10 SUSTAINABILITYSUPPLEMENT
implemented in CP5. This position is informed by the significant barriers to greater imple - mentation that have been identified during the research for this plan. To develop a more robust view of the
barriers that were preventing further energy and carbon efficiency from being implemented, a further workshop took place with energy and environment managers from across the
industry. They concluded that: There is a poor understanding of energy/ carbon saving potential and the financial viability of interventions, in part due to slow progress with traction electricity metering and a lack of robust measurement of energy use
Costs and benefits don’t always sit within a single organisation, with cooperation and sharing mechanisms unclear or inefficient
Carbon and energy have a poor status within strategic and operational decisions and lose out to other factors
There is insufficient consideration of energy and carbon within approaches to minimise industry whole life costs.
These barriers are significant, but not insurmountable. To overcome them and help accelerate the move towards a truly low-carbon railway, a carbon management framework has been developed within the SRP.
Enabling a lower carbon railway Carbon Management Framework An effective carbon management framework can incentivise actions in key areas to overcome the barriers to greater energy and carbon efficiency. Given the complexities of the industry, such a framework needs to include process, policy and financial elements. Robust measurement and monitoring of energy use will be critical to its success. On-train
metering, for instance, is a key enabler to achieving greater traction energy efficiency. With the cost of metering estimated to be £6- 8,000 per AC trainset and £16-20,000 per DC trainset, it is feasible to achieve full metering of current rolling stock in CP5 if the right incentives are in place. But measurement is only one element.
Carbon needs to be targeted in the contracts through which the industry is managed, to ensure adequate resources and senior management involvement. And full con - sideration needs to be given to energy and carbon in consideration of minimising industry whole life costs, to ensure that low-carbon solutions can be built into key decisions and projects. The Carbon Management Framework
reflects these needs and will be key to overcoming the barriers currently slowing progress. The framework is not a group of standalone objectives, nor can it be implemented by individual organisations alone. It represents a whole-system approach, bringing together the industry planning process and franchising policy as the two key drivers of change. It will require the industry, the Office of Rail Regulation, and the government to work together to achieve a successful outcome, building on their existing cooperation to develop the framework in the first place. Implementing, the Carbon Management
Framework will generate further, potentially significant, reductions in carbon emissions. The Strategic Business Plan, to be published in 2013, will give more detail regarding implementation and highlight the potential impact of the plan.
References
1. This may rise to 42% if appropriate international agreements on limiting carbon emissions are achieved
2.
www.decc.gov.uk/en/content/cms/statistics/climate_ stats/gg_emissions/uk_emissions/2009_final/
2009_final.aspx
Industry Carbon Management Framework
Energy efficiency, hence cost reductions, should be included in franchise contracts, alongside robust measurement and reporting
An increase in the metering of traction energy should be incentivised to ensure that operators pay for what they use and reap the benefits of efficiency savings
Network Rail should be incentivised through appropriate financial mechanisms, to efficiently reduce electrification system loss, according to its relative ability to manage the risk
Whole life energy and cost savings should be included as criteria in investment decisions and project criteria, applied across organisational and franchise boundaries. This suggests we need to explore different project financing assessment models that better take into account consideration of whole life whole system impacts
A more robust approach to measuring and monitoring carbon emissions should be implemented, covering both traction and non-traction.
European Railway Review Volume 18, Issue 1, 2012
3. From August 2011 Guidelines to Defra/DECC’s Greenhouse Gas Conversion Factors for Company Reporting. Emission factors quoted are ‘Direct CO2’ for comparison with forecasts. Figure for cars adjusted for an average occupancy rate of 1.6 based on Transport Statistics Great Britain 2010
4.
http://www.networkrail.co.uk/browseDirectory.aspx? dir=%5CPlanning%20for%20CP5
5. IIIB engines will create an initial penalty but will even out due to lightweight trains
6. Assumption for the trajectory is that from 2012 rail fuel consumption will be split equally between the two fuels ie: 50% will be zero sulphur gas oil and 50% will be zero sulphur road diesel.
7. This uses the DECC central energy cost forecast
8. Three interventions were excluded where data or business cases were uncertain were: energy efficient train control systems, energy efficiency initiatives at existing stations and depots and production of renewable energy at stations and depots. There has been no consensus on potential efficiency savings achievable through interventions to reduce electricity transmission losses and this has therefore also been excluded.
9. These interventions were only considered in their entirety and some level of disaggregation may be needed to identify further opportunities (eg in eco- driving) at an organisation level (where it is often happening) or through more specific research.
FURTHER INFORMATION
The work in this article has been overseen by the Sustainable Development Steering Group, which is the leadership group of the Sustainable Rail Programme. It is made up of executives from across the industry including Network Rail, RIA, ROSCOs, ATOC, FOC and TOC owning groups and RSSB as well as DfT and ORR. For more information on this article or
other products developed by the SRP, please email
Sustainablerailprogramme@rssb.co.uk. These include: 1. SD principles
http://www.rssb.co.uk/ SiteCollectionDocuments/national_progra mmes/sustainable_rail/Rail%20Industry% 20Sustainable%20Development%20 Principles.pdf
2. The rail industry sustainable development review 2011
http://www.rssb.co.uk/NP/ SRP/Documents/Rail%20Industry%20SD %20Review%202011.pdf
3. Scenarios planning – Sustainable futures for the rail industry
http://www.rssb.co.uk/ SiteCollectionDocuments/pdf/reports/Rese arch/T713_rpt_final_scenarios.pdf 4. SD self assessment framework.
BIOGRAPHY
Shamit Gaiger heads the industry strategy programmes of Sustainable Development and Safety Management Systems (SMS). These industry pro - grammes are focused on response to the opportunities and challenges presented by the emerging legislation and drivers.
Shamit started her career as an Analyst at an investment bank; she then worked for a management consultancy, advising them internally on strategic matters and sitting on the boards of two foreign companies. Her first degree was in psychology and criminology, before taking a masters degree in organisational behaviour at the London School of Economics.
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