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Malaysia Airports Holdings Berhad Carbon Management Plan 2015-2020 MALAYSIA AIRPORTS HOLDINGS BERHAD AIRPORT CARBON ACCREDITATION CARBON MANAGEMENT PLAN 2015-2020 Date : 20 th April 2015 Owner : Sustainability Department, Malaysia Airports Holdings Berhad Approval Route : General Manager, Engineering Approval status : Approved

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Malaysia Airports Holdings Berhad Carbon Management Plan 2015-2020

MALAYSIA AIRPORTS HOLDINGS BERHAD

AIRPORT CARBON ACCREDITATION

CARBON MANAGEMENT PLAN

2015-2020

Date : 20th April 2015

Owner : Sustainability Department, Malaysia Airports Holdings Berhad

Approval Route : General Manager, Engineering

Approval status : Approved

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Malaysia Airports Holdings Berhad

CORPORATE PROFILE

In 1991, the Malaysian Parliament passed a bill to separate the Department of Civil Aviation

(DCA) into two entities with different spheres of responsibilities. DCA remains as the

regulatory body for the airports and aviation industry in Malaysia whilst the newly created

entity, Malaysia Airports, was established in 1992 to focus on the operations, management

and maintenance of airports.

Malaysia Airports Holdings Berhad was thereafter incorporated as a public listed company

on the Main Board of Bursa Malaysia Securities Berhad in 1999, which became the first

airport operator in Asia and the sixth worldwide to be listed on a stock exchange. Malaysia

Airports is the only airport company with such a diverse airport portfolio, putting it in a

league of its own. Airports under our stable of operations range from 5 international

gateways, 16 domestic airports, to 18 short take-off and landing ports (STOLports) that

serves the rural and remote areas in Malaysia.

Our Business

A Holistic Global Airport Company

Operating and managing the country's aviation gateways is a privilege that comes with the

responsibility to ensure that the capacity of the nation's airports is adequate to support and

enhance state and national competitiveness. Our core activities include the management,

operation, maintenance and development of airports, both in aeronautical and in non-

aeronautical component.

Aeronautically, Malaysia Airports' revenue base comes from the collection of passenger

service charge (PSC), aircraft landing and parking fees, and other ancillary charges to airlines.

Non-aeronautical revenue base is mainly derived from non-airport operations business and

commercial activities, which includes duty free and retail operations, hotel operations, free

commercial zone operations, commercial space leases and management of parking facilities

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in our airports nationwide. No other airport company in the world matches Malaysia

Airports' business model and diverse portfolio.

Gateways to the nation

As the nation's flagship international gateway, KL International Airport (KLIA) is well-

positioned as a key aviation hub for Southeast Asia. It boasts the flexibility to combine short-

haul and long-haul connections with facilities that integrate both full-service and low-cost

airlines' operations and geographic centrality with adequate catchment areas within four to

five hours of radius flight time from KLIA.

We look beyond the present and into the future by setting the pace with Next Generation

Hub, a concept to transform KLIA as the ultimate hub where the world of full-service airlines

and low-cost airlines are unified. While KLIA Next Generation Hub is created to promote

airlines interconnectivity at KLIA, the world's first purpose-built terminal dedicated for low

cost carriers, klia2, is set to be the standard bearer for other future terminal of its kind in the

world.

The unique feature of Malaysia Airports is its vastly diversified airport portfolio, in which

each airport is characterised by different operating requirements. While these airports serve

the same purpose of providing connectivity, their operating requirements vary from the

different commercial offering and growth prospects resulting in mixed financial

performance. Over the year, we have been steadfast in growing our commercial activities

that are essential in delivering strong returns to shareholders whilst enabling aviation

charges to remain competitive and in turn driving further airport growth.

This has allowed us to cross-subsidise the smaller community airports and STOLports by the

larger and more profitable airports around the country. Thus, by providing air travel to these

rural and remote areas that has no proper road access we fulfil a very important corporate

social responsibility.

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Airport Management Expertise

Malaysia Airports expands its expertise in airport management and investment to other

airports overseas, further diversifying its airport portfolio. Today, our overseas ventures

spans as far as India and Turkey. These airports are the Rajiv Gandhi International Airport,

Hyderabad, and the Indira Gandhi International Airport, New Delhi, in India, and the Istanbul

Sabiha Gokcen International Airport in Turkey.

Malaysia Airports have also established global training centres that focus on providing

airport operations and management, airport fire and rescue service, and aviation security

courses to participants from across the Asia Pacific region as well as to all Malaysia Airports'

employees. Our training facilities are also certified and recognised by the International Civil

Aviation Organisation (ICAO), Airport Council International (ACI) and Department of Civil

Aviation (DCA) Malaysia. The Malaysia Airports Training Centre (MATC) located in Penang is

recognised as the ICAO Aviation Security Training Centre (ASTC) and MATC KLIA is recognised

as the ACI Global Training Hub (GTH) for Asia Pacific region. Meanwhile, the Malaysia

Airports' School of Airport Engineering in KLIA focuses on providing training to our

employees.

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Kuala Lumpur International Airport (KLIA)

KL International Airport (KLIA) is one of Asia's major aviation hubs and is a destination in

itself. It is located at the top of the southern corridor of Peninsular Malaysia, bordering the

states of Selangor and Negeri Sembilan. Situated in the Sepang district, it is approximately

50km from the capital city, Kuala Lumpur.

KLIA is a unique airport that offers something for everyone, whether it is for business,

entertainment or relaxation. The airport is part of the Multimedia Super Corridor (MSC)

where new technology is actively pursued.

Surrounded by four main cities - Kuala Lumpur, Shah Alam, Seremban and Malacca - the

airport is a catchment area that offers exciting opportunities for businesses. As modern as it

sounds, KLIA still strives to create a homely airport with a serene environment.

The airport was designed using the 'Airport in the Forest, Forest in the Airport' concept, in

which it is surrounded by green space. With the co-operation of the Forest Research

Institute of Malaysia, an entire section of the rain forest was transplanted in the Satellite

Building.

Since its inauguration in the year 1998, KLIA has won numerous awards from international

organisations such as Skytrax and International Air Transport Association. With its

continuous effort to provide excellent services to passengers, the airport has emerged as

one of the top five airports in the world.

KLIA's commitment to promote environmental responsibility for all local and foreign

travelers was recognised by Green Globe, making it the first and only airport in the world to

receive the Green Globe 21 certificate in year 2004 and onwards. In 2012, KLIA was awarded

the Platinum status in EarthCheck Benchmarked Airport global certification.

KLIA was thrice voted as the World's Best Airport (15-25 million passengers per annum) in

the 2005 AETRA awards, 2006 ACI-ASQ awards and 2007 ACI-ASQ awards.

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Malaysia Airports’ Corporate Structure

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Executive Summary

One of Malaysia Airports’ core values is that we take great concern care for the

environmental sustainability, with the elements of energy and carbon reduction. Being part

of the signatory in the Aviation Industry Commitment to Action on Climate Change (2008),

which is a multi stakeholder industry declaration to create a pathway to carbon neutral

growth and a carbon free future, has been the driving force behind the continual

improvement in environmental performance. Malaysia Airports also holds memberships in

the Airports Council International (ACI) and the ACI Asia Pacific Regional Environmental

Committee (AP-REC) where environmental strategies, activities and initiatives are discussed

among regional members.

This Carbon Management Plan was organized with the direction to proactively improve in

meeting our environmental commitments. It is also to established the implementation plan

that showcasing our carbon initiatives and it’s reduction.

Targets

In the development of Malaysia Airports’ Carbon Management Plan, we have built the

targeted milestone and being treated as our short and long term carbon target, defined as

the following :

1. To make collaboration with stakeholders (tenants, airlines business partners and

others) to reduce indirect emissions (Scope 3).

2. To reduce total direct emissions (Scope 1 & 2) of 10% by year 2020, and to

manage/avoid the generation of additional CO₂ emissions as a result of our business

operations.

3. To achieve Carbon Neutrality

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Principles

The objectives and strategic implementation underlying the Carbon Management Plan is

based on the following guiding principles :

Reflects the national context, priorities, policies and compliances.

Develop and demonstrate a strengthened and proactive energy efficiency/saving

activities and initiatives.

Draw upon the lessons learnt from functioning of operational arrangements and

mechanisms.

To keep on being dynamic and evolving in response to the climate change issues.

Scopes and Organisational Boundary

In this Carbon Management Plan, KLIA have identified emissions which we have direct

control over emissions of Scope 1 and 2, and where we can guide or influence emissions

from tenants, airlines business partners and related parties which falls under the category of

Scope 3 activities.

The emissions identification is shown in following table :

CONTROL GUIDE INFLUENCE

Scope 1 : Direct Emissions

Transport Company owned vehicles

(airside and landside)

Stationary Company owned engine

generator set

Other CO₂ Fire Extinguisher

Building based refrigerants

Gas Insulated Switchgear

(GIS) SF-6

Scope 2 : Energy Indirect Emissions

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Indirect emissions Emissions from purchased electricity

Scope 3 : Other Indirect Emissions

Aircraft

Transport Business related flights

Employee use of public

transportation (taxi, bus,

ERL)

Aircraft

Ground

Movement

Auxiliary

Power Unit

Taxiing

LTO cycle and

cruise

Process Emissions Waste disposal to landfill

Use of paper

Printing

Purchase of IT equipment

Disposal of

airport waste

Management of

waste where

disposal are

made by

contractor.

The scope of carbon footprints boundary in this Carbon Management Plan includes activities

under the operation control of Malaysia Airports Holdings Berhad within the KLIA activities

boundary, including

KLIA Main Terminal Building, Contact Pier and Satellite

Malaysia Airports Holdings Berhad Corporate Office

Airport Management Centre, KLIA

Engineering Complex

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The following map shows the study boundary for this Carbon Management Plan.

Figure 1 : Carbon footprint study boundary (Source from Malaysia Airports Document

Centre)

Emissions Factor

The emission factor for electricity generation in 2012 from the Green Tech Malaysia was

adopted for the carbon footprint calculations (0.741 tCO₂/MWh)

Purpose

The purpose of this Carbon Management Plan aims to provide best practice guidance for

Malaysia Airports Holdings Berhad on producing individual carbon reduction strategies,

targets and associated carbon management plans.

1. Introduction

This Carbon Management Plan provides a strategic, whole-organization approach that

integrates with existing strategy and enables the organization to:

Understand the impact of carbon emissions

Formulate a plan to reduce carbon emissions

Implement, review and update the plan in the future

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Communicate successful implementations to stakeholders

Malaysia Airports’ Environmental Protection Policy outlines the elements to support our

business objective of ‘Zero Harm or Damage to the Environment’, together with the Energy

Policy with the Policy Statement to promote the efficient use of energy in delivering service

excellence to airport users and customers.

Therefore, to support the Carbon Management Plan, both of Malaysia Airports’

Environmental Protection Policy and Energy Policy describes our intentions, attached

Appendix A.

2. Distribution of emissions under KLIA operations

Scope 1 (Direct emissions)

Emissions released into the atmosphere from operations owned or controlled by KLIA. These

are direct emissions and related to emissions arising from the airport owned vehicles-usage

of fuel in petrol and diesel, the SF6 Gas Insulated Switchgear, refrigerant use from air

conditioning units and aerobridges Pre-Conditioned Air (PCA) units and CO₂ Fire

Extinguisher.

Scope 2 (Indirect Emissions)

Emissions released into the atmosphere associated with KLIA’s consumption of purchased

electricity for operations owned or controlled by MA (Sepang) Sdn Bhd.

Drivers for Carbon Management Plan

The key drivers for implementing a Carbon Management Plan are:

Supporting the national commitment of 40% in terms of emissions intensity of GDP

by the year 2020

Supporting Malaysia Airports’ Policies in place

Cost savings through reduced expenditure on utilities and fuel

Attracting stakeholders by improving our reputation as a sustainable airport

company

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Attracting funding from investors and other external bodies

To serve the regulatory compliance

3. Governance, Responsibility and Ownership

Carbon Management is an ongoing improvement process that evolves along the way to

achieve the objectives through undertaking the greater challenges. The following table

shows the identification of related person in-charge/department responsible for emission

sources.

No. Names

Emission Sources

1. Ibrahim Jaal Manager, Passenger Boarding Bridge (PBB), Engineering MA (Sepang) Sdn Bhd

Scope 1 : Building based refrigerants

2. Azlan Iberahim Executive, Passenger Boarding Bridge (PBB), Engineering MA (Sepang) Sdn Bhd

Scope 1 : Building based refrigerants

3. Mohd Zahir Senior Engineer, Reliability,SAP & Utilities (RSU), Engineering MA (Sepang) Sdn Bhd

Scope 2 : Electricity consumption

4. Nik Kamarulzaman Senior Engineer, Reliability,SAP & Utilities (RSU), Engineering MA (Sepang) Sdn Bhd

Scope 2 : Electricity consumption

5. Nasri Saruan Senior Engineer, Electrical Power System (EPS), Engineering MA (Sepang) Sdn Bhd

Scope 2 : Electricity consumption

6. Ir. Roslan Othman Senior Manager, Resident Electrical Engineer (REE), Engineering MA (Sepang) Sdn Bhd

Scope 2 : Electricity consumption

7. Mahfod Mukri Manager, Resident Electrical Engineer

Scope 2 : Electricity consumption

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(REE), Engineering MA (Sepang) Sdn Bhd

8. Azman Yusof Manager, Building Services, Engineering MA (Sepang) Sdn Bhd

Scope 2 : Electricity consumption

9. Ir. Jun Iskandar Manager, Airfield lighting (AGL), Engineering MA (Sepang) Sdn Bhd

Scope 1 : Engine generator-set (gensets) direct combustion

10. Thavashilan Senior Engineer, Electrical Power System (EPS), Engineering MA (Sepang) Sdn Bhd

Scope 1 : Gas Insulated Switchgear (GIS) SF-6

11. Ir Mohd Hakimi Uda Ahmad, Manager, Energy Management Unit (EMU), Engineering MAHB

Scope 2 : Electricity consumption

12. Ardi Habi Manager, Airport Fire & Rescue Services (AFRS), MA (Sepang) Sdn Bhd

Scope 1 : CO₂ Fire Extinguisher

13. Nik Nazlan Nik Jaafar Senior Manager, Support Services, MA (Sepang) Sdn Bhd

Scope 1 : Company owned vehicles

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The diagram below describes the continuous process in carbon related activity, describes as

follows :

Based on the Diagram, the Sustainability Department is responsible for data inventory, in the

measurement of Scope 1 and 2. The action of implementation outlining the list of initiatives

in energy efficiencies/savings are being carried out by the Engineering Unit. The Resource

Management Task Force and Environmental Cross Functional Team delivers and supports

the carbon reduction projects whether technical or raising awareness.

Data inventory (measurement of

Scope 1 and 2)

Follow-through plan of initiatives

Reduce (action)Report (Annual Sustainability

Report)

Review (evaluation of

progress against target)

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4. Basis of Preparation

4.1 Introduction

A carbon footprint data inventory of sources and emissions of GHG was compiled to

determine the carbon footprint equivalence of KLIA within the operational boundary.

The calculation method of the carbon footprints is described in the following:

Emission Sources Emission Factor Source Documentation

Stationary –

Electricity

Stationary electricity emission factors taken from the

GreenTech Malaysia Official Website.

URL :

http://www.greentechmalaysia.my/content.asp?zoneid=4&c

mscategoryid=84#.VTSejdyUe8w

Building based

refrigerants

Default leakage rate taken from Guidance for voluntary,

corporate greenhouse reporting Data and Methods.

Global Warming Potentials have been taken from IPCC 2006.

CO₂ Fire

Extinguisher

Total of CO₂ in kg/1000 for conversion of kg to tonnes

Sulphur

hexafluoride in Gas

Insulated

Switchgear and

circuit breaker

Total quantity of SF-6 (kg) x default leakage rate (%) x Global

Warming Potential

The default leakage rate taken from the IPCC Guidelines for

SF-6, under the section of 2.2.1 part (b) for Gas Insulated

Switchgear (GIS) and Circuit Breaker.

Fuel combustion

from use of petrol

(gasoline) and diesel

Emission factors is obtained from ACERT v2.0

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4.2 Time Coverage and Baseline Year.

The carbon emissions were estimated on a monthly basis, throughout the year to

establish a trend line. Following to the outcome of the meeting in the Environmental

Cross-Functional Team meeting, it is agreed that the duration of this carbon footprint

will between the year 2012 – 2014.

In consideration of data attainment and availability, 2012 is considered as the

baseline year, as it was the first year that KLIA has started its carbon footprint data

inventory.

4.3 Source of Data Collection

Information included in the data inventory is obtained from the respective

departments. Technical information such as electricity and cooling consumption,

generator sets (genset) consumption is provided by MA (Sepang) engineering

department.

The data inventory for electricity consumption is subtracted with the tenants’

electricity consumption. The tenants’ electricity consumption were retrieved by using

the sub meters located at their business premises. The data are collected on a

monthly basis, for the purpose of recoupment process, involving the tenants’

consumption are monitored through the sub-meters for pre-paid system and a

second sub-meters for post-paid system option.

The pre-paid card system is called as Actaris for Main Terminal Building, Contact Pier

and Satellite and Cashlink for LCCT and Long Term Car Park.

The post-paid system meter reading was retrieved based on the Non – MAHB

monthly kWh consumption by tenants in the recoupment process. This can be

referred to Appendix B, where it is shown that MA (Sepang) holds the Grant for

License of Distribution and Supply of Electricity with the approval of the Minister of

Energy, Telecommunication and Posts. This exercise means that the activity of post-

paid is when MA (Sepang) Sdn Bhd pay in advance of tenants’ electricity

consumption, and claim under recoupment process every end of the month.

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Fuel consumption of petrol and diesel for operational usage data were obtained from

the Smartpay Online system where it records the monthly bill statement.

4.4 Data Quality

The relevant data are collected from MAHB and MA (Sepang) for calculations and

analysis. As a measure for data quality, the Quality Assurance Procedure was used as

guidelines in the reporting where data measured and calculated based from the

information provided.

Under the Quality Assurance Procedure, it has been outlined that the procedure of

identifying environmental aspects can be identified through several methods and

take into accounts the emission to air and use of energy. These 2 environmental

aspects are highly significant to the carbon footprint activity in KLIA.

5. Programme Implementation Benefits Realisation

The implementation of energy efficiencies/savings initiatives has been guided with

the Carbon Management Plan, following the direction to achieve kWh and carbon

reduction. Through programme implementation, KLIA has realised the following

benefits:

Cost savings

Energy efficiency measures that leads to avoidance of increased energy costs

Reduced environmental impact

The energy efficiency initiatives help reduce KLIA’s level of energy

consumption and the use of natural resources.

Enhanced environmental reputation

The KLIA’s carbon reduction programme demonstrates clear leadership and

commitment to reduce the causes of climate change. It demonstrates the

benefits of efficient use of resources by making financial and kWh savings.

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Improved data

One of the first activities under the Environmental Cross-Functional Team was

to improve our energy consumption data, by consolidating with the energy

management systems into a single database for KLIA. With the improved data

in place, we have a better understanding of our own emission sources and

proactively doing more than business as usual in the target energy reduction.

Increased awareness and internal stakeholder engagement

Our programme implementation has increased benefits in terms of employee

and external awareness where shared benefits, added value and continuous

improvements were showcased in our reporting.

6. Implementation Strategies

6.1 Carbon reduction initiatives across services In maintaining the continuous cycle of improvement in carbon reduction, we have

embedded the responsibility for carbon management across the Divisions under the

Engineering Department in MA (Sepang) Sdn Bhd.

The energy reduction measures in KLIA were identified as no-cost initiatives, which

are mostly operational, and cost initiatives involving CAPEX investment. The

initiatives were undertaken to align with the corporate commitment towards carbon

reduction alongside with the drive for financial savings across KLIA operational

activities.

Since the year 2012, the development of energy savings action plans was carried out

based on its energy distribution of equipment in the operational activities of lighting,

cooling, and others.

With each of this action plans to capture:

Carbon footprint

Energy cost

Opportunities for savings

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As part of the carbon management plan review, this information has been collected

from the Engineering Unit of MA (Sepang) by the Energy Management Unit in MAHB

Corporate Office.

The data are being reviewed in the Environmental Cross-Functional Team, with a

view to improve the understanding of carbon emissions in KLIA’s operations and its

associated financial cost; and opportunities for savings.

6.2 List of energy savings initiatives

1. Lighting

a. Changes of LED Lighting at Roof Light Departure Level at Main

Terminal Building

Quantity

of bulbs

Watt per bulb kWh On Lighting for 15.5 hours

per day

Total savings per year

(kWh)

Flood Light

(old)

LED

(New)

Flood Light

(old)

LED

(New)

Flood Light

(kWh)

LED

(kWh)

1,812 150 80 271.80 144.96 4,212.90 2,246.88 707,767.20

b. Changes of LED Lighting Downlight International Level, CP And

Passenger & Mezzanine Level, Satelite

Quantity

of bulbs

Watt per bulb kWh On Lighting for 15.5 hours

per day

Total savings per year

(kWh)

Flood Light

(old)

LED

(New)

Flood Light

(old)

LED

(New)

Flood Light

(kWh)

LED

(kWh)

1,488 70 50 104.16 74.40 1,614.48 1,153.20 166,060.80

c. Replace Lighting from T8 to T5 at STCP A, B & C

Quantity

of bulbs

Watt per bulb kWh On Lighting for 15.5 hours

per day

Total savings per year

(kWh)

T8

(old)

T5

(New)

T8

(old)

T5

(New)

T8

(kWh)

T5

(kWh)

3000 36 28 108.00 84.00 2,592.00 2,016.00 207,360.00

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2. Other energy savings initiatives

Saving Category/Area Activities Saving (kWh)/year

Rescheduled Fan Coil Unit

Setting time programmed for FCUB204A served PTE Office by using BMS system

2,219.00 kWh

Reduce light fittings

Remove bulb quantity at maintenance area (Qty : 286 pcs ; 36 W)

90,192.96 kWh

AHU setting Operating Time Involved 5 unit of AHU ; (Office/AHU 4,5,6,7) ; Operating hrs. setting 7.30am - 6.00pm

25,725.00 kWh

Minimize Usage of the obstruction Light

To minimize the usage of the obstruction lights from 24hrs to 12 hrs

5,670.00 kWh

Operate circuit alternately Focusing at tunnel AR03 77,112.00 kWh

Decommission High Mast at non-critical area

Decommissioned High Mast At The Non-critical Area. Switch on when needed.

61,488.00 kWh

Building lighting Reset Operation Hours i.e after 9.30 am and

configure setting on weather condition i.e

rainy day

248,994 kWh

High Mast Lighting Reset lighting on Operational Hours

requirement and configure the timing and

intensity for the required lighting location.

113,523 kWh

Optimization of M&E

equipment based on

operational time- control,

reschedule,temperature

setting

Maintaining M&E equipment in good condition 1,733,746.24 kWh

Building Lighting

1. Reset Operation Hours ( after 9.30 am)

2. Configure setting on weather condition

i.e rainy day

3,551,311.84 kWh

AGL

Configure and optimize the taxiway/runway

light switching for operational requirement

and discuss with the DCA standard

requirement.

1,894,032.98 kWh

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High Mast Lighting

1. Reset lighting on Operational Hours

requirement

2. Configure the timing and intensity for

the required lighting location.

3,077,803.60 kWh

Baggage Handling System

1. Motor-Configure and optimize the

necessary motor that used for baggage

handling.

2. Siemen Cart-Reset the time on

operation requirement

3. Aero train - Configure the set of train

for peak hour and normal hour usage

on operation requirement.

5,682,098.95 kWh

Electrical Driven Equipment

Lower down the speed of walkalator &

escalator

2,841,049.48 kWh

7. Basis of emissions intensity

To convert the relative basis of emissions to an emission intensity metric, we have

calculated it against the yearly passenger movement as the relevant unit of measure.

The total yearly number of passenger movement is referred based on Malaysia

Airports’ Annual Report 2012-2014.

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8. Demonstration of Carbon Reduction

Year Scope 1

Emissions

Scope 2

Emissions

Total CO2

Emissions

Number of

Passengers

Emission

Intensity

Reduction

achieved

2012 1,944.23 44,050.00 45,994.23 39,887,866 0.0011

2013 1,934.23 47,021.00 48,955.23 47,498,157 0.0010

2014 2,102.23 32,452.00 34,554.23 48,930,409 0.0007

Reduction

of 42.86%

in

emissions

intensity

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9. Stakeholder Consultation

In delivering an effective Carbon Management Plan, Malaysia Airports has targeted

the key stakeholders who need to be engaged and empowered in support to carbon

savings, as their views are essentially vital throughout the development of the

outlined initiatives.

Since the initiation of carbon management and energy savings, several training

sessions and seminars had been put in place, involving the subject matter experts,

including Airport Managers, Engineering, Corporate Quality, Safety, Health and

Environment Division, as part of their training program, also in alignment to the

carbon communication plan.

Malaysia Airports intend to continue to promote and market in concurrent to our

proactive approach in carbon management, through awareness platforms,

roundtable circles, as well as training and seminars.

In moving forward to also include the Scope 3 emissions in our data inventory, we

plan to further engage with the Department of Civil Aviation (DCA), to assist us in

having a strategic discussion with airline business partners towards the fuel and

energy reduction within the operational boundary of KLIA.

10. Conclusion

Carbon management is an essential activity for Malaysia Airports, due to its strategic,

regulatory and reputational impacts. This plan demonstrates that we has an existing

approach that is more beyond “business as usual” in carbon planning.

It is intended that we expand the activities and initiative with involvement at a wider scope,

that will help support our on-going efficiency activities and iterative processes to deliver a

sector leading to low carbon organisation.

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APPENDIX A

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APPENDIX B

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