Bournemouth University. Carbon Management Strategy & Implementation Plan

Transcription

1 Bournemouth University Carbon Management Strategy & Implementation Plan Updated December 2013 Date: December 2013 Version number: 3.0 Author: Amanda Williams/Gareth Williams Owner: Environmental Strategy Group Approval: University Board Page 1

2 Contents Foreword from the Carbon Trust 4 Vice-Chancellor's Foreword 5 Management Summary 6 1. Introduction Purpose & Background 1.2 Project timeline 2. Carbon Management Strategy Context & Drivers 2.2 Policy 2.3 Strategic themes 2.4 Objectives and Targets 3. Emissions Baseline and Projections Scope 3.2 Baseline 3.3 Projections 3.4 Value at Stake 4. Carbon Management Projects Existing Projects 4.2 Planned/Funded Projects 4.3 Near-Term Projects 4.4 Medium to Long Term Projects Page 2

3 4.5 Projected Achievement Towards Target 4.6 Progress against Implementation Plan 4.7 Consequences of Failure 5. Implementation Plan - Finance Assumptions 5.2 Benefits/Savings - Quantified & Un-quantified 5.3 Financial Costs and Sources of Funding 6. Embedding Carbon Management Carbon Policy, Vision & Strategy 6.2 Programme Management 6.3 Responsibility for Action 6.4 Visibility of Carbon Management & Communications Strategy 6.5 Carbon Management Monitoring & Reporting 6.6 Finance and Investment 6.7 Policy Alignment 6.8 Curriculum & Research 7. Programme Management Strategic Ownership & Environmental Strategy Group 7.2 Role of the HE CMP Core Team 7.3 Succession Planning 7.4 Ongoing Stakeholder Management 7.5 Annual Progress Review Appendix A: Summary Analysis - Embedding Carbon Management Page 3

4 Foreword from the Carbon Trust Cutting carbon emissions as part of the fight against climate change should be a key priority for Higher Education Institutions - it's all about getting your own house in order and leading by example. The UK government has identified the university sector as key to delivering carbon reduction across the UK inline with its Kyoto commitments and the Higher Education Carbon Management programme is designed in response to this. It assists universities in saving money on energy and putting it to good use in other areas, whilst making a positive contribution to the environment by lowering their carbon emissions. Bournemouth University was selected in 2008, amidst strong competition, to take part in this ambitious programme. Bournemouth University partnered with the Carbon Trust in order to realise substantial carbon and cost savings. This commits the University to a target of reducing CO 2 by 30% by 2015/6 in absolute terms from a baseline year of 2005/6. If the University takes no action (business as usual or BAU) it will see an increase in emissions and so the reduction target relative to BAU is 43% and this underpins potential financial savings over BAU to the organisation of around 0.5 million per year by that date. There are those that can and those that do. Universities can contribute significantly to reducing CO 2 emissions. The Carbon Trust is very proud to support Bournemouth University in their ongoing implementation of carbon management. Richard Rugg Head of Public Sector, Carbon Trust Page 4

5 Vice-Chancellor's Foreword Climate change is one of the greatest challenges facing society today. The United Nations Intergovernmental Panel on Climate Change has concluded that warming of the climate system is unequivocal and that human activities are making a substantial contribution to this change¹. Reducing our contribution to climate change in line with ambitious sector-level targets, Funding Council requirements and demands from other stakeholders, will be a huge challenge for the Higher Education sector in this decade and beyond. By participating in the Higher Education Carbon Management Programme, we have put in place the building blocks that will enable us to make significant progress towards reducing the environmental impact of our operations through better energy efficiency and broader environmental management. This outlines our commitment to reducing our carbon footprint by 30% by 2015/16 (with respect to a 2005/06 baseline). The Plan also describes our aspiration to go further and make a significant contribution to national targets for carbon reduction. We should not underestimate the size of this challenge. It will certainly require the support and commitment of staff, students and other stakeholders. The publication of this Plan marks the beginning of a process of embedding carbon management across the University. It recognises that we in the Higher Education sector are uniquely placed to lead carbon reduction both through the management of our Universities and through our education, research and our wider role within society. Professor John Vinney Vice-Chancellor ¹ Climate change 2007: the physical science basis, available at Page 5

6 Management Summary Bournemouth University recognises that climate change is one of the greatest challenges facing society today. The vast majority of scientists and informed observers accept that evidence shows the Earth is warming and that human activity is making a significant contribution to this. The Climate Change Act 2008 made the UK the first country in the world to have in place a long-term framework to cut carbon emissions. Central to this was a legallybinding national target to cut greenhouse gas emissions by at least 34 per cent by 2020, and by at least 80 per cent by 2050 (against a 1990 baseline). The Government has made clear that higher education must play its part in meeting national carbon reduction targets. The grant letters from the Secretary of State for Innovation, Universities and Skills to the Higher Education Funding Council for England (HEFCE) of 18 January 2008 and 21 January 2009 stated that all institutions must have plans in place to reduce carbon emissions and that performance against these plans will be a factor in future capital allocations. In response, HEFCE outlined ambitious sector-level targets, which are in line with national targets. There has been no change in this policy or the Government's commitment since the 2010 General Election and consequent change of Government. By working with the Carbon Trust and participating in Phase 5 of the Higher Education Carbon Management Programme (HE CMP), the University undertook the opportunity to make significant strides towards reducing the impact that its activities have on the local and global environment, and is contributing to local, sector and national commitments to reduce emissions of greenhouse gases. The University s Low Carbon Policy: Bournemouth University recognises that its activities have an impact upon the environment at local, regional, national and global levels and acknowledges its responsibility for environmental protection. The University is committed to act in a responsible manner in relation to carbon emissions and will continuously review and seek to reduce its carbon footprint across all of its operations in response to challenging national targets. The HE CMP Programme is based around a proven five-step process leading to emissions reductions that will maximise benefits to the University and its stakeholders. The first four steps in the process were undertaken systematically by the University over a ten month period from April 2009 to February 2010, culminating in the production of the first iteration of this (CMP) in January 2010 which set out an organisation-wide strategy for managing carbon emissions during the Page 6

7 following five years, including an ambitious carbon reduction target and specific actions through which this target can be met. Carbon Reduction Target: Bournemouth University will reduce the carbon footprint of those activities identified in the scope of the by 30% (in absolute terms) by the end of the 2015/16 academic year, compared to the baseline year of 2005/6. This represents a reduction of 43% from the projected emissions should the organisation take no action i.e. the business as usual scenario. The fifth step of the Programme requires the University to implement the CMP over the period Governance of the programme, as well as the strategic ownership of the carbon reduction target, rests with Environmental Strategy Group, chaired by the Deputy Vice-Chancellor. The development of further carbon reduction targets will be linked to the University s strategic planning process in future. Carbon Baseline: The University's CO 2 emissions baseline for 2005/6 totals 8,275 tonnes of CO 2 e. This baseline has been calculated using data from the 2005/6 academic year (1 st August 2005 to 31 st July 2006), including emission sources from gas, electricity and water (utilities), the University s fleet transport, Bus for BU buses on designated routes, and waste sent to landfill. Page 7

8 Figure 1: Breakdown of baseline by emissions type Based on the University s emissions baseline, two different consumption scenarios have been projected: The Business As Usual (BAU) scenario predicts the effect on cost and carbon emissions of taking no action to limit the organisations increasing consumption of energy, while the Reduced Emissions Scenario (RES) predicts the effect on cost and carbon emissions of reducing the emissions baseline by the targeted 30% from 2005/6 to 2015/16. The Value at Stake (VaS) is the difference in emissions or costs between the BAU and the RES; that is, the hypothetical potential value that could be obtained by implementing carbon reduction measures in order to reduce baseline emissions by 30% by 2015/16. Value at Stake: The total estimated Value at Stake from 2005/6 to 2015/16 in costs is 2.2 million and in carbon emissions is 4,227 tco 2 e To meet the University s carbon reduction target, a series of specific carbon saving actions have been identified, including: Campus-wide Building Management System (BMS) upgrade /11 Poole House Biomass Boiler Project /12 Metering and Monitoring Project /12 Voltage Optimisation Project /12 Lighting and lighting control replacement projects - various Replacement of comfort cooling projects - various Page 8

9 Building insulation and draught proofing improvements - various Boiler Valve Insulation Project /11 PC Power Management Project /12 A series of water reduction measures - various Roll out of comprehensive mixed recycling to all offices /10 Smarter driving training for fleet vehicle drivers /10 If the carbon saving projects detailed in the CMP are undertaken according to the timings set out and give the predicted emissions reductions, there will still be a shortfall of 1880 tonnes of CO 2. Work is ongoing to identify additional reduction projects. Implementation Costs: The overall cost of implementing the carbon reduction projects identified is approximately 2.2million, with potential financial savings over BAU to the organisation of around 0.5 million per year. The remaining savings will be achieved through longer-term projects to be identified throughout the course of the programme and in response to developments in the Estates Strategy Future potential projects currently under consideration but not yet fully quantified include: Green IT Policy-related initiatives, including Server power management Combined Heat and Power (CHP) and potential for a district heating scheme in the Lansdowne Campus Further biomass projects Variable speed drives Potential options for replacement of night storage heating in Royal London House Solar thermal for hot water provision Further lighting and lighting controls projects The Environment & Energy Team will continue to identify opportunities, and seek advice externally, to define additional ways of meeting the shortfall. The and implementation programme are reviewed and updated annually. Page 9

10 1. Introduction 1.1 Purpose & Background to the Carbon Management Programme Bournemouth University is a large organisation with approximately 17,000 students from 120 countries and over 1,500 staff. A complex and expanding estate is divided between two campuses in different local authority areas with 20 buildings covering over 24 hectares of land and offering significant challenges for the progression of our environmental objectives. The Carbon Trust's Higher Education Carbon Management Programme (HE CMP) aims to provide technical and change management support to help Higher Education Institutions (HEIs) realise carbon emissions savings. The aim is to reduce emissions under the direct control of Universities - whether linked to energy use in buildings, campus facilities, waste management or vehicle fleets. Bournemouth University s key objectives for participating in the HE CMP in 2009/10 were: To understand and fully quantify the carbon footprint of the University and determine a carbon emissions baseline (using data from the 2005/6 academic year) To produce a fully-costed to reduce this carbon footprint by 30% (in absolute terms) by the end of the 2015/16 academic year To link future carbon reduction target setting into the University strategic planning process To raise awareness of climate change and carbon management practice across the University at all levels, and to encourage all staff and students to act on this issue To build on the previous work of the Environmental Strategy Group (ESG) and Energy Efficiency Group (now Carbon Management Group) and strengthen our position in benchmarking exercises such as The Green League and Universities that Count/Learning in Future Environments (LIFE). Recognising that we advocate a global perspective and sustainability within the curriculum, to demonstrate to students and staff that the University takes its responsibility for sustainable development seriously. The process used to develop the was provided by the HE CMP and followed the Carbon Trust's five-step process: Step 1: Mobilise the organisation Step 2: Set baseline, forecast and targets Step 3: Identify and quantify options Step 4: Finalise strategy and implementation plan Step 5: Implement plan Page 10

11 The first four steps were completed over a ten month period from April 2009 to February 2010, culminating in the University publishing this setting out our strategy for managing carbon emissions over the period , with an ambitious reduction target and details of specific actions which will make a significant contribution to ensuring that target is met. This programme builds on the already well-established work of the University's ESG and environmental management staff to reduce the environmental impact of the University's operations and ensure continuous improvement in its approach to environmental management. Key landmarks included: ESG established in 2003, with sub-groups on energy, transport & waste; Environmental Policy first published in 2003 and reviewed annually Energy Communications Campaign fronted by Green Frog in place since 2003 (highly commended in the Green Gown Awards in 2005) University Travel Plan published in 2003 Environmental Officer appointed in August 2005 and Energy Officer in December 2006 Awards for Best Public Sector Travel Plan in Dorset Travel Plan Awards 2005 and Winner of the Green Gown Transport Award in 2006 Major review of Travel Plan in 2007/8 - Single occupancy car use (i.e. staff driving to work alone on three days per week or more) down from 67% in 2003 to 44% in 2007 Successful Revolving Green Fund Institutional Small Projects Fund bid in 2009 and Salix Interest Free Loan bid in 2010 Participation in the HE CMP in 2009/10 Identification of significant capital funding for carbon management in the Estates Strategy in 2010 Establishment of the Environment & Energy Team in Estates & IT Services, with four full time staff by the end of 2010 Ongoing implementation of a certified Environmental Management System (EMS) leading to EcoCampus Bronze and Silver Awards in 2009 and Gold Award in 2011 Finalist in the Times Higher Education Awards (Contribution to Sustainable Development category) in 2006 and 2011, the Dorset Business Awards (Environmental Excellence category) in 2007 and shortlisted for two Green Gown Awards in Project Timeline The actions identified in this are being carried out between 2010 and the end of the 2015/16 academic year (the target period). Page 11

12 2. Carbon Management Strategy 2.1 Context & Drivers There are a number of key drivers that have contributed to Bournemouth University's ongoing commitment to its CMP. These include internal policy, regulatory, legislative, financial and reputational drivers. Bournemouth University s Vision & Values (BU2018) identifies five core values, including Responsibility, which ensures a commitment to sustainable development, and improving our environment; and acting ethically and responsibly for the greater good. Both Environment (reducing our impact) and Finance (efficient use of resources) are identified as strategic enablers. The Bournemouth University Strategic Plan includes a top level aim to Reduce our Impact on the Environment (E2), as well as a number of specific headline objectives including Reduce our carbon footprint (E2A), Maintain BU's excellent credentials in all aspects of environmental management (E2B), & Be recognised as an organisation with strong corporate responsibility (E2C). These aims and objectives are supported by a series of plan details which develop the headlines further. The University's Environmental Policy also makes a commitment to identify opportunities to reduce energy consumption and the use of fossil fuels to significantly reduce the University s carbon footprint, while establishing robust systems for energy monitoring and targeting and continuing to examine the possibility of acquiring electricity from 'greener' sources, either through the purchase of renewable energy, or through an increased use of on-site renewables. The Higher Education Funding Council for England (HEFCE) has stated that they will aim to ensure sustainable development is a central part of their strategy for the future development of the higher education (HE) sector. In November 2013, HEFCE launched a renewed consultation entitled Sustainable Development in Higher Education: Consultation on a Framework HEFCE, which remained open for comment at the time of writing. The grant letters from the Secretary of State for Innovation, Universities and Skills to HEFCE in 2008 and 2009 stated that all institutions must have plans in place to reduce carbon emissions and performance against these will factor in future capital allocations. HEFCE confirmed sector-level targets in its Carbon Reduction Strategy (January 2010), in line with national targets, and linked performance against carbon management to capital funding for the first time through the Capital Investment Framework 2. The University is a participant in the Carbon Reduction Commitment (CRC) Energy Efficiency Scheme, which introduced a requirement to purchase carbon allowances annually based on energy consumption, starting at 12 per tonne, from April 2012 Page 12

13 (approx. 97k in 2012). In future the price of carbon will increase significantly (in line with the carbon price floor), subject to budget announcements. Other legislative drivers include compliance with the Energy Performance of Buildings (Certificates and Inspections) (England and Wales) Regulations 2007 and the strengthened Building Regulations Part L (Conservation of fuel and power), updated in 2006 and 2010; and policy levers such as the landfill tax escalator, and Section 106 planning consents leading to the development of our Travel Plan. The volatility of energy markets and high cost of utilities is also a key driver. In order to manage the risk associated with volatile energy markets it is necessary to ensure that all energy is used as efficiently as possible. Utilities costs (circa. 1.8m in 2012/13) are predicted to increase dramatically, with an estimated 10% increase in unit price predicted in 2013/14 and further increases beyond that date, placing pressure on utilities budgets. Climate Change Levy costs on gas and electricity will increase by 18% in April 2012 (approx 70k in 2010/11) (Finance Act 2011). Building energy use represents 93% of our carbon footprint, so failure to deliver on carbon management represents a failure to address rising utilities costs. Reputational drivers include performance in the People & Planet Green League, which now includes a number of measures relating to carbon management, as well as other benchmarking activities such as the Universities that Count/Learning in Future Environments Project and Students' Union participation in the Green Impact Awards. There is increasing stakeholder interest in carbon management, particularly from prospective and current students, staff and members of the local community. Participating in the HE CMP and the development of a comprehensive Carbon Management Plan has helped to address the concerns of stakeholders and may lead to increased recruitment and retention of both staff and students. Bournemouth University also recognises that as we advocate a global perspective and sustainability within the curriculum, and have an academic school focusing on Science and Technology (Faculty of Science & Technology), we must demonstrate to students and staff that the University takes its responsibility for sustainable development seriously. The University also acknowledges that in the face of mounting global scientific consensus on the anthropogenic causes of global climate change, there is a moral responsibility to act to reduce emissions. 2.2 Policy Bournemouth University recognises that its activities have an impact upon the environment at local, regional, national and global levels and acknowledges its responsibility for environmental protection. The University is committed to act in a responsible manner in relation to carbon emissions and will continuously review and Page 13

14 seek to reduce its carbon footprint across all of its operations in response to challenging national targets. 2.3 Strategic Themes The key strategic themes that will help to ensure that Bournemouth University works to increase energy efficiency and reduce carbon emissions and its contribution to global climate change are: Integration of carbon reduction strategy - The University will aim to ensure that carbon management principles are integrated into the culture and practices of the University and link future carbon reduction target setting into the University strategic planning process. Strategic Investment - The University will make sufficient resources available to meet its objectives and targets relating to carbon management, and apply for external funding as appropriate. Policy review - Bournemouth University will continue to review and develop its Environmental Policy, CMP and Environmental Management System to ensure that the underpinning policy context supports ongoing reductions in carbon emissions. Monitoring and Targeting - The University has invested in an upgrade of its monitoring and targeting systems to ensure they are fully utilised to achieve greater understanding and control of energy usage in future and to ensure that robust data is available to fulfil our obligations, for example under the CRC. Technical Measures/Infrastructure Improvements and Awareness- Raising/Behavioural Change - The University commits to ensuring that carbon savings are achieved through a range of technical and infrastructure improvements and behavioural change programmes. Benchmarking Performance - The University will continue to actively contribute to benchmarking activities, such as The Green League, in order to demonstrate progress and learn from the best practice within the Sector. 2.4 Objectives & Targets Bournemouth University will reduce the carbon footprint of those activities identified in the scope of the Carbon Management Programme by 30% (in absolute terms) by the end of the 2015/16 academic year, compared to the baseline year of 2005/6. This represents a reduction of 43% from the projected emissions should the organisation take no action i.e. the business as usual scenario. Page 14

15 The University also has an aspirational target to reduce emissions identified in the scope of this by 40% (in absolute terms) by 2020, compared to the baseline year of 2005/6. The challenging nature of the carbon target should not be under-estimated; an absolute reduction of 30% from a baseline of 8275 tco 2 e in 2005/06 to 5795 tco 2 e in 2015/16 in the context of more than a 23% increase in floor area of the Estate since 2005/6 and further planned development( 27% when the Student Centre building comes online). The graph demonstrates the ongoing nature of the challenge. Currently major projects are not fully quantified beyond 2013/14, hence the rise in plan emissions beyond that date. However, this should be resolved with the outcome of the feasibility studies that are currently underway (see 4.3 Progress against CMP implementation plan). 3. Emissions Baseline & Projections 3.1 Scope The scope for the CMP, in terms of the sources of emissions covered, is as follows: 1. Utilities use (gas, electricity and water) in all University owned and managed residential (excluding UNILET houses) and non-residential buildings (including University Centre Yeovil) 2. Fleet Transport (University owned or leased vehicles and Students' Union owned vehicles) 3. Bus for BU bus travel on designated routes 4. Waste Management (General Waste to Landfill) Page 15

16 Carbon emissions relating to both the Talbot Campus and the Lansdowne Campus will be included. Sources of emissions not included at this time in the project, but that should be considered in future: 1. Staff business travel 2. Staff and student commuter travel 3. Student placement travel 4. Visitor, contractor or supplier travel 5. Resource consumption other than utilities 6. Emissions associated with procurement 3.2 Baseline Bournemouth University has taken its baseline year for calculating it carbon emissions and forecasting to be the academic year 2005/6 (1 August 2005 to 31 July 2006). This year has been chosen because reliable and complete billing data is readily available and to align with HEFCE reporting requirements for carbon management plans. The University's financial year also runs concurrently with the academic year. The following identifies the sources of data used to calculate the baseline, as well as assumptions and CO 2 conversion factors (supplied by the Carbon Trust). This information is documented to ensure any future carbon footprint calculations can use the same methods, ensuring care of comparison and consistency throughout the implementation period. Table 1: Data sources Data Owner Sources CO ² conversion factors Utilities Energy Officer, Invoices/Utilities Elec: kg consumption Estates Spreadsheet CO 2 /kwh data (gas, Meter readings electric, water) from ARM Gas: kg System CO 2 /kwh Source HE CMP Baseline Toolkit Water: kg CO 2 /m3 Fleet Transport (University owned or leased vehicles) Facilities Manager (Soft Services), Estates Invoices and Bookings Diary; transport type and mileage records Diesel: Litres 2.63 kg CO 2 /Litre Petrol: Litres HE CMP Baseline Toolkit Page 16

17 2.32 kg CO 2 /litre Fleet Transport (Students Union owned vehicles) SU General Manager, SUBU Invoices and Bookings Diary; transport type and mileage Diesel: Litres 2.63 kg CO 2 /Litre Petrol: Litres 2.32 kg CO 2 /litre HE CMP Baseline Toolkit Unilinx bus travel on designated routes Head of Facilities Management Estates / Wilts & Dorset Management information reports from the contractor based on fuel, vehicle type and mileage Diesel: Litres 2.63 kg CO 2 /Litre HE CMP Baseline Toolkit Waste Management (General waste) Environment & Energy Manager, Estates Weight based data for general waste 447 kgco 2 e/tonne HE CMP Baseline Toolkit Notes: 1. Emissions from bus travel are based on Bus for BU buses on designated routes. The University's CO 2 emissions baseline for 2005/6 totals 8,275 tonnes of CO 2 e. Table 2: Emissions Baseline Breakdown The following table illustrates how this is broken down: Baseline Year Total CO 2 Emission (tonnes) Emissions from buildings (tonnes) Emissions from transport (tonnes) Further scope (waste, water & refrigerant gas) (tonnes) 2005/6 8,275 7, Page 17

18 Chart 1: Emissions Breakdown by Type 3.3 Projections Having established an emissions baseline, it is possible to estimate what the University's year on year increases in emissions will be if it continues to consume energy at present growth levels (2% per annum). This Business As Usual (BAU) scenario, which predicts the effect of taking no action to limit the University's increasing consumption of energy, can then be modelled against carbon reduction targets to identify potential savings, in terms of both carbon emissions and financial savings. 3.4 Value at Stake The Value at Stake (VAS) is the difference in emissions or costs between the Business as Usual Scenario (BAU) and the Reduced Emissions Scenario (RES) (based on the targets set); that is the potential value that could result from carbon reduction measures that reduce baseline emissions by 30% (in absolute terms) from 2005/6 levels by 2015/16. Page 18

19 3.4.1 Carbon Value at Stake Chart 2: Comparison of actual emissions with BAU increases and reduction targets predicted 12,000,000 Comparison of actual emissions with BAU increases and reduction targets predicted 10,000,000 Carbon emissions (kgco2) 8,000,000 6,000,000 4,000,000 2,000, Year Actual emissions BAU emissions Target Page 19

20 Chart 3: Composition of Carbon Value at Stake in year Financial Value at Stake Chart 4: Comparison of the cost of actual emissions with the cost of BAU increases and reduction targets 5,000,000 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000, ,000 - Comparison of emissions with BAU increases and reduction targets - financial Year Actual cost BAU cost Target cost NB: Chart 4 does not account for increases in Utility Costs. Page 20

21 Chart 5: Composition of financial value at stake in year 10 Composition of financial value at stake in year 10 Other emissions sources Transport 8% 2% Stationary sources Stationary sources 90% Transport Other emissions sources The total estimated Value at Stake from 2005/6 to 2015/16 in costs is estimated to be 2.2 million and in carbon emissions is 4,227 tco 2 e Page 21

22 Table 3: Value at Stake cost and carbon breakdown based on 2005/6 baseline Total BAU ( 000) Total RES ( 000) Total VAS ( 000) 2005/6 2006/7 2007/8 2008/9 2009/ / / / / / / Total BAU (tco ² ) Total RES (tco ² ) Total VAS (tco ² ) Page 22

23 4. Carbon Management Projects 4.1 Existing Projects at Inception The following projects had already been completed since 2005/6 and gave emissions savings that were already known to the project team prior to the publication of the first CMP in January 2010: Building Management System (BMS) adjustments Water-cooled cellar replacement The Old Fire Station External lighting Talbot Campus In order to capture more possible emissions savings opportunities the project team: Reviewed recommendations made in the Carbon Trust Energy Surveys undertaken in 2003 and 2007 to identify any opportunities that had not yet been undertaken Reviewed feedback received in the Staff Energy Survey in 2008 Undertook two Opportunities Workshops (one on each campus) to enable project team members and other stakeholders to generate carbon saving ideas Reviewed the information on Display Energy Certificates and associated advisory reports to assist in the identification of opportunities Commissioned a detailed survey of water consumption and potential savings on both campuses Worked with energy consultants NIFES to identify additional opportunities for reduction, including an assessment of potential renewable energy options Carried out a comprehensive building by building energy audit, recording detail of lighting, heating, cooling, ventilation and other plant and equipment Since 2010, further work has been undertaken to identify further potential projects. This has included: Procurement of Carbon Reduction Advisory Services from NIFES in 2010/11 to assist the University in identifying additional projects which will realise additional carbon reductions to ensure that the University reaches its carbon reduction target within agreed timescales and on budget. A comprehensive Energy Audit of the Estate, carried out by the Energy Officer (Technical) in 2012/13 Appointment of a member of the Environment & Energy Team to the Design Team of all major Estates Development projects, to ensure new build and refurbishment projects address the issue of carbon impact. Page 23

24 A number of feasibility studies, including a study into the feasibility of on-site renewable energy on the Talbot Campus (NIFES, 2010/11). Two further feasibility studies were initiated in 2013 to examine the potential for a Talbot Campus Energy Centre (District Heating) and Solar-PV on building rooftops. Page 24

25 Progress against Project Implementation Plan 4.2 d Projects The following projects have been completed between 2009 and Ref Cost Annual Saving Pay back % of Target Target Year Status Project Capital Operational Financial tco 2 Cooling replacement Dorset House Open Access 12, , % 2009/2010 Cooling replacement Poole House (P330/332) 4, % 2009/2010 2nd Floor Poole House Replace Comfort Cooling with VRV 32,069-14, % 2010/ rd 4 th Floor Poole House Replace Comfort Cooling with VRV 54,859-12, % 2011/2012 Studland House External Lighting 10,000-2, % 2010/2011 Roll out of mixed recycling to offices N/A 0.02% 2009/2010 Page 25

26 Cost Annual Saving Ref Project Capital Operational Financial tco 2 Pay back % of Target Target Year Status 11 Poole House Atrium Gallery Lighting 6,502-1, % 2010/ Smarter Driver Training Fleet Vehicles 600-2, % 2009/2010 Weymouth House 2nd Floor Lighting Replacement 25,821-6, % 2011/2012 Weymouth House 2nd Floor Lighting Controls 6,072-1, % 2011/2012 Weymouth House 1st Floor Lighting Replacement 25,427-4, % 2009/2010 Weymouth House 1 st Floor Lighting Controls 7,121-1, % 2009/ Dylan s Bar Lighting Replacement 11,893-2, % 2010/ Boiler Valve Insulation Talbot Campus 19,512-9, % 2011/2012 Page 26

27 % of Target Target Year Pay back Ref Project Capital Operational Financial tco 2 Status Weymouth House 3rd Floor Lighting 25 Replacement 22,656-6, % 2011/2012 Weymouth House 3rd Floor Lighting Controls 26 4,459-1, % 2011/2012 Weymouth House 4th Floor Lighting 27 Replacement 21,629-5, % 2011/ Weymouth House 4th Floor Lighting Controls 4,080-1, % 2011/2012 Melbury House Building Management System 20 (BMS) FCU 63,250-17, % 2011/ General Upgrade Pipe work/valve Insulation 1, % 2011/ Campus wide BMS Upgrade 300,000-42, % 2012/ Campus wide BMS Upgrade 200,000-34, % 2012/2013 WH Wallace Lecture Theatre Lighting & 41 Controls 6,209-1, % 2010/2011 Metering & Monitoring of Utilities ,000-65, % 2012/2013 Poole House Biomass Boiler ,000 36,265 35, % 2012/2013 Page 27

28 Ref Project Capital Operational Financial tco 2 Pay back % of Target Target Year Status 44 Vending Machine power management 4,000-2, % 2010/ Valve Insulation Remaining Buildings 16,224-10, % 2010/ Loft Bar LED lighting 5, % 2010/2011 Hot water dispenser 48 Timer Switches 1,652-7, % 2012/2013 Recycling facilities 50 further improvements 6,018-24, % 2011/2012 Christchurch House (old) 51 Lighting & Controls Upgrade 40,766-13, % 2012/ Dorset House LRC 31,565-7, % 2011/2012 Replace Comfort Cooling with VRV 2 38 Cranborne House Gas 563,000-31, % 2012/2013 Conversion 39 Disinvestment from Hurn N/A - 32, % 2013/2014 House - Electric & Gas 40 Disinvestment from Hurn N/A - 10, % 2012/2013 House - Water Water Reduction Survey 14 Recommendations , % 2010/ BH / SH Corridor sensors 3, % 2011/ General - adjust lux levels to Design Standards 500 1, % 2011/2012 Page 28

29 % of Target Target Year Pay back Ref Project Capital Operational Financial tco 2 Status 21 Melbury House Variable Speed Motor 1, % 2011/2012 Cancelled Voltage Reduction & 47 Optimisation 120,000-15, % 2012/2013 Electronic TRVs 52 Student Village 26,245-4, % 2013/2014 WH TV Studio LED 53 Lighting Project 36,808-4, % 2013/2014 Sava Controls 55 Students Union 6,418-3, % 2013/ Sava Controls Cranborne House & EBC 8,160-3, % 2013/2014 Page 29

30 4.3 Future Projects The following is a list of projects that the University will implement over the next five years, which were subject to approval within the. Ref Project Cost Annual Saving Capital Operational Financial tco 2 Pay back % of Target Status Target Year Status Comments 22 Replace lighting fittings and adding PIRs PH 2-4 Floors 40,000-5, % 2013/2014 Not started Lighting & Controls for 3&4 floor to be included as part of minor works project in 2013/14 & 2014/15. Building Insulation Not started 31 /Draught proofing 10,000-2, % 2014/2015 Replace Ageing Heating boilers with High Efficiency boilers Dorset / Christchurch House/ 33 TOFS 50,000-4, % 2013/2014 Initiated Desktop PC Power Overdue 49 Management TBC - 45, TBC 11.52% 2013/2014 SH Underground CP In 54 Lighting (T5) % 2013/2014 progress Initiated 57 SUBU Shop Lighting TBC - TBC TBC TBC TBC 2013/2014 Feasibility Study for Solar PV on Roofs (PH, Initiated 58 CH, SH & TOFS) TBC - TBC TBC TBC TBC 2013/2014 Feasibility Study TC In 59 Energy Centre TBC - TBC TBC TBC TBC 2013/2014 progress Campus wide survey to be undertaken NB: 1 x boiler in Talbot House replaced (nursery). IT Services Project Design Stage Due for completion April 2014 Page 30

31 Future potential projects currently under consideration but not yet fully quantified include: An Energy Centre and district heating scheme for the Talbot Campus Solar PV on roof tops of key buildings Divestment of Bournemouth House, to be replaced by a low-carbon Lansdowne Exchange building. Further Green IT Policy-related initiatives, including improvements to the efficiency of the BU data centres Potential options for replacement of night storage heating in Royal London House Solar thermal for hot water provision Further biomass projects Variable Speed Drives Page 31

32 4.2 Projected Achievement Towards Target Chart 6: Projected achievement towards carbon reduction target 12,000 10,000 Carbon progress against target Tonnes Co2 8,000 6,000 4,000 2, Year Actual Emissons Predicted Business as Usual Emissions Target Emissions Emissions in chosen plan Page 32

33 d projects to date have saved 2969 tonnes of CO 2, which would equate to 120% of the target, if we had not seen growth in other areas. Future projects have identified additional savings of 370 tonnes of CO 2, which equates to a total of 135% of the identified carbon reduction target in absolute terms. However, savings have been offset by an increase in floor area and energy consumption associated with that. Additional savings that are more difficult to quantify will come from projects such as staff and student awareness campaigns. 4.3 Progress against CMP implementation plan Progress on planned projects has been excellent to date (December 2013), with over 44 completed since January Many have been small in scale, such as lighting and lighting controls replacements, boiler valve insulation schemes and replacement of comfort cooling. More significant projects have included the comprehensive Building Management Systems upgrade, funded by a 500,000 Salix interest-free loan, and the Poole House biomass project ( 766k BU capital funding). A comprehensive portfolio of projects is underway and a further carbon reduction has resulted in 2012/13 (approximately 2% on 2011/12 data and 5% in absolute terms on the 2005/6 baseline), with gas consumption up 14% due to the harsh 2012/13 winter (lower than the sector average of +24% when compared to degree days) and electricity consumption down 6% on 2011/12. NB: Degree days are a simplified form of historical weather data which are commonly used in monitoring and targeting to model the relationship between energy consumption and outside air temperature at a specific location. A number of additional projects have been added to the implementation plan since this document was first published. The portfolio of CMP projects completed in 2013 has included the Voltage Optimisation project ( 120k), completion of the conversion of Cranborne House halls of residence from electric to gas central heating ( 600k), and replacement of Library Comfort Cooling with VRV (Variant Refrigerant Volume) phase 2 ( 114k). Annual carbon savings from these three projects alone are estimated to be approximately 330 tonnes. In 2013, we have seen the benefits of the biomass boiler project coming to fruition, with a 78% reduction in Poole House gas consumption in November and December In 2013, a Building Management System Health Check has been carried out; ensuring good value for money is being achieved from the previous capital investment detailed above. The disinvestment in 2012 from an ageing residential block, Hurn House, has also resulted in estimated carbon savings of approximately 190 tonnes per annum in the first year. The University continues to operate the HEFCE/Salix Revolving Green Fund for energy efficiency projects. Investment of 514, to date has identified forecast savings of tonnes of carbon and 132,144.94, per annum. In 2013, RGF funded projects have included installation of electronic thermostatic radiator valves (etrvs) in the Page 33

34 Student Village, lighting and lighting controls projects, installation of controls for cooling and chiller equipment and installation of low energy TV studio lighting for the Media School. These projects not only contribute to the efficient use of resources and provide cost savings, but also deliver notable benefits for building users in many cases, as well as a reduced impact on the environment. Financial savings can be readily quantified; a reduction in carbon emissions through reduced electricity consumption in 2012/13 has secured savings of approximately 37k despite increases in standing charges of over 9k (inc. VAT). The cost of fulfilling our Carbon Reduction Commitment obligations for 2012/13 was 85,332 (a reduction of 7k on 2011/12). The Talbot Campus Student Centre building, due for delivery in 2014/15, will feature a number of notable sustainability features including use of ground source heat pumps, solar-pv (140m 2 high power photovoltaic panels), sophisticated building controls, low energy lighting and a green roof. The building will achieve a design state Energy Performance Certificate (EPC) rating of A and will achieve BREEAM Excellent (design stage score submitted - 71%). These features should result in a 35% reduction in carbon emissions compared to a standard building without these features. As the University plans to develop its Estate significantly over the coming years; sustainable construction must be a key priority going forwards. A number of behavioural change projects continue. A programme of training has been further developed and an environmental communications strategy remains in place with events and communications throughout the year, including the Village Green Campaign in the Student Village and Green Week. In the autumn of 2013 the Green Ambassadors (student champions) scheme has been developed, with a larger number of ambassadors than in the launch year, and we launched the Cranborne House Big Green Challenge (an inter-flat environmental competition). Despite this excellent progress, there remains a risk that our carbon footprint will grow during the plan period as carbon savings are offset by growth in other areas, for example the new Student Centre is expected to have a net impact of approximately +122 tonnes of carbon per annum, despite planned efficiency measures. Fusion 1 building (subject to planning) will result in an additional 239 tonnes of carbon per annum, although this will be offset by the removal of other inefficient accommodation. The carbon management implementation plan continues to be a live document and identification and quantification of further significant and longer term projects as well as small scale projects continues to be a key priority. The Estates Development Framework, published in 2013, made a commitment to continued progress on carbon reduction, including an aspiration for an Energy Centre on the Talbot Campus and confirmed our commitment to sustainable construction. It also provided much needed certainty about the direction of future plans for the Estate. Page 34

35 A feasibility study is now underway to assess how a Talbot Campus Energy Centre and district heating system could support the University s and reduction targets of 30% by 2015/16 and 40% by Initial feasibility work into the potential for solar PV and solar thermal on existing building stock has also been initiated. These two studies will inform further capital investment between now and The potential disinvestment from other buildings (e.g. Bournemouth House and temporary modular buildings on the Talbot Campus) could provide further carbon savings (Bournemouth House alone accounts for approximately 536 tonnes of carbon per annum). The removal of temporary modular buildings, the Dorset House Open Access Centre, and Poole House single storey and catering block when Fusion Building 1 is delivered could result in a reduction of 369 tonnes of carbon in total (a net reduction of 130 tonnes) if all of these are removed. The Estates Development Framework reconfirms a commitment for new buildings to achieve a minimum of BREEAM Excellent rating; but consideration should be given to increasing investment to build BREEAM Outstanding low carbon buildings if we are to meet this target and possible future planning requirements. Fusion Building 1 will include a number of sustainability features (subject to planning) including Solar PV, ground source heat pumps, small-scale CHP and rainwater harvesting. It will secure an EPC A rating at design stage and BREEAM Excellent as a minimum. There remains an aspiration for the building to achieve BREEAM Outstanding if budget permits. Smaller carbon reduction projects currently in progress or planned for initiation in 2014 include a lighting upgrade in Bournemouth House library, and lighting and lighting controls projects in the Studland House basement car park, the Talbot Campus Students Union shop, the third and fourth floors of Poole House, and the Old Fire Station. A key area to target continues to be the need to reduce the contribution that IT makes to our carbon footprint. IT equipment on campus equates to over 23% of carbon and 34% of electricity consumption. Addressing this will require considerable input from colleagues in IT Services, led by the Director of IT. Progress has now been made on the PC Power Management project, following a change in project management arrangements in IT Services, and is due for completion by March Consequences of Failure If BU fails to meet its carbon reduction target, the consequences of failure will include: Failure to make a positive contribution to national carbon reduction targets Failure to address HEFCE sector level carbon reduction targets Failure to meet the requirements of the Capital Investment Framework and loss of capital funding Failure to address rising utilities costs Page 35

36 Additional Climate Change Levy charges and Carbon Reduction Commitment (Energy Efficiency Scheme) costs Failure to address stakeholder expectations (funding council, students, staff, community, regulators, etc) Reputational risk and impact on performance in benchmarking exercises (including the People & Planet Green League) Failure to deliver on BU Vision & Values and Strategic Plan commitments on environmental and carbon management Risk to EcoCampus Platinum Award/ISO once secured 5. Implementation Plan - Finance The overall capital cost of projects identified to date within this programme to date is 2,699, Assumptions Used A typical average cost of 8.6 pence/kwh has been assumed for electricity (grid). A typical average cost of 2.7 pence/kwh has been assumed for natural gas. A typical average price of pence/m3 has been assumed for water consumption (including sewage costs). All costs for future carbon saving projects are quoted at 2009 prices and will be subject to inflation. Page 36

37 5.2 Benefits/Savings Quantified and Un-Quantified The annual cost and CO 2 savings are summarised below: Table 6: Benefits Savings - Quantified Annual cost saving Annual CO 2 saving % of target achieved ,630 13,106 35,429 44,528 98, , , , , , % 4% 8% 10% 20% 52% 78% 103% 103% 100% Un-quantified benefits will include: Improved utilities consumption data shown in Estates Management Return statistics Improved standings in benchmarking exercises such as the People & Planet Green League Improved performance in the Carbon Reduction Commitment process and reductions in CRC liability Improved performance in Capital Investment Framework Evidencing continuous improvement and maintaining the EcoCampus accreditation Meeting stakeholder expectations and reducing reputational risk Page 37