Monitoring and Understanding CO2 Emissions from Road Freight

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Disclaimer: While the Department for Transport (DfT) has made every effort to ensure the information in this document is accurate, DfT does not guarantee the accuracy, completeness or usefulness of that information; and it cannot accept liability for any loss or damages of any kind resulting from reliance on the information or guidance this document contains.

AcknowledgementsFreight Best Practice would like to thank the following for their help in producing this guide:

Act on CO2

Castle Cement Ltd

Department for Environment, Food and Rural Affairs (Defra)

Department of Energy and Climate Change (DECC)

Marks and Spencer plc

Tesco plc

TNT Express UK Ltd

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ForewordFreight Best Practice is funded by the Department for Transport and managed by AECOM Ltd to promote operational efficiency and reduce environmental impact within freight operations.

Freight Best Practice offers FREE essential information for the freight industry, covering topics such as saving fuel, developing skills, equipment and systems, operational efficiency and performance management. All FREE materials are available to download from www.businesslink.gov.uk/freightbestpractice or can be ordered through the Hotline on 0300 123 1250.

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Contents Acknowledgements 2

Foreword 3

Introduction 6Who Should Read This Guide 6

Playing Your Part 6

How the Guide Should Be Used 6

Structure of the Guide 6

The Reasons for and Benefits of Monitoring CO2 7The Main Reasons for Monitoring CO2 7

The Main Benefits of Monitoring CO2 7

Environmental Concerns 8Why Is the Climate Changing? 8

Consequences of Climate Change 9

The Transport Industry and CO2 9

Government Targets 11

First Steps - What You Can Do? 11

Taking Responsibility 13Environmental Standards 14

Working Your Green Credentials 16

Monitoring Your Emissions 19Measuring Your CO2 Emissions – the Simple Way 19

Key steps – Creating an Emissions Inventory 20

Establish the Scope of Your Emissions Inventory 20

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Speak to the Key Players 22

Assigning a Fuel / Environmental Champion 22

Data Collection 22

Analysis of Data 27

Presenting Results, Setting Targets and Implementing Ideas 29

Getting Your People On-board 30

How to Reduce Your CO2 Emissions 31Company Vehicles 31

Buildings 31

Staff Commuting and Business Travel 31

Subcontractors 31

Glossary - Important Carbon Emission Facts 35

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Introduction This guide offers a simple but effective approach to help you to monitor your road transport carbon dioxide (CO2) emissions, how to collect the required data and how simple reporting systems can help create an emissions inventory.

Who Should Read This GuideKeep reading if you are a transport manager, senior manager or other key decision maker with a road freight fleet, regardless of the fleet size. You will find this guide useful if you want to know more about what part you can play in reducing your company’s emissions and as a means of formulating a baseline emission figure to trial fuel and CO2 saving interventions.

Playing Your PartMan-made climate change is caused by the release of greenhouse gases (GHGs) from human activities. The most significant GHG in the road transport sector is CO2 produced from fossil fuels, such as petrol and diesel. Reducing the amount of fuel used helps to reduce the volume of GHGs released but also brings a number of benefits to your business, the most prominent being cost savings in terms of reduced fuel consumption, improved efficiency and an improved company image.

How the Guide Should Be UsedThis guide will help you to measure the CO2 emissions relating to your commercial vehicles, warehouse, manual handling equipment (MHE), company cars, offices and buildings in general as well as those related to business travel. This will help you to act to reduce your impact on the environment whilst at the same time improving your bottom line.

The guide should be used in conjunction with the ‘CO2 Emissions Inventory Tool’ (included with this guide in the back cover) and other Freight

Best Practice publications such as the ‘Fuel Management Guide’ and the ‘Transport Operators Pack’ which will help you to begin to reduce the amount of CO2 your company produces.

This guide does not look at the more complex measurements like ‘embedded carbon’ which includes CO2 generated in the manufacture of goods and throughout your entire supply chain. Therefore, it will not enable you to measure your full carbon footprint.

Structure of the GuideThis guide is split into two main areas; Chapters 2–4 will help you to further understand why you should monitor your CO2 emissions and Chapters 5–7 will provide you with methods of efficiently collating an emission inventory and a few ideas for reducing your total emissions.

Why Monitor Your Emissions

• Chapter 2: The Reasons for and Benefits of Measuring CO2

• Chapter 3: Environmental Concerns

• Chapter 4: Taking Responsibility

Managing Your Emissions

• Chapter 5: Monitoring Your Emissions

• Chapter 6: Getting Your People Onboard

• Chapter 7: How to Reduce Your CO2 Emissions

To help you understand some of the more confusing concepts described in this guide there is a glossary that is found at the back of the publication.

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The Reasons for and Benefits of Monitoring CO2 While the environment is an important issue to consider when deciding whether to monitor or reduce your CO2 emissions there are many more reasons why you may need to do so and create an emissions inventory for your business.

The Main Reasons for Monitoring CO2

The main reasons for a transport operator to create an emissions inventory are:

• More profit: CO2 is a by-product of fuel and energy usage, so reducing CO2 will mean a reduction in the amount of fuel burnt and energy used - reducing your costs and increasing margins. Fuel savings go directly onto your bottom line

• Volatility in fuel and energy costs: Uncertainty regarding supply, in addition to other market forces, causes the price of fuel to fluctuate, making budgeting and job costing more difficult

• Environmental concerns: Concern over the effects your business has on the planet may drive you to act to reduce your emissions

•Company image: Being ‘seen to be green’ by actively improving your environmental credentials will benefit your company when sourcing new business. It will also help to improve your relations with the local community

• Recruitment and retention: Staff increasingly want to work for socially responsible companies

• Client requirements: Your clients may require you to monitor your emissions level to enable them to calculate their full carbon footprint, or may simply want you to prove

you are taking steps to becoming a ‘greener’ company. Changing consumer attitudes towards the environment have also led to retailers having to source services from environmentally responsible companies

The Main Benefits of Monitoring CO2 While there are often several reasons for an organisation to develop an emissions inventory, acting on just one of these can provide a variety of benefits, including:

• The ability to manage fuel consumption more effectively

• A better vision of your company’s environmental impact, allowing you to devise a strategy for improvement – this will also help you look for methods to improve your operational efficiency

• Progress in measuring your carbon footprint

• Progress towards environmental accreditation

• Being seen to be green - improved company image both by the general public and by potential clients

• The ability to pinpoint problem areas and give targeted training where necessary

• Cost savings, making for happier directors, shareholders or owners

In order to realise these benefits and reduce your emissions, the current level of CO2 generated within your business first has to be measured. If you cannot measure it, you cannot manage it.

In order to gain an accurate picture, it is important to analyse as many parts of your operation as possible to help you pinpoint all the potential areas for possible improvement.

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Environmental Concerns Why Is the Climate Changing?The primary link between GHG and climate change is the ‘greenhouse effect’, a natural phenomenon in which GHG in the atmosphere traps the Sun’s heat, increasing the overall global temperature. If it wasn’t for this naturally occurring process, average global temperatures would be around 30oC colder than they actually are.

Levels of GHG are finely balanced in terms of the amount produced through plant decay as well as volcanic eruptions and animal respiration, and the amounts consumed through plant respiration and absorption in water. Changes in this balance can increase the amounts of greenhouse gases in the atmosphere resulting in a greater rise in temperatures than would otherwise occur – hence the term ‘climate change’.

There is a great deal of evidence to suggest that human activity is responsible for the increase in levels of GHGs. GHGs are a major by-product of burning fossil fuels such as oil, natural gas and diesel.

This man made ‘global warming’ far exceeds what could otherwise be expected from natural forces. Figure 1 below shows the projected CO2 levels from the last 10,000 years and clearly highlights the effect man has had. The rapid change in the last 200 years can be attributed to the unprecedented impact of the industrial revolution and massively increased levels of industrial activity since.

Figure 1: Changes in CO2 Levels over the Last 10,000 Years

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To help further inform governments on the evidence of man’s effect on global temperatures, the Intergovernmental Panel on Climate Change (IPCC) was set up. This is a scientific body, informed by experts in all relevant disciplines from all over the world, which provides objective information to help inform policy-makers. The IPCC has led to many of the key decisions made with regard to climate change within the UK and the associated targets set.

Consequences of Climate ChangeThe true effects of climate change are unknown and their severity will largely depend on the amount of CO2 that has been and continues to be emitted. Such effects may include a rise in sea levels (resulting in increased flooding), and an enhanced ability for some diseases, like malaria, to survive. Agricultural procedures may also be affected, new crops may need to be farmed, and wildlife and habitats may be changed, posing a threat to certain species – including man.

The Transport Industry and CO2

The transport industry is a significant consumer of fossil fuels and therefore a significant producer of greenhouse gas emissions. Figure 2 above shows that road transport is responsible for 20% of the UK’s total CO2 emissions.

Figure 2: UK CO2 Emissions Summary by IPCC Source category, 2006

Energy Industries

Road Transport

Manufacturing Industries and Construction

Residential

Commercial and Institutional

Industrial Processes

Other Transport

Agricultural and Forestry Fuel Use

Fugitive Emissions

Military Aircraft and Shipping

Waste Treatment and Disposal 0 .1%

0.5%

0 .5%

0.8%

1.9%

2.5%

3.9%

14.4%

4.8%

21.7%

38.9%

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Figure 3 shows the contribution of HGVs to the overall transport sector’s CO2 emission levels. It is apparent that HGVs are a significant contributor, accounting for around 20% of overall transport sector emissions. Vans account for around 15% of the total.

Figure 3: The Transport Sector’s CO2 Emissions, 2006

Figure 4 below shows the increase in carbon emissions (CO2e) from the main road transport modes from 1970 to 2006. Although in recent year total emission levels for passenger cars have dropped, the emissions from HGVs are still on an upward trend, It is estimated that HGVs now produce 4–5% of the UK’s total CO2 emissions.

Figure 4: CO2 Emissions – An Upward Trend

The effect that HGVs have had on CO2 emissions over the past few decades is clear. As fossil fuel consumption is the primary cause of CO2 production, monitoring the amount of fossil fuels your company uses can help you to understand the areas of high emissions and reduce your company’s impact, ultimately helping to mitigate against man-made climate change.

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Government TargetsThe UK and a number of other countries around the world have signed up to the Kyoto Protocol (1997). This agreement commits the UK to a reduction of 12.5% in CO2 emissions against 1990 levels by 2008–2012. The protocol was revised in 2007 in Bali and new tougher targets may well be set.

UK Emissions Reduction Targets

The Climate Change Act (November 2008) establishes binding targets and 5-yearly carbon budgets in legislation to reduce total UK domestic greenhouse gas emissions by at least 80% from 1990 levels by 2050.

A further carbon limit will be set by the EU Climate Change and Energy Package. The EU aims to achieve a 20% reduction in green house gases by 2020. The transport sector will have to make a deliverable and measurable contribution to these targets.

First Steps - What You Can Do?As we have seen, there are environmental, financial and in some cases legal requirements for you to measure your organisation’s CO2 emissions. This measurement is often referred to as your ‘carbon footprint’. A carbon footprint is a measure of the volume of greenhouse gases produced by or on behalf of a person, organisation or other entity and is usually expressed in units of CO2.

Certain other green house gas emissions, such as methane, affect the atmosphere to a lesser or greater degree. In order to assign a value and enable the comparisons of the effects of these gases they are converted to an equivalent amount of CO2 (Known as CO2e) via a multiplier. For example, the equivalent multiplier of methane is 21 meaning that methane is 21 times more effective at warming the atmosphere than CO2. (See the glossary for a further explanation). Although most companies will report CO2 emissions they will in fact be reporting CO2e.

Section 5.2 of this guide shows you how to establish an effective mechanism for measuring and monitoring your CO2 emissions.

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Case Study 1: Fuel Champion Cements Savings for CastleCastle Cement Ltd operates a fleet of more than 200 delivery vehicles including bulk powder tankers and curtainsiders all running at 44 tonnes. It has traditionally monitored the impact its production processes and distribution have had on the environment very closely and an improved focus on reducing CO2 emissions has in recent years made the firm the lowest producer of carbon dioxide per tonne of cement - a full 5% better than the UK industry average.

To document its progress and highlight its role as a socially responsible organisation, Castle Cement reports its environmental performance on a two-yearly basis and produces a sustainability and environmental publication that is made available to both staff and the general public via its website. This details its environmental performance to date and its plans for future improvement.

Thanks to its thorough environmental performance analysis, Castle Cement realised some time ago that its distribution arm needed a renewed focus and in 2007, it created the role of Fuel Champion - a role taken on by Neil Callaghan, who was charged with scrutinising every aspect of the firm’s fuel use with the aim of reducing transport costs and minimising the fleet’s environmental impact.

Neil’s responsibilities range from gathering and analysing performance data on a monthly basis

to identifying areas for improvement via the trialling and introduction of suitable fuel saving interventions.

Focusing on Capture of Fuel Usage

Vehicle fuel efficiency is measured with a Triscan TM fuel monitoring system that identifies both individual vehicles and drivers. The firm mostly refuels vehicles from its on-site facilities but also uses Keyfuels fuel cards for any off-site refuelling, which ensures all fuel usage is recoded.

From the information provided by the system, Neil initially calculated a simple CO2 emission figure to use as a benchmark. Based on the information from the fuel management system so far, an average consumption figure of 8 miles per gallon (MPG) has been set for all trucks to work towards during the coming year.

To improve performance further, Castle Cement has decided that all new vehicles next year will be fitted with an onboard telematics systems to help identify the drivers at the lower end of the performance figures so that they can be targeted for training.

Castle Cement has its own driver trainers and also uses the Institute of Advanced Motorists (IAM) for extra training and assessment. All its drivers have the chance to take an NVQ in driving goods vehicles and to take their IAM driving test.

Since becoming Fuel Champion, Neil has trialled and implemented various fuel saving interventions and has also introduced a range of fuel saving strategies. These have included a reduction in maximum speed limits for trucks from the legal limit of 56mph to 54 mph. This has resulted in a 4% cut in fuel usage and the introduction of reduced height trailers has led to improved aerodynamics and a 6% fuel saving.

So far, Castle Cement has improved its average vehicle fuel consumption from 7.6 to 7.9. At present, 0.1 mpg equates to £500 worth of fuel per year per vehicle and 1,340kgs of CO2.

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Taking Responsibility It is important for companies to take responsibility for their emissions for both environmental and financial reasons. From a marketing perspective, too, it is of benefit to be seen to be actively taking responsibility for emissions - especially when tendering for future work.

Monitoring carbon emissions could be your firm’s first step towards formulating an environmental plan or policy to support the creation of a more comprehensive Corporate Social Responsibility (CSR) strategy, which can in turn be used to demonstrate to clients that the company is behaving in a socially and environmentally responsible manner.

Some useful resources and further information about CSR can be found from on the following organisations’ websites:

• European Commission, A Guide to Communicating about CSR ec.europa.eu

• Business Link, Corporate Social Responsibility www.businesslink.gov.uk

• International Institute for Sustainable Development, Corporate Social Responsibility: An Implementation Guide for Business www.iisd.org

An environmental plan or policy is an opportunity for you to identify areas for improvement and commit to solving them in a formal and organised manner. A CSR strategy details the company’s approach to managing the economic, social and environmental impacts of its operations. Clearly, an environmental plan or policy however is an integral part of the CSR strategy.

Case Study 2 on page 8 shows how TNT has approached the creation of a CSR of which its ‘Planet Me’ initiative is an integral part.

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Environmental StandardsDue to ever-growing concerns about the environment and the increasing requirements for companies to prove their green credentials, several standards have been created to allow companies to show that appropriate systems are in place to monitor and reduce their environmental impact.

Two such standards are the ISO14001 and the new BSI British Standards PAS2050. These standards are not always easy to achieve but can be invaluable when tendering for work.

International Organisation for Standardisation (ISO)

ISO 14001 is an international specification for an environmental management system. It specifies the requirement for establishing an environmental policy, determining the environmental aspects and impacts of products, activities and services, planning environmental objectives and measurable targets, implementing and operating of programmes to meet given objectives and targets, checking and corrective action and management reviews.

The overall idea is to establish an organised and systematic approach to reduce the impact of the environmental aspects an organisation can control. Accreditation for the standard is undertaken by a third party organisation.

Publicly Available Specification 2050

The British Standards Institute, the Carbon Trust and DEFRA have recently launched a new standard, PAS 2050. This sets out a consistent method of measuring the greenhouse gas emissions embedded in goods and services throughout their life cycle – from sourcing raw materials and manufacturing through to distribution, use and disposal.

The aim of the new standard is to help businesses move beyond simply managing the emissions their own processes create to looking at the opportunities for reducing emissions in the design, manufacture and supply of products. The idea is that this will help businesses make goods or services which are less carbon intensive (so that less CO2 is emitted in the making of products).

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Case Study 2: TNT – Planet MeTNT operates a fleet of 17,652 trucks and vans worldwide, as well as 43 aircraft. It employs 157,000 staff who use energy consuming equipment on a daily basis, from conveyor systems to heating and lighting and from computers to the firm’s fleet of over 6,000 company cars.

TNT recognises that it has the responsibility to sustain the society and environment in which its employees live and work and believes that promoting this philosophy is a determining factor in community decisions about its operations in the long term. Coupled with increasing customer demands for CO2 transparency – in particular, for demonstration of adequate emissions management – and its belief that climate change will lead to governments to force firms to do even more in the future to manage their emissions, has led TNT to decide some time ago to measure its carbon footprint on a local, regional, national and global scale.

TNT now produces annual Social Responsibility reports which are made publicly available and include environmental performance to date as well as future plans and targets. In addition to this in August 2007, TNT launched the ‘Planet Me’ initiative to help fight climate change which again was widely publicised.

‘Planet Me’ is a company wide approach by TNT to:

• Managing its carbon footprint

• Reduce CO2 in its operations

• Engage its employees and their families in reducing CO2 at home

It is split into three main areas which form a comprehensive environmental and sustainability action plan.

Code Orange This is a compulsory part of the programme for all areas of the business looking at the actions TNT as an organisation can take to reduce its environmental impact across every aspect of its business. It focuses on eight key areas – aviation, buildings, business travel, company cars, green investment, operational vehicles (which produce over 28% of its total emissions), procurement and partnering with customers.

This programme has already led to the introduction of the world’s largest fleet of 100 zero emission, 7.5 tonne vehicles within TNT’s UK operation. All company drivers receive SAFED (Safe and Fuel Efficient Driving) training and TNT is also trialling the use of diesel-electric hybrid vehicles as well as other alternative fuels. The company has recently opened its first carbon positive building in Holland and has introduced video conferencing facilities throughout its global operations to reduce the need for air travel.

Choose Orange A voluntary programme for TNT’s employees that attempts to engage them in reducing their carbon footprint at home. Amongst other things, this involves a green idea bank (discussion forum) where employees can voice their ideas on how to save energy and help the environment, and potentially get recognition for doing so. The firm has also arranged a deal with appliance suppliers so that employees can buy environmentally friendly appliances at a discount.

Count Carbon A commitment to managing, monitoring, reporting and understanding CO2 which allows TNT to track and manage emissions systematically throughout the company, identify high emission areas and target them for improvement. In essence this helps TNT measure the impact of its Code Orange and Choose Orange initiatives.

In an attempt to further promote the company’s green credentials TNT are actively involved in the Dow Jones sustainability index (DJSI)*, which it topped in 2007/2008.

*The DJSI tracks the financial performance of the leading sustainability-driven companies worldwide, organisations that combine business success with an ethical, caring and responsible approach across a variety of areas including economic, environmental and social criteria.

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Working Your Green CredentialsCustomers and employees care about your attitude towards the environment as well as your actions in reducing you environmental impact. Environmental reporting - both internally for your employees and externally for customers and the wider community is therefore important.

Reporting your environmental performance externally does not have to be something you do in a full annual report (similar to those produced by Castle Cement and TNT) but could perhaps be a short press statement, a flyer for the local community (possibly comprising some additional company news) or even just a bulletin on your website.

Internal reporting could simply be communicated via email, on notice boards or through meetings and presentations. It is important to ensure your employees understand the reasons behind your initiatives and what implications they may have for them and the company.

A statement included in your environmental plan or CSR strategy advertising the key points of your policy and actions towards environmental and social responsibility, as well as any certification your company has achieved, can be advantageous. This can be replicated as needed with minor adjustments; particularly if you have changed the way you do things – for example if you have instigated an emission monitoring campaign or invested in equipment / services to improve your environmental performance or standing.

In turn, this can lead to an improved corporate image as well as other more tangible benefits such as increased investment and additional sales. Some companies go to the extent of actually changing their company slogan, logo or livery to promote a more environmentally focussed theme.

A lack of environmental policy, on the other hand, can present problems when bidding for contracts, especially for those in the public sector where customers are increasingly requesting details of environmental policy when inviting tenders.

The statement should be no more than an A4 page and should be clear, easy to understand and reflect your company culture.

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You may want to include the following in your statement:

• Your commitment to continuous improvement

• Recognition of compliance with relevant environmental legislation as a minimum level of performance

• Any education or training initiatives for employees on the environmental effects of their activities

• Details of any monitoring of progress and reviews (usually annually) of environmental performance

• Any change of your company’s slogan, livery or logo to incorporate an environmental theme

• Any aims or goals you have in the short and long term

Case Study 3 on page 10 shows how Tesco went about advertising the ‘greening’ of it transport operations and the areas on which it has concentrated its promotional activity.

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Case Study 3: Green Promotion by Tesco

In 2007, Tesco established long-term targets on climate change to help it tackle the biggest impacts on its direct carbon footprint, announcing an aim to cut the CO2 created per case of goods delivered worldwide by 50% by 2012, compared with 2006 levels.

The retailer successfully promoted its green strategy through pubic relations activities and on its corporate website, with a new site designed specifically for customers called: Greener Living. It has also produced leaflets for key external stakeholders, and a helpful booklet for customers called ‘How can we shrink our carbon footprint?’

Tesco’s strategy has three key goals which it has communicated widely:

• To reduce its own carbon footprint

• To work with others to achieve change

• To empower customers to take action to reduce their environmental impact

The retailer has achieved positive publicity for its approach to distribution, particularly for the use of non-road modes. For example, it is saving 6,500 tonnes of CO2e a year by increasing the space available to suppliers on the Tesco

Train, operating between Daventry in the Midlands and Livingston in Scotland. Likewise, it is working with Kingsland Wines to transport wines and spirits by canal from Liverpool to Manchester, cutting emissions by 80%.

These initiatives have a double benefit which Tesco has successfully communicated to its customers: lower emissions and fewer vehicles on the road.

Tesco also informs interested parties about its successes: in its Corporate Responsibility Review for 2007/08, it announced that it had reduced carbon emissions per case delivered by its distribution systems by 10.2% in the UK and by 4.7% across all of its global operations. This was achieved by building on a range of programmes, such as better space utilisation on vehicles, working with suppliers to reduce the number of empty trips that vehicles make, and restructuring its distribution network in the UK with a number of new depots.

Further details of Tesco’s CSR and their operations can be found in the Case Study ‘Tesco Sets the Pace on Low Carbon and Efficiency’. This Case Study is available FREE to order through the Hotline on 0300 123 1250 or download from www.businesslink.gov.uk/freightbestpractice

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Monitoring Your EmissionsMeasuring Your CO2 Emissions – the Simple Way Once you have taken the decision to actively monitor your CO2 emissions, the good news is that a large part of your measuring and calculation is extremely simple.

For vehicles, regardless of their type, engine size, axles and gross vehicle weight, 2.64kg CO2 will be emitted for each litre of diesel burnt (or 2.30kg for petrol). So the calculation of CO2 emissions from a diesel powered vehicle is as follows:

CO2 EMISSIONS FROM A DIESEL VEHICLE IN KG = LITRES OF

DIESEL BURNT X 2.64

Source – 2008 Guidelines to Defra’s GHG Conversion Factors

Example 1:

DC Logistics Solutions has five HGVs and three company cars, all of which run on diesel.

The table denotes the fuel usage of the fleet. By simply multiplying the fuel used by 2.64 you can arrive at the CO2 figure for trucks and cars.

HGV (Weekly)

Start Odo (mi) End Odo (mi) Distance Travelled (mi) Fuel Used (ltrs) CO2 (kg)

Vehicle 1 99,658 100,026 368 248 654.72

Vehicle 2 178,523 179,605 1082 500 1320

Vehicle 3 145,366 145,995 629 375 990

Vehicle 4 152,369 153,025 656 354 934.56

Vehicle 5 131,633 132,478 845 425 1,122

Sum Total 5,021.28

Car (Weekly)

Start Odo (mi) End Odo (mi) Distance Travelled (mi) Fuel Used (ltrs) CO2 (kg)

Car 1 25,463 25,732 269 38.5 101.64

Car 2 22,145 22,362 217 37.5 98.52

Car 3 31,478 31,755 277 31 81.53

Sum Total 281.79

Total CO2 (kg) 5303.07

The CO2 Emissions Inventory Tool contained at the back of this guide will allow you to measure and monitor CO2 emissions on monthly basis from a variety of areas of your operation including vans, HGVs, Manual Handling Equipment (MHE), company cars, staff commuting and from your offices and warehouses. Full details of how to the use the Tool are contained on the CD-ROM.

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Key steps – Creating an Emissions Inventory This section of the guide aims to take you through the complete emissions calculations process for all your sources of CO2 including buildings and sub-contractors. While this can seem quite a lengthy process, you can do as little or as much as you like - though the more you do, the more savings can be made. Figure 5 below shows the main steps to ensure you can successfully and accurately measure your CO2 emissions.

Figure 5: Key Steps to Effective Emissions Monitoring

Speak to Key Players / Consult Staff

– Get People Onboard

Establish a Scope

Analysis

Assign a Fuel / Environmental Champion

HGVs

Private Vehicles / Commuting

Buildings

Supplier / Sub-contractors

Company Cars

Data Collection

Analysis

Implement Measures

FeedbackLoop

Establish the Scope of Your Emissions Inventory The first thing you need to establish is the scope of the monitoring you want to perform. Do you want to monitor just your vehicle emissions, or your building, staff and supplier emissions as well?

Deciding upon the scope of your emission monitoring can be the most difficult aspect of creating an emission inventory. It is important that you understand the complexity of each of the areas before deciding the extent to which you will monitor them, as this will dictate the cost and time involved in this venture.

Tip:

The measurement of a full carbon footprint is an enormous task. This guide will help you to understand part of your organisation’s emissions and relies on determining where your emissions start and end. For further information on how to set boundaries and on establishing your full carbon footprint please contact the Carbon Trust.

Figure 6 on page 21 shows the areas that can be monitored in many organisations, some of which may not be applicable to your particular transport operation. However, the Standard Boundary of Measurement, shown by a red border shows the areas most commonly and most easily measured, which, include commuter travel and business travel.

There are many methodologies available for deciding upon the scope of monitoring. This guide splits emissions into three main areas that your company can concentrate on to ensure comprehensive monitoring of CO2 emissions. Each of the scopes described gets progressively more complex and extensive.

• Scope 1: Relates directly to the emissions and assets under your control that burn fossil fuels and so covers vehicles (including ancillary equipment such as fridge units), MHE, company cars, offices and buildings (excluding electricity usage).

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These are also known as direct emissions

• Scope 2: Indirect emissions come from electricity supplied to your business from outside sources. It is important to realise that most energy generated in the UK is ultimately produced from the burning of fossil fuels (e.g. coal fed power stations) and thus involves the generation of CO2

• Scope 3: The most complex area to measure looks at other indirect emissions that come from sources you can influence but do not own such as subcontractors and staff commuting to and from work and business travel (excluding company car usage)

You can look at emissions beyond the three scopes examined here, such as those generated from suppliers and during the manufacture of your particular assets for a more comprehensive profile. However this is beyond the scope of this guide. If you would like more information contact the Carbon Trust through its website at www.carbontrust.co.uk or call 0800 085 2005.

Figure 6: The Three Scopes of Emission Monitoring

Scope 1 - Direct Emissions

Scope 3 - Other Indirect Emissions

Standard Boundary of Measurement

Production of Raw Materials

Production of Puchased Materials

Other Distribution ofProducts - Subcontractors

Transportation ofPurchased Materials

Product Use

Outsourced Corporate Emissions

Retail

Waste Disposal

Scope 2 - Indirect Emissions

Company Vehicles

Business Travel

Other - Onsite Fuel Use

Natural Gas

Buildings Electricity -Offices and Warehouses

Staff Commuting

Initially it is suggested you include the following when monitoring:

• Vehicle fleet – Including HGVs and vans

• Company car fleet

• Warehouse / office facilities

• Warehouse MHE (gas or diesel forklifts)

Other areas this guide enables you to monitor your emissions in are:

• Private vehicles (staff commuting to and from work)

• Public transport (staff commuting and business travel)

• Business travel (excluding air travel)

• Sub-contractors’ fuel usage (emissions)

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REMEMBER:

Measure what you want, but define what you have measured clearly.

For most businesses, limiting your calculations to Scopes 1 and 2 and travel in respect of Scope 3 will meet reasonable public performance standards. Remember, more and more companies are realising the need to provide proof of their environmental claims as part of their product positioning within a more competitive and environmentally focussed market.

Example 2:

The chart below shows the annual CO2 emissions produced by a large transport operator. To ease measurement, the firm chose to concentrate on four initial areas encompassing Scopes 1 and 2. It is clear to see that the biggest contributor to CO2 emissions is its fleet of large trucks, so initial action was aimed at improvements in this area. This included driver training and a driver incentive scheme.

Speak to the Key PlayersHaving decided upon the scope of your emissions inventory, it is best to speak to the key players - those who need to be involved or who may be key to enabling you to measure your emissions effectively, for example drivers,

suppliers or unions (if applicable). It will be important to speak to all those involved, as your emissions inventory may add to their workload. Delegation of tasks to other employees may help spread the load.

Many fuel saving strategies hinge on buy-in from all types and levels of staff, so it is paramount that everyone is involved. Involvement of a union representative may be helpful in this respect.

When your plans have been made and key players have been consulted, the rest of the workforce needs to be informed of your intentions and the reasons behind them, as well as of any benefits and potential problems. Good communication is vital to remove the possibility of surprises and actively taking onboard feedback and suggestions will allow your staff to ‘buy into’ the concepts and feel that they have played an active part.

Assigning a Fuel / Environmental Champion Once the plan is accepted you need to assign ownership of the project. This could be to a non management level employee - partly to give them additional responsibility to aid their development and partly because your workforce may be more inclined to listen to a peer rather than a manager. However the Fuel or Environmental Champion will certainly need to have the backing of senior management and this should be made clear from the outset, as the Champion may encounter some resistance. The Champion will then lead the project and assign any other responsibilities as appropriate.

Data CollectionHaving found your Champion, you can begin to collect data. You will need your staff fully onboard to ensure this is successful (see Chapter 6 for more details).

Methods of data collection include:

• Manual data collection (paper based)

• Automated data collection (direct from vehicle, from fuel cards etc)

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To measure your CO2 emissions, you will only need to collect the following data for the vehicles being measured:

• Fuel drawn in the measurement period – for example, from trip sheets / fuel management systems

To further aid your measurement and also to measure your fleet’s MPG, it is suggested that the following data also be obtained:

• Distance travelled in miles / kilometers – obtained from trip sheets / timesheets

• Vehicle fill – obtained from loading documentation

Data can be gathered as often as you wish but it is recommended you collect it weekly and that inputting is done at least monthly. Following its collection it should be summarised either electronically or manually, and inputted into the tables in this guide or simply into the CO2 Emissions Inventory Tool.

Table 1 on page 15 provides generic conversion factors that can be used to calculate a simplified emission total. It is recommended that any inventory complier checks for the current conversion factors which are updated annually by Defra. For example as energy producers discover better methods of production their emissions per unit produced will be reduced.

Within the CO2 Emissions Inventory Tool, your fuel consumption is used to calculate CO2 emission data. If you do not have the appropriate fuel data available, you can calculate emissions total from simply entering the distance travelled. This is not as accurate as inputting the true fuel consumption but will provide you with some indicative emission data.

Scope 1 - Company Vehicles and Onsite Fuel Combustion

Cars, Vans, HGVs and MHE

Company vehicle fuel usage data can be gathered weekly or monthly and should be done for individual vehicles. It is a good idea to record distance travelled as well as fuel used. You can use any existing fuel management or telemetry data to provide you with your fuel usage figures or alternatively record them manually – you may need to do this for your staff vehicles anyway. You may also use figures on fuel usage already recorded on driver trip / time sheets.

Table 1 below can be used to calculate a simple and accurate CO2 figure for your company vehicles, but ensure you keep your cars, vans, MHE and HGVs separate. It is important to separate out the different sources of emissions so you can identify high emission areas. It is also important to gather the amount of fuel used by any refrigerated vehicles or trailers you operate.

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MHE and some other vehicles may be electric. If so, this power consumption will be in your electricity bill so there will be no need for separate calculations of this as this will be covered by your Scope 2 calculations. Gas and diesel powered vehicles’ fuel consumption and emissions can be calculated using Table 1 (below).

On site fuel combustion

Scope 1 also covers all the other types of fuel you may use on site to power or heat your buildings. Table 2 on page 16 allows you to calculate the CO2 emissions from a variety of fuels you may use in your buildings.

Scope 2 – Electricity Usage

Scope 2 simply measures off-site generated electricity used. Emissions information can be taken from your monthly utility bills or from meters and sub-meters on a weekly basis. (You may need to get hold of this information from your head office if you are part of a large company.) Many energy companies now also provide free advice on what your emissions are and how to reduce them, in the form of energy surveys. Some also provide desktop monitors that analyse usage, CO2 emissions and cost.

Table 1: Standard Road Transport Fuel Conversion Factors

Fuel Used Total Units Used Units x Kg CO2 per Unit Total Kg CO2

Petrol Litres x 2.3035

Diesal Litres x 2.6391

Compressed Natural Gas (CNG) kg x 2.7278

Liquified Petroleum Gas (LPG) Litres x 1.4951

Total

Source – 2009 Guidelines to Defra’s GHG Conversion Factors

Table 2: Calculating Emissions from Your Buildings

Converting Fuel Types to CO2 Net CV Basis

Fuel Type Amount Used per Year Units X kg CO2 Per Unit Total kg CO2

Electricity kWh X 0.543

Natural GaskWh X 0.184

therms X 5.380

Gas Oil

tonnes X 3190

kWh X 0.252

litres X 2.762

Diesal

tonnes X 3164.3

kWh X 0.263

litres X 2.639

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Converting Fuel Types to CO2 Net CV Basis

Fuel Type Amount Used per Year Units X kg CO2 Per Unit Total kg CO2

Petrol

tonnes X 3135

kWh X 0.252

litres X 2.303

Fuel Oiltonnes X 3215.9

kWh X 0.280

Burning Oil

tonnes X 3149

kWh X 0.258

litres X 2.5319

Table 3: Calculating Emissions from Private Travel (Public Transport)

Taxi, Bus, Rail and Ferry Passenger Transport Conversion Factors

Method of Travel Passenger kms Travelled (pkm) X kg CO2 per pkm Total kg CO2

TaxiRegular taxi X 0.1584

Black cab X 0.1705

Bus

Local bus X 0.1103

London bus X 0.0832

Average bus X 0.1035

Coach X 0.03

Average bus and coach X 0.0682

Rail

National rail X 0.0577

International rail (Eurostar) X 0.0176

Light rail and tram X 0.0834

London Underground X 0.0780

Ferry (Large RoPax)

Passengers and Vehicles X 0.1152

Total

Source – 2009 Guidelines to Defra’s GHG Conversion Factors

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Contact your utility provider for more information - or alternatively contact one of the following:

The Carbon Trust www.carbontrust.co.uk/energy

Act on CO2www.ctonco2.direct.gov.uk

Energy Saving Trust www.energysavingtrust.org.uk

Table 2 on page 16 provides you with the calculations you need to measure the emissions from electricity used to run your buildings or office facilities.

Reducing CO2 in buildings can be costly, but some efficiency savings are easy to deliver and cost very little. If you have air conditioning, for instance, closing doors and windows allows it to operate at maximum efficiency. Turning off electronic equipment reduces heat gain (computers and lights). Removing sources of draughts through insulation strips or repairing cracked windows will also help to reduce the demand on heating and cooling systems. Reviewing the times during which your heating and cooling equipment is operational so that it is switched off when there is no one in the building can also help.

Scope 3 - Staff Commuting, Business Travel and Subcontractors

Staff commuting to work can be a significant source of CO2 emissions and also contributes to congestion and other forms of pollution such as nitrous oxides and particulates (often denoted as PM10 and PM2.5). However, this data can be more difficult to gather and some staff may not wish to participate. You cannot force your staff to take part so you must exclude them or assign them an average measure if they wish to opt out. Table 1, on page 15 can be used as a simplified method of tracking staff commuting and business travel car emissions.

Other data that you may wish to gather is for taxi, bus, rail and ferry kilometres travelled by your staff, whether commuting or on business travel. Obviously this data will not be exact but details of journeys could be gathered and indicative distances calculated to help measure the contribution of these to your overall emission levels. For more information on gathering mileage data you can go to www.dft.gov.uk/transportdirect

Table 3 on page 16 will help you to calculate the emissions from public transport travel.

A good way of gathering business travel data is to put a mandatory field onto your expense forms and to establish a policy whereby if mileage is not filled in then the associated expenses are not paid.

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REMEMBER:

It is important to keep details of staff commuting and business related travel emissions separate to ensure each area can be calculated independently. This is obviously more difficult for those that commute to work in company cars.

Suppliers and Subcontractors

Suppliers and subcontractors can contribute a significant amount of CO2 to your total. However they are a more complex area to measure as they may be reluctant to disclose information on their operation and fuel consumption.

In addition, you need to ascertain if they themselves monitor their CO2 emissions. If they do, you may not need to include their emissions in your own as you may then be double-counting overall emissions – however this will depend on the boundaries of your monitoring. Some larger companies stipulate that subcontractors must prove they actively monitor their emissions, requiring them to submit this data before they are engaged.

A good idea is to gather data from those collecting waste from your operation as well as from those collecting pallets and any other reverse logistics undertaken on behalf of your company.

If you choose to monitor your sub-contractors’ emissions, it is worth monitoring their fuel consumption separately to your own, so you understand their overall contribution and can set appropriate targets for them.

REMEMBER:

Data collection will be a continuous process in order to maintain improvement and ensure progress is being made towards your targets. The CO2 Emissions Inventory Tool within this guide (on the inside back cover) will provide you with the tools to store ongoing fuel data on a monthly basis for your subcontractors.

Table 1 on page 15 can be used as a simple method of logging their fuel use and calculating their emissions.

Analysis of DataCollecting your data is very important but is only part of the solution to reducing CO2 and improving your environmental credentials. Once the initial data has been collected you can establish a baseline figure from which you will be able to set future targets against. Data will need to be collected for several months before trends can be identified and the appropriate corrective action taken.

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If you find that your CO2 emissions are increasing then it’s important that you act as soon as possible. If they are falling, that may indicate good news - but it does not necessarily mean that further savings cannot be made.

• What is your company’s policy on maximising vehicle loading (could you use double deck trailers for low density loads for instance)?

• What is your company’s fleet replacement policy – how long will it be until new vehicles meeting the latest euro standards will be used?

• Do you use vehicle technology like telematics or routing software to reduce your environmental impact?

• Do you record empty running and collaborate with others on backloads?

• What proportions of goods are moved by rail and ship and what is your company policy on alternative modes of transport?

• Does your company employ innovations such as more efficient vehicle aerodynamics, alternative fuels, lubricants and refrigerants or environmentally friendly tyres?

• What are your company’s policies on driver training to reduce environmental impact? (Driver training can reduce fuel consumption by at least 5%)

• What are your company’s policies on vehicle maintenance? Do you have a system for regularly checking tyre pressures, for example, given their relevance to fuel efficiency? And do you check ancillaries like temperature controlled equipment regularly to minimise leakage of refrigerants

Fuel Ready Reckoner (FRR) is a web based tool used to forecast the effects of introducing up to 23 different fuel saving interventions. It can be found on the Freight Best Practice Website www.businesslink.gov.uk/freightbestpractice

A good idea is to look at the largest sources of emissions first, as these are likely to be the easiest areas in which to make savings.

Once trends are identified and a baseline figure is set, it will be possible for you to begin to benchmark depots against each other. This could help you to ascertain what best practices that particular depots have in place which could be shared around the whole organisation.

There are certain questions that you can ask yourself and other key players in your company when analysing the data to help identify other areas for improvement:

Carrying out a walk-round assessment of your buildings and identifying any sources of heat loss or gain is as important as well as identifying areas of poor practice, like lights and computers being left on, in devising a plan to reduce your emissions. Chapter 7 provides you with a few options to consider.

Once analysis is completed, the identified areas for improvement need to be presented, targets need to be set and the changes need to be implemented.

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Presenting Results, Setting Targets and Implementing IdeasIt is important that the workforce is regularly updated on the progress of the emission monitoring initiative and what has resulted from it, so that interest is not lost and backing is retained. It is also important to provide the opportunity for feedback and suggestions from those that have not been actively involved with the scheme.

This could be done via monthly meetings or by notice boards that are updated weekly by the Environmental Champion (detailing, for example, the average MPG and total CO2 emissions from each area i.e. private vehicles, company cars, HGVs etc). The results could also be reported with other core KPIs such as accidents or number of on time deliveries.

Realistic targets should be set, following calculation of the initial baseline figure, including the percentage of CO2 you wish to reduce per annum or by a certain date. This will then help dictate which methods you choose to reduce your emissions.

Targets can be set for all areas of the business, so separate targets should ideally be set for reductions in emissions from your buildings, vehicles, from commuting activities and sub-contractors.

Once ideas have been presented and targets have been set, you will be in a position to begin to implement your emission reduction plans across the different areas. It is suggested that steps to reduce private vehicle emissions be done last so that staff can see the scheme working before you attempt to change their personal driving habits.

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Getting Your People On-boardPeople are now becoming increasingly environmentally conscious, so implementing a green policy will almost certainly be looked upon favourably by the majority of your staff.

Green policies are seen by many as being simple to introduce into a company because your employees will usually want to help work towards a good cause. But you will still need to make sure you involve everyone in your firm in creating your environmental policy and monitoring emissions. Every individual, after all, can make a difference to the success or failure of your efforts to monitor and reduce emissions - it’s not just the responsibility of senior management or the elected Environmental Champions.

It is, however, your Environmental Champion who should be responsible for leading the presentation of progress and new ideas. If all those involved have a clear vision of why and how changes should be made, then implementation of the plan will be made much simpler.

Carbon footprinting information included in the speak-up packs contained in the Transport Operators’ Pack highlights the best method of selling the idea of an emissions inventory to management.

Drivers, of course, can make some of the biggest contributions to reducing your company’s emissions and so the drive to save fuel and reduce CO2 should be particularly highlighted to this section of your workforce as well as to the transport managers and senior management.

Remember that clear and frequent communication with the entire company will be necessary to steer your staff through the monitoring process, especially in the early stages. Interest needs to be maintained among staff to keep them onboard and persuade them that the policy is not just another ‘management gimmick’.

Examples of good practice within the company should be highlighted and rewarded. You should also highlight the things that aren’t going so well along with potential solutions and offer people the opportunity to make their own suggestions as this increases their sense of ownership and thus their buy-in to the concept.

Additionally, the use of incentives can help to reinforce buy-in by your staff. This could include things like fuel performance league tables, driver competitions, wage incentives for car sharers, cycling subsidies, rewards for ideas for improvement from employees and even subsidised public transport.

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How to Reduce Your CO2 Emissions This chapter contains a list of potential actions that you can take to help you to reduce your emissions and costs. All of the ideas below can be used to help promote your company’s green credentials.

The tables in this chapter provide you with a selection of methods that you can use to identify what you can do to reduce emissions in different areas of your operation. They are not exhaustive, but they do provide you with many of the common options.

Company VehiclesTables 4 and 5 on pages 22 and 23 below shows some proven methods of emission reduction.

BuildingsTable 6 on page 23 shows a few ideas on how you could reduce your emissions from your buildings. For more information please contact the Carbon Trust and Act on CO2.

Case Study 4 on page 24 shows how Marks and Spencer has approached emissions reduction in its stores.

Staff Commuting and Business TravelIt is difficult for an employer to change an employee’s private vehicle – but it is possible to influence the driver to increase the vehicle’s fuel efficiency. It is advised though that any attempts to change staff commuting habits are left until other methods have been proven and made common knowledge in your operation.

Ways of reducing emissions from commuting should be fairly soft and based on incentives rather than just penalising people for car use.

Some companies provide monetary incentives for company car drivers that choose low emission vehicles.

Business travel can be directly affected by choosing more fuel efficient, less polluting cars when hiring rental vehicles or when choosing company cars. You can also take steps to identify unnecessary journeys, especially for meetings, which might be replaced by conference calls or video conferencing.

The DfT sponsored website www.vcacarfueldata.org.uk provides useful information on CO2 emission figures for cars and the impact they have on the environment and also help you identify the vehicle excise duty and / or the relevant company car tax percentage bracket based on their CO2 level.

Table 7 on page 23 provides a few ideas on what you can do to reduce your emissions from commuting and business travel and show sources of further information. SAFED techniques can also be passed onto your office staff helping them to drive more effectively.

SubcontractorsSince your suppliers and contractors are independent, there is little you can do to control their emissions - though you may want to consider putting a request in the tender requirements to view firms’ environmental policy when looking to take on new suppliers and contractors.

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Table 4: Emission Reduction Methods for Company Vehicles

Opportunities CO2 Saving Potential Sources of Information

Implement a Fuel Management Programme High •Fuel Management Guide

Train Drivers and Staff High•SAFED for HGVs

•SAFED for Vans

Introduce Telematics and CVRS High

•Telematics for Efficient Road Freight Operations

•Computerised Vehicle Routing and Scheduling for Efficient Road Freight Operations

Implement a Preventative Maintenance Strategy High

•Preventative Maintenance for Efficient Road Freight Operations

•Transport Operators Pack

Use Non-road Modes of Transport (Rail and Water) High

•Choosing and Developing a Multi-modal Solution

• Sea and Water

• Rail Freight Group

Improve Vehicle Utilisation with Backloading

Med•Make Back-loading Work for You

• Consolidate and Save

Increase Vehicle Fill with Double Deck Trailers Med •Focus on Double Decks

Source Alternative Fuel Vehicles Med

•Truck Specification for Best Operational Efficiency

• Forthcoming Electric vehicles case study

• CENEX

• Natural Gas Vehicle Association (NGVA)

• Electric Vehicles Network UK

• Energy Saving Trust

Manage Performance Med •Performance Management for Efficient Road Freight Operations

Use Aerodynamic Equipment Med

•Aerodynamics for Efficient Road Freight Operations

• TOP Aerodynamic tool

Run an Anti-Idling Campaign Med

•Engine Idling – Costs you money and gets you nowhere

• Speak up Packs TOP

Change Lubricant Used Low • Fuel Management Guide

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Table 5: Emission Reduction Methods for Manual Handling Equipment

Opportunities CO2 Saving Potential Sources of Information

Implement a Preventative Maintenance Strategy

High •Working Together to Improve Operational Efficiency of RDCs

Reduce Warehouse Product / Movements Med

•Working Together to Improve Operational Efficiency of RDCs

• Key Performance Indicators for the Pallet Sector

Source Alternative Fuel MHE Med •Speak with MHE Manufacturers

Run an Anti-Idling Campaign Med • Engine Idling – Costs You Money and Gets You Nowhere

Table 6:Emission Reduction Methods for Your Buildings

Opportunities CO2 Saving Potential Sources of Information

Develop Site Energy Efficiency Guide and Simple Energy Survey Methods High

• Act on CO2

• Carbon Trust

Consider Movement to Carbon-positive Buildings, Grey Water Systems etc. High

Develop Energy-efficient Performance Specifications for High

Develop Site Energy Exception Reports Med

Change Energy Suppliers Low

Review Lighting Reduce Lighting Levels Motion Sensor Lighting Low

Table 7:Commuting and Business Travel Emission Reduction Methods

Opportunities CO2 Saving Potential Sources of Information

Promotion of Car-sharing Schemes Med •Act on CO2

• SAFED

• Energy Savings Trust

• Motorvate

• Carbon Trust

Encourage Use of Public Transport Med

Influence Purchasing of Green Cars Med

Provide Cycle-to-work Facilities Low

Train Staff Low

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Case Study 4: M&S Sustainable Stores

In January 2007, Marks and Spencer plc launched a new business strategy entitled ‘Plan A’, so called as M&S now views it as the only way of doing business – there is no ‘Plan B’. The plan places emphasis on the sustainable sourcing of products and working together with suppliers and customers to combat climate change.

Reducing its carbon footprint is a key commitment for Marks and Spencer. In terms of its stores, the opportunity to reduce emissions depends on whether the store is new or existing. Existing stores are limited in terms of their ability to make alterations to the infrastructure and also in terms of inconvenience to customers and consequent loss of sales.

However, as part of an ongoing store refit, opportunities may exist for more efficient refrigeration and lighting as well as additional insulation. Opportunities also exist in relationships with customers to reduce packaging on products and the amount of carrier bags used.

M&S was the first large retail chain to begin charging for their previously free food carrier bags. M&S also opened, three ‘eco stores’ in Bournemouth, Glasgow Pollock and Galashiels in 2007 which were test-beds for a new generation of store specifications.

New stores have a much greater potential for energy saving measures to be used, allowing them to be designed into the building, allowing for a much greater degree of efficiency. The store recently built at Glasgow, for instance includes load sensing escalators, dual-flush toilets and waste segregation and recycling among other measures.

In terms of transport, M&S has recently introduced a number of aerodynamically advanced teardrop trailers. In 2007/08, these trailers achieved a 10% improvement in fuel-efficiency and a 20% reduction in CO2 emissions per garment moved.

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Glossary - Important Carbon Emission Facts•The term greenhouse gas is used to refer to a class of gases that form a blanket around the planet,

trapping heat within the atmosphere in a process called the ‘greenhouse effect’. This blanket has been thickening, mostly due to additional human generated greenhouse gas emissions, trapping in more heat and leading to the ‘enhanced greenhouse effect’ which is driving global ‘climate change’. One of the most abundant greenhouse gases is carbon dioxide (CO2)

• CO2 is a key by-product of the combustion of fossil fuels. A chemical reaction takes place during combustion which combines the carbon in the fuel with oxygen in the air to give carbon dioxide (CO2)

• A carbon footprint is a measure of the volume of greenhouse gases produced by or on behalf of a person, organisation or other entity and is usually expressed in units of CO2

• Carbon footprints are usually reported in carbon dioxide equivalent (CO2e) units. This figure is arrived at by multiplying all of the various greenhouse gases emitted by its global warming potential (GWP). A GWP is a measure of how much a given weight of a greenhouse gas contributes to the greenhouse effect over a period of 100 years, relative to carbon dioxide. CO2 has a GWP of 1, Methane (CH4) has a GWP of 25

• The term carbon neutral refers to having no net carbon dioxide equivalent emissions. Currently, this is only achievable by reducing emissions as much as possible and then offsetting the remainder. Careful consideration should be taken when assessing carbon neutrality due to the wide scope and variation of its definition

• Carbon offsetting is the act of mitigating greenhouse gas emissions by enacting activities that absorb carbon dioxide as opposed to ones emitting them. For example some companies invest in cleaner technologies in other countries and reforestation projects. However the benefits have yet to be fully understood

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Freight Best Practice publications, including those listed below, can be obtained FREE of charge by calling the Hotline on 0300 123 1250 or by downloading

them from the website www.businesslink.gov.uk/freightbestpractice

Fuel Management Guide

This is the definitive guide to improving the fuel performance of your fleet. It gives step-by-step explanations of the key elements of fuel management, how to measure performance and how to implement an effective improvement programme.

Saving FUELFleet Performance Management Tool Incorporating CO2 Emissions Calculator

This tool has been designed to help fleet operators improve their operational efficiency using key performance indicators (KPIs) to measure and manage performance. KPIs include costs, operational, service, compliance, maintenance and environmental.

Performance MANAGEMENT

Saving Fuel Through People

This guide provides advice and real life examples to help operators motivate their staff effectively. It provides an understanding of the importance of people, the effects of change and shows how to implement and manage change more successfully.

Developing - SKILLSChoosing and Developing a Multi-modal Transport Solution

This guide provides a useful insight into the rail and water freight industries, explains the process for making an informed choice about modal shift, and also explains the availability of financial assistance such as grant funding.

Multi-MODAL

Truck Specification for Best Operational Efficiency

A step-by-step guide to the process of correctly specifying an efficient and ‘fit for purpose’ vehicle.

Equipment & SYSTEMSThere are over 25 case studies showing how companies have implemented best practice and the savings achieved. Check out the following selection of Scottish case studies:

• TescoSetsthePaceonLowCarbonandEfficiency

• SwitchforSustainability

• FreightFacilitiesGrants-AConcreteSolution

Case STUDIES

April 2010.

Printed in the UK on paper containing 100% recycled fibre.

FBP1096© Queens Printer and Controller of HMSO 2010.Performance MANAGEMENT