Climate Change Action Derek McGregor
Who are we? What do we do? • Non Departmental Public Body, established 1996 • Scotland’s & Government’s environmental pollution regulator, advisor & flood warning agency • >1200 staff • 23 offices
Content Background and drivers 1. SEPA’s powers, duties and influence: Climate Change Plan 2. SEPA’s direct impacts: History and Targets Scope Action – buildings and transport Progress Future - Current targets and planning
Why take Climate Change action? Drivers: CC Act, PBDs, ISO14001 etc It’s our job to protect and improve the environment! Corporate credibility (we ‘tell’ others to control/manage their impacts and are hypocrites if we don’t) SEPA has role as exemplar – if others follow our lead, we can effect a greater benefit for Scotland’s environment There is an expectation from stakeholders that we will perform. If not....
SEPA’s Climate Change Plan • Five year plan of SEPA’s vision and actions on climate change • First Plan (2008-13) now due for review • It needs to reflect change since then – • 2009 Act and the Public Bodies’ Duties • RPP and Adaptation Framework / Programme • Progress in delivering the first plan • But its also an opportunity to review, refocus and redefine where we want to be in 5 years time
SEPA’s Climate Change Plan • Emerging Direction: 4 Strategic Areas of Work Aim to publish in Autumn
Tackling SEPA’s Direct Impacts HISTORY Measuring and setting targets since 1999 Measured as carbon dioxide (CO2) Joined Local Authority Carbon Management programme in 2007 Support from the Carbon Trust & their consultants Set a five year 25% target to 2011-2012 Set a 10% transport emissions target over same timeframe Developed a SIP
2006-2007 emissions & scope 26 buildings – geographically dispersed, different sizes, some owned, some leased, some shared
Action - Buildings 2009 Inverdee House – Aberdeen Replaced an office and a lab With BREEAM ‘excellent’ rated building Share with SNH and JNCC • Features • Biomass boiler • Vertical axis wind turbine • Solar thermal • Solar PV Saving? Emissions balance: neutral for SEPA, savings for others
Action – Buildings 2011 - Air source heat pump installed at Fort William Saving 40% electricity = 10 tonnes of CO2e per year
Action – Buildings Voltage Optimisation - Stirling Did it work? Who knows.....
Action - Buildings Building Management System Provides data BUT only useful if data is understood and acted on
Action - Transport Target business car mileage Instruction to all staff to follow: meetings hierarchy Question need to travel Use Alternatives to travel: tele, video & web Public transport Cars and flights are final alternative Provide breakdowns of performance to management teams
Reduction in business car mileage • Increase pool vehicle availability • Removed lease car scheme • Enforce rules on what can be claimed • Make public transport guidance between key points available • Prescribe key journeys that MUST be carried out by train
Action - Transport All UK mainland flights require director sign-off Apply the meetings hierarchy In 4 years UK mainland flights fell by 95% & 120t CO2 2006-2007 2010-2011
Changes to emissions breakdown 2011-2012 CO2 emissions
Performance to end 2011-2012 TARGET
Success with Transport TARGET
The Future From 2012-2013 we started to monitor and report as carbon dioxide equivalent (CO2e) and set a new target: 42% reduction in CO2e to 2020 from 2006-2007 Extremely challenging How will we hit the target? We don’t yet know but are pursuing two initiatives to help us......
The Future - actions 1. Plotting likely emissions towards 2020 taking account of planned building consolidation and any other changes we know about: BER, shared services/buildings, electricity grid factors ? ? ?
The Future - actions 2. Running a new carbon management plan: Workshops to generate ideas Assistance from externals Use of the CMPR tool Identifying and costing every possible opportunity in £ and emissions savings Sign up to a peer CM programme Take advantage of the excellent support available from EST, RES and others
Last Thoughts Action is not always easy: conflicting priorities, costs, distraction, lack of buy in But measuring, setting targets & reporting can act as powerful internal drivers Use whatever support you can find THANK YOU