University of Hertfordshire. Carbon Management Plan (CMP) through to March 2011

Transcription

1 University of Hertfordshire Carbon Management Plan (CMP) through to 2020 March 2011 Produced by: The University of Hertfordshire in association with The Green Consultancy Ltd

2 Foreword from the University of Hertfordshire The University is fully committed to reducing its carbon footprint and this Plan sets out the route map for how this reduction will be achieved. The work undertaken has produced a detailed understanding of the University s carbon footprint and this Plan identifies various projects that once implemented will, in aggregate, help the University to reduce its footprint by 43% by 2020 based on a 2005/06 baseline. Importantly the Plan is aligned to the 2021 estate strategy that in turn was prepared in response to the University s Strategic Plan. The Plan is however only the start of the journey. Over the next few years we will report our progress on a regular basis and demonstrate our commitment by turning the plan into a reality. Professor Quintin McKellar CBE Vice Chancellor, University of Hertfordshire 2

3 Executive summary The University developed a Carbon Management Plan (CMP) in 2007 with a target to reduce Scope 1 and 2 carbon emissions by 12% by 2012 based on a baseline year of 2005/06 (i.e. to reduce emissions from sources owned and/or controlled by the University and emissions from purchased electricity). Since 2007 the University has undertaken a wide variety of energy efficiency projects (plant insulation, the adoption of low energy lighting, improvements in heating controls and voltage optimisation to name a few), but has also grown as an institution in the period and added c. 50,000m 2 (c. 539,000ft 2 ) of buildings to the size of its estate, an increase of c. 21%. Moreover, the University s bus company has doubled its fleet to 95 buses. Despite these changes to the physical estate and bus company, the completion of numerous energy efficiency projects, alongside awareness campaigns, has led to in carbon emissions in terms of kgco 2 per of income. Put another way, if carbon emissions from the increased building estate and new buses are excluded, carbon emissions reduced by 8% between 2005/06 and 2009/10. Not withstanding this, when the increase in building estate and new buses are included, Scope 1 and 2 emissions in 2009/10 total c. 33,000 tonnes, which is a 42% increase on the 2005/06 baseline of c. 23,300 tonnes. Since the development of the original CMP the importance of reducing carbon emissions has increased and the University is now affected by both government legislation and sector level targets, which provide incentives to reduce emissions and improve environmental performance. In terms of legislation, the CRC Energy Efficiency Scheme requires the University to purchase carbon credits equivalent to the total building energy carbon footprint, which in April 2012 is likely to be at a cost of c. 360,000. The sector level targets set by the Higher Education Funding Council for England (HEFCE) require the sector as a whole to reduce Scope 1 and 2 emissions by 43% by 2020 against a 2005/06 baseline. For the University, this is equivalent to a 60% reduction of Scope 1 and 2 emissions in real terms. Moreover, HEFCE have linked the release of future capital funding to the success of carbon, and if universities cannot demonstrate that they are reducing their carbon footprint, capital funding will be reduced by 40%. The University has therefore updated the original CMP and in this document adopts the sector level targets for 2020 and the associated milestone targets for 2012 and In order for the University to achieve the 2020 target of a 60% reduction of Scope 1 and 2 emissions in real terms, this CMP identifies 27 projects, ranging from small works and awareness activities to major works and strategic initiatives, which together will ensure the target has a chance of being met. In addition, an allowance has also been made for future growth in the period. Progress towards the targets will be monitored regularly and reported to both internal and external stakeholders. In addition to setting targets for Scope 1 and 2 emissions, HEFCE have also committed to setting target(s) for Scope 3 emissions by December 2013 i.e. indirect emissions that are a consequence of the activities of the sector but occur from sources not owned or controlled by the sector. The University has therefore also made a commitment to reduce these emissions and this CMP identifies projects which will ensure take place. 3

4 Contents Foreword from the University of Hertfordshire... 2 Executive summary... 3 Contents Government requirements and baseline position Government requirements Scope Baseline Targets Strategy Scope 1 and 2 target areas Scope 1 and 2 proposed projects Scope Awareness strategy Risks, monitoring and reporting Risks Monitoring and reporting Appendix 1 Scope 1 and 2 projects Appendix 2 Scope 3 projects Appendix 3 Boiler plant replacement priorities

5 1. Government requirements and baseline position 1.1. Government requirements The University of Hertfordshire has been actively working to improve its environmental performance for some time and has been positioned in the top 15 UK universities for environmental performance and management in the People and Planet Green League for the past three years. The University developed its first Carbon Management Plan (CMP) in 2007, which set a target to reduce carbon emissions by 20% by 2012 based on a baseline year of 2005/06. Since the development of the University s original CMP the importance of reducing carbon emissions in terms of halting further climate change has increased. This is best demonstrated by the development of the Climate Change Act 2008 which imposes a legally binding cap on emissions and sets a target for the UK as a whole to reduce emissions by 34% by 2020 compared with a 1990 baseline. The Higher Education Funding Council for England (HEFCE) has adopted the government targets laid down in the Climate Change Act and set a requirement for the sector as a whole to reduce Scope 1 and 2 emissions in line with these targets. The policy document, a Carbon reduction target and strategy for higher education in England (January 2010/01, updated in September 2010), recognises that in 1990 many current organisations would have been unrecognisable, data may have been unreliable and that since then emissions in the sector have materially increased, and has therefore interpreted government targets as equivalent to a 43% reduction by 2020 compared with a 2005/06 baseline. In addition to the 2020 target, HEFCE have also set milestone targets with reduction of 17% and 29% by 2012 and 2017 respectively, against a 2005/06 baseline. With the adoption of these targets there is now a requirement for universities to show absolute in Scope 1 and 2 carbon emissions as HEFCE will link capital funding to performance against carbon management plans. At present the HEFCE targets only include Scope 1 and 2 emissions, however the policy document recognises the need to develop consistent methodology for reporting Scope 3 emissions and commits to measuring a baseline by December 2012 and setting target(s) for these emissions by December In addition to being affected by the HEFCE targets, the University is also obligated to take part in the Government s CRC Energy Efficiency Scheme, which is designed to assist in reducing carbon emissions. From April 2012 the University will be required to purchase carbon credits equivalent to the building energy carbon footprint. At present the cost of credits is set at 12/tonne and therefore in April 2012, when the University will have to pay for the baseline year, the total cost will be c. 360,000. The cost of credits is likely to continue to increase and as such this provides a further incentive for the University to reduce carbon emissions. 5

6 1.2. Scope The Climate Change Act, and therefore the HEFCE targets, are based on Scope 1 and 2 emissions. In addition to Scope 1 and 2 emissions all organisations release greenhouse gases through other indirect activities and these are termed Scope 3 emissions. Further information on the activities covered in Scope 1, 2 and 3 emissions is detailed in Table 1. Table 1: Activities of Scope 1, 2 and 3 emissions Scope 1 Activities covered Direct emissions that occur from sources owned or controlled by the organisation including combustion in owned or controlled boilers, furnaces and vehicles 2 Emissions from the generation of purchased electricity consumed by the organisation 3 Other indirect emissions that are a consequence of the activities of the organisation but occur from sources not owned or controlled by the University including commuting, procurement, waste and water The University s original CMP outlined the baseline for Scope 1, 2 and 3 emissions and HEFCE have also provided institutions with a baseline for Scope 1 and 2 emissions. Due to variations in emissions factors used to calculate these baselines there is some variance in the Scope 1 and 2 baselines provided by these two reports and therefore for the purpose of this revised CMP the University has adopted the baseline provided by HEFCE Baseline Since 2007 the University has undertaken a wide variety of energy efficiency projects, including, amongst others, plant insulation, adoption of low energy lighting, voltage optimisation, improved heating controls and continuous reviews of the Building Management System (BMS). During this time, the University s estate has increased in size by c. 21% with the acquisition and construction of six buildings equivalent to an additional c. 50,000m 2 (c. 539,000ft 2 ); these are outlined in Table 2. Table 2: Summary of new buildings since 2007 Building Date of construction / acquisition? Gross external area (m 2 ) The Forum Construction (2009) 9,708 Film, Music and Media Construction (2006) 3,691 Health Research Building Construction (2006) 2,386 Titan Court Acquisition (2008) 8,252 MacLaurin Building Acquisition (2006) 5,137 BioPark Acquisition (2006) 20,916 Total 50,090 6

7 The University is in a unique position within the sector in that it owns Uňo, a bus company which provides a service to staff, students and the local community. The company has grown considerably in recent years and in 2008/09 it doubled its bus fleet to 95 buses taking carbon emissions from University owned transport up from c. 2,600 tonnes in 2005/06 to c. 5,300 tonnes in 2008/09. This is compared to 622 tonnes, which were the second largest emissions in the sector from university owned transport in 2005/06. Despite such significant increases in building estate and bus fleet, the completion of numerous energy efficiency projects has led to in carbon emissions in terms of kgco 2 per of income between 2005/06 and 2009/10 ( and respectively); this is identified in Table 3, which was provided to HEFCE for the University s Capital Investment Framework 2 (CIF2) submission. 7

8 Table 3: Change in kgco 2 between 2005/06 and 2008/09 and performance against the sector What is your 2020 carbon reduction target for scope 1 and 2 emissions against the 2005 baseline? 43 % Tonnes of CO 2 Staff and student FTE kgco 2 per staff and student FTE Total income kgco 2 per of income 1990 (academic year ) baseline (academic year ) baseline 23, ,247 1, ,171, (academic year ) baseline 30, ,223 1, ,229, Sector quartiles SECTOR QUARTILE Upper Median Lower 2020 carbon reduction target for scope 1 and 2 emissions against the 2005 baseline 2005 (academic year ) baseline: % Tonnes of CO 2 20,250 12,444 4,088 kgco 2 per staff & student FTE 1, kgco 2 per of income Tonnes of CO 2 19,839 11,047 4, (academic year ) baseline kgco 2 per staff & student FTE 1, kgco 2 per of income The baseline identified in the Report to HEFCE by SQW (August 2010) is being used. The original CIF2 submission baseline did not include emissions from University owned transport, which accounted for c 3,800 tonnes in 2005/06, and there were also variances in emission factors between the original submission and SQW data. 2 The baseline identified in the original CIF2 submission did not include emissions from University owned transport which accounted for c.5,300 tonnes.

9 In addition, if carbon emissions from the increased building estate and new buses are excluded, Scope 1 and 2 carbon emissions reduced by 8% between 2005/06 and 2009/10. However, the University s absolute carbon emissions have increased and Figure 1 and Figure 2 demonstrate the changes in Scope 1 and 2 emissions. Table 4 provides summaries of the Scope 1, 2 and 3 baseline emissions in 2005/06 and the emissions in 2009/10. Figure 1: Summary of Scope 1 and 2 carbon emissions in 2005/ /06 Scope 1 and 2 emissions (23,306 tonnes) 16% Building energy use Uno fleet fuel 84% Figure 2: Summary of Scope 1 and 2 carbon emissions in 2009/ /10 Scope 1 and 2 emissions (33,119 tonnes) 17% Building energy use Uno fleet fuel 83% 3 With Scope 3 emissions this increases to 72,607 tonnes as identified in Table 4. 4 With Scope 3 emissions this increases to 118,405 tonnes as identified in Table 4.

10 Table 4: Summary of Scope 1, 2 and 3 carbon emissions in 2005/06 and 2009/10 Scope s 2005/ /10 Tonnes Percent Tonnes Percent Scope 1 and 2 Building energy use 19, , Uno fleet fuel 3, ,479 5 Total Scope 1 and 2 (A) 23, , Daily staff and student commuting Scope 3 47, , Business travel 1, ,091 1 International students commuting at the start and end of term Other (including waste and water) No data available 0 14, Total Scope 3 (B) 49, , Total emissions (A+B) 72, , Table 5 provides a summary of changes in Scope 1 and 2 carbon emissions and energy costs between 2005/06 and 2009/10 and further information on the increase in the size of the Estate and bus company. 10

11 Table 5: and energy cost changes between 2005/06 and 2009/ /10 Electricity costs ( ) Natural gas + LPG costs ( ) Total cost ( ) 1,853,000 2,316,800 2,556,200 3,040,900 2,858, ,000 1,031, , , ,700 2,405,000 3,347,100 3,316,200 2,692,200 3,654,600 Scope 1 and 2 carbon emissions 23,306 tonnes 23,658 tonnes 29,132 tonnes 30,536 tonnes 33,119 tonnes Estate and bus company changes Construction of the Film, Music and Media, and Health and Research buildings. Acquisition of the MacLaurin building and Bio Park. Construction of the nursery. Acquisition of Titan Court. Doubling of the bus fleet. Construction of The Forum Targets The University has adopted the Scope 1 and 2 carbon emission reduction targets set by HEFCE for the sector and therefore established a baseline of 23,306 tonnes in 2005/06. In turn the University has the following reduction targets against the 2005/06 baseline: - 12% reduction to 20,509 tonnes by 2012; - 29% reduction to 16,547 tonnes by 2017; and - 43% reduction to 13,284 by 2020, which is equivalent to c. 20,000 tonnes or a 60% reduction in real terms, i.e. taking into account emissions in 2009/10. In addition to making a commitment to achieving these targets, the University is also committed to reducing its Scope 3 emissions from: (1) Daily staff and student commuting; (2) Business travel; (3) Waste production; and (4) Water consumption. The University will also set a baseline for its emissions from its procurement activities as this is likely to become a feature of the HEFCE Scope 3 target(s) to be set by December A carbon reduction strategy from procurement activities will subsequently be established and implemented. 11

12 2. Strategy 2.1. Scope 1 and 2 target areas The University s Scope 1 and 2 emissions originate from building energy use and University owned transport. As the majority of transport emissions are produced by Uňo, which provides a service to students, staff and the local community, and can assist the University in reducing Scope 3 emissions from daily commuting, the target areas for in carbon emissions are buildings. In order to identify the buildings that are likely to provide the greatest benefit from the application of energy efficiency measures, an analysis of annual energy use and associated carbon emissions from major academic buildings is provided in Table 6 and Figure 3. Table 6: s from major academic buildings 2010 Gross Annual energy use s (tonnes) Name Internal Area (m2) Gas Electricity (kwh) (kwh) Gas Electricity Total Art & Design 5,262 1,058, , Bio Park 5 19,687 7,522,817 4,093,142 1,381 2,214 3,596 College Lane 5 LRC 11,760 2,010,064 2,058, ,114 1,483 CP Snow 6,743 1,231,974 1,180, de Havilland 5 academic 26,999 2,846,750 4,505, ,437 2,960 Fielder Centre 2, , , Film, Music and Media 3, , , Health Research Building 2, , , Hutton 5,964 1,197,047 1,044, Innovation Centre 1, , , Lindop 2, , , MacLaurin 5, ,000 1,160, Mercer 2,395 1,036, , Meridian House 1, , , Science Building 2, , , The Forum 5 7,799 1,993,464 2,333, ,262 1,628 Titan Court 5 8,164 2,774,437 2,638, ,428 1,937 Todd 5, , , Uno , Wright 6,540 1,312,657 1,144, Wright Building extension 1, , , Poor performing buildings to be targeted are highlighted. 12

13 s (tonnes/year) Figure 3: s from major estate buildings 4000 Estates carbon emissions (tonnes) Both Table 6 and Figure 3 indicate that by far the most significant buildings for targeting energy are Bio Park, College Lane LRC, de Havilland academic, Titan Court and The Forum. In terms of energy usage on the College Lane residential estate Table 7 and Figure 4 illustrate that, although Telford Court has the greatest area, Roberts Ways uses significantly more gas and should therefore be targeted. Any projects do however have to have regard to the Estate MasterPlan. Table 7: s from the College Lane residential estate Name Gross Internal Area (m 2 ) Annual gas use (kwh) Annual electricity use (kwh) CO 2 emissions (tonnes) Telford Court 9,828 2,199, Roberts Way 9,382 3,898, Butler and Fern Hall 5,331 1,113, Chapman and Broad Halls 4,105 1,536, Coales Hall 1, , All 30,545 4,959,334 2,683 Total 30,545 9,364,384 4,959,334 4,415 13

14 s (tonnes/year) Figure 4: s from gas use in the College Lane residential buildings Residential estate carbon emissions Telford Court Roberts Way Butler + Fern Hall Chapman + Broad Halls Coales Hall 2.2. Scope 1 and 2 proposed projects In order for the University to achieve the 2020 target of a 43% reduction in Scope 1 and 2 carbon emissions against a 2005/06 baseline, a variety of projects will be implemented ranging from small works and awareness activities to major works and strategic initiatives. The 24 projects are split into five phases of two years each and are outlined in Table 8. Cumulatively the projects achieve a c. 26,000 tonne reduction and, taking into account risks over ten years due to growth, the target of 13,284 by 2020 has a chance of being achieved. In addition, the University s liability under the CRC Energy Efficiency Scheme will also reduce. Appendix A shows the details of all the projects. Funding for the Phase 1 projects will come from the previous Carbon Management Plan budget of which there is c. 860,000 remaining. Future years funding will come from the following sources: 1. Estates Long Term Maintenance (LTM) budgets; 2. Estates MasterPlan projects; and 3. Specific Capex request. Each years planning round budgets will include the relevant budgets. 14

15 Table 8: Summary of Scope 1 and 2 carbon reduction projects Project Category Estimated annual saving (MWh) ( K) (tco 2 ) Est. cost ( K) Payback (yrs) Projected carbon emissions (tonnes) Comments 2009/10 emissions = 33,119 tonnes PHASE 1 Years 2010/ /12 1 Appoint Student placement data analyst to support the Energy Manager Strategic initiative ,119 To start July de Havilland PFI transfer CHP plant at main boiler house Use of tamperproof thermostatic radiator valves Strategic initiative 9, , ,319 Major works -1, ,906 Awareness activities/ controls PFI variation being raised. Funding approved. Project underway ,840 Surveys undertaken. 5 BMS optimisation Small works 4, , ,390 6 Isolate unnecessary boiler and chiller plant Small works 1, ,210 Ongoing improvement exercise. Ongoing improvement exercise.

16 7 8 9 Project Implement and encourage good housekeeping measures Replacement of the Law School Relighting College Lane LRC Category Awareness / controls Strategic initiative Estimated annual saving (MWh) ( K) (tco 2 ) Est. cost ( K) Payback (yrs) Projected carbon emissions (tonnes) 2, , ,710 Comments Cost is mainly enhancing light controls. Surveys commenced ,530 Opening 2011 Small works ,332 Sub total 17,200 1, , , target = 20,509 tonnes PHASE 2 Years 2012/ / Voltage optimisation Phase 2 Overnight closure of buildings Small works ,957 Strategic initiative 1, ,307 Surveys commenced. Projected emissions at the end of the year 2011/12 is 24,332 tonnes and therefore the 2012 target is not achieved. 16

17 Project Eliminate the use of space heating boiler plant for Domestic Hot Water (DHW) production Provide variable speed control to circulating pumps Replacement of College Lane academic buildings Phase 1 (New Science Building) Upgrade air-handling units (AHU) Encourage good housekeeping measures Category Estimated annual saving (MWh) ( K) (tco 2 ) Est. cost ( K) Payback (yrs) Projected carbon emissions (tonnes) Small works 2, ,877 Small works ,627 Strategic initiative 1, , ,627 Small works 1, ,027 Awareness ,027 Sub total 8, ,305 1,090 21,027 Comments Part of the MasterPlan Reinforcement of awareness created through Project 7 Projected emissions at the end of the year 2013/14 is 21,027 tonnes. 17

18 Project Category Estimated annual saving (MWh) ( K) (tco 2 ) Est. cost ( K) Payback (yrs) Projected carbon emissions (tonnes) Comments PHASE 3 Years 2014/ / Boiler replacement programme Voltage optimisation Phase 3 Encourage good housekeeping measures Strategic initiative 2, ,567 Small works ,192 Awareness ,192 Sub total 3, , target = 16,547 tonnes PHASE 4 Years 2016/ /18 20 Upgrade building fabric in main building Major works ,102 Reinforcement of awareness knowledge created through Project 7 Projected target at the end of year the 2015/16 is 20,192 tonnes. 18

19 Project Replace the College Lane student accommodation Replacement of College Lane academic buildings Phase 2 (New Engineering and Teaching Building) Disposal of Building A Disposal of Building B Encourage good housekeeping measures Category Strategic initiative Strategic initiative Strategic initiative Strategic initiative Estimated annual saving (MWh) ( K) (tco 2 ) Est. cost ( K) Payback (yrs) Projected carbon emissions (tonnes) 11, , ,687 1, , , , , ,630 Awareness ,630 Sub total 13, , ,630 Comments Part of the MasterPlan Part of the MasterPlan Part of the MasterPlan Part of the MasterPlan Reinforcement of awareness knowledge created through Project 7 Projected emissions at end of 2017/18 is 12,630 tonnes and therefore the 2017 target is achieved. 19

20 Project Category Estimated annual saving (MWh) ( K) (tco 2 ) Est. cost ( K) Payback (yrs) Projected carbon emissions (tonnes) Comments PHASE 5 Years 2018/ /20 26 Installation of 2 x 2MW Wind Turbines Major works 9, ,400 4, , Disposal of Building C Strategic initiative ,058 Sub total 9, ,572 4,000 Risks over 10 years due to growth , ,058 Total 52,249 3,212 21,061 6,900 12, target = 13,284 tonnes Projected 2020 emissions from project implementation = 12,058 tonnes Part of the MasterPlan E.g. increase in the built estate and bus company Projected emissions at the end of the year 2019/20 is 12,058 tonnes and therefore the 2020 is achieved. 20

21 Table 9 provides a summary of cost savings and annual carbon if the projects outlined in Table 8 are implemented. Table 9: Cost savings and carbon reduction summary PHASE 1 (2010/ /12) PHASE 2 (2012/ /14) Capital expenditure PHASE 3 (2014/ /16) PHASE 4 (2016/ /18) PHASE 5 (2018/ /20) Capital ( K) 860 1, ,000 Cumulative capital ( K) 860 1,950 2,700 2,900 6,900 Cost savings per annum Savings ( K) 1, Cumulative savings ( K) 1, ,554 1,699 2,412 3,212 Payback (years) Scope 1 and 2 carbon reduction Reduction (tonnes CO 2 ) 8,787 3, ,562 5,572 Cumulative reduction (tonnes CO 2 ) Projected emissions (tonnes CO 2 ) 8,787 12,092 12,927 20,489 26,061 24,332 21,027 20,192 12,630 12,058 Figure 5 outlines projected carbon emissions based on the project savings identified in Table 8 and Table 9.

22 Projected carbon emissions (tonnes) Figure 5: Projected Scope 1 and 2 carbon emissions from project implementation, taking into account growth, against 2012, 2017 and 2020 targets 6 Projected Scope 1 and 2 carbon emissions from project implementation , , ,547 13,284 Projected Targets , / / / / / / / / / / /20 6 The University recognises that with the proposed project implementation plan the 2012 target will not be achieved, however the 2017 and 2020 targets should be achieved/surpassed.

23 2.3. Scope 3 Scope 3 emissions are defined as those that occur as a consequence of the activities of an organisation but from sources not owned or controlled by the organisation including commuting, procurement, waste and water. In 2005/06 Scope 3 emissions from commuting, business travel, waste and water accounted for 68% of the University s total emissions; with the inclusion of international students commuting at the start and end of term this increased to 72% of the total in 2009/10; summaries of the University s Scope 1, 2 and 3 emissions in 2005/06 and 2009/10 are provided in Table 4 (page 9), Figure 6 and Figure 7. At present the University s Scope 3 emissions do not include emissions from procurement and from students commuting to the University at the start and end of term from within the UK, and this is therefore likely to further increase the contribution of the University s Scope 3 emissions to the total emissions. Figure 6: Summary of Scope 1, 2 and 3 emissions in 2005/06 1% 2005/06 total Scope 1, 2 and 3 emissions (72,607 tonnes) 0% 1% Building energy use 27% Uno fleet fuel Daily staff and student commuting 5% Business travel 66% International students commuting at the start and end of term

24 Figure 7: Summary of Scope 1, 2 and 3 emissions in 2009/ /10 total Scope 1, 2 and 3 emissions (118,405 tonnes) 1% Building energy use 1% 12% 23% Uno fleet fuel 5% Daily staff and student commuting Business travel 58% International students commuting at the start and end of term At present the University is not subject to sector wide targets for Scope 3 emissions, however HEFCE has committed to setting target(s) by December 2013 and therefore, although the University is unable to directly manage Scope 3 emissions, it is committed to reducing them. The University has therefore identified a variety of awareness activities and strategic initiatives that will be implemented to assist in reducing emissions; these are identified in Table 10 and detailed further in Appendix 2. Table 10: Summary of Scope 3 carbon reduction projects A Project Implement the Waste and Resource Management Strategy Category Strategic initiative B Implement the Travel Plan Strategic initiative C Implement water efficiency projects Strategic initiative D E F G Implement a Sustainable Construction Policy Implement and encourage good practice measures Undertake a baseline assessment of emissions from procurement Undertake a baseline assessment of emissions from students commuting to the University at the start and end of term (from within the UK) Strategic initiative Awareness activities Strategic initiative Strategic initiative 24

25 The University is currently unable to predict the reduction in carbon emissions that these projects will achieve; however this will be reviewed on an annual basis and reduction figures included against the individual projects when possible. 3. Awareness strategy In order to reduce Scope 1, 2 and 3 emissions the University is committed to implementing and encouraging good housekeeping measures. In line with the annual calendar of event themes outlined in the Infrastructure and Sustainability Group Communications Strategy, an annual programme of environmental awareness activities and campaigns will be developed. Table 11 outlines the awareness campaigns and activities, which will be undertaken during 2011 and 2012 to assist in ensuring the objectives of this Carbon Management Plan are met. Awareness campaigns and activities for reducing Scope 3 emissions from travel and waste are outlined in the Travel Plan and Waste and Resource Management Strategy respectively. Table 11: Awareness campaigns and activities Start date Activities Target audience Benefits Environmental savings May 2011 and termly thereafter Hold termly faculty and al meetings identifying environmental behavioural changes and potential projects Staff Increased understanding and knowledge Improved environmental performance July 2011 Incorporate progression against the Environmental Management System targets into an Annual Sustainability Report to include case studies Staff, students and external stakeholders Increased understanding and knowledge Improved environmental performance July 2011 Develop a league table for buildings on energy usage, set targets in line with the Carbon Management Plan and incorporate into faculty meetings Staff Savings of 700 tonnes of carbon per annum If all University computers were turned off overnight, enough energy would be saved to make 1,486,150 photocopies August 2011 Implement the Green Your Herts project to reduce University s environmental impact through rewarding and celebrating improved environmental practices within s Staff Increased understanding and knowledge Improved environmental performance 25

26 Start date Activities Target audience Benefits Environmental savings October 2011 Implement a Switch Off campaign across the halls of residence, provide incentives for in usage and recruit Energy Champions to monitor usage Students Savings of 700 tonnes of carbon per annum If all televisions in the halls were turned off overnight for one year, enough energy would be saved to toast 1,558 slices of bread November 2011 Develop a countdown display at key areas across the University identifying current usage, future targets and behavioural changes people can make to achieve the targets Staff, students and visitors Savings of 700 tonnes of carbon per annum Turning one photocopier off overnight would save enough energy to make every student a cup of tea (22,926 cups) May 2012 Develop an awareness campaign to encourage water reduction measures Staff and students 10% reduction in absolute water usage in 2010/11 compared to 2009/10 For the University to make a 10% reduction in water usage the equivalent of 20 Hertfordshire Sports Village swimming pools need to be saved Continuous Internal and external media coverage through websites, s, eclips, plasma screens, posters and leaflets to highlight success stories Staff, students and external stakeholders Increased understanding and knowledge Improved environmental performance Continuous Hold regular awareness stands Staff, students and external stakeholders Increased understanding and knowledge Improved environmental performance 26

27 4. Risks, monitoring and reporting 4.1. Risks The control of the CMP will remain an integral part of the day to day function of the Department of Estates, Hospitality and Contract Services. Project risks will be reported annually in the s Risk Register which, together with those from other s, contributes to the overall management of risk at University level and is part of the University s Strategic Business Planning Cycle. s are also reported regularly to the main board as part of the corporate Key Performance Indicator (KPI) review) Monitoring and reporting The responsibilities of the groups and individuals involved in the implementation of the CMP are outlined in Table 12. Table 12: Responsibilities of groups and individuals involved in the implementation of the CMP Group / Individual Director of Finance Infrastructure and Sustainability Group Director of Estates, Hospitality and Contract Services Energy and Sustainability Manager Energy Manager Estates Group Responsibility Champion the CMP and ultimate responsibility for strategic direction and agreeing budgets Monitor and control implementation of the CMP Oversee the implementation of the CMP, have strategic input into its development and review progress Coordinate the project team in the production, update and implementation of the CMP and report on its progress to the Director of Estates, Hospitality and Contract Services Manage the technical projects included in the CMP and be responsible for data collection and reporting Monitor, review, update and report on the CMP on an annual basis and engage with stakeholders Progress on the CMP will be reported monthly to the Director of Estates, Hospitality and Contract Services, via the Estates Board Meeting. A report will be presented to the Director of Finance (in his capacity as chair of the Infrastructure and Sustainability Group) once each term at the Infrastructure and Sustainability Group meeting. A formal review of performance against the CMP will be undertaken annually, at the end of each academic year. A report will be prepared on the basis of this review to be presented to the Office of the Vice Chancellor, via the Chief Executives Group. This is in addition to the corporate KPI reporting. In addition to internal reporting the University will also produce a publically available annual document on progress towards targets and project implementation. 27

28 Appendix 1 Scope 1 and 2 projects The following detail the projects to be implemented to achieve the 2020 target for Scope 1 and 2 emissions outlined in Table 8. PHASE 1: Project 1: Appoint of student placement data analyst to support the Energy Manager Deputy Director Capital Projects The University consists of two main campuses, as well as a number of other satellite sites, with an aggregate spend on energy of approximately 4,500,000 in 2009/10. At present this is managed by a single person responsible for energy management including monitoring and targeting, the implementation of energy saving initiatives, overseeing operation of the BMS and assisting in purchasing. As an enabling measure the University will appoint an assistant whose prime responsibility will be to maintain accurate records of energy use for each building, establish consumption targets and monitor progress against these targets. Energy savings - Funding - Sustained in energy use will not be achieved unless the University maintains comprehensive and accurate records of energy use for each of the major buildings. This measure will require the allocation of a salary and other costs but the estimated 15,000 annual cost will be recovered if the appointment results in a reduction in utility consumption of just 0.5%. The appointed person will require appropriate training and a comprehensive site induction

29 PHASE 1: Project 2: de Havilland PFI transfer Energy savings Director of Estates, Hospitality and Contract Services The University is in the process of transferring the de Havilland PFI. 4,800 tonnes Electricity: 5,533,000 kwh/yr Gas: 3,563,000 kwr/yr Financial: 570,000/year Funding PHASE 1: Project 3: Install a combined heat and power (CHP) plant in the main boiler house Energy savings Funding Deputy Director Capital Projects The University has advanced plans for the installation of CHP plant in the main boiler house. 413 tonnes Electricity: 1,600,000 kwh/yr Financial: 48,000/year. Estimated payback: 10 yrs From previous Carbon Management Plan

30 Energy savings Funding PHASE 1: Project 4: Use of tamperproof thermostatic radiator valves Department of Estates, Hospitality and Contract Services There are considerable numbers of thermostatic radiator valves (TRVs) in use at the University, all of which are manually resettable and many are set at the maximum setting. There are a substantial number, especially in the main building on the College Lane campus, that have been vandalised and the sensing heads smashed off giving no output control; in many areas, windows above these radiators had been opened to reduce overheating. Tamperproof thermostatic radiator valves will be used to replace hand wheel valves and manually resettable thermostatic valves. 66 tonnes Gas: 345,500 kwh/yr Financial: 5,600/year Estimated payback: 2.7 yrs From previous Carbon Management plan Reduction in kwh energy consumption against baseline Energy savings PHASE 1: Project 5: BMS optimisation Department of Estates, Hospitality and Contract Services (Facilities Management contract) Much of the plant within the estate is controlled by Building Management Systems (BMS) which provide time scheduling, temperature set-points, weather compensation, boiler sequencing etc. Investigations have shown that there is very considerable scope for improving the operation of the BMS, and in the longer term to extending its capabilities to additional plant and equipment. 1,450 tonnes/yr Electricity: 2,000,000 kwh/yr Gas: 2,000,000 kwh/yr Financial: 200,000/yr net of implementation costs Estimated payback: Continuous saving Additional: Improved working conditions Funding 60,000 Investment will be required in the enhancement and optimisation of the BMS, as well as in maintaining the sensors and actuators upon which its operation depends. Furthermore, the success of this measure will be continuously assessed by analysis of the half-hourly data. This measure will be an ongoing programme from which the annual benefit will increase over time as the operation of the BMS becomes more effective. 30

31 Energy savings Funding PHASE 1: Project 6: Isolate unnecessary boiler and chiller plant Department of Estates, Hospitality and Contract Services Much of the estate is oversupplied with boiler plant and for much of the time that it is operating the refrigeration plant is oversized. As the load on plant falls so does the efficiency and as a result over-sizing is extremely detrimental. Furthermore, the continuous connection of excessive plant results in control problems due to dilution and the associated difficulty in achieving set-points. The estate has many sets of boiler plant and packaged chilled water units, and much of this is continuously in circuit when it is not required. 180 tonnes/yr (boiler plant only) Gas: 1,000,000 kwh/yr (boiler plant only) Financial: 30,000/yr (boiler plant only0 Additional: Improved plant reliability This should be achievable without capital cost as it is usually possible to utilise existing isolation valves. Ideally, the Envido system should be capable of providing detailed gas usage data for each set of boiler pant and this will facilitate the determination of the optimum plant size in each case PHASE 1: Project 7: Implement and encourage good housekeeping measures Energy savings Sustainability and Energy Managers There are many opportunities for reducing energy wastage through the unnecessary operation of lighting and cooling, leaving doors open etc. In addition, there are many small technical opportunities such as the maintenance of insulation and the fine detail of plant control and operation that must be attended to if energy use is to be minimised. An effective good housekeeping programme will raise awareness of these issues and encourage the measures necessary for the implementation of remedial works. 200 tonnes/yr Electricity: 2,000,000 kwh/yr Gas: 800,000 kwh/yr Financial: 162,000/yr Additional: Improved working conditions as well as reducing energy use. Improved knowledge and awareness of all stakeholders. Funding 200,000 The support of senior management is essential. Continuous 31

32 PHASE 1: Project 8: Replacement of the Law School Energy savings Deputy Director Capital Projects The University is in the process of replacing the Law School previously located in St Albans. The approximate target for carbon emissions for the replacement buildings should be less than 50kg CO 2 /m 2.yr. 180 tonnes Electricity: 200,000 kwh/yr Gas: 300,000 kwh/yr Financial: 30,000/year Funding Building works are in hand and will be complete during PHASE 1: Project 9: Relighting College Lane Learning Resource Centre (LRC) Energy savings Funding Department of Estates, Hospitality and Contract Services The Delmatic lighting control system in the College Lane LRC failed about 9 years ago, and since then (with the exception of the disabled toilets which have occupancy sensors, and one teaching room where switches have been installed) lighting has been on continuously. It is recommended that Delmatic be employed to reengineer the lighting control system. 198 tonnes Electricity: 459,000 kwh/yr Estimated payback: 3 yrs Financial: 34,000/year 60,000 from previous Carbon Management plan Reduction in energy consumption kwh/unit/year

33 Energy savings PHASE 2: Project 10: Voltage optimisation Phase 2 Department of Estates, Hospitality and Contract Services The University has already completed low cost measures to reduce the distributed voltage within the estate through the adjustment of existing transformer tap settings. The process may be continued through the installation of secondary transformers, although there is a significant cost. In some cases it may be preferable to install secondary transformers at sub-distribution points rather than main incomers. The figures assume a further 4% reduction in electricity use across the estate. 375 tonnes/yr Electricity: 700,000 kwh/yr Estimated payback: 3 years Additional: In come cases, reducing the voltage of the supply can be beneficial in terms of equipment life and reduced maintenance. Financial: 70,000/yr Funding 210,000 The success of this will require a detailed independent survey of the estate and its electricity distribution infrastructure. For variable output transformers it will be advisable to establish a system for checking the output voltage, either continuously or periodically. This could be achieved through the BMS Systems will have to be shut down in order to enable the connections to be made, although this will generally be completed within a working day provided that preparatory works are comprehensively completed. Energy savings Funding PHASE 2: Project 11: Overnight closure of buildings Deputy Director Capital Projects The University current has various 24 hour operations which include the opening of buildings. It is proposed that one or more of these buildings is closed overnight when possible. 650 tonnes Electricity: 357,852 kwh/yr Gas: 1,554,700 kwh/yr Financial: 86,000/year Additional: Savings from the staff resource employed overnight, including security No funds needed Senior Management support

34 PHASE 2: Project 12: Eliminate the use of space heating boiler plant for domestic hot water (DHW) production Energy savings Department of Estates, Hospitality and Contract Services Space heating boiler plant is used for the generation of DHW in a number of buildings within the estate; this is generally an inappropriate use of plant, resulting in sustained operation at very low load-factors. The problems are exacerbated by the requirement to maintain the water at sufficiently high temperatures to combat Legionella. Analysis shows that the estate uses over 500,000-kWh of gas per month (excluding buildings that are to be replaced) and the generation of DHW is likely to be responsible for the majority of this; at 75% boiler efficiency this would be sufficient to produce about 7,000,000 litres of hot water per month and it is unlikely that the estates actual hot water use is a tiny fraction of this. A programme of DHW de-centralisation will eliminate much summer plant operation and facilitate Legionella avoidance. In many cases the preferred option will be to install point-of-use water heaters in washrooms etc, although in some cases the use of directly fired gas water heaters may be appropriate. 430 tonnes/yr Electricity: Minus 50,000 kwh/yr Gas: 2,500,000 kwh/yr Financial: 70,000/yr Estimated payback: 3 years Additional: Legionella avoidance improved Funding 210,000 In the case of some of the larger installations it would be useful to install meters in the cold water make up to the calorifiers in order to assess actual DHW usage

35 PHASE 2: Project 13: Provide variable speed control to circulating pumps Department of Estates, Hospitality and Contract Services Many of these operate at a fixed speed corresponding to the maximum required load on a system. Systems are often over-sized and the result is that plant runs at high speed and high power for long periods unnecessarily. On cooling circuits there are additional savings as less energy is dissipated in the cooling water. Savings assume that plant running at 150-kW for 4,000 hours/year is brought under inverter control in the first instance, with speeds being reduced by 40% to produce an 80% reduction in motive power. 250 tonnes/yr Energy savings Electricity: 500,000 kwh/yr Financial: 50,000/yr Estimated payback: 4 years Additional: There are frequently maintenance benefits Funding 200,000 Good control is a critical issue if savings are to be maximised

36 PHASE 2: Project 14: Replacement of College Lane academic buildings Phase 1 (New Science Building) Energy savings Funding Deputy Director Capital Projects The University has existing plans to replace buildings with new academic accommodation. The designers/contractors will be required to produce buildings that reduce carbon emissions by about 60% compared with existing facilities. In order to achieve this it will be necessary to consider all aspects of the new build in order to achieve the standards of construction currently specified in the Building Regulations Part L, addressing the issues of building fabric insulation, air tightness, control and optimisation of plant, lighting, free-cooling etc. The optimum design is likely to eliminate the need for wet heating systems supported by boiler plant. 500 tonnes Electricity: 450,000 kwh/yr Gas: 1,400,000 kwh/yr Financial: 88,000/year Additional: Effective plant design will not only reduce future energy costs but also minimise capital and maintenance costs. Included within the Estates Master Plan

37 Energy savings PHASE 2: Project 15: Upgrade air-handling units (AHU) Department of Estates, Hospitality and Contract Services The majority of AHUs run at fixed speed and this involves a considerable excessive use of electricity for motive power and cooling, and gas for heating. In general terms, all AHUs should be upgraded in order to be able to respond to changing conditions in terms of occupancy and air quality; this will require the addition of air-quality sensors, inverter drives and upgraded controls. The estate has a large number of AHUs, some of which are already fitted with inverters that are not being gainfully employed; improving the control of these units will provide very cost effective savings. Savings accrue from the cubic relationship between the speed of a fan and its power demand, with additional savings resulting from reduced ventilation rates. The savings are based on 400 kw of fan motors currently running for an average of 3,000 hours per year having their average speeds reduced by 50% for a saving of nearly 90% in electricity use. Savings in gas use result from reduced ventilation rates. 600 tonnes/yr Electricity: 1,000,000 kwh/yr Gas: 500,000 kwh/yr Financial: 110,000/yr Estimated payback: 4 years Additional: Improved working conditions Funding 440,000 The critical issue is the setting up and commissioning of the control systems Most of these works may be completed during the normal working day, but this measure should ideally be completed before major boiler enhancements. 37

38 PHASE 2: Project 16: Encourage good housekeeping measures Sustainability and Energy Managers In order to ensure the awareness knowledge created through Project 7 is reinforced, a good housekeeping programme of events will be implemented. Emissions saved through Project 7 Energy savings - Improved knowledge and awareness of all stakeholders Funding 30,000 - Continuous PHASE 3: Project 17: Boiler replacement programme Energy savings Funding Deputy Director Capital Projects Much of the boiler plant within this estate is approaching obsolescence and combustion tests have indicated that it is no longer operating at anywhere near peak efficiency. Similarly, much is also oversized. Replacement of existing plant with smaller capacity boilers will improve efficiency by improving combustion and ensuring that the plant is appropriately sized for the load. Much of the plant will have to be replaced within the next few years for maintenance reasons and bringing this forward will reduce maintenance costs overall. The current capacity is 7,500 kw and replacement plant would require a capacity of just 2,700 kw. Assuming standing losses of 3%, this would reduce gas demands by 150kW, and greatly reduce the losses from purging etc. Appendix 3 identifies the boiler plant that should be replaced. 460 tonnes/yr Gas: 2,500,000kWh/yr Financial: 75,000/yr Estimated payback: 7 years, but much of this expenditure will be required in the course of normal replacement. Additional: Reduced maintenance costs Salix may be an option. The cost is estimated at 500,000 which equates to 200/kW on average. The minimum boiler capacity for each building must be carefully assessed and any feasible fabric improvements be completed prior to implementation of this project onwards 38