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Plana Lùghdachadh Carbon (CM Plan) 2015 - 2020

Sabhal Mòr Ostaig

Created by: Sabhal Mòr Ostaig Prepared by: Dòmhnall A. MacLennan

Plana Lùghdachadh Carbon

(CM Plan) 2015 - 2020

Contents

1 Executive Summary 3

2 Foreword from Resource Efficient Scotland 5

3 Introduction 6

3.1 Performance on Carbon Management 7

4. Carbon Management Strategy 10

4.1 Climate change 10

4.2 Resources 11

4.3 Legislative drivers for carbon management 11

4.4 Energy 12

4.5 Travel/Transport 13

4.6 Waste 13

4.7 Water 13

5 Emissions Baseline and Projections 10

5.1 Emissions sources 10

5.2 Organisational boundary 15

6 Carbon Management Projects 14

6.1 Areas for future investigation 18

7 Governance for Implementation 19

7.1 Embedding Carbon Management 19

7.2 Data Management - measuring the difference, measuring the benefit 20


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1 Executive Summary

In the previous Carbon Management Plan (CM Plan) published in 2011, Sabhal Mòr Ostaig

stated its aspiration to achieve a reduction target of 20%, based on the 2009 carbon

footprint baseline, by 2014. A number of factors conspired to make this a challenging

target including: the difficulties encountered in 2013-15 in maintaining the reliable

operation of the 500kW biomass boiler at Àrainn Chaluim Chille, the complexity of the

carbon management process; and the construction in 2013-15 of the College’s newest

building Ionad Iain Nobail which has added 15% to the College estate in terms of internal

floor area.

The problems around the College’s biomass boiler were particularly detrimental to the

targets of the 2011 Plan. The College’s emissions from burning LPG to provide heat and hot

water to our principal buildings accounted for 35% of our total carbon emissions in the

initial baseline year calculation of 2009. The continued operation of our 500kW biomass

boiler was therefore a crucial means through which to offset the burning of LPG and reach

the carbon targets of the Plan. However, the biomass plant developed a series of reliability

problems in late 2013 which ultimately required a major overhaul and it being taken off

supply for almost 12 months. This was compounded by the serious difficulties the College

had in finding an accredited biomass engineering firm with the requisite experience and

expertise to successfully undertake the repairs. The situation was finally resolved in summer

2015 following a significant investment of £35k by the College to restore the boiler to

reliable service and which has been performing very well in the time since and again form a

crucial part of the aspirations of his latest CM Plan for 2015-20.

These factors combined to suggest that a review and revision of the original Carbon

Management Plan, including reduction targets, would help the College to move forward

constructively.

This Carbon Management Plan (CM Plan) sets out our ambitions for the 5-year period to the

end of the 2020/21 financial year. Reducing carbon emissions is not just about our

commitment to the environment. The same processes we use to identify carbon emissions

reduction will also identify and realise financial savings through improved efficiency in the

procurement and operation of our buildings and transport. The actions outlined within this

Plan form part of our efficiency plan to reduce consumption and provide value for money.

The 2015/16 carbon footprint was calculated to be 471 tonnes of carbon dioxide equivalent

(tCO2e) and covered electricity, LPG consumption, staff travel, water and wastewater

consumption, and waste disposal to landfill.

Sabhal Mòr Ostaig has therefore decided to set a target to reduce its total annual carbon

footprint by 94 tCO2e by the end of financial year 2020; this continues the aspiration of a

20% reduction but based upon the 2015/16 footprint and to be delivered by 2020.

By 2020, Sabhal MòR Ostaig will have reduced its carbon emissions by 20% on a

baseline of 2015. This equates to an annual savings figure of 94 tonnes CO2e in

2020.


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The following tables detail the College’s 2015/16 baseline carbon footprint and related

expenditure:

Split by Emission Scope

2015/16

Carbon Footprint

(tCO2e)

Scope 1 (fuel combustion – LPG) 200

Scope 2 (grid electricity) 219

Scope 3 (waste, water, staff travel) 53

Total 471

Split by Source

2015/16

Carbon Footprint

(tCO2e)

Cost (£)

Stationary (Electricity & LPG to College buildings) 437 £146,184

Water 4 £ 4,099

Waste 13 £ 4,560

Transport 17 £ 8,468

Total 471 £163,311

Reductions will be achieved through a range of projects including the completion in 2016 of

the reliability repairs and overhaul of the College’s 500kW biomass boiler, the installation of

separate electricity meters and monitoring equipment to the 4 buildings at Àrainn Chaluim

Chille and Fàs; and separate initiatives to encourage reductions throughout the College in

the amount of waste to landfill and in staff travel. The College has already committed

capital funding of £15k from its estates budget towards the first two projects listed, and

with the other initiatives anticipated to be cost neutral and leading to significant cost

savings for the College.

If all identifiable carbon saving projects were to be implemented, the potential cumulative

financial savings (avoided costs) to the College are in the region of £62,500 over the

period 2015/16 to 2020.

This Carbon Management Plan is viewed as a ‘live’ document and it is envisaged that there

may be changes on an annual basis as the College’s estate changes and planning

assumptions become a reality. To ensure that it remains ‘fit for purpose’ to deliver targeted

carbon savings, this document will be reviewed on an annual basis. This process will be

overseen by the Finance & Estates Committee and coordinated by the Head of Estates and

Services.


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Bench-marking with other colleges

In February 2015, the University of the Highlands and Islands circulated the findings from

its annual Estates Statistical Return from all its partner colleges and with the recorded

carbon emissions for Sabhal Mòr Ostaig and selected other partner colleges summarised as

follows

Carbon

Footprint (tCO2e)

Perth College 1,739

The Scottish Association for Marine Science (SAMS) 1,522

Moray College 1,489

Lews Castle College 578

Sabhal Mòr Ostaig 530

West Highland College 467

Orkney College 271

Executive Office UHI 179

2 Foreword from Resource Efficient Scotland

Resource Efficient Scotland are pleased that Sabhal Mòr Ostaig has committed to improving

their resource efficiency throughout their operations demonstrated in this Carbon

Management Plan. There is an opportunity to save energy, water and money, increase

recycling and use fewer resources. Resource Efficient Scotland will be able to provide

assistance to implement and deliver on these improved resource efficiency measures

through technical support and guidance.


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3 Introduction

General

Sabhal Mòr Ostaig began its Carbon Management Programme in 2011. A review undertaken

indicates that the following were reasonably well established: the original carbon footprint;

the process for managing carbon emissions, and project list to achieve carbon savings.

However, the review also acknowledged that strengthening of progress tracking and further

project opportunity development would support ongoing efforts.

The College therefore recognises that it has reached a point in its carbon management

maturity where the decisions it makes in this current plan period with respect to future

funding of carbon management reduction measures will have a significant impact on the

organisation’s ability to meet its stated reduction targets.

Mission

Sabhal Mòr Ostaig is committed to being a centre of excellence for the development and

enhancement of the Gaelic language, culture and heritage, by providing quality educational,

training and research opportunities through the medium of Scottish Gaelic; and by

interacting innovatively with individuals, communities and businesses, to contributing to

social, cultural and economic development.

In delivering its Mission, the work and priorities for the college are focused on the following

key strategic goals:

Lead, as the National Centre of Gaelic Language and Culture in order to enhance and

develop the rate of Gaelic language acquisition, in support of the National Plan for

Gaelic;

Create a national centre of research excellence and lead in terms of knowledge

transfer for the maintenance and revitalisation of the Gaelic language and culture;


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Make a transformational contribution to the economic, environmental and social

development of the local area;

Be the National Centre of Excellence for the development and enhancement of

enhancement of Gaelic language, culture, heritage and the arts.

In all areas of its work, Sabhal Mòr Ostaig strives to minimise the effect of its operations on

the environment and is committed to reducing its carbon footprint. This will be

demonstrated in a later Section of this Plan by the existence of a number of key

environmental initiatives having been implemented by the college over recent years, and in

its engagement with both national and local bodies to contribute towards the Scottish

Government’s climate change objectives to reduce carbon emissions by 80% by 2050 as set

out in the Climate Change (Scotland) Act 2009.by 2015

3.1 Performance on Carbon Management

The College’s target reduction of 20% in its carbon footprint by 2020 will be achieved in the

main through carbon savings in the space heating and hot water requirements of our

college buildings which in total accounted for 93% of our carbon footprint in 2015/16. This

is primarily explained by the heating and hot water to the older part of the college estate

(2,294m² including 38 en-suite student bedrooms and showers) being provided entirely by

electric storage heaters and immersers. As such, a staff awareness initiative coupled with

an energy audit of these older buildings in particular will be a priority of this Plan as part of

the drive to reduce our electricity consumption and associated carbon emissions. Separate

electricity consumption metering will also be introduced to the four buildings at Àrainn

Chaluim Chille and Fàs, and target reductions in electricity consumption for each of our

buildings will also be communicated to all staff and students.

Given the college’s rural location, staff

travel and the predominance of journeys

made in private vehicles is also a

contributing factor to our 2015/16

baseline carbon emissions as well as a

significant recurring cost. As such, SMO’s

policy on reimbursing staff travel

expenses has recently been reviewed

with a focus on establishing more

effective travel plans and fuel

management, and it is anticipated that

this work will contribute further to our

target 20% reduction by 2020.

Àrainn Ostaig


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Biomass woodchip boilers

In 2008, the college installed its first 500kW woodchip biomass boiler providing heating and

hot water to its four Àrainn Chaluim Chille and Fàs buildings and secured the necessary

project funding of £565,000. This continuing operation helps sustain up to four local jobs

with the college purchasing its locally sourced woodchip through the operation of Sleat

Community Trust and their management of the nearby Tormore forest.

Ionad Iain Nobail, officially opened in October 2015

The College extended its use of biomass heating boilers in 2015 with the completion of its

newest building, Ionad Iain Nobail. With an internal floor area of 1,100m², the new building

provides additional student teaching facilities together with staff offices and new business

premises. In addition to the 99kW biomass heating plant, the new building also benefits

from minimal energy costs in the form of photovoltaic panels on the roof and the award of a

BREEAM Excellent environmental rating for its construction and design credentials.

A review of the college’s refuse collection contract

The college currently operates a refuse collection contract with Highland Council including

the provision of blue bin recycling facilities for paper and cardboard. The current contract

alternates between a weekly blue bin and landfill collection and, although our waste

operations only comprise 3% of the total 2015/16 baseline CO2 emissions, the College in

working to deliver the targets of this Carbon Management Plan will recommend that all

college refuse should be closely measured and monitored so that charges will be based on

the amount of refuse produced (with staff and students being encouraged to minimise both

general and re-cycling refuse) and not as at present on numbers of bins, their volume and

frequency of collection. It is anticipated that the college could potentially realise significant

financial savings through this shift in emphasis.


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The Fàs Centre for Creative & Cultural Industries

Procurement

Sabhal Mòr Ostaig is a member of the national co-ordinating body Advanced Procurement

for Universities and Colleges (APUC) and has recently produced an updated Procurement

Policy in response to changing legislation. This includes the following environmental

considerations:

Compliance with environmental legislation such as import restrictions, restrictions

on the use of certain materials, labelling requirements on services;

Specific environmental objectives and targets such as energy efficiency of new

buildings and equipment;

Ensuring that the technical capability to meet environmental impact minimisation

aspects within projects is demonstrated;

Examining the whole procurement chain to ensure that environmental legislation

is observed throughout and that environmental issues are not being “exported”

to other countries;

Ensuring that services are procured or manufactured from renewable resources

or from recycled materials;

Ensuring that services with reduced packaging, lower use of consumables during

their operating life or reduced ‘end of life’ disposal problems are procured.

Àrainn Chaluim Chille


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4 Carbon Management Strategy

Context and Drivers for Carbon Management

Sabhal Mòr Ostaig faces a complex set of drivers which set the context for carbon

management. Crucially, the organisation recognises that these cannot and should not be

viewed in isolation from each other or the principle goal of continuously minimising its

environmental impact whilst maximising its contribution to society and the economy.

Ultimately, a strong performance with respect to carbon emission reduction should deliver

financial benefits to the College by mitigating, for example, the risks associated with

increases in energy tariffs and levies.

The following represent the key carbon drivers for the College:

Scottish Government targets

UK & European targets

Climate of reducing financial allocations

Rising energy costs

Principle that investments in carbon reduction are generally associated with

commensurate reductions in future expenditure

The need to eliminate waste of resources and to increase efficiency

The organisation’s own carbon management targets

Depletion of the world’s finite resources

It’s the right thing to do

4.1 Climate change

Man-made carbon dioxide (CO2) and other greenhouse gas emissions, also referred to as

carbon emissions, are believed by the UK government and the majority of the scientific

community to be a major cause of the increase in average global temperatures since the

Industrial Revolution. Although some scepticism remains the evidence is very strong and

the Precautionary Principle has persuaded successive governments to commit to reducing

emissions.

Scotland’s net emissions of carbon dioxide in 2005 were over 54 million tonnes,

approximately 0.2% of the World’s carbon dioxide emissions. Scotland has 0.08% of the

world’s population and therefore proportionately produces higher carbon emissions per

capita.

The Scottish Government has sought to address this in the Climate Change (Scotland) Act

2009, setting out a mandatory target to reduce greenhouse gas emissions by 80% by 2050.

In the Climate Change Act (2008), the UK Government also committed to similar carbon

reduction targets. Significant carbon savings will be required across all sectors in the UK

including from Higher Education Institutions.


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4.2 Resources

With material scarcity and energy security becoming increasingly important priorities, a

circular economy is an alternative to a traditional linear economy of make, use and dispose.

In a circular economy we keep resources in use for as long as possible, extract the

maximum value from them whilst in use, then recover and regenerate products and

materials at the end of each service life. This model however is not simple to achieve - it

requires product life-cycle thinking across supply chains, production processes and

consumers. But by turning the challenges identified into opportunities and then actions, a

circular economy can be developed that delivers significant cost and environmental savings.

The most significant circular economic outcomes in each Product Loop involve:

• Keeping products in use for longer (through design for longer life, redeployment,

reconditioning etc);

• Ensuring that unwanted products are returned to the economy for re-use; and

• Developing opportunities for closed-loop recycling of materials for high value

applications.

4.3 Legislative drivers for carbon management

Over the past 20 years there have been many pieces of legislation enacted at an increasing

rate in the UK and Scottish Parliaments which aim to address the issue of climate change,

carbon dioxide and greenhouse gas emissions, and sustainability. Many of these stem from

European Union Directives which in turn were developed in order to meet the obligations of

the Kyoto Protocol, adopted in December 1997 and enforced in 2005. Under Kyoto,

ratifying countries agreed to commit to reductions in their carbon emissions by, on average,

5.2% below 1990 levels by 2008-12.


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The Agreement was supported in the UK by the findings of the Stern Review1 on the

Economics of Climate Change, published in October 2006, which provides compelling

economic reasons to address climate change.

The UK share of the collective Kyoto target assumed by the European Union under the

Protocol is a 12.5% reduction in emissions below 1990 levels by 2012. Subsequently the

UK Climate Change Programme (launched in 2000) set a target of 20% reduction by 2010

and 60% reduction by 2050. The Climate Change (Scotland) Act 2009 pledges to reduce

Scotland’s greenhouse gas (GHG) emissions by 42% by the year 2020 and by 80% by the

year 2050. Scottish Ministers are also committed to the promotion of renewable energy in

Scotland. They set a target that 80% of the electricity generated in Scotland (as a

proportion of gross consumption) should come from renewable sources by 2020, with an

interim target of 31% by 2011.

The UK Government has placed an emphasis on the public sector setting a leading example.

Public sector leadership will be critical to the achievement of the Government’s climate

change objectives.

In addition to the EU’s Emissions Trading System (EU ETS), a number of legislative

instruments such as the Climate Change Levy (CCL) and Carbon Reduction Commitment –

Energy Efficiency Scheme (CRC EES) have been introduced by the UK Government,

designed to encourage organisations to reduce emissions. The CRC EES introduces carbon

trading to energy intensive organisations not part of the EU ETS. The EU Energy

Performance of Buildings Directive (EPBD) was transposed into Scottish law in 2008 and has

placed an obligation to evaluate energy usage for inclusion in Energy Performance

Certificates to be displayed in all public buildings meeting certain criteria. The 2010 recast

Directive also includes provisions include nearly zero energy requirements for new public

buildings within 8 years or less while Scottish and UK Sustainable Construction strategies

aim for zero energy buildings in the same time-frame. This, allied to recent changes in

Buildings Regulations, will require the organisation to be proactive in terms of building

design, construction and use.

In addition, Sabhal Mòr Ostaig is a member of the Environmental Association for

Universities and Colleges (EAUC) and a signatory to the Universities and Colleges Climate

Commitment for Scotland (UCCCfS) which commits the College play its part in helping

achieve the Scottish Government’s climate change targets outlined above.

Strategic Themes

There are two primary objectives of the Carbon Management Plan: to achieve a reduction in

carbon emissions and to embed carbon management within the culture of the College. In

order to achieve these objectives, Sabhal Mòr Ostaig will continue to build on the key

themes identified in the 2011 Plan. The College’s strategy and implementation plan will

therefore need to address the following specific areas.

4.4 Energy

Energy use in buildings is by far the most significant source for carbon emissions,

contributing 93% of the College’s total footprint, as calculated. Rising fuel costs and

legislative drivers such as the CRC EES combine to make this a priority area for action.

The College will continue to focus on increasing the energy efficiency of the estate by

installing up-to-date technologies, including renewables where practicable, and engaging

with staff and other stakeholders.

Strategic Target:

To reduce LPG consumption by 20% and electricity consumption by 10% by 2020.

1 Stern Review Report on the Economics of Climate Change. N Stern, 2006. HM Treasury,

London.


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4.5 Travel/Transport

The College continues to strive to reduce carbon emissions arising from transport and

travel. In 2016, a review and enhancement was undertaken of the College’s staff travel

policy, the focus of which is the promotion of active travel (walking & cycling) and reduction

in staff business travel activity.

Strategic Targets:

Reduce the % of business miles by 10% by 2020

Increase the College’s use of video conferencing by 10% by 2020

4.6 Waste

Sabhal Mòr Ostaig continues its commitment to reducing the quantity of waste going to

landfill. Paper, cardboard and glass collection facilities are available through Highland

Council for the diversion of these materials from landfill into the recycling stream. The

Hospitality and Estates departments of the College have a responsibility for promoting

utilisation of the available recycling facilities.

Strategic Targets:

To comply with the Scottish Government’s targets for recycling and waste reduction

strategies

To introduce an effective and user-friendly means of recording and monitoring the

amount of waste the College produces for both landfill and recycling

To increase our overall figure for waste diverted from landfill to 50% by 2020

To achieve 75% paper recycling by 2020

4.7 Water

In addition to Planned Preventive Maintenance which ensures water loss from infrastructure

is minimised, the College continues to invest in water conservation measures which reduce

both consumption and waste water production.

Strategic Target:

To reduce water use by 10% by 2020

Carbon Reduction: Targets and Objectives

The crux of the review process is the setting off a carbon reduction target for the lifespan of

this CMP.

Sabhal Mòr Ostaig will reduce its calculated 2015 baseline carbon footprint by 94

tonnes of carbon dioxide equivalent by the end of 2020.

This represents a reduction of 20% based on the total carbon footprint of 471 tCO2e

emissions for the year 2015/16. This 2015 carbon footprint baseline covers electricity, LPG,

staff travel, water and waste water consumption and waste disposal to landfill. The 20%

target will be based on a range of projects including energy, staff travel and student and

staff awareness raising initiatives.


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5 Emissions Baseline and Projections

The first step in developing a Carbon Management Plan is to determine the College’s current

emissions or carbon footprint, facilitating the setting of a realistic reduction target.

The resources to be included in the footprint must be decided at the outset. The Scope and

Boundaries of the carbon footprint will be determined by the extent of the estate, goods and

services over which the organisation has operational control, and the availability of good

quality data.

Once the scope has been set, a baseline year can be selected and the baseline footprint

determined.

The next stage in setting carbon reduction targets is the estimation of projected emissions/

costs if no action were taken (known as Business As Usual or BAU) in conjunction with

determination of potential savings with the implementation of carbon management projects

identified as achievable and fundable.

Projections for a range of future scenarios can be evaluated. The “gap” between the future

BAU emissions and the projected emissions with carbon management projects implemented

is known as the Value at Stake. The College’s target emissions reduction will be based on

this difference.

Scope

5.1 Emissions sources

The GHG Protocol2 categorises carbon emissions as scope 1, 2 or 3 emissions, as defined

below.

Scope 1 Emissions: Direct GHG emissions occur from sources that are owned or

controlled by the organisation, for example, emissions from combustion in owned or

controlled boilers, furnaces, vehicles, etc.; emissions from chemical production in owned or

controlled process equipment.

Scope 2 Emissions: Electricity indirect GHG emissions arise from the generation of

purchased electricity consumed by the organisation.

Scope 3 Emissions: An optional reporting category that allows for the treatment of all

other indirect emissions. Scope 3 emissions are a consequence of the activities of the

organisation, but occur from sources not owned or controlled by the company. Examples of

scope 3 activities are extraction and production of purchased materials; transportation of

purchased fuels; and use of sold products and services. Scope 3 also includes the

Transmission and Distribution (T&D) losses for purchased electricity supplied through the

Grid.

Boundaries

Carbon footprints are generally defined in relation to two boundaries: the organisational

boundary and the operational boundary

2 The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard Revised

Edition, Worlds Resources Institute; World Business Council for Sustainable Development,

2004.


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5.2 Organisational Boundary

The organisational boundary sets out which assets are to be included in the footprint and

how any shared assets will be accounted for.

The operational boundary essentially sets out the emission sources included in the

footprint. In keeping with good practice, and, in particular, the WRI Guidance for Public

Sector Organisations, this should include all Scope 1 and Scope 2 emissions (e.g. on-site

fuel combustion, company owned vehicles and purchased electricity consumption). As

noted above, Scope 3 emissions (e.g. waste, water, commuting and business travel) are

considered discretionary but the following are recommended for inclusion by the above

noted guidance:

Transport: Specifically transport in non-owned vehicles, such as employee business travel,

commuting or transportation of purchased materials/goods and waste. Travel by air, ferry,

bus, rail and in employees own vehicles are all classed as Scope 3.

Waste: Unless waste is treated on-site, waste management falls under Scope 3. This may

cover the treatment of waste generated in the delivery of organisational services or disposal

of waste generated in the production of purchased materials and fuels. Waste treatment

activities can include disposal in landfill, incineration and composting. Emission factors for

recycling are generally negative as a result of emission savings through lower energy

requirements and avoided extraction of virgin materials. However, WRI guidance on Scope

3 emissions recommends that states that ‘avoided emissions’ associated with recycling

should not be included in, or deducted from, the Scope 3 inventory, but should instead be

reported separately.

Water: Defra reports different emission factors associated with water supply and

wastewater treatment, therefore it is recommended that both are reported.

Other: This may include emissions associated with the procurement of goods and services

purchased by the organisation. This category includes all upstream (i.e., well to tank)

emissions from the production of products purchased or acquired by the reporting company

in the reporting year. Products include both goods (tangible products) and services

(intangible products).

Baseline

The baseline year for this CMP is the 2015 financial year. Based on the scope outlined

above, the College’s total carbon footprint, or carbon footprint baseline, for 2015 was 471

tCO2e. The illustrations overleaf show the components of that footprint in terms of carbon

emissions and cost. Carbon emission figures for each category are also shown in the Table.


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Split by Source

2015/16

Carbon

Footprint (tCO2e)

Cost (£)

Stationary (Electricity & LPG to our buildings) 437 £146,184

Water 4 £ 4,099

Waste 13 £ 4,560

Transport 17 £ 8,468

Total 471 £163,311

An analysis of the figures in the table above shows that by far the greatest contributor to

the organisation’s carbon footprint is electricity which accounts for 50% (237 tCO2e) of the

footprint; this is followed by LPG gas which contributes 41% (194 tCO2e). Emissions from

energy from staff travel, waste to landfill and water consumption together account for less

than 10% (40 tCO2e) of the total footprint. Therefore reducing energy consumption in

buildings should be seen as a priority area for action. However, reductions achieved in all

categories will contribute to an overall decrease in the College’s total carbon footprint.

-

100

200

300

400

500

Stationary Water Waste Transport

tCO

2e

Source

Carbon Footprint - split by

source (tCO2e)


(CM Plan) 2015 - 2020

6 Carbon Management Projects

This section contains a summary of those projects which will help us meet our carbon reduction targets over the lifetime of our plan. It

includes projects which are already underway as well as those yet to begin. As the document shall be ‘live’, further projects will be added over

the life of the plan. The early initiatives have no introductory costs other than those which are already funded and it is anticipated that the

savings realised shall be identified and invested in subsequent cost-carrying projects

Existing projects

Ref Project Lead Funded Cost Annual Saving Pay

back

% Saving

from 2015

Year

Capital Operational Financial CO2

1 Improved efficiencies of

woodchip boiler

Head of

Estates

Yes £10,000 £5,000 p.a.

maintenance

£11,291 37

tonnes

0.9 19% 2017

2 Electricity consumption

metering & monitoring

Head of

Estates

Yes £5,000 - £2,825 11

tonnes

1.8 5% 2017

3 Extend recycling of

kitchen food waste

Head of

Estates

Yes - - £354 1

tonnes

- 2% 2017

Planned/Funded projects

Ref Project Lead Funded Cost Annual Saving Pay

back

% Saving

from 2009

Year

Capital Operational Financial CO2

4 Staff travel & waste

campaign

BUG Yes - - - 2

tonnes

- 0.5% 2017

5 Review business travel

& expenses

SMT Yes - - £1,004 2

tonnes

- 0.5% 2017


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6.1 Areas for future investigation

Given its extensive experience of managing and operating two renewable biomass heating facilities, the College through its Building Users’

Group, is keen to share this experience with other interested parties both locally and nationally. It will also as part of this CM Plan explore the

feasibility of generating its own electricity either through a photovoltaic installation or a wind turbine, or a combination of both. This would have

the potential of reducing further the College’s future energy costs and their associated carbon emissions whilst at the same time offering a

potential income stream through the generation of electricity.

The College will consult with colleagues at both Resource Efficient Scotland and the Environmental Association for Universities and Colleges

(EAUC) in progressing a feasibility report on the various options. This exercise will quantify for each option their potential electricity generating

capacity given the college’s location, the likely capital costs, and potential savings and income streams. It is proposed to have the feasibility

study complete including recommendations for future action by the end of 2017.


(CM Plan) 2015 - 2020

7. Governance for Implementation

7.1 Embedding Carbon Management

In order to build upon the commitment which Sabhal Mòr Ostaig has already demonstrated

to help meet the targets of this Carbon Management Plan we intend to:

Implement a training and awareness programme on carbon management to all

college students and staff. This will highlight the reasons behind the Carbon

Management Plan and its targets and practical measures to be taken in helping to

achieve them. The college Students’ Association will play a key role in helping to

communicate this message and negotiations will take place around creating an

incentive scheme whereby a proportion of realised savings from carbon reduction

measures will be returned each year to assist with the work and projects of the

Students’ Association in return for achieving agreed targets on energy use, waste

and recycling rates;

Further embed carbon management into our strategic planning and priorities. To this

end, progress against the targets of this Plan will be reported to the College’s Senior

Management Group and at each quarterly meeting of the College’s Board of

directors. Emphasis will be on highlighting energy cost savings as they are realised

and on the CM Plan’s calculations to ensure continued commitment to achieving the

stated targets;

Introduce the topic of carbon management into our annual performance appraisal

system with managers from each college department - Arts and Development,

Education, and Finance and Administration - being made responsible for setting and

reporting progress against specific targets with their staff teams within the context of

the overall Plan. These will include measuring and monitoring on energy costs, and

on waste and recycling rates;

These departmental targets and progress against them will in turn be reported on a

quarterly basis within the college’s in-house newsletter, An Sgrìobag, and on the

college website. Students and staff will at the same time be encouraged to suggest

further carbon reduction measures to the Environmental Group for consideration,

with examples of best practice to be implemented across all departments;


(CM Plan) 2015 - 2020

20

7.2 Data Management – measuring the difference, measuring the benefit

The college’s Head of Estates and Services is responsible for gathering the required data on

the college’s key carbon performance indicators to be considered at bi-monthly meetings of

the Building Users’ Group (BUG) ahead of each quarterly meeting of the college Board of

directors. The key data to be gathered, following the same process as used in establishing

the baseline figures for 2015, will be:

Energy consumed - quarterly utility bills as verified by the finance department for each

college building for electricity (kWh), LPG (litres), and water (m³). This will also include the

quantity (m³) and cost of woodchip purchases to service the College’s two biomass boilers;

Monthly electronic heat data as verified by the biomass boiler plant on cumulative heat

output (MWh), periods of operation, and trends for peak and minimum heat load through

the month in question;

Quarterly statistics as verified by the finance department on the number and value of staff

private mileage claims, and journeys taken on public transport;

Monthly data from each department within the 3 principal college buildings and from the

Students’ Association on waste produced and uplifted from offices (type and quantity) and

on recycling rates (quantity for each of wood, kitchen food waste, paper, cardboard, plastic,

glass, and metal).

This data will then be used to plot progress against each of the stated targets from section 6

above by each of the principal college buildings and each department within them. The Zero

Waste Scotland baseline emissions tool underlying this CM Plan will also be used to calculate

and plot total college carbon emissions from each set of quarterly data which in turn will be

plotted against the predicted carbon reduction targets shown in the Projects section above.

plana lùghdachadh carbon (cm plan) 2015 - 2020 · 2017-09-18 · plana lùghdachadh carbon (cm...

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