on biodiversity and business. Working with RSPB and BTO on producing regional wetland bird indicators to match the government s quality of life indicators. The future Our biodiversity strategy provides the framework for integrating biodiversity into all areas of our business internally, and more importantly with the many external stakeholders we work with. This is an ongoing process, subject to change and adaptation, but always focussing on the key element of working in partnership to maintain and enhance biological diversity.

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