2010 - trca.on.ca

August, 2011

Toronto and Region Conservation Authority

Corporate Sustainability Report (CSR)2010

Message from Brian Denney, Chief Administrative Officer, TRCA

2010 was another exceptional year in which we made significant progress toward our vision of the Greater Toronto Area as a Living City. Through collaboration with our partners we were able to move forward with business engagement and action through Partners in Project Green, neighbourhood engagement through Sustainable Neighbourhood Retrofit Action Plans and developed The Living City® Report card which will be released in 2011.

At TRCA we also recognize that sustainability isn’t just about the many projects and programs that we undertake in collaboration with our many partners. In order for society to achieve sustainability, and our vision of The Living City®, we need each organization and individual to address how sustainably they conduct their business and themselves as individuals.

In this Corporate Social Responsibility Report we outline our annual efforts to become a better organization, to reduce our environmental footprint, to improve the wellbeing of our employees and that of the people we can reach in the community at large.

Above all, sustainability is a journey and the decisions we make along that journey will shape our collective future. If we all do our part along the way we can make this great region a truly Living City.

Brian Denney, P. Eng.

Table of Contents

Executive Summary ____________________________________________________________________4

1.0 Introduction _______________________________________________________________________6

2.0 Employee Engagement _______________________________________________________________8

3.0 Carbon Footprint __________________________________________________________________14

4.0 Energy Use _______________________________________________________________________18

5.0 Water Use ________________________________________________________________________25

6.0 Green Purchasing __________________________________________________________________27

7.0 Vehicles, Fuel and Travel _____________________________________________________________30

8.0 Land Management _________________________________________________________________34

9.0 Waste Management ________________________________________________________________38

10.0 Social Sustainability ________________________________________________________________41

Appendices __________________________________________________________________________44

4 TRCA Corporate Social Responsibility Report 2010

Executive Summary This report summarizes Toronto and Region Conservation’s (TRCA) progress towards sustainable operations in 2010 and outlines our targets and objectives for 2011. TRCA’s activities with respect to Corporate Social Responsibility (CSR) are reported in nine categories of sustainable operations:

1 Employee Engagement

In 2010, TRCA launched CarbonCats, an employee outreach program designed to engage staff on the issue of sustainable behavior, in a fun and interactive way. As well, in 2010, TRCA surpassed its targets for participation in Pollution Probe’s Clean Air Commute; joined an innovative multi-company cooperative “green office consortium” to jointly work on employee engagement and office greening initiatives; began development of an EcoCentres certification program for outdoor education centres; and began transitioning its 5 education centres from Ontario EcoSchools to Ontario EcoCentres. High staff participation in these efforts was a result of our renewed focus on communication and staff engagement.

TRCA also provides staff with dedicated parking spaces for car pooling and provides opportunities for staff to work from home.

2 Carbon Footprint

TRCA’s carbon footprint decreased by almost 400 tonnes from 2009 (10%). Approximately 1/3 of this decrease resulted from a reduction in natural gas and electricity consumption at TRCA facilities (see Energy Use, Section 4 of this report). Two-thirds of the reduction in the carbon footprint is due to a dramatic reduction in the amount of waste sent to landfill (see Waste, Section 8 of this report).

3 Energy Use

Although total TRCA energy use is up 4% from our 2005 base year, it decreased 8% from 2009. Over the same period, energy use per staff continued to decrease, attesting to the successful conservation measures TRCA has taken, such as reflective roofs at Black Creek Pioneer Village (BCPV) and Head Office; high efficiency heating and cooling at Head office; geothermal heating and cooling at Lake St. George and Downsview office.

TRCA Corporate Social Responsibility Report 2010 5

4 Water Use

Over the past 4 years municipal water usage at TRCA has been fluctuating between 31,000 cu. m and 70,000 cu. m. The decrease in water usage in 2010 is adttributed to the closer of Pettiocoat Creek pool during reconstruction. Staff are looking into errors in billing data that may account for the excessive water usage in 2007, 2008 and 2009.

5 Green Purchasing

TRCA continues to pursue responsible, “green” procurement of products and services through both its Corporate Procurement Policy and its Mandatory Green Procurement List.

6 Vehicles, Fuel and Travel

TRCA employees continue to consume more fuel and drive more kilometres on business each year, most of which is explained by the physically large jurisdiction. TRCA staff drove approximately 23,000 more kilometres in 2010 than they did in 2009. TRCA continues to make subway tokens available for staff on corporate business as well as providing conference calling services.

7 Land Management

TRCA is well on the way to having land management plans in place for its major property holdings. Eight plans have been completed to date and another 5 are currently in process.

8 Waste Management

TRCA generated 442 tonnes of waste in 2010 from 17 sites/facilities, a reduction of approximately 31% from 2009. Of the 442 tonnes, 95 tonnes were recycled and 348 tonnes were sent to landfill. Thus, TRCA achieved a diversion rate of 21%, which is comparable with studies of the GTA commercial sector but down from what was achieved in previous years.

9 Social Sustainability

TRCA continues to be an employer of choice as evidenced by the low number of sick days and low rates of employee turnover. In addition TRCA operates innovative programs such as Professional Access and Integration Enhancement (PAIE), Mentoring to Placement (M2P), and the Environmental Volunteer Network (EVN) aimed at helping new Canadians find gainful employment.


1.0 IntroductionTRCA plays a leadership role in moving our region toward The Living City® Vision. But we recognize that our daily operations have an impact on the environment. The use of our vehicle and equipment fleet, our energy consumption, the products and services we buy, how we manage our lands and what we do with our waste, all contribute to humanity’s environmental impact. TRCA is committed to a

process of continual improvement toward operational sustainability as well as the annual review of progress and setting of new targets and objectives, in order to reduce, to the extent possible, our impact on the environment. TRCA’s Corporate Social Responsibility Program reports on all internal/policy/operational efforts towards corporate sustainability.

The Corporate Social Responsibility Program

The Corporate Social Responsibility Program (CSRP) is the administrative effort to transition TRCA toward sustainability. The fundamental goals of the CSRP are:

• to measure and track indicators of operational sustainability;

• to track actions taken toward sustainable operations;

• to engage staff in sustainability at work and at home; and

• to report on and celebrate progress toward operational sustainability.

TRCA tracks operational sustainability in 9 different areas:

1. Employee Engagement

2. Carbon Footprint

3. Energy Use

4. Water Use

5. Green Purchasing

6. Vehicles, Fuel and Travel

7. Land Management

8. Waste Management

9. Social Sustainability

Each of these categories form a chapter in this report and for each, the following information is presented:

• Vision

• Goals

• Objectives

• Where We Are

• Where We Are Going


1.1 Scope of Sustainability Reporting at TRCAFor the purposes of this report, calculations of TRCA’s environmental impact are based on the following:

• Only internal operations are considered.

• Operations by consultants and/or contractors are not considered at this time.

• TRCA environmental achievements resulting from TRCA business such as our extensive forest holdings; tree plantings, habitat restorations, etc., are not considered.

• Offsets are not included, at this time.

• Travel to and from work is outside the scope of this report; however, all business travel is included.

• All facilities owned, operated or leased to TRCA are included in calculations under the 9 categories of sustainability performance (see page 3).

• Rental properties, whether currently rented or not, are not included.


2.0 Employee EngagementTRCA will only ever be as sustainable as its employees. The long term cultural commitment to a sustainability ethic will depend on having employees for whom sustainable living and working is a fundamental priority. For this reason, Employee Engagement is one of the key components of TRCA’s CSRP.

Vision

• TRCA staff are champions of sustainability where they work, learn, live and play.

Corporate Goals

• Develop and carry out an annual employee engagement program to facilitate and assist staff involvement in sustainability related activities where they work, learn, live and play.

Specific Objectives

• Have 80 staff members participate in Pollution Probe’s Clean Air Commute by 2012

• At least 200 staff members participate in the “20 Minute Clean Up” by 2012.

• Have EcoSchool/EcoOffice type programs at all work locations by 2012.

• Improve CSRP profile in employee orientation process.

2.1 Where We AreSummary

2010 was an exceptional year for TRCA employee outreach around the core issue of sustainability. CarbonCats, an employee outreach plan designed to engage staff in a fun and interactive way, was launched. CarbonCats, and the image of the TRCA branded critter (CarbonCat), will provide a face for employee sustainability outreach into the future. As well, in 2010, TRCA surpassed its targets for participation in Pollution Probe’s Clean Air Commute; joined an innovative multi-company cooperative “green office consortium” to jointly work on employee engagement and office greening initiatives; initiated development of an EcoCentres certification program for outdoor education centres; and began transitioning its 5 education centres from Ontario EcoSchools to Ontario EcoCentres. High staff participation in these efforts was a result of our renewed focus on communication and staff engagement.


Birth of a CarbonCat

TRCA needed to put a playful, happy face to its sustainability outreach program – an engaging symbol of our renewed effort to engage staff and cooperatively continue our march to sustainability. Before team members had time to give it much thought, Jyotsna Dhadwal, of our Human Resources Department, suggested the TRCA CarbonCat. Immediately, it clicked with everyone.

Catherine MacEwen, TRCA’s Director of Human Resources and Marketing says, “The cat is cool, and fun, and if you look close, you’ll notice that it has one paw with a print and one paw that is clear. This represents our current

condition and our vision of having no carbon footprint in the future.”

Green Commuting

The Clean Air Commute is an annual one week program from Pollution Probe which engages employees of participating companies in pledges to commute to work sustainably. TRCA is a founding member of Smart Commute, North Toronto and Vaughan, a membership directed NGO dedicated to reducing single occupancy vehicle travel. Through its founding membership in Smart Commute North Toronto and Vaughan TRCA participates in the annual Clean Air Commute, provides staff that “commute green” with a free cab ride home in case of emergency, free Internet-based ride matching and seminars on safe biking and transit use.

In 2010, TRCA surpassed its target of 80 participants with 91 staff members taking part in the Commute. This increase in participation was due, in part, to the overall more aggressive focus on employee engagement undertaken in 2010.

To help promote car-pooling amongst staff 4 premier parking spaces at head office are reserved for registered staff car pools.

* Participants in Clean Air Commute

* No participation records available prior to 2007.

2008 2009 2010 Target 201220070

20

40

60

80

100

Target (2012)

Sta� Participating in Clean Air Commute


Cycling to Work

Between 15 to 20 TRCA staff regularly bicycle to work, many from long distances. Cycling to work provides not only environmental savings associated with the reduction of fossil fuel use, it also contributes to employee fitness and health. Quintin Hanchard is one of our keen bike commuters, logging 8,000 km’s annually in his 40 km daily commute to and from work.

While some staff are regular bike-commuters, Noah Getz lives too far away to cycle to work often. However, once or twice a year for the past three years, Noah has commuted from Barrie,

Ontario to TRCA’s Toronto Head Office by bicycle and then loads up his two-wheeler on the GO Train at the end of the day for the ride home. Noah’s trip covers approximately 75 kilometres and saves roughly 24 kg of carbon emissions.

20 Minute Toronto Makeover

The 20 minute makeover is a City of Toronto led effort to take 20 minutes out of the workday to clean up garbage and recycle recyclables from the grounds around the city’s businesses. TRCA participates annually in the “20 Minute Makeover”. TRCA has broadened its participation in this effort to its offices and work locations outside of Toronto. In 2010, 91 staff participated in the “20 Minute Makeover”. 2010 was the first year accurate numbers of participants were kept, though it is highly likely that this was the best year yet for participation.

Sta� Participants in the 20 Minute Makeover

2010 Target 20120

50

100

150

200

Target (2012)

Sta� Participating in 20 Minute Makeover

No. of Sta�


EcoSchools, EcoCentres, and EcoOfficesEcoSchools and EcoCentres

In 2010, our field centres, Black Creek Pioneer Village and Kortright once again became certified EcoSchools for the third consecutive year. EcoSchools certification demands high environmental performance and the integration of sustainable operations into the curriculum.

Also, in 2010, TRCA, in conjunction with other partners, began developing a new program, EcoCentres, which will be designed to replace and/or compliment EcoSchools at TRCA’s outdoor education centres. EcoCentres focuses on education facilities that are visited by students for either one day or multiple days in residence.

EcoOffices

In 2007, TRCA launched its EcoOffices program (modeled on EcoSchools) for Boyd Office, Restoration Services Centre, Head Office and Downsview. EcoTeams meet regularly to, assess office performance, develop and implement office greening plans. In 2010, each of these 4 offices was once again certified as a TRCA EcoOffice.

CarbonCats

In 2010, TRCA developed and launched CarbonCats, its employee engagement program for sustainability.

CarbonCats is designed to be an inclusive staff outreach effort which:

• Promotes sustainable behaviour at work and at home

• Educates staff with information and tips on becoming sustainable

• Furthers staff morale and team spirit

• Celebrates TRCA’s corporate sustainability achievements and efforts

In 2011, CarbonCats will be focused on engaging staff through the promotion of the new Living City Carbon Calculator. In is anticipated that, in subsequent years, CarbonCats will evolve numerous means of engaging staff, becoming a dynamic program through which continual staff engagement initiatives are offered.

While the program was devised and launched in 2010, 2011 will be the first year for which performance metrics will be graded and for which program effectiveness will be reported.

Employee Orientation

New materials promoting and educating new TRCA staff on our corporate sustainability efforts were devised in 2010.

In 2011, these materials will be enhanced with a short video, which will be made available to new staff at orientation, as well as to all staff through a CSR hub in the TRCA Intranet (to be developed in 2011).

POSI – Properties and Offices Sustainable Innovation Consortium

In 2010, TRCA became a founding member of the POSI, a consortium of businesses that meets to share actions and knowledge for operating greening offices. It consists of facilitated teams of organizations in the Pearson Eco-Business Zone who are committed to attaining World Class Environmental Sustainability Performance in their sector.


2010 Actions/Achievements

• Held 2 staff SmartCommute events and promoted trip reduction strategies through continuing membership and support of SmartCommute, North Toronto and Vaughan.

• Set new record for participation in the Clean Air Commute.

• 5 certified Ontario EcoSchools.

• 4 certified EcoOffices.

• Participated in the City of Toronto 20 Minute Makeover.

• Participated in staff training on engaging employees in a corporate sustainability program.

• Held office clean up days at Head Office and Downsview Office – sharing and reuse of unwanted equipment, furniture and materials.

• Development and launch of CarbonCats.

2.2 Where We Are GoingTRCA will continue to improve its employee outreach in order to maximize staff participation in sustainability. CarbonCats, an online sustainability portal, and the continuation of green team work through EcoOffices, EcoSchools/EcoCentres, are central to the effort to connecting with employees and spurring a culture of sustainability. We will celebrate our successes and continue to raise awareness through: postings to the CarbonCats section on the TRCA Blog; sustainability visual boards administered by office green teams; user Emails; and special events.


Planned Actions: 2011

• Participate in the 20 Minute Make Over.

• Participate in the Clean Air Commute.

• Complete CarbonCats-based launch of The Living City® Calculator.

• Develop and offer next stage of CarbonCats.

• Develop CSR video for employee orientation process.

• Develop CSR Intranet site with CSR resources, promotional materials, a goods reuse exchange, and other services.

• Continue EcoOffices program at Head Office, Boyd Office, Downsview and Restoration Services Centre.

• Launch EcoCentres program at Claremont, Albion, and Lake St. George Field Centres, as well as at Black Creek Pioneer Village and Kortright Centre.

• Continue working externally with POSI consortium, developing and sharing new means of engaging employees on sustainability.


3.0 Carbon Footprint Carbon footprint is a measure of an organization’s emissions of greenhouse gases and thus provides an indication of their contribution to climate change and is one significant measure of an organization’s sustainability.

Vision

• TRCA operations will have a positive effect on greenhouse gas emissions and thus help mitigate climate change (offset the emissions of others).

Corporate Goals

• TRCA will be carbon neutral by 2025.

• Reduce greenhouse gas emissions by 50% from 2005 levels by 2018.

Specific Objectives

• 70% reduction in carbon footprint at Field Centres, by 2018.


TRCA’s carbon footprint, uncertified and as defined by the scope and limitations outlined below, has decreased by almost 400 tonnes from 2009, a percentage decrease of 11%. Approximately 1/3 of this reduction is explained by a reduction in natural gas and electricity consumption at TRCA facilities (see Energy Use, Section 4 of this report). Two-thirds of the reduction in the carbon footprint is due to a dramatic reduction in the amount of waste sent to landfill (see Waste, Section 8 of this report).

Scope of Carbon Accounting in This Report

The globally accepted standardized methodology for reporting on carbon requires an organization to define the “scope” of its reporting and to reliably collect representative data from across the organization. With the assistance of Pinchin Environmental and CarbonCounted, TRCA has calculated a carbon footprint for 2010 based on the mandatory elements Scopes 1 and 2 in the International Standards (see box on carbon emissions accounting on page 16). Coolant loss from cooling systems as well as the impact from TRCA’s small livestock holdings, while mandatory for Scopes 1 and 2, was not included as coolant-loss volumes from our many holdings were not available. The impact of these items is expected to be small; however, we will be devising and enacting methodology for obtaining this data in 2011. As well, it is not yet technically possible to accurately assign each miscellaneous fuel purchase (i.e. for small equipment etc.) to either a specific type of fuel or a specific piece of equipment. Miscellaneous fuel purchases were therefore assigned to “off-road gasoline vehicles”, which may, in fact, result in a higher carbon output than would have been the case if specifics were identified. In 2011, these data issues will be addressed by TRCA.


In addition to the mandatory elements in Scope 1 and Scope 2 of the standards, TRCA also calculated the carbon emissions for one important Scope 3 item: waste sent to landfill. This Scope 3 element is included in the overall carbon emissions reported.

TRCA Corporate Carbon Footprint – Mandatory Factors (Scope 1 and 2 of international standards)

TRCA’s 2009 and 2010 carbon footprints (Scope 1 and 2)

2009 20102400

2900

3400

Scope 1 and 2 Carbon Footprint (tonnes CO2 e)

TRCA Total Corporate Carbon Footprint – Mandatory Factors Plus Scope 3

TRCA’s 2009 and 2010 total carbon footprint (Scope 1, 2, and 3)

2009 20102400

3000

3600

Scope 1 and 2 plus Waste,Carbon Footprint (tonnes CO2 e)

The 11% reduction in carbonfootprint resulted mostly from a decrease in waste sent to landfill, although facility energy use was down as well.


Breakdown of Operational Contributions to 2010 TRCA Total Carbon Footprint

Vehicles and Equipment - 698 tonnes GHG

Waste - 606 tonnes GHG

Facilities - 1815 tonnes GHG

Carbon Emissions Accounting – How it`s done!

Scope 1 - Direct GHG emissions: Carbon emissions occurring from sources that are owned or controlled by the company (e.g. emissions from combustion in owned or controlled boilers, furnaces and vehicles).

Scope 2 - Electricity indirect GHG emissions: Carbon emissions from the generation of purchased electricity consumed by the company.

Scope 3 - Other indirect GHG emissions: Carbon emissions which are a consequence of a company’s activities, but occur from sources not owned or controlled by the company (e.g. emissions from waste, the extraction and production of purchased materials; and employee travel to and from work).

The GHG protocol describes scopes 1 and 2 as mandatory reporting categories, and scope 3 as a voluntary reporting category.


3.2 Where We Are GoingBased on the data, more than half of TRCA’s operational carbon footprint is comprised of facility energy use. In the years to come, the movement to more energy efficient facilities powered by renewable energy will allow TRCA to approach or meet its carbon neutral goal.


• Develop a corporate strategy for achieving carbon neutrality.

• Engage TRCA CSR Sustainable facilities working group to improve data collection necessary for more accurate carbon footprinting at both the corporate and facility level.


4.0 Energy Use Energy consumption at TRCA’s many facilities accounts for the bulk of our greenhouse gas emissions, and thus, our carbon footprint. As such, reducing energy consumption and/or switching to green energy sources is the most important direction we can take to meet our long term corporate goals of mitigating climate change.

Vision

• TRCA is a net producer of green energy for the community.

Corporate Goals

• TRCA produces renewable energy equivalent to 80% of its total energy consumption by 2025.

• Total energy consumption is reduced by 50% from 2005 levels by 2025.

Specific Objectives

• 50% of TRCA facility space is heated and cooled from renewable sources by 2015.

• Reduce total energy consumption by 30% from 2005 levels by 2015.

• Source 80% of electrical energy from green sources by 2015.

4.1 Where We Are Summary

Total TRCA energy use is up 5% from our 2005 base year. Over the same period, TRCA staff levels also increased. In 2010 total facility energy consumption decreased approximately 3% from 2009, even as staff levels remained roughly the same.

Total Energy Use

In 2010, electricity accounted for the bulk of TRCA facility energy use (66%), followed by natural gas (24%) and heating oil (8%).


TRCA Facility Energy Breakdown, 2010

Heating Oil 8%

Natural Gas 25%

Electricity 67%

Organizational growth and the addition of two major facilities (Restoration Services Centre and BCPV Pavilion) are the primary causes of our increasing energy consumption since 2005. The graph below illustrates the progression of TRCA total energy use (natural gas, oil, hydro) from 2003 to present.

Despite previous increases in consumption, efficiencies have been attained through conservation efforts in recent years.

Total Energy Consumption at TRCA

2003

Gigajoules

2005 2007 2009 Target 20100

5000

10000

15000

20000

25000

30000

35000

Target 2015

Existing TRCA Energy Use GJ(excluding renewables)

* The total energy use excludes energy produced from on-site renewable sources (e.g. net metered PV panels at Restoration Service Building) but DOES include green electrical energy purchased through Bullfrog Inc.


Another way of illustrating the energy efficiency performance at TRCA is to graph total gigajoules (GJ) of facility energy used per employee. As the graph below shows, this measure has trended down since 2003.

Energy Use per Employee over Time

2003 20052004 2006 2007 2008 2009 20100

10

20

30

40

50

60

GJ Energy consumed per employee

Renewable Energy

TRCA’s progress toward renewable energy at its facilities is a major achievement. Currently, approximately 25% of TRCA facility floor space (square footage) is serviced by renewable energy sources for heating and cooling. This is an increase from 18.7% in 2008, with the addition of geothermal heating and cooling at the Downsview Office (2009), the two dormitory buildings at Lake St. George Field Centre (2009) and the new workshop at Boyd Office (2010). These buildings join the Living Machine building at Kortright Centre and the LEED Platinum Restoration Services Centre, and the two archetype houses at Kortright Centre, and 40% of BCPV Visitors Centre, all heated and cooled via renewable technologies.

In addition to the above, “green” electricity supplies 100% of hydro needs for the Kortright Centre, the LEED Platinum Restoration Services Centre; and Head Office (5 Shoreham Drive).


Boyd Office Workshop Goes Renewable

In 2010, the new Boyd Office workshop was constructed with an innovative and sustainable bio-mass boiler for facility heating. When the wood stove isn’t stoked the facility reverts to natural gas heating. The shop is physically divided into 2 zones, wood working shop and mechanical shop. The mechanical side is kept just above freezing during the winter and the temperature is only increased when a crew is working in there for a couple of days or so then lowered after they’re finished. The wood working shop is kept around 60 degrees F during the day and lowered at night and weekends (with an electronic thermostat). Wood for the boiler will be grown on TRCA lands creating essentially a closed loop for the CO2 that is emitted. This innovative system has added 2,800 sq. ft. of floor space covered by renewable energy to TRCA’s corporate totals.

Facility Floor Area (sq. ft.) Serviced Heated or Cooled by Recognized Renewable Energy Technologies(e.g. ground source, wood boiler).

2008 2009 2010 Target 20150

50000

100000

150000

200000

250000

300000

350000

Total TRCA Building Area (sq. ft.)

See appendix for explanation of changes towater sourcing at TRCA.

Total TRCA Building Area(Target - 2015) (sq. ft.)

Building Area Servicedby Renewable Energy (sq. ft.)

sq. ft.of �oorspace


Electricity Sourcing

TRCA’s objective is to source 80% of its electricity from green sources by 2025. The chart below illustrates the current breakdown of Bullfrog sourced green power and conventional grid power in 2010 (column one) and shows what 80% would look like in 2025 at the targeted level of electricity consumption (50% of 2005 baseline).

2010 Target 20250

1000000

2000000

3000000

4000000

5000000

6000000

Eletricity kwhs

Proportion of TRCA Electricity Consumption from Green Sources

Conventional Electricity

Green Electricity

The Target 2025 column shows TRCA’s total electricity consumption reduced at the same time as the proportion of green sourced electricity is raised to 80%.



• Launched TRCA Facility Sustainability Working Group.

• Initiated LEED Existing Buildings survey at Black Creek Pioneer Village.

• Conducted energy audit for Lake St. George Field Centre.

• Conducted lighting audit at Black Creek Pioneer Village and prepared plans for retrofit in 2011.

• Student-led study on Restoration Services Centre (RSC) energy efficiency and performance determines RSC is one of a few LEED buildings operating as it’s supposed to.

• Installed new biomass boiler in new Boyd Office workshop.

• Kortright energy retrofit design prepared.

• Energy Star printers at Boyd Office.

4.2 Where We Are GoingTRCA’s sustainable energy goals will be met with a combination of conservation and a move to renewables. In order to plan for this, TRCA will develop corporate Facility Sustainability Plans to guide further retrofits, identify expectations for new facilities and conversions to renewable energy. Purchase of green electricity is an interim step along our path to the production of our own electricity from renewable sources.



• Lighting audit and retrofit at Black Creek Pioneer Village.

• Lighting retrofit at Lake St. George Field Centre.

• Complete facility specific sustainability performance reports for all of TRCA’s major sites.

• Continue with Kortright Sustainability Retrofit plans (including geothermal).

• Complete TRCA Facility Sustainability Plan.

• Pursue geothermal heating and cooling at Black Creek Pioneer Village.

• Continue pursuit of Feed in Tariff (FIT) plan for TRCA.

• Energy Audit of BCPV food services facility.

• Move some staff to energy efficient facility at Earth Rangers.

• Albion Hills Conservation Area - 2 Navien Tankless Hot water heaters to be installed in Chalet Building, 2, 92% high efficiency furnaces to be installed; Propane to replace oil for high efficiency output and streamlined usage with other infrastructure.

• Re-insulating walls and replacement of windows in Albion Hills workshop.

• Solar panels to be installed at the Cabin Extension at Glen Haffy Conservation Area.

• Indian Line Campground – 2 Navien Tankless Hotwater heaters to be installed in washroom building; 1, 92% high efficiency furnace to be installed; Propane to replace oil for high efficiency output. Solar thermal panel to be installed for preheating hot water tanks.


5.0 Water Use Climate change and population growth are thought to be sending society toward a global water crisis, with water seen as a commodity for human consumption and agriculture. As well, drawing water through a complex municipal system takes large amounts of energy, adding to our carbon footprint. Water conservation and a re-thinking of how we use water are central to TRCA’s sustainability.

Vision

• TRCA operations and facilities are models for managing potable water and stormwater runoff.

Corporate Goals

• Minimum 15mm of source water control at all TRCA facilities.

• Reduce total water consumption from 2009 levels by 35% by 2025

Specific Objectives

• Reduce water consumption at corporate offices (Downsview, Head Office, and Boyd) Kortright and Black Creek Pioneer Village 25% from 2009 levels by 2015.

5.1 Where We AreWater usage has fluctuated between 31,000 cu. m and 70,000 cu. m since 2007. Significant increases in water usage appear to be sporadic and may be attributable to errors in billing data. The sustainable facilities group will be analyzing water usage in 2011 and will make recommendations for future management.

Total Water Consumption from Municipal Systems (excluding Bathurst Glen Golf Course)*

2004 20062005 2007 2008 2009 20100

10000

20000

30000

40000

50000

60000

70000

80000

Municipal Water Use - TRCA Total Cubic metres

Cubicmetres



• Completed design of new “natural/green” pool at Petticoat Creek to replace the old pool.

5.2 Where We Are Going


• CSR Corporate Facility Sustainability Plans ( through Facility Sustainability Working Group) to set goals, objectives and targets for potable water reduction and stormwater treatment (and metrics and methods for monitoring) and develop plans for gathering consumption data and planning for conservation actions.

• Analyze historical water use at Bathurst Glen Golf Course and discuss water use reduction options.

• Completion of new Petticoat Creek Aquatic Facility – a sustainable/green pool (see box, below).

• Determine metrics for measuring and reporting on TRCA stormwater practices at its facilities.

Petticoat Creek Conservation Area Aquatic Facility

In 2012, a new “green” pool will open at TRCA’s Petticoat Creek Conservation Area. Some of the features of the pool are as follows:

• fully accessible;

• 6 feet deep, over 1600m2 (510m2 deep area and 1,090 m2 shallow area) concrete pool with beach entry;

• state of the art vacuum DE filtration system with skimmers and recycled backwash waters;

• splash pool area over 1500m2 with interactive water play as well as hand manipulated water features;

• large splash pad without standing water;

• both active and passive water play areas at varying heights and spray effects;

• large seating, picnicking, and viewing areas; and

• barrier-free, 1,500 sq. ft. adjacent pool complex facility featuring low flow toilets, faucets, motion occupancy and T8 lighting.


6.0 Green Purchasing The goods and services an organization purchases has a direct impact on the local and global environment in two ways. Firstly, goods and services have different ecological footprints associated with their life cycles and consequently, buying the more sustainable offerings reduces our own corporate footprint. Secondly, the simple act of directing our dollars from unsustainable companies/suppliers to sustainable ones helps to support and broaden the sustainability ethic in the greater economy.

Vision

• TRCA procures all the products it consumes and services it hires from environmentally and socially responsible sources.

Corporate Goals

• 40% of food purchased by TRCA is sourced locally by 2012.

Specific Objectives

• Establish facility/area/operation specific objectives by 2012.

• Determine methodology for assessing performance (and, consequently, setting additional, quantifiable Corporate Goals) by 2011.


TRCA continues to pursue responsible, “green” procurement of products and services through both its Corporate Procurement Policy and its Mandatory Green Procurement List (see next page).

Procurement Practices

From the early years of the CSRP, TRCA senior management has recognized the importance of procuring sustainable products and services as a method of both supporting green businesses and helping change the fundamentals of our unsustainable economy.



• Commenced development green cleaning policy for TRCA facilities, based on results of audits performed in 2009.

• Developed definition of local food – 100 km from the facility where the food is prepared and consumed.

• Participate in the Green Procurement Leadership Council with Greening Greater Toronto.

TRCA - Mandatory Green Product and Service Procurement List

Product Mandatory Green Product

Light Bulbs Only Energy Star rated Compact Fluorescent Lamps (CFLs). No incandescent bulbs to be purchased (not including exempted applications).

Fluorescent Light Fixtures

Only High Efficiency Electronic Ballast type, operating at least 20,000 Hertz, utilizing T8 lamps with CRI rating approximately 75.

Cleaners 100% of cleaning products, and hand soaps used on Authority property will be “green products” (EcoLogo, GreenSeal).

Paper All paper must include at least 50% post-consumer recycled content and be FSC certified (exemptions for plotter paper and other one off specially products).

Automobiles Greenfleet Policy/See Fleet Manager.

Appliances Only Energy Star rated - refrigerators, washers, dishwashers, de-humidifiers.

Monitors Purchase only LED computer monitors.

Electronics Only Energy Star rated.

Air Conditioning Only Energy Star rated.

Thermostats Only Energy Star rated.

Gas or propane furnaces Must have an Annual Fuel Utilization Efficiency equal to or greater than 88% - the highest category of ratings in the Canadian Energy Guide.

Green Hotels Must use Audubon or other green certified hotels on TRCA business (if available and practical).

Green Printers Must source bid from at least one EcoLogo/FSC certified green printer on all bid searches for external printing requirements. Must use FSC certified paper where possible.

Corporate Courier Contract

Courier must be a leader in sustainable operations in sector (e.g. listed on Dow Jones Sus. Index).

Boilers Only Energy Star rated.


6.2 Where We are Going


• Carry out green procurement training for staff.

• Continue green cleaning audit policy development and ensure green products and practices are employed in facility cleaning.

• Determine methodology for tracking local food sourcing levels.


7.0 Vehicles, Fuel and Travel Fleet use is estimated to be the second largest contributor to our carbon footprint behind facility energy use.

Vision

• TRCA’s transportation needs will be met by sustainable electric and biofuel based-vehicles.

Corporate Goals

• TRCA’s fleet will achieve an average of 12 litres per 100 kilometres fuel efficiency by 2018.

• TRCA’s fleet sustainability will continue to lead other agencies based on external independent audit.

• Reduce TRCA greenhouse gas emissions from fleet and travel by 50% from 2009 levels by 2018.


TRCA employees continue to consume more fuel and drive more kilometres on business each year, most of which is explained by organizational growth. Despite staff levels remaining near the same as 2009, TRCA staff drove approximately 23,000 more kilometres in 2010. Fleet fuel efficiency decreased somewhat from 2009.

TRCA also promotes transit use for staff on TRCA business and makes transit tokens available at each main office. On average staff take between 80 and 100 business related transit trips each month.

TRCA’s commitment to right-sizing vehicles for their intended usage, and increasing the number of hybrids and highly efficient vehicles it owns, is leading to improvement in fuel efficiency (particularly since 2006).

TRCA fleet fuel efficiency for 2009 was 16.4 litres fuel per 100 kms, an improvement of 7.3% from the peak in 2006. However, in 2010, the fuel efficiency decreased slightly to 17.2 l/100 kms. Absolute fuel use remains approximately 36% above 2003 levels.


Kms driven for work (�eet and personal vehicle)

2003 2008 2009 20100

500000

1000000

1500000

2000000

Kms driven for TRCA business

kilometres

It will take time for cost effective green fuels and low carbon vehicles to become readily available in the marketplace. TRCA’s GreenFleet and Procurement strategies, along with its Mandatory Green Products and Services Procurement List will be the primary mechanisms for making this transition, improving efficiencies, and ultimately, reducing absolute amounts of fossil fuels consumed.


• Replacement of inefficient truck with efficient car for meeting travel at Boyd Office.

• Establishment of designated car pool slots at Boyd Office, Restoration Services office, and Head Office. 22 staff members are registered to use the spots – representing 7 different car pool groups.

• Downsview office becomes “Hybrid Only” from all new corporate vehicles through efforts of Green Team.


TRCA Fleet Fuel E�ciency Since 2003

2003 2005 2007 2009 Target 20180

5

10

15

20

Targeted E�ciency

Average Fleet Fuel E�ciency - litres/100 km

Litres/100 km


• Research options for replacing or retrofitting equipment powered by two-stroke engines (e.g. weed whackers, chains saws).

• Investigate expanded use of teleconferencing and web meetings, and training for staff.

• Develop method of calculating baseline work-related transit use at TRCA.

• Prepare report on best practices on Green Commuting in Canada.

• Investigate acquisition and piloting of 2 electric fleet vehicles.



A Sustainability Profile of TRCA’s Information Technology Section

TRCA’s Information Technology Section is a primary component of our drive toward sustainability. Information systems are a key area of opportunity for reducing our footprint for many reasons: Going digital saves paper and travel, when such things as timesheets and purchase order are delivered electronically. As well, IT equipment such as computers, printers, and servers use a great deal of energy, meaning that there is terrific upside to moving to more energy efficient solutions.

In 2010, IT worked on its server virtualization project, which over time, will:

• increase computing horsepower and server management efficiency; and

• reduce energy consumption.

Information Technology Department Manager, Chris Gerstenkorn explains:

“Virtualization uses a sophisticated software (VMWare) running on a very large and powerful server. This architecture allows us to run multiple servers virtually on one (in our case two) computers. VMWare will reliably support up to 40 virtual servers. So over time, rather than replacing aging application server hardware in the data centre with new hardware (we currently have 18 servers) we will be able to simply move the application server onto the VMWare environment, eliminating a piece of hardware and thus eliminating a power consuming server. This will reduce overall energy consumption from a reduction of the number of running CPU’s and cooling/air conditioning requirements.”

IT is also working with the IT department at Earth Rangers in a cooperative PC recycling project. They are working with TRCA’s Areas and Parks staff to improve bandwidth to these areas to help them run our business apps (accounting, payroll etc...), all of which will reduce paper use and travel.

And finally, as TRCA moves to upgrade to the next version of Lotus Notes, IT will be implementing some great collaboration tools, such as online meeting portals and group communication applications using Lotus QuikR. These tools will allow staff to meet, communicate and collaborate without the need to travel between offices. These tools will also support work-at-home initiatives, improving quality of life and reducing staff carbon emissions.


8.0 Land ManagementAs one of the largest land holders in Ontario, TRCA’s stewardship of its land holdings is a crucial component of its sustainable operations.

Vision

• TRCA will protect, conserve and manage TRCA properties within an ecosystem framework, and in consultation with the community, ensuring watershed health, public enjoyment and environmental sustainability.

Goal

• Complete baseline land management plans for 13 major TRCA properties.


TRCA remains on schedule to complete its Conservation Land Planning process. TRCA continues to ensure that all acquired land is free of contamination through environmental assessments.

Land Planning

TRCA is committed to inventory and evaluate existing public uses, environmental conditions and property management issues to determine appropriate management actions that will ensure long-term environmental protection and enhanced nature based recreation and public use of the area. In addition, Land Management Plans are developed to ensure public safety and appropriate use. Finally, property management issues are addressed and appropriate actions identified.

Land Management Plans define specific management zones for each property within which a certain type of activity may be undertaken. In addition, detailed site management, trail and environmental restoration plans are included along with design guidelines, user impact analysis and implementation strategies. The plans are developed in consultation with the community, ensuring appropriate public participation in the development and implementation of the plans. It is recommended that Management Plans be updated every 8 to 10 years.

At the end of 2010, there were 8 properties where management plans had been completed and 5 properties where plans were in development. There is also key plan implementation work that is ongoing for the properties which have completed plans.



• Continued pursuit of Audubon certification at Conservation Areas and Bathurst Glen golf course.

• Continued land acquisition environmental assessments, ensuring lands acquired are free of contamination.

Land Management at Conservation Areas and Bathurst Glen Golf Course

In 2010, TRCA continued the process for its Conservation Areas to become certified Audubon Cooperative Sanctuary (ACSP). The ACSP is an education and certification program that helps organizations and businesses protect the environment while enhancing their bottom line. The program offers information and guidance to help participants implement an environmental management plan that improves efficiency, conserves resources, and promotes conservation efforts. Audubon International awards certification to publicly recognize and reward the environmental achievements and leadership of ACSP members.

“Golf courses help to provide significant green space in urban settings, providing corridors for wildlife, aid in heat dissipation, and help in reducing noise pollution. Bathurst Glen is committed to environmental golf course management and plans to be a leader in this area for years to come.”

Andrew Morin, Manager, Bathurst Glen Golf Course


2010 Actions/Achievements - Bathurst Glen

Bathurst Glen Golf Course – A Certified Audubon Cooperative Sanctuary Golf Course

TRCA’s golf course, Bathurst Glen, received its full certification with ACSGC in 2009 and continues to strive to implement best management practices in six focus areas;

• Environmental Planning

• Wildlife and Habitat Management

• Chemical Use, Reduction and Safety

• Water Conservation

• Water Quality Management

• Outreach Education

Some highlighted achievements include:

• Completion of a detailed site assessment and the development of an environmental plan.

• Approximately 12 acres of previously manicured turf have been naturalized.

• Native planting projects including: 560 native trees and shrubs planted in 2007 with 25 volunteers.

• 405 native trees and shrubs planted in 2008 with 14 volunteers.

• Installation of 60 + nesting boxes throughout the course along with a one acre butterfly meadow.

• Identification and establishment of no spray and low intensity management zones to protect sensitive environments and water bodies.

• Implementation of various sound cultural turf care practices.

• Incorporating evapotranspiration rates into irrigation practices, water consumption has been reduced by 20%.

• Ongoing elimination of non-target watering through installation of part circle irrigation heads.

• Installation of a closed-loop equipment washing system.

• Introduced a water quality monitoring program. Water quality testing of all water bodies three times annually to monitor the health of water features.

• Increased manicured turf height around water bodies to minimum of 3.5 inches to create a natural buffer zone and vegetated filtration strip.


2010 Actions/Achievements (Continued)

• Engaged local community at Bathurst Glen Golf Course through 3 separate community planting and monitoring events where a total of 50+ volunteers participated.

• Hosted 2 interpretive hikes and one focus group discussion on the Audubon Cooperative Sanctuary Program, where a total of 75+ local community members and interest groups participated.

• Implementation of an education component to our junior camps based around the Audubon Cooperative Sanctuary Program.

• Implementation of compost program for grass clippings.

• Implementation of organic vegetable garden for use in snack bar.



• Complete Land Management Plan Updates for Claireville lands.

• Complete Land Management Plans for:

- Oak Ridges Corridor Nature Reserve (Park East Lands).

- Humber Source Woods (Happy Valley).

- Continue pursuit of Audubon certification for Conservation Areas.


9.0 Waste ManagementVision

TRCA minimizes the amount of waste from operations and treats what waste it does generate as a resource.

Corporate Goals

• Diverting 80% of total waste at all TRCA facilities by 2018.

Specific Objectives

• 80% reduction in waste at educational field centres by 2018.

• Reduce landfill waste stream originating from Parks and Culture Facilities by 80% by 2012.

• Increase staff and visitor awareness and participation in Recycling Program.

• Be certified members of the Recycling Council of Ontario and Audubon International by 2012 for all Parks and Culture Facilities.


TRCA diverted 40% of waste in 2007, 41% in 2008, 22% in 2009, and 21% in 2010. The reasons for the drop off in performance are not immediately known, however, there are a number of factors which may have contributed to this decrease in diversion rate:

• 2009 was the first year of a new waste hauler contract. As TRCA relies on the waste hauler to report the mass of recycled material as well as the mass of landfill material, it is possible that a difference in methodology between the new hauler and the previous hauler accounts for the difference.

• The negative economic downturn may account for the decreases in both waste generated and the amount recycled.

Waste and Recycling in 2010

TRCA generated 442 tonnes of waste in 2010 from 17 sites/facilities, a reduction of approximately 31% from 2009. Of the 442 tonnes, 95 tonnes were recycled and 348 tonnes were sent to landfill.

It is also important to note that the actual TRCA diversion rate is likely more than the reported 21%, as not all diverted waste data is available. For example, recyclables going to municipally run systems, or organics dealt with at TRCA sites (e.g. composted materials) are not contained in the 21%. TRCA will work to include these measurements in future reports.


TRCA Land�ll vs. Diverted Waste (by volume, 2009)

Recycling - 21%

Land�ll - 79%

95Tonnes

442Tonnes

Waste Diversion Performance at TRCA (all 17 sites)

2007 2008 2009 2010 Target 20120

10

20

30

40

50

60

70

80

Target

Diversion Rate (%)

%

In 2004, the province targeted 60% diversion in Ontario by 2008. A recent study reports that the commercial sector in the GTA is achieving 25% diversion. TRCA’s drop to 21%, while a setback, still keeps the agency in range of the rest of the commercial sector. While the results are disappointing, they are exceptionally so given the fantastic efforts made, particularly by TRCA’s Parks and Culture Division, in 2009 and 2010 (see box, next page).

While it is undoubtedly true that TRCA can, must, and will do better when it comes to diversion of waste from landfill and the use of waste as a resource to fuel the economy, it is also likely that the biggest problem inherent in the noted decrease in performance is one of data accuracy. In 2011, a new waste contract will be signed, and a requirement for more accurate data will included. Staff will investigate opportunities for better waste data as wells as opportunities for waste reduction and diversion.


Enhanced Recycling Program – Conservation Areas, Kortright, and Black Creek Pioneer Village

In 2010, the recycling infrastructure (signs, bins, etc.) at TRCA’s parks were substantially enhanced to provide easier-to-use and more effective source separation capabilities for the general public. Anecdotal information from Parks staff indicates that the new approach has worked exceedingly well. Parks has tabled a draft Divisional Recycling Plan that sets goals and provides a workplan for progressing, arranged for pick-up of organics from our parks facilities. As well, Kortright has transitioned to on-call service for its waste pickup. And finally, in 2010, a major TRCA effort to divert/compost organic waste from TRCA’s Food Service operation at Black Creek Pioneer village were realized, with 22 tonnes of organic waste being diverted in 2010.


• 2 new composters at Boyd Office.

• Continued revamping Conservation Area recycling centres, providing new bins, better signage, and more public education.

• Removal of waste bins in offices at Head Office.

• Redesigned lunchroom waste and recycling centre for installation in 2011.

• Launch of the Food Services Composting Program - composting food waste and biodegradable dinnerware with Planet Earth Composting, resulting in diversion of almost 23,000 kg of organic material from landfill.

• Annual Office Clean-up Days, facilitating reuse of materials, furniture and equipment, and diverting same from landfill.



• Enact new waste contract requiring more accurate data.

• Continue revamping Conservation Area recycling centres, providing new bins, better signage, and more public education 1 outdoor, 4 stream recycling receptacle set in place to further enhance recycling efforts at Albion Hills Conservation Area.

A new look for recycling at TRCA’s public areas


10.0 Social Sustainability

Vision

• TRCA is an employer of choice, which adds social value to the community and all stakeholders it serves.

10.1 Where We AreTRCA continues to provide a favourable work environment for employees as evidenced by statistics on employee absence due to illness and employee retention rates. Absence due to illness is less than half that of other employers in public administration and more than 20% lower than the national average for all firms.

2008 2009 20103

6

9

12

15

TRCA

Public Admin

National Avg

%

The national average rate of employee turnover is approximately 22% across all industries in Canada. At TRCA employee resignations were only 3.6% in 2008, 4.1% in 2009 and 4.5% in 2010.

The interpretation of these statistics is confirmed through the 2010 employee survey that showed:

• 92.2% agreed or somewhat agreed that “My work gives me a sense of accomplishment.”

• 92.9% agreed or somewhat agreed that “I would recommend TRCA as a good place to work.”

• 89.6% agree or somewhat agree that “Overall I am satisfied with my job.”

• 85.3% agree or somewhat agree that “TRCA is socially responsible.”

• 87.7% agreed or somewhat agreed that “TRCA is environmentally responsible.”


Through the survey we were also able to identify areas where we needed to work harder:

• 71.1% agreed or somewhat agreed that “Morale at TRCA was high.”

• 71.5% agreed or somewhat agreed that “TRCA is well managed.”

• 64.9% agreed or somewhat agreed that “I am sufficiently informed about where TRCA is going in the future.”

• 73.7% agreed or somewhat agreed that “TRCA is economically responsible.”

• 59.7% agreed or somewhat agreed that “TRCA is good at performance management of staff.”

Ways to improve on these scores will be explored on an ongoing basis.

In addition, TRCA operates numerous innovative (and some award winning) programs designed to assist the social development of the community in which it operates.

PAIE Program

PAIE is a leading edge innovative Ontario bridge training program designed to connect employers and highly skilled Engineers and Geoscientists with international training and experience.

Developed by TRCA in collaboration with Professional Engineers Ontario and the Association of Professional Geoscientists of Ontario, and funded by the Ministry of Citizenship and Immigration, PAEI gives employers access to qualified professionals while helping newcomers obtain valuable Canadian experience and assisting them in obtaining professional accreditation.

No. of People Placed for Work By PAIE in 2010

• Employment in Field - 29

• Employment in Related Field – 4

• Gainful Employment in Unrelated Field - 2

• Volunteer Placement – 8

• Paid Work Placement - 20

• Internship/Co-op – 2

• Mentorship Placement - 13


M2P Program

Led by TRCA, the M2P Program is an Ontario bridge training program, funded by the Ministry of Citizenship and Immigration. The program is helping 40 internationally trained professionals. The M2P Program targets the environmental sector and offers a mentorship component followed by a three to 12 month paid work placement and training for professionals in the fields of environmental planning, terrestrial or aquatic biology, ecology, or green building technologies. We are happy to report that in 2010, we had 26 mentoring matches, 54 hours of training and 16 participants found employment in their field.

Environmental Volunteer Network

The Environmental Volunteer Network (EVN) connects the diverse residents of TRCA’s jurisdiction with hands-on volunteer opportunities and education in the field of conservation. With a network of over 2000 culturally diverse and skilled volunteers, EVN offers highly qualified, trained and willing candidates.

Highlights from EVN in 2010

• 2728 volunteers are registered in the EVN database.

• 46 volunteer jobs were published in EVN website (most of them ongoing positions) for over 1000 volunteers.

• Approximately 8000 people volunteered with TRCA during 2010 (including the numbers of people attending one day events).



• Generate Social Sustainability Goals and Objectives.

• Continue to operate and strengthen PAIE, EVN and M2P programs.


Appendices

Appendix A: Staff Levels by Year and Facility Floor Area.Staff Levels

Year Average Employees / Per Month

2003 495

2004 492

2005 556

2006 598

2007 620

2008 666

2009 701

2010 703

Appendix B: Total TRCA Facility Floor Area

Year Square Footage

2003 336,466

2004 336,466

2005 343,109 (BCPV Event pavilion added)

2006 343,109

2007 343,109

2008 349,466 (Restoration Services Centre added)

2009 349,466

2010 352,266 (new workshop at Boyd Office)


Appendix CVehicle and Fuel Sustainability Indicator Statistics

Fuel and Transportation

2003 2004 2005 2006 2007 2008 2009 2010

Kilometres driven in personal cars (kms)

333,504 330,540 388,617 391,116 427,813 465,365 482,591 490,592

TRCA Fleet vehicle kilometres (kms, excluding rentals)

628,508 692,417 773,288 782,591 899,034 1,010,151 1,140,330 1,155,181

Total kilometers driven per employee (kms, excluding rentals)

1943 2079 2089 1963 2,140 2,215 2,315 2,341

Total fuel (litres) (Fleet Only) 109,360 111,479 130,460 138,630 156,925 170,450 186,883 199,186

Total Fuel (litres, all vehicles) 179,234 186,377 205,132 211,207 253,064 235,417 242,406 248,481

Fleet Fuel Mileage (litres/100 km)

17.4 litres/ 100 km

16.1 litres/

100 km

16.9 litres/ 100 km

17.7 litres/ 100 km

17.5 16.87 16.4 17.2

Equipment gas and possibly diesel (litres)

29000 Included on energy table

Propane equipment 24728 Included on facility table

*CO2 e from Vehicles, equipment, and propane

721 tonnes 698

* approximate calculation using the following methodology:

Scan of account entries to pick up all non tranperaction fuel purchases – propane, diesel (assigned to facilities) and misc gas.

Use propane and misc gas numbers from 1 (above) as propane equipment and gas equipment on carbon counted calculator for “TRCA Fleet”.

Took total litres of fleet fuel used (provided by fleet manager) and, because this number is not broken down by either fuel type or vehicle type (ie. the 6 Carbon counted categories) assigned 1/6 of the total to each of the 6 categories on carbon counted.


Appendix DRelevant Energy Statistics for 2003 – 2009

Performance

Category

2003

Results

2004

Results

2005

Results

2006

Results

2007

Results

2008

Results

2009

Results2010

Hydro consumption 18,668 GJ (5,185,578 kwh)

17,928 GJ (4,980,211 kwh)

19,618 GJ (5,449,904 kwh)

20,476 GJ (5,688,079 kwh)

20,686 GJ (5,745,050 kWh)

21,511 GJ

(5,975,738 kWh)

20,865 GJ (5,796,346 kwh)

20650 GJ

(5,736,642 kwh)

Green Hydro n/a n/a n/a 416,671 kWh

(7.4% of TRCA hydro)

933,081 kWh


1026996, kWh


Natural Gas Consumption

5,190 GJ (139,100 cu. m)

6,305 GJ (168,991 cu. m)

6,682 GJ (179,089 cu. m)

6115 GJ (163,833 cu. m)

8,569 GJ (229,558 cu. m)

8,244 GJ

(220,867 cu. m)

7751 GJ

(207, 671 cu. m)

7516 GJ (202,027 cu. m)

Heating Oil (and propane)

3,286 GJ (87,476 litres)

3,372 GJ (89,768 litres)

2,816 GJ (74,958 litres)

3001 GJ (79,894 litres)

2744 GJ (73,052 litres)

3,334 GJ

88,752 litres

3076 GJ

(72,391 litres)

2526 GJ (59439 litres)

Facility Propane 73.35GJ (2934 litres)

Total Corporate Energy Use in Gigajoules (including Downsview hydro totals only)

27144 GJ 27605 GJ 29,117 GJ 29,427 GJ 31,999 GJ 33,089 GJ 31692 GJ 30765 GJ

Total GJ per square foot (including Downsview hydro only)

0.081GJ/sq. ft. 0.082 GJ/sq. ft.

0.085 GJ/sq. ft.

0.086 GJ/sq. ft.

0.093 GJ/sq. ft.

0.095 GJ/sq.ft.

(added sq. footage of RSS building)

0.091 GJ/sq.ft 0.087GJ/sq. ft.

Corporate Gigajoules consumed per employee

54.8 GJ/employee

56.1 GJ/employee

52.4 GJ/employee

49.2 GJ/employee

51.6 GJ/employee

49.7

GJ/employee

45.2 GJ/employee

43.8 GJ/employee

Water Cu. m **70,680 cu. m

**65,677,cu. m

**32,000 cu. m

*CO2 e from all TRCA facilities energy use

1,850 tonnes 1,815 tonnes

* Scope one and two only without animals at BCPV. All TRCA propane assigned to vehicle and equipment, not to facilities.

** Municipal water totals only. No well water consumption was included. Bathurst Glen municipal water consumption was not included.


Appendix E – Renewable Energy for Heating and CoolingFloor space heated and cooled by renewable energy

Year Sq. foot serviced by renewable energy (heating and cooling only)

Locations and Details % of total TRCA facility floor space heated and cooled by renewable energy

2008 65,200 sq. ft. Living machine – 1,000 sq. ft.; Archetype Houses - 3,000 sq. ft.; RSC – 12,000 sq. ft. ; BCPV - 19,200 sq. ft.; Kortright 30,000 sq. ft.

18.7%

2009 85,200 sq. ft. Living machine – 1000 sq. ft.; Archetype Houses -3000 sq. ft.; RSC – 12,000 sq. ft. ; BCPV - 19,200 sq. ft. ; Downsview office – 13,000 sq. ft.; 2 Dorms at LSG FC – 7,000 sq. ft.; Kortright 30,000 sq. ft.

24.4%

2010 88,000 sq. ft. Living machine – 1000 sq. ft.; Archetype Houses -3000 sq. ft.; RSC – 12,000 sq. ft. ; Downsview office – 13,000 sq. ft.; BCPV - 19,200 sq. ft.; Boyd Office Workshop – 2,800 sq. ft.; Kortright 30,000 sq. ft.

25.0%

Appendix F - Water Sourcing at TRCA Facilities2004 – Head Office, Black Creek Pioneer Village, Petticoat Pool on municipal water system.

By 2008 – Added Boyd Office, Restoration Services Centre, Albion Hill Feild Centre and Area, Heart Lake Area and Downsview Office added to municipal water system.

2009 – No change.

2010 – No Change.

Appendix G – Corporate Carbon Footprint

2010 2011

Total Corporate Carbon Footprint (GHG emissions – CO2e) 3462 3119

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