Management Commitment and Organisational Structure

8.3Policy Statement

8.4Business Case Development and Prioritisation

Airport footprinting data compiled for Level 1 of the programme can be used to identify the areas and activities that present the most significant contributions to the airport’s carbon footprint. Additional information which can help define the financial impact of carbon emitting facilities or activities could include:

• 
  Costs of fuel consumption/purchased electricity for a particular facility.
  
• 
  Costs of maintenance of plant, vehicles or equipment.
  
• 
  Costs of application and compliance with current regulations, environmental permit applications or statutory codes associated with operating the facility or undertaking the activity.
  
• 
  Predicted costs of meeting progressively stricter building codes in the future.
  
• 
  A local or national tax such as the UK’s Climate Change Levy or the Danish Carbon Dioxide Tax.
  
• 
  Trading schemes which may increase the cost of operation or energy/fuel consumption. For example the EU ETS scheme requires the purchase of emissions quotas for emissions over and above an installation’s free allocation.
  
• 
  Information on savings made to date from operational changes and infrastructure changes (e.g. building design).
  
• 
  Identification of energy savings from low cost / quick win initiatives and gains achieved through building design which could be hypothecated to further energy / carbon saving investments.
  

• 
  Meeting current and forthcoming regulatory requirements. Meeting requirements ahead of time can reduce the overall costs of compliance.
  
• 
  Securing the organisation’s ‘license to grow’ by meeting planning authority and public expectations of good practice.
  
• 
  Demonstrating a commitment to sustainability and corporate responsibility can ease the pressure presented by external stakeholders.
  
• 
  Increasing the confidence of investors by demonstrating that the organisation is anticipating and addressing future financial, operational and reputational risks to the organisation.
  

8.5Setting Objectives Demonstrating Continuous Improvement

Participation at Level 2 requires that airports demonstrate continuous improvement in a chosen metric. The chosen metric should be credible in the eyes of the programme and external stakeholders. Further guidance on the choice of an emissions improvement metric for the purpose of participation has been provided in section . However, general considerations for choosing an improvement metric include:

• 
  The views of interested parties and stakeholders.
  
• 
  Financial, operational and business requirements and constraints of the airport.
  
• 
  Availability and feasibility of technologies.
  
• 
  Monitoring, tracking and reporting of progress.
  

8.6Key Performance Indicators, Benchmarking and Reporting

Key Performance Indicators are parameters which allow the airport to track its performance and progress towards achieving targets. KPIs can also allow organisations to benchmark their performance against other organisations or against recognised best practice. Consideration should be given to:

• 
  The mix of absolute and intensity KPIs and the parameters used for intensity based targets for example:
  
  1. 
     Overall emissions by traffic movement.
     
  2. 
     Office/building emissions by floor area or occupancy.
     
• 
  Accepted good practice.
  
• 
  Whether an airport wishes to benchmark its performance against other airports, similar organisations or against recognised good practice.
  

Caution: Benchmarking often results in a distraction from making progress in improving individual performance. Organisations start with the best intentions of being able to compare performance between themselves and others in the same sector. However, it becomes clear that no two organisations are the same – and the same is true of airports - whether it be different scale, different age, different climate, etc. Unfortunately, organisations then spend more and more resource trying to normalise results or derive correction algorithms in an attempt to account for the differences between one facility and another. That resource would often be much better spent focussing on internal performance improvement.

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