Majlis Bandaraya Petaling Jaya - Carbon Trust · Majlis Bandaraya Petaling Jaya (MBPJ) worked with the Carbon Trust in 2015 in order to develop a carbon plan through to 2020. This

MBPJ Carbon Management Plan

Page | 1

Majlis Bandaraya Petaling

Jaya

Carbon Management Plan 2015 - 2020

Version: 1.0

Owner: Low Carbon Green City Task Force

Approval Route: Council Board

Approval Status: Draft


Page | 2

Foreword from the Carbon Trust

Cutting carbon emissions as part of the fight against

climate change should be a key priority for local and

city governments around the world. The need to bring

down carbon emissions to prevent global temperature

increasing by more than two degrees over

preindustrial averages is now urgent, and local

government action is a key enabler of this as

municipalities hold many planning, housing,

community engagement, taxation and transport powers necessary to

bring about a successful and prosperous low carbon transition. A clear

mitigation strategy for the municipal estate and operations is a vital first

step - it helps to save money on energy, whilst also allowing local

governments to lead by example in reducing the risk of dangerous climate

change.

Majlis Bandaraya Petaling Jaya (MBPJ) worked with the Carbon Trust in

2015 in order to develop a carbon plan through to 2020. This Carbon

Management Plan commits MBPJ to a target of reducing CO2 by 25%

between 2014 and 2020, and underpins potential financial savings to the

organisation of around RM 3.7m per year by that date.

There are those that can and those that do. Public bodies can contribute

significantly to reducing CO2 emissions. The Carbon Trust is very proud to

support Majlis Bandaraya Petaling Jaya in their on-going implementation

of carbon management and city climate planning.

Tim Pryce

Head of Public Sector, Carbon Trust


Page | 3

1. Introduction

Why is carbon management important?

Over the past century, human activities have released large

amounts of greenhouse gases, such as carbon dioxide

(CO2), into the atmosphere. The majority of these emissions

have come from burning fossil fuels to produce energy,

although industrial processes, deforestation and some

agricultural practices also emit greenhouse gases into the

atmosphere. These gases cause more heat to be trapped in

the Earth’s atmosphere, leading to an increase in global

temperatures. This is known as global warming.

A warming planet will lead to a variety of mainly adverse effects on natural systems, causing

increases in extreme weather conditions, changing rainfall patterns and rising sea levels.

The latest IPCC report is very clear that this will affect water supplies, agriculture, power,

transport and infrastructure, as well as human health. Many of these impacts are already

becoming apparent. Climate change is globally recognised as one of the greatest

environmental and economic threats, and MBPJ is determined to play a full part in delivering

on our collective responsibility to reduce carbon emissions.

Climate change legislation in Malaysia

Malaysia has specific domestic and international commitments to reducing emissions of

greenhouse gases and improving the deployment rates of low carbon technology.

Additionally, a number of Government Departments and Government funded bodies now

exist with a remit to action reductions and increase deployment rates. Some of the national

policies in place include:

•In 2013 the government of Malaysia annoced its commitment to reduce the country's carbon emissions per unit GDP by 40% by 2020, compared to 2005 levels.

National 40% reduction

target

•An Act passed in 2011 to provide for the establishment and implementation of a special tariff system to catalyse the generation of renewable energy and to provide for related matters.

Renewable Energy Act

•The policy aims to be the key driver in accelerating the national economy and promoting sustainable development in Malaysia by provide green training and education in the country and a conducive environment for Green Technology development, using a variety of finanical mechanisms

National Green

Technology Policy

•The Plan presents a strategy for the well coordinated and cost-effective implementation of energy efficiency measures in the industrial, commercial and residential sectors, which will lead to reduced energy consumption and economic savings.

National Energy

Efficiency Plan

https://www2.ametsoc.org/ams/index.cfm/publications/bulletin-of-the-american-meteorological-society-bams/explaining-extreme-events-from-a-climate-perspective/

https://www2.ametsoc.org/ams/index.cfm/publications/bulletin-of-the-american-meteorological-society-bams/explaining-extreme-events-from-a-climate-perspective/


Page | 4

Drivers for Action for MBPJ

As a major local authority in peninsular Malaysia it is imperative that MBPJ form part of

solution in driving lasting carbon reductions. Below we set out, in priority order, the main

drivers for taking action to reduce our carbon emissions and energy consumption.

Aims of this plan

Climate change is likely to be one of the defining challenges of the 21st century and MBPJ is

committed to maintaining a leading role in local efforts to tackle this problem. This plan sets

out a target of reducing carbon emissions from our activities by 25% by 2020 compared to

2014 levels. This amounts to a decrease in cumulative emissions of 12,889 tCO2 and a

financial saving in energy costs of RM10.15m over this time period compared to business

as usual.

1) Energy Costs

The costs of fossil fuels are volatile and projected to rise. The nature of the Councils wide ranging activities means it is an intensive user of energy and transport fuels. It is important that the Council minimises these financial liabilities associated with energy and transport costs. Electricity and fuel prices up until recently have been kept artificially low due to fuel subsidies and unit costs have not reflected the real cost of production and supply of energy. The situation is now rapidly changing with the removal of the subsidies. To ensure that maximum budget is available to focus on delivering core services we must act now to significantly reduce our carbon and energy cost footprint.

2) Legislation & Regulation

Over the last 5 to 10 years a number of Government initiatives and policies have been introduced to tackle rising greenhouse gas emissions. By using this legislation and mechanisms as enabler we hope to lead the way in driving towards a low carbon economy.

3) The leadership role of the Council

Towns and cities have a huge impact on carbon emissions, because of the growing number of people who live and work in them. As a trusted leader and major employer, we are well placed take the first steps to mitigating our emissions by achieving reductions in our own buildings, street lighting

and transport and by raising awareness about the potential to reduce emissions in our communities. This will provide a platform from which we can extend our focus and catalyse action on carbon management in the wider community.


Page | 5

Savings will be achieved through a variety of different projects, including upgrading building

and street lighting to LEDs, upgrading building cooling systems and building fabric and

installing solar panels on a number of buildings in MBPJ’s portfolio. The cost of implementing

the projects in this plan has been estimated at RM50, with anticipated financial savings of

RM3,693,130 per annum by 2020. Due to the long duration of the projects to be

implemented, these projects will yield savings well beyond the lifetime of this plan.

Tackling carbon emissions within our own estate is the first step in understanding and

identifying the emissions released by the municiaplity as a whole. This plan provides a

platform from which we can extend our focus and catalyse action on carbon management

across the Petaling Jaya.

Summary of key goals:

Achieve a reduction in emissions of 25% from a 2014 baseline by 2020 aross the

municipal estate and streetlighting

Become a leader in carbon management in Malaysia

Motivate and inspire staff to a common goal of reducing carbon to tackle climate

change

Deliver long term financial savings - RM3.7m per annum by 2020


Page | 6

2. Baseline and Targets In order to design an effective carbon reduction plan it is critical that we

understand our current emissions: how much they are, where they come from and

who is responsible for them. This section provides an inventory of our greenhouse

gas emissions in 2014. This will be used to monitor and measure changes in

emissions resulting from the carbon-saving initiatives identified in this plan.

Scope

The globally accepted carbon accounting standard known as the GHG Protocol defines

direct and indirect emissions as follows:

Direct GHG emissions are emissions from sources that are owned or controlled by

the reporting entity.

Indirect GHG emissions are emissions that are a consequence of the activities of

the reporting entity, but occur at sources owned or controlled by another entity.

The GHG Protocol further categorizes these direct and indirect emissions into three broad

scopes:

Scope 1: All direct GHG emissions.

Scope 2: Indirect GHG emissions from consumption of purchased electricity, heat or

steam.

Scope 3: Other indirect emissions, such as the extraction and production of

purchased materials and fuels, transport-related activities in vehicles not owned or

controlled by the reporting entity, electricity-related activities (e.g. T&D losses) not

covered in Scope 2, outsourced activities, waste disposal, etc.

The emission sources we’ve included in our baseline are listed below, divided into scopes

1, 2 and 3, in accordance with the World Resources Institute (WRI) standards, to enable

comparison with other organisations. The emissions volumes identified are approximate,

and limited by the accuracy and completeness of available data.

Figure 1 Source: Bahtia and Ranganathan, 2004


Page | 7

Emissions sources included in

baseline scope

Data sources and quality

Scope 1 - includes all direct emissions from sources directly controlled by MBPJ fuels

consumed on site and from owned vehicles

Fleet transport emissions

(e.g. petrol and diesel) Financial data

Scope 2 – emissions from purchased energy produced off site.

Electricity consumption in

buildings and estates Financial data

Electricity consumption of

street lighting Financial data

Scope 3 - all other emissions

Water consumption Financial data

In this plan, we are primarily focussing on utility consumption associated with our own

estate and street lighting (i.e. those that we have most management control and influence

over) but we recognise that there are other carbon sources associated with our operations

including:

Procurement & supply chain

Refrigerant gas fugitive emissions from air-conditioning systems

Waste disposal

Business travel

Staff commuting and business travel

However, data quality for the above emissions sources is not of sufficient quality to

accurately establish a suitable baseline and carbon footprint at this juncture. Therefore,

whilst we recognise that the above emissions sources can be significant, these are currently

outside of the scope of this plan. Instead, we have focussed primarily on the scope 1 and 2

emissions, which we have a greater amount of control over and will likely have greater

potential for carbon and cost reduction. It is the hope that in future versions of our carbon

management plans we include an increasing number of the above excluded emission

sources.

Greenhouse gas inventory for 2014

The carbon inventory is a record of our approximate greenhouse gas emissions in the

calendar year 2014. Data quality for this year is considered to be of a reasonable standard

and undertakings and operations at the council in this year are considered comparable to

current activities. It is recognised that the national 40% reduction target uses 2005 as its

baseline year but due to operational changes and a significant electricity cost increase due

to removal of national subsidies, it is believed that using a 2005 baseline would not be

appropriate or reflective of current operations.

Greenhouse gas emissions are reported in units of carbon dioxide equivalents. This allows

the impact of each different greenhouse gas to be expressed in terms of the amount

of CO2 that would create the same amount of warming, allowing easy comparison of the

impact of different emission types. Throughout this report all greenhouse gas emissions are

given in terms of carbon dioxide equivalent.


Page | 8

WHERE OUR EMISSIONS COME FROM

The cost of providing cooling, electricity, lighting, water and transport fuel to our estate is high. In

2014 we spent RM 8,539,640 on these activities and emitted 11,030 tonnes of CO2e. 83% of these

emissions arise from building energy use and street lighting.

83.3%

15.7%

1.0%

Breakdown of Carbon Emissions by Source

Energy

Transport

Water

51.9%

11.6%

0.5%

2.5%

0.5%

5.3%

13.0%

1.9%11.6%

1.3%

Breakdown of Non-Transport Energy

Emissions

Streetlighting

Library

Clinic

Stadium

Kindergarten

Civic Hall

MBPJ HQ

Landscape Dept

MBPJ Tower

D'Kelana

21.2%

78.8%

Breakdown of Transport Emissions by

Vehicle Type

Petrol Vehicles

Diesel Vehicles


Page | 9

Targets for 2020

Our vision is to maintain a leading role in local efforts to reduce

the impacts of climate change by minimising our impact on the

environment in our activities. To achieve this aim the Council

has set targets that are challenging, yet realistic.

The Value at Stake

The Value at Stake (VAS) shows the cumulative potential savings, or avoidable

costs/carbon emissions, associated with implementing our Carbon

Management Plan and achieving our target against the alternative of doing

nothing, i.e. Business as Usual (BAU) costs. The VAS is a useful high level

analysis that has been used early in the development process of producing our

Carbon Management Plan to help support the case for action. It should be

noted that project specific details about savings and costs should be read

alongside this analysis. The capital costs of projects are not included in this

analsyis (see section 4) and all assumptions are listed in Appendix 2.

Achieving a 25% reduction in carbon emissions from our baseline over this

period will result in final year emissions savings of 3,571 tCO2 and cumulative

savings of 12,889 tCO2 by 2020.

With no action on carbon, annual utility costs for MBPJ could increase from

RM8.54m to RM10.15m by 2020 – an increase of approx. RM1.61m. Achieving

a 25% reduction in carbon emissions over the whole five years could result in cumulative savings of RM 10.75m.

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

2014 2015 2016 2017 2018 2019 2020

tCO

2

Comparision of Carbon Emissions - Business as Usual & Carbon

Reduction Scenario

BAU 25% Reduction

RM0

RM2,000,000

RM4,000,000

RM6,000,000

RM8,000,000

RM10,000,000

RM12,000,000

2014 2015 2016 2017 2018 2019 2020

Co

st (

RM

)

Comparision of Carbon Related Costs - Business as Usual &

Carbon Reduction Scenario

BAU 25% Reduction

We will

reduce the carbon

emissions from our

activities by

25% by 2020, from

a 2014 baseline of

11,030

tonnes CO2.

TARGET FOR 2020

Cost savings

Compliance

with

legislation

Raised

awareness of

climate

change

amongst

staff,

stakeholders

and the

public

Positive

community

leadership

Contribute

towards

Government targets

BENEFITS OF ACHIEVING

THE TARGET


Page | 10

3. Project Identification

This section of the plan lists and prioritises the opportunities identified for carbon

emissions savings and the sustainable practices that are critical to ensuring MBPJ

achieves the five-year reduction target.

To meet the 2020 target, at least 510

tCO2 will need to be saved each year once

BAU growth has been taken into account.

The projects to achieve this reduction

were identified through a variety of

means including energy surveys of our

sites, opportunities workshops with staff

representing different departments and

tools provided by the Carbon Trust as part

of the programme. A Carbon

Management Projects Register will be

maintained by Ms Nur Wahidah to record,

quantify and evaluate projects on an

ongoing basis.

The following table summarises the key

costs and savings associated with the

projects in the project list. More detailed

project information can be found in

Appendix 1.

Project

Category

Cost (£) Annual Savings

(yr 1) Average

Payback

(yrs)

% of

Target Capital

Operating

costs

Energy

Cost

Saving

tCO2

Buildings RM

33,344,540 RM 69,700

RM

2,009,019 2716 14.2 97.1%

Street lighting RM

17,648,422 -

RM

933,792 1262 19.0 45.1%

Transport

RM 75,000 -

RM

61,552 61

Don't pay

back, but

many co-

benefits 2.2%

Totals RM

51,067,962 RM 169,700

RM

3,004,363 4038 14.93 144.4%

LED lighting upgrade

Transport Fuel Management Programme

KEY PROJECT AREAS

Cooling system upgrades

Solar PV Behaviour

Change

Building fabric Upgrades

Energy Management, metering and

monitoring


Page | 11

Projected Achievement towards Target

The figure below shows predicted business-as-usual (BAU) emissions and the target

emissions. The ‘emissions in chosen plan’ plot shows the emissions reductions from

implementing all the projects identified in this plan by 2020. This plot takes into account

the following factors:

The effect of BAU forces: so for example if in year three no additional projects

were implemented the emissions would then trend back towards the BAU line.

The impact of project life: The nature of the project determines how long its impact

may be felt. If a short life project is finished (e.g. awareness raising) before the end

of the programme (and not maintained or repeated) a stepwise increase in emissions

would be seen.

Project degradation: This assumes that over the life of a project its carbon saving

impact will decrease due to factors such as business focus being diverted to other

initiatives, projects not being maintained and also % savings becoming smaller as a

building becomes more efficient.

Assumptions can be found in Appendix 2.

By including these effects we are trying to model some of the real life factors that may

impact on our ability to meet our target. Because of these additional factors the plot does

not directly agree with a simple summed list of the carbon saving impact of the projects.

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

2014 2015 2016 2017 2018 2019 2020

CO

2 E

mis

sio

ns

(to

nn

es)

Year

Carbon progress against target

Predicted Business as Usual Emissions Target Emissions

Emissions in chosen plan


Page | 12

4. Plan financing

The value at stake shows that over the next five years approximately 10.75 RM

could be saved by implementing the plan. However, to achieve these savings

significant capital investment will be needed. The project register tool that

accompanies this plan contains the calculations to assist with the selection of

carbon reduction projects.

Capital costs

The table below summarises the total capital costs for our carbon management plan by

year. These figures include only the upfront cost of the project and do not include any

operation or maintenance costs into account.

The cost of implementing the projects in this plan has been estimated at RM51,067,962

over the next five years, of which RM1,500,000 has already been allocated from the Carbon

Projects fund. The remaining funding has not yet been confirmed.

We believe that our Carbon Management Plan offers a compelling and robust business case

for implementation, taking into accout direct cost savings to MBPJ, enhanced staff comfort,

improved visitor experience, benefits to MBPJ’s corporate reputation, and the vital

leadership role of local government in tackling climate change into account.

Project

Year

2015 2016 2017 2018 2019 2020

Total

Costs

RM

4,275,762

RM

30,777,409

RM

5,926,384

RM

3,128,147

RM

3,945,204

RM

3,015,056

Key Points

To implement the projects defined in this plan will cost RM50m over the five

years of the plan.

RM1.5m of funding has already been sourced, with RM48.5 still to be achieved.

When all these projects are implemented, it will result in an estimated annual

financial savings of RM3,693,130.

The overall payback period of projects in this plan is 15.94 years


Page | 13

Plan costs and savings

If all the projects are implemented as planned it would result in estimated financial savings

/ cost avoidance of RM3.7m per annum by 2020. These savings will come from lower energy

bills as well as reduced maintenance and replacement cost. The overall payback period of

the projects in this plan is approx. 15.94 years. Whilst this payback time is significantly

longer than the lifetime of the plan, it refletcts the long duration of a substantial number of

projects outlined in the plan. These projects will provide cost and carbon savings well beyond

2020 and will payback their capital investment over this longer time period.

It should be noted that the analysis in the tables included in this section do not account for

inflation and all figures are shown at today’s prices. If inflation was included, we would

expect energy cost savings to be higher (as energy prices are increasing at a rate well above

RPI, partly due to the withdrawal of energy subsidies in Malaysia). It should also be noted

that costs for certain projects scheduled for later years may also be higher for the same

reason but this will not be the case for all projects – certain technologies such as LED lighting

are reducing in cost all the time.

-RM35,000,000

-RM30,000,000

-RM25,000,000

-RM20,000,000

-RM15,000,000

-RM10,000,000

-RM5,000,000

RM-

RM5,000,000

RM10,000,000

2014 2015 2016 2017 2018 2019 2020

Net

Co

st (

RM

)

Year

Project Cost and Savings

Total Capex for year Total Opex for year Total Gross savings for year

Total Revenue for year total Cash flow for year


Page | 14

5. Ongoing programme management for carbon reduction

Beyond the set of initiatives identified above, it is important that organisational

changes are put in place to maintain a focus on carbon management over time.

The Carbon Management Maturity Matrix in Appendix 3 shows the different areas

of embedding, our current level and what we plan to achieve during the next 5

years. This section describes the main activities and changes that will help us

achieve this.

Corporate Strategy & Policy Alignment

To ensure that carbon management is established and maintained as an organisational priority,

it should be considered as part of all decision making processes. We recognise that in order to

achieve our carbon reduction target, we need to change a number of current practices /

procedures and embed a philosophy of considering carbon emissions in business as usual

activities. This includes:

Change Action Lead Completion

Date

Endorsement / sign off of this plan and the

associated 25% reduction target by the Mayor &

Councillors

Project Sponsor April 2015

Publication of this CMP on the Council intranet

and internet

Communications By end 2015

Communication & engagement on the carbon

management programme to Council stakeholders

Project Lead /

Communications

June 2015

All business cases submitted to financial

management to be appraised for carbon

reduction as well as costs & payback

Project Lead /

Project Sponsor /

Finance

Ongoing

Inclusion of the risks arising from not meeting

our carbon reduction target included in the

Corporate risk register

Project Sponsor June 2015

2016

Inclusion of our Carbon reduction targets in

Business Plan and Annual Report

Project Sponsor Ongoing

Review and re-alignment of all Council

Environmental Statements to take account of the

Carbon Management Plan

Project Lead /

Project Sponsor

July 2015

Development of a sustainable procurement policy

to take account of low carbon procurement

Procurement September

2015

Review of existing policies to decide where

alignment with the Carbon Management Plan is

relevant

Project Sponsor September

2015


Page | 15

Programme governance and Task Force.

The Carbon Management Programme will be managed by the Task Force. The scope of the

task force is to oversee the implementation of the Carbon Management Plan so that the

Council’s objectives to meet the carbon reduction target are met by the agreed timescale.

This group has a number of key functions specifically related to carbon management;

1. they provide regular, strategic oversight and monitoring of progress towards our

target

2. to raise ‘blockages’ to a level where they can be removed e.g. resource issues

3. to ensure that carbon management stays on the high level agenda at MBPJ

4. to manage the expectations of key stakeholders and recognise achievements on

carbon reduction

Overall organisation of the programme will fall to the Project Lead and Project Sponsor who

will report project highlights, risk and issues to the Task Force. The Project Lead, Ms Nur

Wahidah and her colleagues will focus on the day to day delivery of the programme projects.

The task force meet on a quarterly basis and include the following representatives:

Councillor Ms. Cynthia Gabriel

Councillor Ir. Lee Suet Sen

Councillor Mr. Tang Fuie Koh

Councillor Tuan Hj. Mohd Ghazali Bin Daud

Councillor Mr. Ang Ming Ern

Dr Badrulzaman

Mdm. Sharipah Marhaini Bt Syed Ali

Mdm. Hamidah Bt Ariffin

Ir. Ismail B Shafie

Dr. Chitradavi d/o Vaddivellu

Mdm. Hanzia Bt Abdul Hamid

Tuan Hj Ainul Adnan b. Abdul Rahaman

Mdm. Zuraidah Bt Sainan

Mdm. Norzita bt Mokhtar

Mr. Lee Lih Shyan

Tuan Hj. Ahmad Johari B. Salleh

Mdm. Ar. Hjh. Siti Azurah Bt. Hj Ghazali

Mdm. Hanizah Bt Katab

Mr. Azhar B. Zakaria

Mdm. Nazihah Bt Jaafar

Mr Anthony Tan Kee Huat

Ms Ana Kashfi

The Task Force is also responsible for implementing the projects contained within this Plan.

The Task force will oversee the activity within the programme which will be led by the Project

Team Leader.


Page | 16

6. Monitoring and Reporting This section describes actions we will take to improve the quality of carbon

emissions data, and how will we report on our progress. Robust data will provide

us with the basis to monitor and report on the results of our actions – enabling us

to realise reputational benefits and to lead by example.

Progress Reporting

The progress of the Carbon Management Plan will be

discussed and reviewed by the Task Force and

project team. Progress will be monitored against the

targets set within this plan and the KPI’s set out

below.

Fuel, electrical and water consumption per

month

Carbon emissions by year

% increase/decrease carbon emissions by

year

Achievement against projected carbon

savings

Number of projects completed

Number of projects submitted for approval

and progressing towards completion.

For each meeting of the Task Force, the progress of the carbon management plan as a

whole, as well as individual projects will be discussed against these KPIs. It is important

that we adopt a way of flagging the projects that are perhaps stalling or not progressing as

expected. We will do this by using the Red, Amber & Green (RAG) risk register.

An annual report of progress towards our carbon management target will be

produced and presented to the Task Force. This report will provide an update on progress

against the KPI’s above and embedding actions included in this plan. The report will be

prepared by the Project Lead and signed off by the Project Sponsor. This report will also be

circulated to the wider organisation and uploaded on the MBPJ intranet.

Data Management

Effective data management has been a critical element of developing this plan. It underpins

our strategy and target and it will continue to be a critical element as we monitor

implementation progress. Having confidence in our figures, assumptions and data sources

helps ensure that:

High priority areas are targeted: a good understand of where are emissions are

coming from will allow us to identify high emitters and prioritise projects that tackle

these.

Suitable carbon reduction targets are set: targets should be challenging but

achievable to ensure maximum impact.

Carbon reduction projects are accurately quantified: this will allow us to predict

the impact a project will have on carbon emissions and how effective our portfolio of

projects will be at achieving our target.


Page | 17

Business / investment cases are credible and accurate: accurate estimations

of costs and savings ensures that funds are used in the most cost effective way.

The effectiveness of carbon reduction projects can be measured and

demonstrated: this allows progress against target to be tracked and strengthens

the business case for future investment.

Continuity and succession planning is not problematic (data sources /

referencing): all activities should be well documented and referenced to ensure

smooth hand over of responsibility.

Stakeholder Engagement & Communication

To keep carbon management a priority in people’s minds and behaviours we need to

regularly communicate with stakeholders at various levels. Effective and timely

communications with our staff is an important aspect to delivering our target. We will do

this by rolling out the following change actions.

Control of Risks and Issues

Any member of the Project Board or Project Team may

raise an Issue or Risk with the Project Manager. They

should be communicated verbally and confirmed in

writing within 24hrs. The Project Manager will then

record the Issue/Risk on the appropriate log and allocate

a reference number. The Logs will be maintained with

each Issue or Risk being allocated a status of either

“Acknowledged”, “In Progress” or “Resolved”. All risks

are monitored and updated in a detailed Risk Register

maintained by the Project Manager.

Some of the key risks associated with the plan are set out below:

Resources unavailable to achieve actions identifieds

Reputational risk to authority for not pursuing or meeting carbon reduction targets

Carbon management not seen as a strategic priority at MBPJ

Lack of buy-in by staff reduces participation in relevant carbon reduction projects

Potential for a higher than predicted increase in energy demand threatening the

ability to meet the carbon reduction target.

Change Action Completion Date

Develop a communications plan July 2015

Publication of the Carbon Management Plan on the Council

intranet and internet

June 2015

Communication & engagement on the carbon management plan

to Council stakeholders

March 2016

Produce a Progress Report on an annual basis for the Project

Board / wider organisation.

Annual

Use social media to increase awareness on environmental projects

& benefits with internal & external stakeholders

Ongoing

Regular column in internal newsletter Ongoing


Page | 18

Appendix 1 – Project List

ID Project Lead

Cost

Annual Savings (yr

1) Pay

back

(yrs)

Net Present

Value (RM)

% of

Target

Start

Year Capital Operational

Financial

(Gross) tCO2

1 HQ Lighting

Controls

Ms Nur

Wahidah

RM100,000 RM- RM17,644 24 5.67 RM150,451 0.9% 2015

2 HQ Cooling

Upgrades

Ms Nur

Wahidah

RM3,000,000 RM- RM264,666 358 11.34

RM13,055,634

12.8% 2016

3 HQ Building

Fabric

Ms Nur

Wahidah

RM5,000,000 RM- RM107,772 146 46.39 RM1,537,854 5.2% 2016

4 HQ Solar PV Ms Nur

Wahidah

RM1,200,000 RM7,500 RM95,816 130 13.59 RM4,488,954 4.6% 2017

5 Civic Hall

Lighting

Upgrades

Ms Nur

Wahidah

RM250,000 RM- RM35,724 48 7.00 RM257,079 1.7%

2015

6 Civic Hall

Cooling

Upgrades

Ms Nur

Wahidah

RM1,000,000 RM- RM64,304 87 15.55 RM2,900,919 3.1% 2016

7 Civic Hall

Building Fabric

Ms Nur

Wahidah

RM3,000,000 RM- RM43,641 59 - RM-352,566 2.1% 2016

8 Civic Hall Solar

PV

Ms Nur

Wahidah

RM1,200,000 RM6,000 RM95,816 130 13.36 RM4,513,676 4.6% 2017

9 MBPJ Tower

Lighting

Upgrade

Ms Nur

Wahidah

RM410,320 RM- RM117,597 159 3.49 RM1,258,882 5.7% 2015

10 MBPJ Tower

Cooling

Upgrade

Ms Nur

Wahidah

RM2,110,000 RM- RM142,276 192 14.83 RM6,521,000 6.9% 2016

11 MBPJ Tower Building Fabric

Ms Nur Wahidah

RM7,000,000 RM- RM154,133 208 45.42 RM2,350,268 7.5% 2016

12 MBPJ Tower

Elevator

Efficiency

Ms Nur

Wahidah

RM21,720 RM- RM22,294 30 0.97 RM1,330,729 1.1% 2015

13 Library Lighting

Upgrades

Ms Nur

Wahidah

RM300,000 RM- RM101,390 137 2.96 RM1,139,162 4.9% 2015

14 Library Cooling

Upgrades

Ms Nur

Wahidah

RM750,000 RM- RM117,844 159 6.36 RM6,398,865 5.7% 2016

15 Library Building

Fabric

Ms Nur

Wahidah

RM5,000,000 RM- RM148,942 201 33.57 RM4,035,376 7.2% 2016

16 Library Solar

PV

Ms Nur

Wahidah

RM600,000 RM3,800 RM46,930 63 13.91 RM2,184,336 2.3% 2017

17 Kindergarten

Lighting

Ms Nur

Wahidah

RM12,500 RM- RM2,089 3 5.98 RM17,151 0.1% 2018

18 Kindergarten

Fan Upgrade

Ms Nur

Wahidah

RM15,000 RM- RM1,625 2 9.23 RM83,562 0.1% 2018

19 Kindergarten

Cooling

Ms Nur

Wahidah

RM50,000 RM- RM6,214 8 8.05 RM326,956 0.3% 2018

20 Stadium

Floodlighting

Ms Nur

Wahidah

RM750,000 RM- RM71,425 97 10.50 RM2,128,020 3.5% 2016

21 Stadium

General

Lighting

Ms Nur

Wahidah

RM45,000 RM- RM2,448 3 18.38 RM103,522 0.1% 2016


Page | 19

22 Stadium

Upgrade Ceiling

Fans

Ms Nur

Wahidah

RM50,000 RM- RM1,782 2 - RM58,072 0.1% 2016

23 Stadium Cooling

Ms Nur Wahidah

RM175,000 RM- RM8,393 11 20.85 RM334,175 0.4% 2016

24 Sports Centre

Outdoor

Lighting

Ms Nur

Wahidah

RM60,000 RM- RM12,032 16 4.99 RM110,782 0.6% 2018

25 Sports Centre

Indoor Lighting

Ms Nur

Wahidah

RM35,000 RM- RM7,669 10 4.56 RM73,850 0.4% 2018

26 Sports Centre

Cooling

Ms Nur

Wahidah

RM150,000 RM- RM17,533 24 8.56 RM913,618 0.8% 2019

27 Sports Centre

Fans

Ms Nur

Wahidah

RM75,000 RM- RM8,908 12 8.42 RM465,362 0.4% 2019

28 Sports Centre

Solar PV

Ms Nur

Wahidah

RM250,000 RM1,500 RM19,554 26 13.85 RM911,511 0.9% 2019

29 Landscape

Dept Lighting

Ms Nur

Wahidah

RM55,000 RM- RM13,237 18 4.16 RM132,883 0.6% 2019

30 Landscape

Dept Cooling

Ms Nur

Wahidah

RM300,000 RM- RM39,709 54 7.55 RM2,108,903 1.9% 2019

31 Landscape

Dept Solar PV

Ms Nur

Wahidah

RM130,000 RM900 RM6,844 9 21.87 RM270,350 0.3% 2019

32 Behaviour

Change

Ms Nur

Wahidah

RM25,000 RM25,000 RM49,058 66 1.04 RM157,684 2.4% 2015

33 Energy

Management

Ms Nur

Wahidah

RM225,000 RM25,000 RM163,709 221 1.62 RM9,294,166 7.9% 2015

34 Street Lighting Ms Nur

Wahidah

RM2,868,722 RM- RM176,248 238 16.28 RM7,823,157 8.5% 2015


Wahidah

RM2,897,409 RM- RM167,436 226 17.30 RM7,259,882 8.1% 2016


Wahidah

RM2,926,384 RM- RM159,064 215 18.40 RM6,723,028 7.7% 2017


Wahidah

RM2,955,647 RM- RM151,111 204 19.56 RM6,211,299 7.3% 2018


Wahidah

RM2,985,204 RM- RM143,555 194 20.79 RM5,723,392 6.9% 2019


Wahidah

RM3,015,056 RM- RM136,377 184 22.11 RM5,258,101 6.6% 2020

40 Fleet Project Ms Nur

Wahidah

RM25,000 RM37,500 RM11,541 11 - RM57,087 0.4% 2015


Wahidah

RM25,000 RM37,500 RM34,621 34 - RM1,457,205 1.2% 2015


Wahidah

RM12,500 RM12,500 RM3,848 4 - RM14,909 0.1% 2015


Wahidah

RM12,500 RM12,500 RM11,541 11 - RM481,613 0.4% 2016

Totals RM51,067,962 RM169,700 RM3,004,363

4,038 - -

- -


Page | 20

Project Table Key Description

ID Corresponding reference in the Project Register Tool

Project Project name / description

Lead Lead department for project

Cost - capital Up front capital expenditure

Cost - Revenue Operating / maintenance expenditure for running a project

Annual Savings (yr 1) Financial gross Cumulative annual savings

Annual Savings yr 1 – tCO2 Tonnes of Carbon Dioxide savings

Payback years Measures how long a project takes to "pay for itself

% of Target Percentage reduction towards meeting overall

carbon target

Start year Estimated implementation date of projects

Appendix 2 – Assumptions Key assumptions underlying our financial projections are:

Electricity cost of 0.509 sn in the baseline year and an annual increase of 1%

in the following years Diesel and Petrol cost of RM2.3/l and RM2.2/l respectively in the baseline year

and an annual increase of 5 % in the following years

BAU consumption annual increase of 1% and a RPI inflation of 3%

We are aware that energy prices are likely to increase in the future as government subsidies are removed. It is however at this point in time difficult to obtain accurate figures to model the effects. We have therefore chosen to model the effects of rising

energy prices as a high level annual increase as per the figures above even though we are aware that price increases will change in an uneven/ non-gradual way.


Page | 21

Appendix 3 - Embedding Carbon Management

Documents

Majlis Bandaraya Petaling Jaya - Carbon Trust · Majlis Bandaraya Petaling Jaya (MBPJ) worked with the Carbon Trust in 2015 in order to develop a carbon plan through to 2020. This