Carbon Management Plan. 2014/15 to 2019/20

Transcription

1 Carbon Management Plan 2014/15 to 2019/20

2 Foreword by the Acting Chief Executive Due to the nature of our business, SRUC has a keen understanding of the challenges posed by climate change and we are committed to reducing our own emissions. We know we must act now to reduce carbon emissions if we are to combat climate change. SRUC s vision is to be a leader of innovation and sustainable development in agriculture, land and the rural sector. We are recognised for our global and local impact on food and environmental security through world-class research, education, training and consulting. One important part of achieving this vision involves striving to be a sustainable, well-resourced organisation with exemplary environmental credentials and real ownership amongst students, staff and stakeholders. Our Research Division is a leader in investigating the interactions between land use and climate change. Much of this work is coordinated by the Carbon Management Centre which leads a global research programme providing improved estimates of greenhouse gas emissions from agriculture and land use. SRUC researchers are also part of a number of international consortia in this important field, making a significant contribution to assisting the land-based sector adapt to a changing climate, and to also understand and mitigate against the drivers of climate change. Our Education Division is also committed to supporting a greener world, providing a number of undergraduate and postgraduate courses on Renewables and Environmental Technology, Environmental Management and Protection, Rural Skills, Gamekeeping and Land Management. These courses are designed to help prepare tomorrow s land managers to effectively deal with these challenges. The Scottish Government-funded Farming for a Better Climate initiative which supports farmers attempting to reduce their greenhouse gas emissions is run by our Consulting Division. Our Consultants also work directly with farmers and land managers to improve the sustainability of their businesses and to prepare them for climate related issues. If we are to guide the agricultural sector towards a sustainable future, we must begin with our own performance. The implementation of this Carbon Management Plan places us in a good position to reduce emissions across our own estate, to lead by example, and to reach targets aligned to those set out in ambitious national policy. The aims of the Plan are threefold: to support the Scottish and UK Government carbon reduction targets; to enable us to deliver our core business in a more sustainable way; and to save money. We have set ourselves a target to reduce carbon emissions by 40% over the next five years. This challenging target is achievable with the support of all our staff and students, and embedding sustainability into our thinking and behaviour is paramount to success. I look forward to working with you all to make this Plan a reality. Janet Swadling, Acting Chief Executive March 2016

3 1. Introduction SRUC is committed to promoting sustainability and energy efficiency in the land-based sector, helping to mitigate climate change and minimising any adverse impact of our activities, directly and through our influence on others. This Carbon Management Plan (CMP) is the key mechanism for delivering the vision and sets out our formal approach to reducing carbon emissions from our activities for the next five years up to 2019/20. We aim to reduce carbon emissions by a minimum of 40% by 2019/20 from our 2014/15 baseline. This will be achieved through estate rationalisation, office moves and new builds, and by identifying and implementing carbon saving projects. This Plan sets out the strategic context and vision, the carbon emissions scope and baseline, existing and planned projects, and the management arrangements which are in place to ensure that this challenging target is met. 1.1 Background to SRUC Barony College, Elmwood College, Oatridge College and Scottish Agricultural College (SAC) merged on 1 October 2012 to become SRUC (Scotland s Rural College). SRUC exists to deliver comprehensive skills, education and business support for Scotland s land-based industries, founded on world class and sector-leading research, education and consultancy. The integration of these three services is of significant value to all with an interest in land-based activities be they learners, businesses, communities or policy-makers. Our Mission is to be Committed to excellence and innovation in the advancement, communication and translation of knowledge throughout the rural sector with a Vision to be a leader of innovation and sustainable development in agriculture, land and the rural sector. We will achieve this Vision through the following Global Aims: To create SRUC academic resources which have local delivery, national impact and global influence. To be an international leader in land-based research and consultancy services. To be a sustainable, well-resourced organisation with exemplary credentials and real ownership amongst students, staff and stakeholders. To continue to build on our assets and reputation. The activities of SRUC are delivered through three operational Divisions: Education, Research and Consulting (via SAC Commercial Ltd), with these Divisions being supported by our Finance and Professional Services Division. Our main Education and Research activities are carried out at six Campuses in Aberdeen, Ayr, Broxburn, Cupar, Dumfries, and Edinburgh. Consultancy services are delivered by our Consulting Veterinary Services and Consulting Solutions through a network of 25 Farm Rural Business Services offices, eight Veterinary Disease Surveillance Centres and the Central Diagnostic Laboratory. In addition, SRUC operates six farms for research and education purposes. 1 Carbon Management Plan, 2014/15 to 2019/20

4 1.3 Drivers for Reducing Carbon Emissions SRUC faces the following set of inter-related drivers which set the context for carbon management: Climate Change (Scotland) Act 2009 UCCCfS Public Bodies Duties Climate Change Reporting Financial Reputation Innovation and Academic Excellence Environmental Stewardship Corporate Social Responsibility Requires Scotland to deliver a 42% reduction in carbon emissions by 2020, rising to 80% in 2050 (against a 1990 baseline). Colleges are specifically referenced in Part 4 of the Guidance for Duties on Public Bodies. SRUC has committed to the Universities and Colleges Climate Commitment for Scotland (UCCCfS), an agreement entered into by universities and colleges across Scotland to support the Scottish Government achieve its carbon reduction targets. The Climate Change (Duties of Public Bodies: Reporting Requirements) (Scotland) Order 2015 requires Scottish public authorities to prepare annual reports on compliance with their climate change duties. Rising energy, water and waste costs, including the Carbon Reduction Commitment (CRC) Energy Efficiency Scheme. SRUC should be seen as a leader and innovator in sustainability across all of its activities not only through use of resources but through our curricular and community activities. Developing new and innovative ways to reduce carbon and generate income (i.e. renewable energy). Our wider role in protecting the world s finite resources through our work practices, procurement decisions and academic curriculum. We aim to be socially responsible in our business activities, our work with communities and in our response to environmental issues. We strive to be a sustainable, well-resourced organisation with exemplary environmental credentials and real ownership amongst students, staff and stakeholders. 2 Carbon Management Plan, 2014/15 to 2019/20

5 2. Emissions Baseline and Projections 2.1 Scope and Data Sources Our baseline emission calculations cover Scopes 1, 2 and 3 1 and the emissions sources included in the baseline are as follows: Emissions Source Data Source Scope 1 includes all direct emissions from sources directly controlled by SRUC fuels consumed on-site and from owned vehicles Fuel combustion natural gas Billing data and oil 2 Delivery consignment notes Fleet transport lease/pool car T&S 3 system (estimate based on mileage and cost) Scope 2 emissions from purchased energy produced off-site Purchased electricity (generation) Billing data Half-hourly data Scope 3 all other emissions Purchased electricity (T&D 4 Billing data losses) 2 Half-hourly data Water and wastewater AMR 5 data Billing data 6 Waste Waste transfer notes (estimate based on size of bins, frequency of collection and percentage full) Business travel staff-owned T&S system (estimate based on mileage and cost) vehicles, air, bus, staff-owned Fuel card data (mileage estimated based on volume of fuel vehicles, rail, taxi, sea 7 purchased) Hire car data (hire car company odometer data) Travel Management Service (carbon footprint data) Data is converted to tonnes of carbon dioxide equivalent (tco 2 e) by the application of Defra s conversion factors 8 which convert data such as distance travelled, litres of fuel used or tonnes of waste disposed into carbon emissions. 1 As defined by the Greenhouse Gas (GHG) Protocol. The GHG Protocol was developed by World Resources Institute (WRI) and World Business Council on Sustainable Development (WBCSD) and sets the global standard for how to measure, manage, and report greenhouse gas emissions. 2 Collected through monitoring and targeting (M&T) system, software which allows us to manage energy data from any number of energy suppliers, any fuel, across multiple sites. 3 Travel and subsistence. 4 Losses in transmission and distribution (T&D) of electricity through the national grid to the consumer, 5 Automatic Meter Reading 6 Data for water supply and treatment is not available for a number of properties as these supplies are unmetered. The emissions data associated with water consumption and treatment is, therefore, not accurately represented. 7 Staff commuting has been excluded due to indirect control and a lack of consistent and reliable data. 8 Published annually by the UK Government: 3 Carbon Management Plan, 2014/15 to 2019/20

6 2.2 Boundary The organisational boundary sets out which assets are included and excluded from our carbon footprint as follows: Included Residential 9 Non-residential 10 Tenanted non-residential 11 Tenanted commercial 12 Excluded Farms 13 Tenanted residential Baseline The baseline year for the CMP is the 2014/15 financial year. This year has been chosen as it was the first year a complete data set was available as SRUC, and also dovetails with the timing of the new Climate Change Reporting scheme that we are mandated to participate in. SRUC s carbon footprint baseline for 2014/15 was 9,264 tco 2 e and this is split as follows 15 : Source Carbon Footprint (t/co 2e) Carbon Footprint (%) Cost ( ) 16 Cost (%) Natural Gas 2,961 32% 484,287 17% Oil 622 7% 138,381 5% Fleet Transport 301 3% 154,746 6% Electricity (generation) 4,191 45% 749,873 27% Electricity (T&D losses) 380 4% 65,206 2% Biomass/Biogas 7 0% 21,877 1% Water 169 2% 249,839 9% Waste 44 0% 50,521 2% Business Travel 588 6% 879,970 31% The figure below illustrates the components of that footprint in terms of carbon emissions. Electricity is the greatest contributor to our carbon footprint which accounts for 49% of the footprint (generation and T&D losses); this is followed by natural gas which contributes 32%. Emissions from fleet transport and business travel are significant at 9%. 9 For example, halls of residence. 10 For example, offices, Campuses. 11 Properties where we are tenants. 12 Properties where we have commercial tenants. 13 Although Farm activities are outside the scope of the CMP, their carbon emissions are being measured and recommendations to manage the carbon footprint are being incorporated into Farm Management Plans. SRUC measures the carbon footprint of its farms annually, and the information generated is used by the Research Environment Committee and the Farms Management Group to improve the carbon efficiency of their operations. 14 Our tenanted housing is not included as we have little control over heating and lighting for individual properties. We are however committed to maintaining and improving the energy efficiency via obligations outlined in the Scottish Government s Energy Efficiency Action Plan 15 A Carbon Footprint and Project Register Tool (CF&PR) has been developed by Resource Efficient Scotland; this has been used to establish current and future carbon footprints, develop the project register and carry out target setting. 16 This is derived using cost data as supplied in the Carbon Footprint and Project Register Tool (CF&PR) developed by Resource Efficient Scotland and actual costs. Some costs may differ from actual costs that we pay. 4 Carbon Management Plan, 2014/15 to 2019/20

7 17% 31% 2% 5% 6% Natural Gas Oil Fleet Transport Electricity (generation) Electricity (T&D losses) Biomass/Biogas Water Waste Business Travel 9% 1% 2% 27% The figure below illustrates the components of that footprint in terms of costs. 4% 0% 2% 1% 6% 32% Natural Gas Oil Fleet Transport Electricity (generation) Electricity (T&D losses) Biomass/Biogas Water Waste Business Travel 45% 7% 3% Expressing emissions on a cost basis increases the relative importance of water and waste, which, respectively, account for 9% and 2% of the cost of carbon emissions but only 2% and 0% of the carbon footprint. Therefore, in the context of current costs, reducing emissions from water and 5 Carbon Management Plan, 2014/15 to 2019/20

8 waste will have a greater impact on cost reduction than on carbon reduction. However, costs are still dominated by energy consumption which account for 52% of total annual costs. By comparison, costs from fleet transport and business travel are 31% which is significant. 2.4 Carbon Footprint Projections Analysis of projected emissions and the expected impact of Business as Usual (BAU) allows an evaluation of how our carbon emissions and cost will change over time. The BAU projections take into account expected changes to buildings (estate rationalisation 17, office moves and new builds) but assumes routine maintenance to buildings, vehicles and equipment, and no efforts to raise awareness of carbon management or improve management of waste and water. The expected BAU (tco 2 e and cost) from 2014/15 to 2019/20 are as follows: 9,500 9,000 8,500 8,000 tco2e 7,500 7,000 6,500 6,000 5,500 5,000 Reductions are expected from 2014/15 to 2019/20 primarily due our programme of estate rationalisation, office moves and new builds. We recognise that our BAU plan will involve a reduction in carbon before any direct carbon emission reduction projects are considered and the BAU scenario above illustrates a carbon reduction of 3,317 tco 2 e from the baseline (36%). 17 The BAU does not include any carbon costs of demolitions. 6 Carbon Management Plan, 2014/15 to 2019/20

9 3,100,000 3,050,000 3,000,000 2,950,000 2,900,000 2,850,000 2,800,000 2,750,000 2,700,000 2,650,000 2,600,000 Costs increases from 2014/15 to 2017/18 due to assumed increases in costs across all emissions sources. Costs decrease in 2017/18 as a result of building rationalisation. 7 Carbon Management Plan, 2014/15 to 2019/20

10 3. Carbon Management Projects In order to continue achieving emissions reductions and avoiding financial exposure, we are committed to identifying and implementing carbon saving projects, known as a Project Register. To achieve our emission reduction target of 40%, we will need to achieve an absolute reduction of 3,595 tco 2 e against the 2014/15 baseline carbon footprint of 9,624 tco 2 e. Currently, with the anticipated BAU (including estate rationalisation, office moves and new builds) (which total 3,317 tco 2 e) and the projects we have identified (which total 279 tco 2 e) we would achieve a total of 3,595 tco 2 e which meets this target. Within the next five years, we will potentially see a number of changes in our estate, and realisation of the Infrastructure Strategy and key decisions on long-term viability of a number of old and energy-inefficient properties, plus any office moves and new builds, whilst not carbon specific projects, hold the largest influence meeting this ambitious target. We recognise that achieving our carbon reduction target is contingent upon the following key elements being in place: An organisational framework that is sufficiently robust to support the financing, delivery and monitoring of carbon reduction projects. Clearly identified responsibility and accountability for delivery against carbon reduction targets. Identification of a realistic suite of carbon reduction projects across a range of areas relevant to the carbon footprint; this list must be regularly reviewed and flexible to adapt to emerging needs and opportunities for funding. A data collection and collation system that is integrated sufficiently to inform both an annual progress update on the CMP and other statutory and non-statutory reporting requirements. 3.1 Project Types Projects included may be traditional such as the installation of efficient boilers or low energy lighting: for projects of this nature it is generally easier to predict and subsequently quantify the carbon savings that will be achieved. However, projects may also include interventions such as staff awareness intitiatives where carbon savings are much harder to predict and subsequently quantify accurately. The following summarises the types of projects we will consider: Project Type Data Improvement, Metering and Monitoring Energy Water Waste Travel Consumption of resource cannot be controlled if it is not monitored: accurate and suitable data is the basis for the carbon footprint, and is also necessary for monitoring and evaluating performance. Energy efficiency projects form the bulk of the CMP projects as energy is by far the largest contributor to the footprint. Although water is only a relatively minor contributor to the carbon footprint it is relatively expensive, so cost is a greater driver for improvement than carbon. Waste is a relatively minor part of the carbon footprint however there are a number of drivers beyond carbon including cost and visibility. Waste is a relatively expensive service and is often the most visible sign of poor resource management. Travel is an essential element in meeting our overall business objectives given our links with industry and academia both nationally and internationally, and this is a positive aspect to our work as a leading educational institution. However, we understand the impacts that travel can have on society and the 8 Carbon Management Plan, 2014/15 to 2019/20

11 Project Type environment, and acknowledge our role in reducing the environmental impacts of business travel. We can address the modes and patterns of our travel by utilising more, and alternative, modes of public transport, car sharing and fleet replacement where necessary. We will also investigate the use of logistic software, driver training and commuter incentives where appropriate. The types of projects identified above are underpinned by behaviour and cultural change. Sustainability and efficiency projects and policies are only impactful if they are practiced by individuals who are trained and motivated to improve and reduce resource consumption. We aim to engage with students and staff on all aspects of how they use energy and water, how they travel and how they discard waste, in order to create a culture of energy and carbon efficiency and cando attitude. 3.2 Existing Projects The following gives an example of the types of projects that have already been completed in various locations and have been initiated since our carbon footprint was calculated: Project Type Data Improvement, Metering and Monitoring 18 Energy Water Waste IT Travel Project Restructuring of M&T system to allow improved management of energy and water data. Improved use of AMRs and HH electricity data. Identification and installation, where appropriate, of sub-metering and AMR, monitoring and targeting systems. Review of heating settings to ensure controls are functioning correctly. Implementation of Heating Policy. Installation of appropriate insulation to loft spaces. Lagging heating and hot water pipes. Installation of draught proofing measures to doors and windows. Replacement of existing halogen fittings during routine maintenance with appropriate more energy efficient fittings. Optimisation of Elmwood Glasshouses heating (three glasshouses now used instead of four). Boiler replacements at Edinburgh Campus. Detailed energy audit at Oatridge Campus. Identification and repair of leaks in a timely manner. Audit of waste collections across estate. Relocation of data centre from Bush Estate to the University of Edinburgh s Kings Buildings reducing physical server footprint from six computer racks to three. Networked printers set to print double-sided and black and white by default. Campus computer rooms launched each Campus has at least one virtual machine host to provision additional virtual servers if required. Utilised virtual meeting technology and deployed Skype for Business at a number of locations. Switched to using unbleached, 100% recycled paper for all printing. Staff and student Travel Surveys. Appointed a Travel Management Service provider. Launched SRUCTripshare. Undertook an audit of cycle infrastructure across estate. Launched ecycle at Edinburgh Campus. Driver awareness training offered to staff. 18 Indicative carbon savings quantified in Project Register. 9 Carbon Management Plan, 2014/15 to 2019/20

12 Project Type Project Offered Cycle to Work initiative. The following outlines the range of projects that are currently being considered up to 2019/20. These projects are at various stages: from being implemented, in planning, or proposed, and some projects do not as yet have any carbon savings quantified. The Project Register is a live tool to enable us to retain ownership of, and to update regularly, to allow tracking of progress of carbon emission reductions. Project Type Data Improvement, Metering and Monitoring Energy Water Waste IT Travel Project Install temperature compensator controller to timeclocks within two main accommodation boiler rooms at Oatridge Campus. Identify and install, where appropriate, sub-metering and AMR, monitoring and targeting systems. Replace ageing inefficient boilers with efficient boilers and control mechanisms (Oatridge accommodation, Barony Campus and Edinburgh Campus Greenhouses). Routine replacement of lighting with more energy efficient alternatives. Installation of appropriate insulation to loft spaces. Lagging heating and hot water pipes. Installation of draught proofing measures to doors and windows. Replacement of existing halogen fittings during routine maintenance with appropriate more energy efficient fittings. Investigate alternative heat retention measures at for Elmwood glasshouses. Explore the potential for further renewable and low carbon energy technologies. Identification and repair of leaks in a timely manner. Undertake water efficiency audits and implement water conservation measures. Explore the potential for utilising rainwater harvesting systems for vehicle washing. Ensure that new toilets or replacement toilets and urinals have low flush volumes. Explore the potential for reducing unnecessary water use from taps, such as identifying and fixing leaking taps or fitting with sprays. Consolidate all waste contracts into regional contracts. Improve recycling facilities. Install software to reduce energy waste from PCs that are left on when not being used. Let a consolidated contract to replace current printing contracts, replacing old with new devices as they come up for renewal. Implement Travel Plan Strategy, and associated Action Plan, based on staff and student Travel Surveys (to cover management, information provision, walking and cycling, public transport, car sharing, working practices, and business travel). Offer driver awareness training to staff. Create a Business Travel Policy. Promote the travel hierarchy to reduce staff business travel and encourage walking and cycling where possible. Promote the uptake of cycling the introduction of Bike User Groups, Bike buddies, free basic cycle training, and the promotion of claims for cycle mileage in expenses. 10 Carbon Management Plan, 2014/15 to 2019/20

13 3.3 Projected Achievement towards Target This CMP aims to achieve a 3,595 tco 2 e (40%) reduction on the 2014/15 carbon footprint by 2019/20 to 5,559 tco 2 e. The figures below show the total project savings (carbon emissions and costs) that will be achieved if projects currently identified within the Project Register are implemented 19 ; subsequent projects will be identified for years 2017/18 and beyond tco2e ,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 - The figure- below compares the future BAU emissions with the target emissions and the project plan emissions (BAU minus the yearly carbon savings from the projects) the Value at Stake. It 19 Estate rationalisation, office moves and new builds are not included in these figures. 11 Carbon Management Plan, 2014/15 to 2019/20

14 illustrates how the projects outlined will contribute towards achieving the carbon reduction target over the course of the CMP timeframe. 20 This shows we will achieve our emission reductions target if all projects within the Project Register with quantified savings were to be implemented in accordance with the intended timescales. As identified previously, the target will not be met by projects within the Project Register alone, realisation of the Infrastructure Strategy and key decisions on long-term viability of a number of old and energy-inefficient properties, plus any planned new builds, are essential in order to meet this ambitious target. 9,500 9,000 8,500 8,000 tco2e 7,500 7,000 6,500 6,000 5,500 5,000 BAU Carbon Footprints Forecast after Project Savings The cost Value at Stake is illustrated below: this does not include the financial savings from business efficiency projects meaning that the Value at Stake could actually be greater than predicted. Utility unit price assumptions are the most critical in determining the project financial savings and as the markets are very volatile this makes prediction of future prices very difficult. Some protection, however, is afforded through long-term contracts negotiated via Advanced Procurement for Universities and Colleges Limited and Procurement Scotland. We have no control over utility, fuel, waste and water costs but we can control the quantities of each used and therefore, in order to reduce the Value at Stake financial burden we must reduce the amount of carbon emissions. 20 Actual costs have been used for projects that have already started and supplier quotes for planned projects. Where supplier quotes were not available, quotes for similar projects have been used (e.g. costs for one boiler replacement based on quote for another boiler replacement). Cost savings were calculated using the utility costs in our baseline carbon footprint (i.e. 2014/15 costs) and assumed energy savings (from supplier quotes, published data sources or estimates). 12 Carbon Management Plan, 2014/15 to 2019/20

15 3,100,000 3,050,000 3,000,000 2,950,000 2,900,000 2,850,000 2,800,000 2,750,000 2,700,000 2,650,000 2,600,000 BAU Carbon Footprints Forecast after Project Savings 3.4 Budget for Carbon Reduction The projects identified as part of our commitment to reducing carbon emissions are funded primarily from capital generated or sourced by SRUC. In addition to the finance from the capital budget, the SRUC Environment Committee will look at alternative sources of funding including: Funding Source Description Confidence Level Capital budget Direct funding from our captial spend programme High that exists for the purpose implementing long term, large scale, transformative projects. Salix 100% interest-free capital for the public sector to High improve energy efficiency and reduce carbon emissions. Energy Energy Performance Contracting (EPC) is a form of Low Perfomance Contracting creative financing for capital improvement which allows funding energy upgrades from cost reductions. Lending External funding sources available from banks and Medium other insitutions (e.g. EU). Lending rates and criteria may be dependent on project type and aims. Grant Funding Any governmental or institutional funding source that may be available on a non-repayable basis. Grant funding is usually provided to target implementation of a specific technology or to achieve certain socioeconomic goals. Low 13 Carbon Management Plan, 2014/15 to 2019/20

16 4. Management and Delivery In order to ensure that there is effective and ongoing ownership of the Carbon Management Plan, it is important to have a fully defined governance structure. 4.1 The SRUC Environment Committee The SRUC Environment Committee has responsibility for the strategic direction and implementation of the CMP. The Committee is convened by the Head of Professional Services and meets four times a year. The attendees comprise a wide range of operational managers and senior technical staff, with other staff being invited as appropriate. Minutes of the Committee are reported to the Farm Manager s Meeting, the Dean s Groups, the SAC Consulting Divisional Management Team, the Divisional Management Team meeting and the informal Campus drop-in sessions, and feedback is provided as appropriate. The Environment Committee reports to the Executive Management Team (EMT), who report to the SRUC and SAC Commercial Ltd Boards. The Energy and Environment Manager also sits on the Capital Projects and Facility Management Team meetings. The Committee has responsibility for: Strategic direction and implementation of the CMP. Developing policies to support the CMP. Ensuring effective communication of policies to staff and students. Monitoring built environment performance against our carbon management targets. Agreeing, initiating, managing and supporting projects as appropriate. 4.2 Operational Roles and Responsibilities Role Carbon Management Plan Sponsor Head of Professional Services Energy and Environment Manager Carbon Management Team Responsibility The Acting Chief Executive Officer will champion the CMP and have ultimate responsibility for strategic direction and for agreeing budgets outside those already available in the Group in which the project sits. The Head of Professional Service will oversee the strategic implementation plan, have strategic input into its development, and review progress. The Energy and Environment Manager will coordinate the implementation of the CMP and report on its progress to the Sponsor. Responsibilities of the Energy and Environment Manager will also include the incorporation of progress into our existing governance, and data collection and reporting. Operations teams will work closely with project leaders and manage the technical aspects of projects e.g. staff from the Property and Estates, Information Services, and Human Resources Groups. 4.3 Resourcing and Ownership The Carbon Management Plan will be approved by the SRUC and SAC Commercial Ltd Boards, providing endorsement and a clear commitment at the highest level, reinforcing the need for action across SRUC. The carbon reduction target will be included in future updates of SRUC s Strategic Business Plans and other high level plans. Key stakeholders at all levels of management will provide overall support for promoting a culture of carbon reduction throughout SRUC. 14 Carbon Management Plan, 2014/15 to 2019/20

17 4.4 Partnership Working SRUC is working, and will continue to work, with a number of partners to deliver the CMP and to enable increased understanding of climate risks and joint action to address these. Partners include Resource Efficient Scotland, Sustainable Scotland Network, fellow Universities and Colleges, and the Environmental Association of Universities and Colleges. One example of Partnership working is our participation in the Edinburgh Further and Higher Education Transport Group (EFHETG) in 2014 and our first project, ecycle, was launched in March The Edinburgh Campus has two electric bikes for staff to use for business or leisure journeys, to provide staff with a quick, easy and fun alternative method of transport which is healthier and more environmentally friendly than travelling by car or public transport. 15 Carbon Management Plan, 2014/15 to 2019/20

18 5. Progress Reporting The key to success of this updated CMP is effective engagement with staff and students. Everyone has a role to play in the delivering the CMP and collaborative working is essential to deliver the desired carbon savings. Knowledge transfer is a key performance indicator for SRUC, and the sector has a very important role to play in spreading the sustainability message to the wider community. 5.1 CMP Updates The CMP is viewed as a live document and it is envisaged this will change on an annual basis as our estate changes and planning assumptions become reality. To ensure that the CMP remains fit for purpose to deliver targeted carbon savings, it will be reviewed annually and this process will be overseen by the Energy and Environment Manager. Specifically, the following areas of the CMP will be subject to annual review with production of an Annual Carbon Management Report: Progress towards overall carbon reduction target including carbon savings against target and quantifiable benefits. Progress with identified carbon reduction projects (will also be reported separately to the SRUC Environment Committee on a quarterly basis). Update of the Project Register to include additional carbon reduction projects as they are identified/approved. Financial savings achieved as a result of carbon reduction projects. Costs of the programme. Wider benefits. Stakeholder engagement. The review will be presented to the EMT and SRUC and SAC Commercial Ltd Boards through the SRUC Environment Committee. Annual progress will also be reported to staff, students and stakeholders through the staff Intranet, student Moodle, , Core Brief, external website, and by any other means deemed suitable. 5.2 Data Collection and Management Data measuring the progress of the CMP will be collected quarterly and presented to the various relevant levels of governance. Any issues in delivering the projects will be raised with the SRUC Environment Committee and either escalated to the Executive Management Team or delegated to Divisions to respond. The data collected will include: Progress on specific projects. Details of the performance of the variables contributing to the emissions in the quarter such as utilities, water, fuel and waste generated. 16 Carbon Management Plan, 2014/15 to 2019/20