8.7Implementation Plans
Implementation plans are required to detail the means by which the airports will achieve its reduction in emissions.
Key considerations for an airport when identifying and assessing options of emission reduction measures are:
-
The scope for building non-financial outcomes into cost-benefits analysis such as the strategic importance of climate change as an issue on the airport’s license to operate/grow or the options for extending payback periods for certain investments.
-
Constraints of geographical location and local conditions.
-
Climate influence on energy demand e.g. on heating / cooling.
-
Availability of fuels for plant and vehicles.
-
Costs and availability of technologies and skill sets.
-
The current and likely future requirements of planning authorities.
-
Existing codes of practice and future requirements.
Carbon management measures might include:
-
Energy demand reduction – through audit, measurement, management, automated meter reading (AMR), automated monitoring & targeting (AM&T), well set and effective control.
-
Clean energy supply – combined heat & power, renewable energy sources (on site or off site).
-
Low energy design – standards for refurbishment and new build, compulsory inclusion of carbon reduction studies in all new projects.
-
Commuting, travel plans, provision of transport links for staff, passengers and members of the public.
-
Options for alternative fuel airport vehicles.
-
Staff communications and engagement plans.
-
Equal or preferential appraisal for carbon-reducing investment projects.
-
Programme to examine and reduce supply-chain-related emissions.
-
Programme for partner engagement to reduce partner-related emissions (airlines, ground agents, retail, air traffic control, etc…). This will be a requirement for participation at Level 3.
8.8Communication, Awareness and Training
The success of any management plan is highly dependent on the competencies and participation of staff and other stakeholders. Airports should consider the training and information requirements for staff with a strategic or operational influence over energy use and emissions. When assessing training and information needs, an airport could consider:
-
The level of understanding of the business risks presented by climate change and failure to implement effective carbon management plans on the part of senior managers, budget holders and decision and policy makers.
-
Job specific knowledge and skills required by those whose activities have a direct impact on the airport’s carbon footprint such as:
-
Capital investment and design teams - knowledge of current and future legal requirements and building codes, good practice and new design techniques and technologies.
-
Facilities/property managers and engineers - knowledge of effective plant management, consumption management techniques.
-
The need for a general level of awareness of the airport’s progress and any specific behavioural changes required on the part of users of energy consuming equipment and facilities. For example, a campaign to reduce vehicle idling time.
-
External reporting requirements and protocols.
-
Communication and provision of training to third parties and business partners.
Participation at Level 3 requires that airports develop and submit a Stakeholder engagement plan. Further guidance on this is provided in section 9.
8.9Self Assessment and Auditing
Auditing and self-assessment can help an organisation keep track of progress and can identify new areas for improvements or where desired outcomes are not being met. Considerations for an effective audit and assessment programme include:
-
Processes for assessing current performance and prioritising actions and improvement areas. This could be undertaken using a Carbon Management Matrix (“Matrix”) which can provide an insight into the effectiveness of carbon management plans and can identify areas where further work is required. An example is detailed below.
-
Opportunities to undertake specialised energy / carbon studies to interrogate issues in great detail and accuracy (e.g. such as life-cycle assessment, carbon profiles or plant energy efficiency studies). This could be particularly beneficial on building design / infrastructure projects. Some jurisdictions offer government funded energy / carbon audits to organisations that fulfil certain criteria. This could be applicable to the airport company and / or some of its business partners.
-
Provision of training to key departments, project managers and third parties to develop internal skills in self-assessment and auditing.
-
Integrating aspects of energy and carbon assessments and auditing, particularly elements relating to behavioural and operational process changes, into existing airport audit and inspection arrangements (thereby reducing the need for additional assessment frameworks).
8.10Carbon Management Matrix
The Carbon Management Matrix described below can be used to assess the current level of performance in key management areas; policy & systems; organisation; training; performance measurement; communication; and investment. It is not a requirement as part of the programme that this matrix is complete, however it allows performance in each area to be rated by selecting the level which best represents your performance (Level 0 (lowest), to 4 (highest level)). There are a number of advantages to this approach:
-
It can provide a performance framework in which poorly performing elements of the management plan or business can be identified, prioritised and management goals set and tracked.
-
It can help to focus budgeting and management priorities.
-
It allows for year on year comparison of management performance and benchmarking between areas of the business.
-
It could be used to assess the performance of business partners and to set minimum requirements for contractors.
The matrix is supported by some key questions to pose to gather information to support the rated level chosen.
MANAGEMENT LEVEL
|
Level
|
POLICY AND SYSTEMS
|
ORGANISATION
|
TRAINING
|
PERFORMANCE MEASUREMENT
|
COMMUNICATION
|
INVESTMENT
|
4
|
Carbon policy action plan and regular review have active commitment of top management
|
Fully integrated into management structure with clear accountability for energy consumption
|
Appropriate and comprehensive staff training tailored to identified needs, with evaluation
|
Comprehensive performance measurement against targets with effective management reporting
|
Extensive communication of energy issues within and outside organisation
|
Resources routinely committed to energy efficiency in support of business objectives
|
3
|
Formal policy but not active commitment from top
|
Clear line management accountability for consumption and responsibility for improvement
|
Energy training targeted at major users following training needs analysis
|
Weekly performance measurement for each process, unit or building
|
Regular staff briefings, performance reporting and energy promotion
|
Same appraisal criteria used as for other cost reduction projects
|
2
|
Un-adopted policy
|
Some delegation of responsibility but line management and authority unclear
|
Ad-hoc internal training for selected people as required
|
Monthly monitoring by fuel type
|
Some use of company communication mechanisms to promote energy efficiency
|
Low or medium cost measures considered if short payback period
|
1
|
Unwritten set of guidelines
|
Informal mainly focused on energy supply
|
Technical staff occasionally attend specialist courses
|
Invoice checking only
|
Ad-hoc informal contacts used to promote energy efficiency
|
Only low or no-cost measures taken
|
0
|
No explicit carbon policy
|
No delegation of responsibility for managing energy
|
No carbon related staff training provided
|
No measurement of energy costs or consumption
|
No communication or promotion of energy issues
|
No investment in improving energy efficiency
|
Component
|
Key Questions
|
Policy & systems
| -
Is there a formal energy / environmental policy?
-
Is there a formal energy / environmental management system
-
What role does top management play?
|
Organisation
| -
Is there a person or department responsible for energy / environmental management?
-
Is there an official committee that deals with energy / environmental issues?
-
What role does top management play?
|
Training
| -
Is there training for staff on energy / environmental management and conservation?
-
Who is trained, what the training is about, who gives the training?
|
Performance measurement
| -
What energy / environmental data are collected?
-
How are data collected (from supplier invoices meters or measured by the company) and at what level (at plant level or for each department / production process also) and how often (daily, monthly, quarterly, annually)?
-
What information is reported to top management (how, by whom and how often, e.g. Monthly Management Report, and what does management do with this information (e.g. set targets, determine future energy consumption, give feedback to departments)?
|
Communication
| -
Is there awareness-raising for staff on energy / environmental management and conservation?
-
How awareness is raised, what the awareness is about, for which staff, who does the awareness raising?
-
Is there marketing of the importance and results of energy and environmental management outside the organization?
-
Are staff briefing used to education and communicate energy and carbon information and issues?
-
How is staff motivated to come up with new ideas for energy / environmental improvements? (what type of communication like meetings, newsletters, notice boards; who communicates with staff; which staff are covered)
-
Does the company give rewards or recognise staff for good ideas?
-
What role does top management play?
|
Investment.
| -
What is the process for evaluating and approving projects?
-
What criteria are used for the evaluation of any projects (e.g. impact on safety, labour and product quality, investment costs, savings, payback period, ease of implementation etc.)? Are energy and greenhouse gas emissions considered in all project evaluations?
-
What are the minimum criteria that a project (including an energy project) should meet? (ask maximum investment, maximum payback period e.g. 2 years, so that you know if you can look at all options later, or maybe just as low cost options with a short payback period)
-
Have there been projects that were not implemented?
|
Share with your friends: |
