MBPJ Carbon Management Plan
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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
MBPJ Carbon Management Plan
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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
MBPJ Carbon Management Plan
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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
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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.
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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
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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
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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.
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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
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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
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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
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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
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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
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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
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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
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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.
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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.
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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
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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
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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
35 Street Lighting Ms Nur
Wahidah
RM2,897,409 RM- RM167,436 226 17.30 RM7,259,882 8.1% 2016
36 Street Lighting Ms Nur
Wahidah
RM2,926,384 RM- RM159,064 215 18.40 RM6,723,028 7.7% 2017
37 Street Lighting Ms Nur
Wahidah
RM2,955,647 RM- RM151,111 204 19.56 RM6,211,299 7.3% 2018
38 Street Lighting Ms Nur
Wahidah
RM2,985,204 RM- RM143,555 194 20.79 RM5,723,392 6.9% 2019
39 Street Lighting Ms Nur
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
41 Fleet Project Ms Nur
Wahidah
RM25,000 RM37,500 RM34,621 34 - RM1,457,205 1.2% 2015
42 Fleet Project Ms Nur
Wahidah
RM12,500 RM12,500 RM3,848 4 - RM14,909 0.1% 2015
43 Fleet Project Ms Nur
Wahidah
RM12,500 RM12,500 RM11,541 11 - RM481,613 0.4% 2016
Totals RM51,067,962 RM169,700 RM3,004,363
4,038 - -
- -
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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.
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Appendix 3 - Embedding Carbon Management