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Environmental best practice for FORS companies James Swanston, Carbon Voyage

Environmental best practice for FORS companies James Swanston, Carbon Voyage. Web: www.carbonvoyage.com/freight Twitter: @carbonvoyage. Outline. The basics of sustainability FORS and sustainability How to use sustainability to save money Environmental Audits and Policies

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Environmental best practice for FORS companies James Swanston, Carbon Voyage

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  1. Environmental best practice for FORS companies James Swanston, Carbon Voyage Web: www.carbonvoyage.com/freight Twitter: @carbonvoyage

  2. Outline • The basics of sustainability • FORS and sustainability • How to use sustainability to save money • Environmental Audits and Policies • Carbon/ Greenhouse Gas Accounting for you and your customers

  3. Introduction to Sustainability

  4. What is Climate Change? • The increase in the Earth’s average temperature over a long period of time • Caused by greenhouse gases from: Human activities Natural reasons Source: EU European Commission on Climate Change

  5. Brief history of climate change Source: BBC News

  6. Source: An Inconvenient Truth 1927 – Carbon emissions 1 billion tonnes per year 1989 – Carbon emissions 6 billion tonnes per year 2006 – Carbon emissions 8 billion tonnes per year Source: BBC News

  7. Early warnings Source: BBC News

  8. The effect of Global Warming

  9. Effects: Melting Glaciers • Rising global temperatures • The Polar ice cap is melting at 9% per decade • Over the past 3 decades, more than a million squares miles of sea ice disappeared • If this continues, Arctic summers could be ice-free by 2040 • Glaciers in Glacier National Park will be gone by 2070 Picture Source: NASA

  10. Effects: Rising Sea Levels • Sea expansion due to rising temperature • Melting Glaciers • Global sea level rises by 4-8 inches in the past century • Sea level rising appears to be accelerating • Sea level could rise 10-23 inches by 2100 • Small islands like Maldives, Marshall islands will be gone by 2100 • Soon 70,000 people will become homeless

  11. Effects: Weather • Powerful and dangerous Hurricanes • Increased Volcano Activities • More Floods • Drought and Wildfire • Intense Rainstorms

  12. Effect: Health • Heat Waves • Spread of Deadly Disease

  13. Effects: Migration, Conflict and Wars • Drought and Flooding • Less available water, less food, damaged shelters, less dwindling resources • Migration, conflict and wars will become unavoidable • Countries may seek those resource in order to survive at the cost of others

  14. Future of Climate Change What can we do?

  15. Future of Climate Change • One of the main questions that people have about climate change is, can it be stopped?

  16. FORS and sustainability

  17. Where this fits into FORS benchmarking Silver and gold membership – fuel use/ CO2 and emissions What to do? Manage Reduce What it is? Calculations based on per million vehicle km for each type of vehicle Fleet size/ type x Fuel Consumption

  18. FORS: The Bigger Picture Definition of sustainable freight distribution: ‘The balanced management and control of the economic, social and environmental issues affecting freight transport that: Complies with or exceeds environmental standards, regulations or targets aimed at reducing emissions of climate change gases, improving air quality and minimising impacts from accidents, spillages or wastes Ensures freight is run efficiently, reduces unnecessary journeys, minimises journey distances and maximises loads with effective planning Complies with labour, transport and human rights standards and regulations ensuring that employees and communities affected by freight can function in a healthy and safe environment Minimises the negative impacts of freight activities on local communities’

  19. FORS: The Bigger Picture - Congestion Between 1980 and 2006, average journey speeds decreased by an approximately 14 % - more in rush hours TfL estimates that up to £17 is lost for every hour a vehicle is stuck in traffic. Estimates for the total cost of congestion to London range from £2 to £4 billion Freight, which makes up 17 per cent of all road traffic, is expected to grow by 25 per cent in 2031 Based on 2006 data, the estimated contribution from freight transport in London is 2.2m tonnes of GHG emissions, equalling 5.1 per cent of the Capital’s GHG production and energy use

  20. FORS: The Bigger Picture - Solutions • Delivering freight sustainably through: • Freight Operator Recognition Scheme (FORS) • Delivery and Servicing Plans (DSP) • Construction Logistics Plans (CLP) • Freight Information Portal (FIP)

  21. FORS: The Bigger Picture – Potential Result

  22. How to use sustainability to save money “[M&S] said it had generated £50m in additional profits against its expectation that the plan would cost it £200m over five years.” (The Telegraph, June 2010)

  23. Why sustainability is important for your business

  24. Drivers for Sustainability Case study research has calculated that for every employee fully engaged in their organisation’s sustainability policies, the organisation can save £1,000 in operational costs each year Improved sustainability practise within large corporations can increase profits by 38% when the benefits are aggregated, similar savings in expenditure can be achieved in the public and not-for profit sector

  25. Some of the problems Each transport user/ provider has different challenges, but are all negatively affected by inefficiencies

  26. Some of the Problems Under-utilised transport assets Carbon Emissions Stove-piped transport modes Lack of easy access to supply chain Congestion Pollutants Regulatory Requirements Needless doubling up of vehicles Costs Managing expenditure/ Acquitting receipts Stakeholder/ Reputation Management  Sustainability should be about efficiency, and thus equate to savings

  27. Saving money and building profit requires a coherent strategy

  28. Drivers for Sustainability Macro vs Micro Organisational vs Individual

  29. Organisational Behaviour Drivers for Change Cost Carbon  Regulation Congestion Employees Customers Shareholders

  30. Organisational Behaviour Drivers for Change Cost Carbon  Regulation Congestion Employees Customers Shareholders Drivers against Change Competing resources Inefficient procurement Lack of senior buy-in Lack of coherent and resourced strategy Employee Terms and Conditions

  31. Individual Behaviour Drivers for Change Cost Carbon  Health

  32. Individual Behaviour Drivers for Change Cost Carbon  Health Drivers against Change Opportunity Cost Convenience Unattractive or no incentives Trust Knowledge/ information

  33. Individual Behaviour: Drivers for and against change Drivers for Change Cost Carbon  Health Drivers against Change Opportunity Cost Convenience Unattractive or no incentives Trust Knowledge/ information Opportunities to affect change Information Trust - system Trust - other sharers Management Incentives

  34. Collaborative Consumption Generating efficiencies internally is goodGenerating efficiencies through the value chain is betterOpening up collaboration opportunities is best

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