CARBON MANAGEMENT PLAN
2024 – 2029
FOREWORD
A foreword from Laura Bishop, Pro ViceChancellor for the Faculty of Science, and strategic lead for Liverpool John Moore University’s Climate Action Plan.
As the university’s representative for the LJMU Climate Action Plan on our Executive Leadership Team, I am delighted to introduce our Carbon Management Plan 2024-2029. The university declared a climate emergency in 2020. A working group then drafted the Climate Action Plan, which was completed in early 2022 and subsequently endorsed by ELT and the Board of Governors. The stated aim of the plan was for the university to achieve net zero carbon in scope 1 and 2 emissions by the ambitious target of 2035…. a date which will soon be upon us. The current plan was commissioned in 2023 as part of our institutional effort to reduce our carbon emissions
This plan represents a strong commitment to reduce the University’s carbon emissions footprint over the next 5 years, in line with the pledge made in the Climate Action Plan to achieve net zero carbon emissions by 2035. In line with other Higher Education Institutions, our Climate Action Plan has five strands: Leadership and Governance, Teaching, Research, Community Engagement, and Campus Management. The implementation of the plan is making progress in all its strands. Whilst Campus Management is only one of these, it is perhaps the most directly related to our commitment to achieving net zero as an institution.
Our benchmarks are particularly the HEFCE 2005 baseline and our subsequent Carbon Management Plan baseline from 2014/15. Our data from 2022 show considerable progress, both in our results and in our trajectory. This plan provides a roadmap for further reduction, including measurable outcomes and KPIs, which will stand us in good stead in our journey towards net zero.
The OFS stated in its 2020 Reducing Higher Education Carbon Emissions announcement that, “We think it is crucial that an organisation that states its primary purpose is to promote the student interest should be actively leading the sector in its response to the climate emergency.” Institutionally, we completely agree with this statement. There is good evidence that students pay attention to the Climate Pledges of universities when choosing which one to attend, and the same is known to influence staff who want to be part of environmentally responsible organisations. We have very publicly committed to our net zero carbon target, with the approval of the Board of Governors. This Carbon Management Plan represents significant work towards the achievement of our goal to be a sustainable and responsible university.
EXECUTIVE SUMMARY
The UK is committed to achieving Net Zero Carbon (NZC) by 2050 and Liverpool John Moores University (LJMU), having acknowledged the climate emergency in 2020, set a more ambitious goal in its ‘Climate Action Plan 2022 – 2035’ of achieving NZC of its Scope 1 and 2 emissions by 2035. Since 2005, it has achieved a 59% reduction in Scope 1 and 2 emissions and emits around 6,000 tonnes of carbon per annum, however, this performance improvement can mostly be attributed to national grid decarbonisation.
In 2023 LJMU commissioned a Decarbonisation Plan and undertook a comprehensive programme of site surveys, best-practice building modelling and a detailed costing exercise to identify a pathway to NZC. A core finding was that for heat generation, hydrogen technology is not currently viable, and the electrification of heat is a priority i.e. replacing gas boilers with air source heat pumps to benefit from grid decarbonisation. Investment in the region of £93m is required to deliver NZC retrofit of the existing estates which is prohibitive especially when set against a backdrop of broader Higher Education funding pressures. Securing external funding to support LJMU investment will be essential to the delivery of the full decarbonisation plan.
This Carbon Management Plan (CMP) sets out how the university can approach and target its decarbonisation activity over the next six years to deliver steady progress towards its goal. It prioritises the installation of air source heat pumps alongside a broader programme of photovoltaic panels, LED lighting and building fabric upgrades. This will be supported by a programme of submetering, monitoring, building optimisation and the implementation of soft measures such as the establishment of an ISO50001 Energy Management System, accessing renewable energy Power Purchase Agreements, embedding stronger policies and procedures that will reduce carbon emissions and ensuring a continuous programme of communication and engagement activity to increase institutional visibility and understanding.
The plan also captures Scope 3 emissions which have been quantified using the Standardised Carbon Emissions Framework which is being adopted across the sector. These emissions dwarf our Scope 1 and 2 emissions and constitute over 90% of our total carbon footprint. For the first time this plan introduces targets for different Scope 3 subcategories including procurement, travel, water, and waste. Table 1 below shows the plan baseline and targets.
3e
Table 1: Carbon Management Plan Baseline and Targets
Carbon management is complex and technical and there are numerous concepts and definitions that need to be understood at all levels to enable an organisation to decarbonise rapidly and efficiently. This plan includes details of, and aligns our future reporting approach with, carbon accounting and budgeting methodologies as defined by the Greenhouse Gas (GHG) Protocol In 2024, a definition of a NZC building is expected to be published, details of which have been shared in the plan and are relevant to both our existing estate and any potential new construction and refurbishment. Different approaches to energy procurement are summarised, specifically the contribution that Power Purchase Agreements could play The plan outlines the current landscape for offsetting and introduces the relatively new concept of insetting whilst emphasising that neither are substitutes for action that directly reduce carbon emissions.
Carbon, alongside sustainability, must become part of everyday conversations at LJMU otherwise progress will be limited and good practice by one department may be undermined by the activity of another The plan contains specific actions to address this including training to increase organisational understanding and embed carbon into decision making.
The plan will be driven by Estate Development and Campus Services and will be supported by a suite of SMART KPI’s that are defined within. It will be overseen by the Climate Action Plan Steering Group and Capital Committee and progress reported within Climate Action Plan updates to Executive Leadership Team.
1. Purpose
The purpose of this plan is to set out the activity the university will undertake over the next six years to rapidly reduce its energy consumption and carbon emissions in line with its commitment to reduce Scope 1 and 2 emissions to Net Zero by 2035, and more broadly across its Scope 3 emissions. The university has not previously addressed its Scope 3 emissions comprehensively and this document will introduce new commitments to ensure all direct and indirect carbon emissions are identified, measured, reported and where possible, addressed.
The plan captures the decarbonisation journey to date, and the findings and recommendations of the energy and decarbonisation surveys undertaken in 2023. An implementation programme, for the installation of hard measures such as air source heat pumps and insulation, is presented alongside a programme of soft measures which address policy and procedure development to further strengthen energy and carbon performance.
The findings of an energy and carbon modelling exercise are included and provide an indication of the carbon reduction potential of the estate which will enable a sense of what an offsetting scenario might look like in 2035. Important concepts, definitions and frameworks are introduced around net zero carbon, carbon accounting, renewable energy procurement and offsetting to support organisational understanding and steer decision making. Key performance indicators are also established to support ongoing monitoring and a systems approach to energy management 1. To ensure success, the plan identifies the governance, monitoring and reporting framework and the financial commitment required to support delivery.
2. Global Context
Human activity is causing climate change and threatens life on earth as we know it 2. The world has heated up by around 1.2°C since the pre-industrial era and humanity has reached a tipping point. Rapid and deep emission cuts are urgently required to avoid an extreme climate change scenario of a rise in global temperatures above 3.0°C degrees.
Figure 1: Yearly surface temperature compared to the 20th-century average from 1880–2022. Blue bars indicate cooler-than-average years; red bars show warmer-thanaverage years. NOAA Climate.gov graph
Climate impacts are frequently communicated in their primary and extreme context i.e. increased global temperatures, heatwaves, bushfires and flooding but this reduces our ability to truly understand the human outcomes. Exploring the secondary impacts which include desertification, loss of habitat, loss of soil, fish stock collapse and changes to infectious disease allow us to appreciate the risks posed. If we look deeper at the tertiary impacts, the scale of the problem precipitates fully i.e. famine, conflict, large scale migration, deeper inequality, civil unrest etc. Those working for LJMU should ask themselves how will this impact our daily operations, our future students, our university infrastructure, our business model and our local and global community?
Net Zero Carbon (NZC) means achieving a balance between the greenhouse gases emitted into and removed from the atmosphere. To mitigate the worst impacts of climate change on humanity and the natural ecosystems, science has shown that we need to limit global heating to 1.5°C over pre-industrial levels. The UK Government has committed to NZC by 2050 and to grid decarbonisation by 2035. LJMU have declared a Climate
1 Aligned with ISO50001
2 UN Sustainable Development Goals: Take Urgent action to combat climate change
Emergency and published a ‘Climate Action Plan 2022 – 2035’ within which it sets a goal to be NZC for Scope 1 and 2 emissions by 2035. To achieve this goal, resources will be needed to:
• Reduce energy demand;
• Improve building fabric and energy efficiency;
• Switch to electric heating systems and fleet;
• Install low carbon and renewable energy where feasible;
• Roll out low carbon refrigerants; and
• Create new behaviours and decision making across the institution from executive board level downwards.
Residual carbon, which cannot be avoided and should be minimised, will need to be offset. The cost of offsetting carbon is expected to rise significantly over the next decade as demand increases and any organisation relying on offsetting as a primary route to net zero is likely be left financially exposed.
3. Sector and Regional Context
We are not alone. Many organisations, public and private are prioritising sustainability and setting ambitious commitments and targets across all scopes of carbon. One analysis shows that one-third of the world’s biggest publicly traded companies have net zero goals and over 1,000 universities globally have committed to net zero carbon deadlines 3. The Higher Education (HE) and Further Education (FE) sector in the UK is responsible for emitting 17.8million tCO2e to atmosphere annually 4. Progress in the sector has however been limited – only 41% of institutions managed to meet the sector carbon reduction emissions target set by HEFCE in 2010 of a 43% reduction in Scope 1 and 2 emissions by 2020/21 from a 2005/06 baseline. Despite the maturity of solar photovoltaic technology, just 8% of universities reported generating over 10% of their energy from renewable sources in 2020/21. LJMU achieved a 59% reduction in emissions over this period and generated less than 0.05% from renewable technology.
Liverpool City Region Combined Authority launched its ‘Pathway to Net Zero’ in 2022 and Liverpool City Council declared a climate emergency in 2019 and subsequently published its Action Plan 5 to become a Net Zero City by 2030 with a focus on Buildings and Heat, Power Supply, Transport and Waste. The city plan acknowledges that hydrogen is not yet an established technology nor will it be a viable option for the short to medium term hence this CMP does not consider hydrogen as an option and focuses on the electrification of heat. We will monitor the progress with the development of hydrogen as a viable alternative and adapt the CMP as suitable opportunities present themselves.
4. LJMU Estate
LJMU has circa 30 operational buildings spread out over two campuses (City Campus and Mount Pleasant Campus), and several non-operational buildings including a third campus (IM Marsh Campus), currently vacant, based several miles to the south-east of the city. The portfolio is a mix of building types of varying ages.
5. Carbon Accounting
5.1. Greenhouse Gas Protocol
The Greenhouse Gas (GHG) Protocol is a globally recognised corporate standard for greenhouse gas accounting and reporting and includes carbon (Scope 1, 2 and 3). Standardised and proper carbon accounting
3 UN Environment Programme
4 Scope 1,2 and 3 included. ‘The cost of Net Zero’ EAUC, AUDE, BUFDG 2023
5 Liverpool Net Zero Carbon 2030
methodologies are essential for organisations working towards NZC to ensure all carbon is correctly identified and rigorously and accurately calculated.
• Scope 1 Direct GHG Emissions: direct GHG emissions occur from sources that are owned or controlled by the company. For LJMU this constitutes emissions from gas combustion in boilers, emissions from university owned fleet, and emissions from refrigerant leaks in air conditioning units.
• Scope 2 Indirect GHG Emissions (Electricity): GHG emissions from the generation of purchased electricity consumed by the company. Emissions physically occur at the facility where electricity is generated.
• Scope 3 Other Indirect GHG Emissions: all other indirect GHG emissions which are a consequence of the activities of the company but occur from sources not owned or controlled by the company. For LJMU this includes emissions from procurement activity, staff and student commuting, business travel etc.
Within this protocol there are two approaches to reporting Scope 2 (electricity) carbon emissions:
a) Location-based methodology which uses the carbon intensity of the national grid to calculate emissions; and
b) Market-based methodology which allows the use of ‘instruments’ such as Renewable Energy Guarantee of Origin (REGO) certificates and Renewable Corporate Power Purchase Agreements to contribute to its carbon accounting.
The university has historically used the location-based methodology to calculate its carbon emissions, however, it is a decision for the institution how it wishes to frame, target, and offset its carbon, with transparency in reporting being key. LJMU currently purchases electricity and REGO backed certificates and therefore under market-based reporting its Scope 2 emissions are almost zero 6. For the first time and in line with the reporting requirement of the GHG Protocol, this report will present both location-based and market-based carbon emissions to demonstrate and to account for choices it has made in relation to its electricity procurement.
A decision will need to be made as to whether any future offsetting costs will apply to its location-based emissions or its market-based emission, with the latter being significantly less as demonstrated later in the report. Overtime, location-based emissions are expected to reduce significantly as the grid works towards its goal of NZC by 2035 A key action from the plan will be to develop an offsetting policy to strengthen understanding and support informed decision making.
5.2. Standardised Carbon Emissions Framework (SCEF)
A new HE sector led carbon reporting framework was published in January 2023, the Standardised Carbon Emissions Framework (SCEF) and is expected to be mandated alongside HESA reporting by 2025. This framework, which includes Scope 3 emissions, aligns with the GHG Protocol and will bring consistency across the sector in term of reporting and allow more meaningful comparison. The LJMU Energy Manager has engaged early with this new approach and presents data in this report which aligns with SCEF.
6. Carbon Budgeting and Sector Targets
Rapid and deep cuts in carbon emissions are urgently required to prevent severe climate change impacts. The United Nations ‘Framework Convention on Climate Change 2016 Paris Agreement’ 7 (hereafter, ‘Paris
6 Verified by carbon trust
7 The Paris Agreement | UNFCCC
Agreement’) overarching goal is to limit the global temperature increase from pre-industrial levels to 1.5°C and to achieve this, greenhouse gas emissions must peak before 2025 and reduce by 43% by 2030 8 Carbon budgeting is an established and popular approach amongst governments, cities and organisations which places a restriction on the total amount of carbon that can be emitted over a set period. LJMU has not created specific carbon budgets, but this plan introduces an interim carbon reduction target, along with building carbon and energy use intensity targets to support rapid decarbonisation.
The Department for Education published ‘Sustainability and Climate Change’ 9 in 2022, a policy paper which applies to HE which introduced a new target framework. It states:
‘we will work together to set science-based targets from 2025, ensuring we play our part in reducing public sector emissions against a 2017 10 baseline by:
• 50% by the end of 2032
• 75% by the end of 2037.’
These targets are less ambitious than LJMU’s and many others in the sector, however, they remain challenging, and institutions will be tracked against them.
7. Energy Targets
Net Zero Carbon does not mean zero energy consumption. The university will remain a significant energy user in 2035 and beyond as it delivers its core business of supporting thousands of students achieve their academic potential. However, reducing energy consumption and creating a highly efficient campus is an integral part of the low carbon transition as energy and carbon are inextricably linked. Establishing energy targets alongside carbon targets is essential and this plan recommends the university adopt a framework approach to energy management through the establishment of an ISO50001 Energy Management System. This globally recognised approach is being increasingly adopted within the sector and aligns well with the ISO140001 Environmental Management System which the university is already pursuing via the EcoCampus programme.
Energy use intensity (EUI) is the preferred metric for energy performance monitoring i.e., total kwh consumption per m2 per annum (kwh/m2/annum) which allows for continuous performance improvement alongside dynamic business operation. LJMU’s current operational campus EUI is circa 188 kwh/m2/annum 11 , however, this differs wildly across the portfolio.
The Low Energy Transformative Initiative (LETI), an established voluntary network of over 1,000 built environment professionals, have put together various documents to support decarbonisation in the built environment. In their ‘Climate Emergency Design Guide’, it suggests new build commercial offices and schools should aim for a 55 and 65 kwh/m2/annum target respectively. Whilst any new build projects will be designed to be low energy, most of our future asset portfolio is already built. Extreme retrofitting would be required to achieve anywhere near these levels and in many instances, would not be commercially viable.
An EU funded project, the Carbon Risk Real Estate Monitor (CRREM) 12, has created a tool which enables organisations to model carbon and energy pathways to support the Paris Agreement and carbon budgeting approach. It is recommended that the university use this tool as a reference for EUI targeting in the absence of
8 2019 baseline TBC
9 Sustainability and Climate Change
10 University year 2017/18
11 Decarbonisation Plan baseline 2021/22
12 Home - CRREM Global
having specific carbon budgets aligned to the 1.5oC warming goal. The tool indicates that an average UK office with a baseline of 213 kwh/m2/annum in 2020/21 should be targeting 130 kwh/m2/annum by 2028/29
8. Net Zero Carbon Building Definition
LJMU’s ‘Climate Action Plan 2022 – 2035’ definition of net zero is the balance between the emissions we create and those we can remove from the atmosphere to keep warming below 1.5oC 13. This broad definition is useful, however, it is too simplistic when trying to address emissions at building level, in both existing and new construction. A definition from the Whole Life Carbon Network enables a deeper understanding of the term at asset level:
‘A 'Net Zero (whole life) Carbon’ Asset is one where the sum total of all asset related GHG emissions, both operational and embodied, over an asset’s life cycle are minimised, meet local carbon, energy and water targets or limits, and with residual ‘offsets’, equals zero.’ 14
Businesses and organisations across the UK are demanding greater guidance to support their decarbonisation pathways and the industry is responding in the absence of central Government leadership.
8.1. UK Green Building Council Net Zero Carbon Building: A Framework Definition
In 2019 the UK Green Building Council (UKGBC) published ‘Net Zero Carbon Buildings: A Framework Definition’ which includes a framework of principles and metrics that can be integrated into policy and can be used as a tool for new construction, but with principles that can apply more broadly across existing assets.
13 Climate Change Committee (2021) Progress in Adapting to Climate Change 2021, Report to Parliament Climate Change Committee, June 2021
14 PowerPoint Presentation (nzcbuildings.co.uk)
Figure 2: CRREM Decarbonisation and Energy Reduction Pathway for UK Buildings
A notable aspect of this net zero definition is its inclusion of carbon in construction i.e. embodied carbon as well as operational carbon. It requires a Whole Life Carbon Assessment and offsetting of embodied carbon at ‘Practical Completion’. It prioritises low energy intensity, requires public disclosure of annual consumption and the inclusion of on-site renewables if feasible. Off-site renewables must have retired 15 Renewable Energy Guarantee of Origin (REGO) certificates and show additionality i.e. an electricity purchasing contract that contributes to the construction of new renewable energy facilities e.g. through a renewable energy power purchase agreement. Any remaining carbon must be offset using a recognised framework and be publicly disclosed.
8.2. UK Net Zero Carbon Building Standard
Since May 2022, UKGBC alongside other leading industry organisations 16 are supporting the development of a single, agreed methodology. The ‘UK Net Zero Carbon Building Standard’ (expected in 2024) will enable the industry and sector to prove their assets, both existing and new, are net zero and in line with the UK’s climate targets. It will include metrics and performance targets around energy use, upfront embodied carbon and lifecycle embodied carbon and could include targets for space heating/cooling demand and peak load and will seek to develop bespoke targets for a range of different typologies including, amongst others, schools, FE colleges, offices, and data centres. The targets will be science-based i.e., aligning to mitigate global warming to 1.5oC in line with scientific evidence from the Intergovernmental Panel on Climate Change (IPCC). It will also cover the approach to carbon accounting, procuring renewable energy, and the treatment of residual emissions, including carbon ‘offsetting’.
8.3. Energy Procurement
Whilst energy reduction activity will improve the energy performance of buildings over the next decade, the university portfolio will remain a significant consumer of energy (principally electricity) in 2035. To meet the emerging definitions of Net Zero, the electricity that it procures will have to meet certain quality criteria which includes:
• Be sourced from renewables;
• Have a REGO certificate which is retired; and
• Show additionality i.e. contributes to the construction of new renewable energy facilities.
The current university electricity purchasing arrangements do not meet these criteria despite publicly stating it purchases ‘renewable energy’ in its ‘Climate Action Plan 2022 – 2025’. However, the university energy procurement provider, TEC, is currently (2023) developing a Power Purchase Agreement (PPA) product which does meet this criterion through supporting ‘new to ground’ renewable energy infrastructure. To support our
15 Retiring the REGO means that it cannot be traded / sold onwards for others to claim the green benefits.
16 BBP, BRE, the Carbon Trust, CIBSE, IStructE, LETI, RIBA, RICS,
Figure 3: UK Green Building Council NZC Building Definition
NZC objectives and meet the likely requirements of the UK Standard, a key recommendation within section 11.4 Soft Actions is to explore and pursue such contracts between 2023/24 and 2028/29.
8.4. Offsetting and Insetting
Carbon offsetting should not be seen as a leading solution to achieving NZC. Energy efficiency, heat decarbonisation and quality energy procurement must take precedence and only residual emissions which are extremely difficult to eliminate should be offset. Different types of carbon offsetting schemes exist 17:
• Carbon reductions or avoided emissions: any offset project that contributes to reduce or avoid the emission of greenhouse gases, for example, by improving energy efficiency, switching to cleaner fuels, etc.
• Short-term carbon removals: any offset project that directly removes greenhouse gases from the atmosphere on a temporary basis through carbon capture or sequestration, for example, tree-planting, which will lock up carbon for the lifetime of the tree.
• Long-term carbon removals: any offset project that directly removes greenhouse gases from the atmosphere on a long-term or permanent basis. Examples include CO2 mineralisation or Direct Air Carbon Capture and Storage (DACCS).
• Carbon removals with social benefit: any offset project that simultaneously removes greenhouse gases from the atmosphere for the long-term, while also generating wider socio-economic value for the surrounding community.
Carbon offset schemes came under the spotlight in 2022/23 as revelations about the quality, accuracy, transparency, and overall integrity of various schemes emerged 18. Many schemes failed to demonstrate that offsetting claims were additional, permanent and robustly quantified with no double counting. The offsetting market remains immature and poorly regulated.
The university has not undertaken any offsetting. If the university wishes to align its definition to that of the emerging UK NZC Building Standard, then the embodied carbon will need to be offset at Practical Completion of any new development. A key recommendation within section 11.4 Soft Actions is to develop an offsetting policy. This process will increase organisational understanding and the policy can be reviewed regularly to 2035 to ensure it is fit for purpose in a rapidly changing landscape.
It is recommended that the university initially refer to the International Carbon Reduction and Offsets Alliance (ICROA) list of permitted offset standards, or the UK Government approved domestic carbon standards listed by the UK Environmental Reporting Guidelines should it wish to pursue any early offsetting goals.
An alternative to carbon offsetting which has recently been generating interest is ‘carbon insetting’ which is where:
‘companies spend to improve their suppliers’ carbon footprint. Rather than spend cash on carbon off-sets in far flung parts of the world, the insetting concept brings decarbonisation spending closer into a company’s orbit.’ 19
This route could prove more transparent and reliable and support a reduction in LJMU’s Scope 3 emissions, however, the priority for the duration of this plan is to use available funding for direct carbon emissions reduction activity.
17 Carbon offsetting in the neighbourhood - Arup
18 Revealed: more than 90% of rainforest carbon offsets by biggest certifier are worthless, analysis shows | Carbon offsetting | The Guardian
19 Is carbon insetting the next big thing? (ft.com)
9. LJMU Carbon and Energy Performance
9.1.
Total Carbon Emissions
Figure 4 below shows the university carbon emissions for the performance year 2021/22 broken down into different scopes clearly showing the scale of Scope 3 emissions.
This split between Scope 1 and 2 emissions and Scope 3 emissions is typical of the sector, with most emissions resulting from procurement activity.
9.2. Scope 1 and 2 Emissions
Scope 1 emissions include direct emissions from the LJMU estate which consists of emissions from gas boilers, university fleet and refrigerant gases. Scope 2 emissions are indirect emissions specifically from the electricity used by the estate. The university has historically used HESA generated emissions as its primary dataset. HESA use a location-based methodology which is based on grid carbon intensity and does not account for any renewable/REGO backed procurement. Figure 5 below shows the carbon reduction performance improvement from a sector aligned 2005/06 baseline.
Figure 4: LJMU Emissions by Scope with breakdown
In 2010 HEFCE set a sector goal of a 43% reduction in Scope 1 and 2 emissions by 2020/21 on a 2005/06 baseline and LJMU has achieved a 59% reduction, however, it is important to understand the driving factors in this performance improvement. Significant amounts of low and zero carbon generating technology (wind, solar and hydro) has been added to the national grid infrastructure over the last two decades and the carbon intensity has reduced by a staggering 50%. A substantial portion of LJMU’s performance improvement can be attributed to this alongside the removal of student accommodation from the asset portfolio 20, as well as the closure of IM Marsh campus and other significant assets. We can see from the Figure 6 below that total energy consumption has been relatively stable.
Total Energy Consumption (kWh)
Figure 5: Historic Scope 1 and 2 Carbon Emissions (location-based emissions)
Figure 6: Total energy consumption in kWh between 2013/14 and 2022/23
9.3. Sector Comparison
Data is collected annually via HESA and a review of the 2020/21 data shows that LJMU are ranked 66th of 135 institutions for total carbon emissions and 61st for carbon intensity i.e. carbon per m2, which puts the university in the top half for performance.
Figure 7: Total Scope 1 and 2 carbon emissions per HE institution (tonnes CO2e)
Figure 8: Carbon intensity of HE institutions (tonnes CO2e per m2).
9.4. Portfolio Analysis
To effectively plan for carbon reduction, it is important to be aware of the largest sources across a portfolio. Figure 9 represents utility carbon emissions by supply point. It shows that ten supplies are responsible for 92% of carbon emissions whilst just five are responsible for 74% based on 2021/22 data.
9.5. Scope 3 Emissions
The university has reported its Scope 1 and 2 emissions for many years with a high degree of confidence and these have been the focus of previous CMPs however there is increasing focus across the sector on Scope 3 emissions. These indirect emissions are a consequence of university activity but occur from sources not owned or controlled by the university.
In 2023, a new tool was launched specifically for the HE and FE sector to capture, report and monitor its carbon emissions. The Standardised Carbon Emissions Framework (SCEF) tool is based on the GHG protocol and was funded by the Department for Education and is expected to replace the HESA carbon reporting structure by 2025. In 2023 an exercise was undertaken, using the new SCEF tool and methodology to establish a
Figure 9: Scope 1 and 2 emissions by source (asset or asset grouping; hierarchical and proportional)
comprehensive Scope 3 baseline for the university. This analysis has increased the university’s understanding of its carbon impact and enabled, for the first time, target setting in line with the People and Planet framework. Seventy-five percent of our total carbon footprint comes from 3 sources:
1. Procurement;
2. International student travel at the start and end of term; and
3. Student commuting in term time.
The soft actions developed as part of this plan include activity to address the emissions from procurement, which include sustainable procurement training, supplier engagement and increased resource. A new Travel Plan (to be developed in 2024) will target and work towards improving emissions from student commuting. International student travel is unlikely to be improved upon especially as the sector is being driven and encouraged to increase the number of international students. As stated, this is an area that has been identified as being hard to eliminate and the intention is therefore to offset.
Figure 9: Scope 3 emissions by source (hierarchical and proportional)
9.6. Campus Energy Performance
The university estate is dynamic with regular changes to the asset portfolio. Over the last decade, the university closed the large IM Marsh campus, disposed of assets including the Tower, Kingsway House, and Lairdside, and constructed or acquired new efficient buildings at Copperas Hill and Mount Pleasant. The way these assets are used is also dynamic with changes to operational hours and heating regimes due to evolving business needs. Total energy consumption is therefore always in a state of flux and is not an ideal metric to assess performance, but long-term trends can present an interesting picture and can highlight where inefficient control or operation may be occurring.
An analysis has been undertaken using available data which is currently at supply level, which for most supplies provides asset level data, however, Byrom Street is currently poorly sub-metered and this blended dataset does not provide us with any meaningful steer. The intention is to address this as part of this CMP period, but such actions will be reliant on feasibility and cost effectiveness.
Figures 10 and 11 below show the long-term trends for supplies and shows the ‘Change’ which compares consumption to a base year i.e. the earliest year data is available for that specific supply.
9.6.1. Electricity Consumption Trend by Supply
Key Observations on the long-term electricity trends here are:
• Byrom Street increase can be mostly attributed to the addition of Max Perutz and Tom Reilly buildings which both have 24/7 requirements, as well as the creation of the student social zones on the site
• Other campus supplies have shown a significant improvement suggesting improved operational control through BMS upgrades, effective maintenance of plant and equipment, and the installation of efficient plant.
• 2019/20 – 2021/22 have been affected by COVID measures.
9.7. Gas Consumption Trend by Supply
Key Observations on the long-term gas trends are: -
Figure 10: Electricity trend data at supply level
Figure 11: Gas trend data at supply level
• Tom Reilly gas consumption has increased significantly since 2019/20 suggesting increased demand and potential control strategy issues.
• Boilers have been consolidated at Byrom Street campus with some site supplies increasing and others decreasing.
• Aldham Roberts has shown an increase although plant was in a very poor condition and at end of life, and was upgraded in 2023.
• 2019/20 – 2021/22 have been affected by COVID measures.
Monitoring total energy consumption is essential for energy, budget and carbon management, however, the dynamic nature of the estate can have an impact indicating poor performance but not reflecting business needs. Any increase to the campus footprint would increase total energy consumption but if the energy use intensity (EUI) metric is used, it will allow new assets, addition of PV, the installation of energy efficiency measures and improved controls and monitoring to be captured and normalised.
10. Decarbonisation Plan
10.1. Approach
LJMU commissioned a Decarbonisation Plan in 2022/23 which involved detailed energy surveys of campus buildings with the purpose of identifying opportunities to improve energy performance and reduce carbon emissions. A significant focus of the plan was to determine how the university could decarbonise its heat generation which is currently provided through gas combustion. The exercise also involved creating digital energy models of all major building assets to enable accurate modelling of various solutions to determine their impact on energy and carbon performance. This detailed approach was sector best practice and enabled a decarbonisation pathway to be identified. The exercise also involved quantity surveyor services to undertake detailed cost analysis to establish the likely cost of the journey, which was again sector best practice
Figure 12: Decarbonisation Plan approach
10.2. Key Findings
The exercise focused on the university’s 2035 goal. Given the scale of the challenge and the rapidly changing technical and policy landscape, two 6-year programmes of hard measures were defined i.e. Phase 1 2023/24 –2028/29 and Phase 2 2029/30 – 2034/35. Every effort was made to align these works with existing plans and long-term maintenance programmes, as not to conflict and to take on board significant changes to assets e.g. disposals. The findings are shown below in Figure 13.
It was established that through the implementation of all measures identified as feasible in principle, including the comprehensive roll out of Air Source Heat Pump technology, LJMU Scope 1 and 2 emissions could be reduced from circa 6100 tonnes to 900 tonnes per annum and will cost circa £93m (excluding the cost of offsetting residual carbon).
The LJMU goal is to be NZC by 2035 and this would require an investment of circa £7.8m per annum to 2035. Should this date become an aspiration rather than a fixed target, it is useful to breakdown the investment against more distant target dates. Using the £93m figure, this would crudely equate to an investment of £5.5m per annum to 2040 or £3.5m per annum to 2050, but this does not factor in the inflation element of delaying delivery of the required interventions, or alternative technologies becoming viable over the longer period.
Figure 13: Decarbonisation Plan Impact and Capex
10.3. Decarbonisation Plan Proposal by Intervention
Whilst numerous energy conservation measures are identified, there are several principal technologies and approaches that are proposed across the estate.
10.3.1. Air Source Heat Pumps (ASHP)
ASHP are established technologies which use refrigerants to capture heat from the air and concentrates it for internal distribution. They are efficient and for each unit of electricity they consume they can produce 2 – 4 units of heat. They immediately reduce energy consumption and carbon emissions, but as the grid continues to decarbonise towards its 2035 goal, further carbon savings will be achieved. LJMU installed an ASHP at Henry Cotton Building in 2021 which has eliminated burning of gas on the site and reduced carbon emissions by circa 30%. ASHP have been proposed across the entire estate including for the older buildings.
Risks: These technologies increase electricity consumption and can increase overall energy costs as electricity is more expensive than gas, although dependent on building efficiency and running costs it is currently possible to achieve parity. The technology is significantly more expensive to purchase and install than gas boilers. At the time of writing there is a government grant scheme 21 administered by Salix available for heat decarbonisation technology which the university has applied for, however, it is uncertain whether further rounds will be available. ASHP struggle to perform in older and less efficient buildings – John Foster and Aquinas pose a significant challenge. The investment required to improve the insulation and glazing in these buildings to facilitate an efficient ASHP is currently excessive and may not be viable. Electric boilers could be considered however running costs could make this prohibitive.
10.3.2.
Solar / Photovoltaics
(PV)
These are essential to the university’s journey to NZC. Not only do they generate free and zero carbon electricity, but they also pair well with ASHP systems to reduce the cost impact of the electrification of heat. The energy surveys identified over 3000m2 of roof space with potential 22 for PV and are identified as the priority ‘hard measures’ investment i.e. achieving a good return on investment in terms of carbon saved per pound spent.
RISKS: There are few risks with this simple technology. Feasibility studies will be needed to ensure roof structures can take the panel loads and any new roof warranties will need to be checked.
10.3.3.
Fabric Improvement
Insulation, draft proofing and glazing all improve a building’s thermal performance. They reduce heat loss and will improve the performance of the ASHPs and reduce electricity consumption. There are some limited opportunities for insulation and more extensive opportunities for improved glazing, although these opportunities must be carefully considered. Whilst glazing does improve thermal performance it can be expensive, disruptive, and challenging to install whilst only delivering marginal energy and carbon improvements.
RISKS: Insulating to reduce heat demand can lead to increased need for cooling in summer which will be energy intensive.
10.3.4.
LED Lighting
The university has installed large amounts of LED lighting across the estate through its long-term maintenance programme and LED is now standard practice. Of the non-LED lighting that remains, much is T5/T8 lighting which is reasonably efficient although the industry discontinued production as of August 2023. LED upgrades
21 Public Sector Decarbonisation Scheme
22 Subject to further feasibility
from T5/T8 only have marginal energy and carbon improvements and don’t make commercial sense. This plan recommends that lighting upgrades align with the Estate Plan and maintenance programme i.e. upgrades to LED should occur upon failures or when refurbishment is planned to ensure the most cost effective roll out.
10.3.5. Optimisation Controls
Building Management Systems (BMS) play an important role in controlling the energy consumption and performance of the estate. These computer-based systems control the campus heating, ventilation, and air conditioning plant. Through various sensors, controllers, meters, and an overarching software programme, they capture information and data which enables system optimisation and performance improvement. These systems require maintenance and regular review of control strategy to ensure they are fit for purpose for operational needs. A poorly managed BMS or poor strategy can significantly drive-up energy consumption leading to excessive plant operation. The university has invested in its BMS system over the last 10 years, upgrading it to a modern system with sophisticated capabilities resulting in an estate with good operational control, however, opportunities are to be continuously explored. As part of the decarbonisation plan, the BMS maintenance contractor undertook a high-level review of potential control improvements identifying several quick wins and other more complex opportunities. Heat recovery from refrigeration equipment is also an opportunity which is to be more fully explored.
10.3.6. Monitoring
Data is essential for effective energy monitoring and the more granular the data the more powerful it is, however, the more data, the more capacity you need to analyse and respond to it; balance is essential. The university has good data coverage across the estate with almost 100% of its supply data available in half hourly format a significant portion at building level except for Byrom Street. Unfortunately, the data flow and format are currently poor and reliant on email and data download from various sources which then requires formatting. An Energy Management Software, Systems Link, has been purchased to streamline the data flow, improve the scope of data capture, and provide enhanced monitoring and reporting capabilities including the automation of alarms around energy consumption.
Figure 14: John Foster Half Hourly Gas Consumption (kWh) March 2023, showing a clean profile with good control.
10.4. Decarbonisation Plan Proposals by Campus
The following section summarises the decarbonisation approach at each campus 23 .
10.4.1. Mount Pleasant Campus
This campus has a mix of buildings of differing age and characteristics presenting numerous opportunities and challenges.
The Decarbonisation Plan has recommended ASHPs throughout, however, John Foster and Aquinas pose a significant challenge in terms of thermal performance. These hard to heat, hard to treat buildings have limited opportunities for ‘easy’ or cost-effective fabric improvement which is essential for an ASHP to work efficiently. Due to the inefficiency of both John Foster and the neighbouring Aquinas building, opportunities to zone spaces with targeted scheduling must be fully explored to limit heating. The Estate Plan is also looking at how LJMU’s ownership of these difficult buildings can be reduced.
Several buildings at Mount Pleasant campus including John Lennon, Education Building and Aldham Roberts offer good potential for PV and ASHPs, which will be explored early in this CMP. A key issue is the available electrical capacity for Aldham Robarts which is already at its maximum. Installing an ASHP will push up demand and require a new substation. The Estates team is actively engaging with the District Network Operator to secure indicative costs for an upgraded substation and transformer, and balancing loads between various substations in the area.
Redmonds building is a relatively modern, efficient building with good airtightness. The heating plant will be approaching end of life during this CMP phase and is therefore identified for electrification to ASHPs.
10.5. Copperas Hill
This is a relatively new and efficient gas heated campus consisting of the Student Life Building and Sports Building with ‘B’ and ‘A’ EPC ratings respectively. Plant and equipment are new and in good condition and the electrification of heat will not be targeted here until the next CMP phase 24. However, the site offers good potential for increased PV coverage with over 350m2 of roof space available and this will be explored early in this CMP phase.
10.6. Byrom Street and City Campus
As our most energy intensive campus, Byrom Street poses one of our biggest decarbonisation challenges. The Life Sciences Building and Tom Reilly have 24/7 25 heat demand, and along with Cherie Booth and the Security Lodge, have independent heating systems. James Parsons Phases 1, 2 and 3, Peter Jost, Engineering Labs and ICL are heated by centralised boiler plant and form a mini heat network. The site also hosts a modern containerised data centre. The submetering across the site is poor and doesn’t allow for granular building level analysis and targeting.
23 IM Marsh is not currently operational and has been earmarked for disposal
24 Carbon Management Plan 2029/30 – 2034/35
25 Tom Reilly has only one zone which requires 24/7 heat.
Figure 15: Available roof space for PV at John Lennon building
The heat network plant is in good condition and heat decarbonisation will be targeted in CMP Phase 2 i.e. 2028/29 – 2034/35. ASHPs are proposed to replace the gas heat network, however, this will be via an ambient loop system with lifting stations in individual buildings to deliver the level of heat required. The costing exercise undertaken as part of the decarbonisation plan estimates these works to cost circa £30m which is not currently viable. The goal during CMP Phase 1 will be to futureproof any maintenance or refurbishment works to align with the future proposed heating system, roll out PV and focus operational control and building optimisation. A low voltage upgrade is scheduled as part of the 2024/25 maintenance programme and offers an ideal time to install additional submetering.
Tom Reilly has been identified for heat decarbonisation works in CMP Phase 1 alongside some BMS reengineering to address the increased gas consumption on site. The Life Sciences Building currently requires a heating system upgrade although due to the complexities of the site, may need a further gas heating cycle prior to electrification.
Henry Cotton Building is planning to undergo the first of a two-phase refurbishment, and low carbon and sustainability principles are being embedded into design. The site already has an ASHP and following completion of phase 1 of the refurbishment works will include a PV array and an improved thermal envelope.
The other City Campus buildings, Tithebarn and Avril which are adjoining, and share mechanical plant. The former is identified within the Estate Plan for refurbishment within the lifetime of this CMP and is therefore targeted for heat decarbonisation. The site is relatively modern with a good thermal envelope and has significant space for PV panels.
Figure 16: Byrom Campus
11. Implementation Plan 2023/24 – 2028/29
An implementation plan has been created which identifies a pathway to rapid and deep cuts to emissions and improves the efficiency of the estate. It is presented in two distinct action plans; one for hard measures such as ASHP and PVs and the other for soft measures which establish internal policies, practices and procedures around energy and carbon to further improve performance.
11.1. Hard Measures
Two overarching hard measure pathways are presented for consideration and centre on the decarbonisation of heat, a core aspect of the NZC journey. Both options are currently unfunded.
11.1.1. Option 1 - Pathway to NZC by 2035
This option ambitiously targets the heat electrification of eight campus buildings, maximises the roll out of photovoltaic solar technology, upgrades lighting, optimises the BMS and strengthens monitoring capabilities through improved submetering.
This programme, included in Table 2 below, will be aligned with the emerging Estate Plan (2024-2030) and maintenance plan aligning major refurbishment and maintenance projects with decarbonisation activity.
Option 1 is the most aggressive decarbonisation plan that would keep the university on track to its 2035 Net Zero Carbon ambition achieving a circa 50% reduction in emissions by 2028/29 at a cost £40m.
Foster; Aquinas; Aldham Robarts
Table 2: CMP Implementation Plan Option 1; Significant Energy Users (SEU). 26
11.1.2. Option 2
The option delays the hard-to-treat, hard to heat buildings – John Foster and Aquinas – where the investment required is substantial and the thermal envelope improvements are complex and disruptive (see Table 3) The Estate Plan will look to minimise LJMU’s requirement for these buildings so that they can be closed down and/or disposed of to reduce our carbon intensity.
Option 2 is ambitious and would reduce carbon emissions by circa 44% by 2028/29 at a cost of circa £22m.
Table 3: CMP Implementation Plan Option 2
and Avril Robarts; Redmonds
These options are not exhaustive and different approaches and pathways can evolve as the university continues to review its broader Estate Plan and understand its medium-term financial position. This will be reviewed annually.
11.2. Decarbonisation Opportunities Tool
As part of the commission to create a Decarbonisation Plan a Forecasting and Opportunities Tool was created which was a product of the IES modelling. The full outputs of this tool are too large to include in this plan however figure shows an excerpt. The tool shows how each university asset has been baselined and the different interventions that have been modelled and includes the CAPEX and carbon impact. The tool will be used going forward to support individual project business cases and the IES models will be updated periodically and following any medium to large scale projects and interventions.
17: An excerpt of the Decarbonisation Plan Forecasting and Opportunities Tool
11.3. Decision Making
Historically, investment in energy related projects centred on payback; if a project could show that energy cost savings over time exceeded initial investment, then it was supported and implemented. Decarbonisation projects and specifically the large heat decarbonisation projects will not provide a payback in the traditional way, and it is important to understand this early in the NZC journey. The priority is now climate change mitigation and carbon reduction rather than energy and payback.
Deciding whether to invest in a decarbonisation project will still need metrics to support decision making alongside broader context. Establishing the pounds spent per tonne saved is a clear and obvious metric as is the percentage contribution towards NZC, however, other factors will need to be considered alongside. Total cost, grant criteria/availability, project complexity, timing, project risk and disruption are factors to consider. It will also be important to consider the optics; LJMU have committed to NZC and there will be an expectation to demonstrate steady progress and commitment.
Figure
11.4. Soft Measures
To compliment the programme of hard measures a suite of soft actions has been developed which centre around strategy, policy, procedures, data and resourcing. These will further strengthen and enhance energy and Scope 1 and 2 carbon performance over the duration of the plan. They also aim to strengthen activity around Scope 3 emissions which is a new area of focus for the university and one of increasing importance in the sector. Indicative costs have been provided here but will need further development. Revenue bids will be undertaken annually to secure funding for each year of the plan.
and
1
Estates Plan increasing size of
and
consumption. Performance indicator will be per/m2 and new construction to be highly energy efficient.
Poor available data for Scope 3 reporting.
3 1,2,3 Policy
Strengthen the energy and carbon policy framework of the university Prepare an Energy and Carbon Policy (also supports ISO50001) Adopted. 2023/24
Develop a Scope 3 data improvement plan and implement.
is not supported.
Develop alongside Campus Management Group. 4
and action plan developed. 2023/24
Develop action and implementation plans for key areas e.g. Sustainable Procurement, Waste, and Travel.
< £10k
5 1,2,3 Strategy
Reduce energy consumption and carbon emissions through strategic decision making
Incorporate sustainability and carbon into business planning and embed carbon impact assessments into all decision making. TBC 2024/25
Secure additional resources as required (consultancy / FTE FTE (TBC)
Engagement with governance and strategy teams. Sustainability leadership and carbon training for strategic staff. Review of decisionmaking procedures.
< £10k
Director of Estate Development Energy Manager
Poor engagement across the university/lack of support/resource for improving various aspects e.g. travel, procurement.
Add Scope 3 to CCAP Risk Register and ensure ELT are updated about progress in the sector to tackle Scope 3.
Add Scope 3 as regular agenda item to various group meetings e.g. CCSG, CMG, EMSP.
Chairperson of Climate Action Plan Steering Group
Director of Estate Development / Energy Manager
Lack of framework.
Research various approaches adopted in the sector. Engage with EAUC.
Table 4: CMP Soft Actions
6 1,2,3 Communication and Engagement
7 1,2,3 Offsetting
Establish an annual programme of environmental campaigns and behaviour change activity aligned with national campaigns. Develop and implement communication and engagement strategy/plan. Establish a working group to manage and deliver the programme.
Primary Objective: to reduce Scope 1,2 and 3 carbon emissions.
8 1,2 Space Management
Increase organisational understanding of offsetting and determine the role it will play in achieving NZC at LJMU.
Develop carbon offsetting policy and review every 3 years.
Adopted communication and engagement strategy/plan. 2023/24
Recruit additional FTE: Environmental Sustainability Coordinator. FTE (secured)
Engagement with SU and Corporate Communications £10k pa
Assess available schemes and report to CCSG / ELT.
Confirm whether offsets will be calculated on GHG market-based approach or location-based approach. Explore a phased approach to offsetting.
Director of Estate Development Environmental Sustainability Coordinator
Securing FTE. Engagement with comms and JMSU.
Chairperson of Climate Action Plan Steering Group Energy Manager
Costs are prohibitive. Offset approach is preferred to energy reduction activity and fails to align with the Paris Agreement of 1.5°C
Set up working group once ESC is in position.
9 2 Supply
Improve space utilisation to create a more efficient campus.
Develop and implement a space management policy and strategy that recognises energy and carbon as key drivers. Policy and strategy KPIs
Procure a percentage of electricity supply through renewable energy power purchase agreements to support new to ground UK renewable energy installation i.e. show additionality.
Work with TEC to review opportunities for PPA products which show additionality in accordance with accepted definition i.e. UK Renewable Energy Procurement and Carbon Offsetting. Up to 30% 2027/28 The availability of PPA products.
TBC (product dependant)
Director of Estate Development
Head of Space and Asset Management
Slow progress in rationalising the estate.
Estate becomes more energy intensive.
Offsetting is for residual emissions. Prepare a briefing paper
Engage with Estate Development staff.
Use an alternative KPI normalisation method e.g. kwh per student number.
Director of Estate Development Energy Manager
Locking in 15-year price contracts could mean LJMU secure prices that are higher than the flexible contract. Compare product price with 3-year flex forecast to establish VfM
10 3 Supply
Continue to purchase REGO’s to support UK renewable energy industry.
Purchase REGO certificates to cover 100% of electricity supplied through TEC contract. Review cost/benefit annually Achieved. Continue. 2023/24
Continued availability of products.
TBC - cost is market driven and will change each year.
Director of Estate Development Energy Manager
Increasing costs as market has reduced significantly since BREXIT pushing up prices. This upward trend may put pressure on budgets.
Monitor annually.
11 1,2,3 Sustainable Construction
New build to be low carbon and highly energy efficient.
Primary Objective: to reduce Scope 1,2 and 3 carbon emissions.
1,2,3
embodied carbon
Consider adoption of UK Net Zero Carbon Buildings Standard: awaiting publication.
For the Interim adopt the Green Building Council: A Framework Definition for Net Zero Carbon.
Establish an EUI target
Whole life carbon assessments (WLCA) to be conducted on all major projects and refurbishments and opportunities for carbon reduction to be implemented where feasible/cost effective All projects with a construction value over £1m to have WLCA. Work towards New Construction to achieve LETI B standard 2023/24
Adopt Energy Technology List performance criteria for all works.
Adopt SKA criteria for projects and where construction value is over £1m in value target Gold.
Established/ adopted procedures 2023/24
Develop a Sustainable Construction Policy. NC Individual projects to bear cost yet to be determined.
Director of Estate Development Head of Capital Development
Standard requires electricity supply defined as 'additional’, offsetting costs for construction emissions and annual offsetting costs for operational emissions. Explore standard.
monitoring and targeting.
and implement an Energy Management software.
Develop a Sustainable Construction Policy.
Dependant on Estate Plan and dependant on project scope.
Develop a Sustainable Construction Policy. Dependant on Estate Plan and dependant on project scope.
Director of Estate Development Head of Capital Development
Cost associated with WLCA and recommendations
Director of Estate Development
Director of Estates/Energy Manager Poor understanding and engagement.
Project budgets to include assessment as mandatory.
Establish clear procedures as part of ISO50001/EcoCampus/ISO140001.
System is poorly implemented and does not streamline monitoring and reporting
Agree implementation plan, backfill with available data, plan reporting outputs before training. 15 1,2
Improve the submetering of the Byrom Street Data Centre POD to enable Power Usage Effectiveness (PUE) to be established and enable monitoring. All operational buildings over 500m2 to have half hourly electricity submetering and data to appear on energy management software. 2023/24
16 1,2
Install submetering on and monitor high energy consuming/high risk plant and equipment e.g. chillers, data centres. High energy consuming plant identified. High energy consuming plant submetered 2024/25 Identify high energy consuming plant
investigate.
17 1,2 Data/ Monitoring
Identify operational control issues early and reduce energy waste through improved monitoring and alarms.
Primary Objective: to reduce Scope 1,2 and 3 carbon emissions.
Establish alarms via the Energy Management software to support monitoring. Review BMS alarm strategy and management. Alarms strategy implemented. 24/25
18 3 Data/ Monitoring
19 3 Sustainable Procurement
Increase water data granularity to enable improved monitoring and targeting.
Install half hourly submetering across all water supplies and collate data via the energy management platform.
100% supplies covered by half hourly metering 2023/24
Profile analysis to determine suitable alarm thresholds. Energy Management Team established to respond to alarms and reports.
Engage with water framework providers to rollout. £25k
Director of Estate Development Energy Manager/Head of Engineering
Poorly defined alarms or too many alarms leading to inaction. Develop alarm hierarchy and review annually.
Root cause analysis not undertaken and issue reoccurrence.
Use tracker with Energy Management Team to capture issues.
Director of Estate Development Energy Manager Fiscal meters are not capable of pulsing and require upgrade.
Reduce Scope 3 emissions and improve sustainability via procurement
Establish a sustainable procurement policy, framework and strategy e.g. ISO20400, identify top 10 categories in terms of carbon intensity, develop an action/improvement plan. Carbon intense categories include IT and construction. Specific category targets to be established. 2024/25 Sustainable procurement training and action planning.
Consider additional FTE resource to lead on Sustainable Procurement.
< £10k
Director of Finance Head of Procurement/ Energy Manager
FTE resource may be required to implement effectively.
(TBC)
20 3 Sustainable Procurement Improve contractor carbon data reporting.
Introduce requirements around carbon reporting and management into tenders for major contracts.
All contacts worth over £500k to require carbon reporting. 2024/25 Sustainable procurement training NC Director of Finance Head of Procurement/ Energy Manager
Category leads do not engage.
FTE resource may be required to implement effectively.
Category leads do not engage.
Upgrade fiscal meters.
Review resource requirements annually and submit to CAPSG.
Consider Sustainable Procurement working group to support engagement.
Review resource requirements annually and submit to CCSG.
Consider Sustainable Procurement working group to support engagement.
Conduct waste audit to identify potential for improvement and feed into awareness campaigns. Adopt Circular Economy principles into embed across the institution.
Conduct a waste audit. Consider additional FTE resource to lead on Waste and Circular Economy.
Review sector good practice to agree fit for purpose approach. Consider selfdesigned approach vs commercial options e.g. WARPIT. < £20k Director of Campus Services Project Managers Lack of capacity to manage and drive the scheme.
Director of
Charging infrastructure is not fit for purpose.
and
Review resource requirements annually and submit to CCSG.
Conduct options appraisal to determine best technical options.
1,2
Reduce carbon emissions and improve sustainability of university labs Adopt LEAF Framework - target all labs to be Bronze accredited by 2025. All labs to be Bronze. Consider further targets once achieved.
Establish working group in faculty of science
1,2,3
Secure energy and carbon reduction through partnership working.
with the city, region and strategic partners to explore joint working and decarbonisation opportunities e.g. hydrogen.
27 1,2 Policy Reduce carbon emissions from IT. Implement a standardised server room temperature.
Identify all spaces and initiate site visits to modify control strategy.
Energy Manager (TBC) Lack of oversight. Energy Manager to conduct periodic spot checks and report to IT. 28 2 Reduce carbon emissions from IT. Minimise overnight use of IT equipment. Explore opportunities alongside IT and exploit.
Information
2024/25 Engagement with IT.
Potential to establish working group to manage energy/ sustainability of IT.
29 1 Policy
Reduce emissions from refrigerants and leakages. Replace equipment or consider replacing gases with ultra-low GWP impact. Monitor and report on F-Gas emissions. TBC 2024/25 Technical feasibility.
maintenance programme 2023/24 Raise awareness of TM65
of engagement.
Engage CIO through the Campus Management Group.
Assess options and safety with EMT and work with operational health and safety officer. 30 3 Policy Reduce embodied carbon in Building Services and raise awareness in the sector. Request TM65 Embodied Carbon in building services assessment on all major maintenance projects.
31 1,2,3 Insetting
32 3 Data/ Monitoring
Explore the carbon sequestration potential of the estate. Work with Natural Capital Hub to identify respective areas for habitat enhancements. To be established if feasible. 2025/26
Encourage carbon and sustainability improvements in student accommodation.
Require third-party accommodation providers to provide annual environmental reports which include performance data and captures activity around carbon reduction or environmental improvements. Annual performance reports submitted by all providers. 2024/25
Develop a Biodiversity Action Plan and identify suitable locations for targeted woodland planting. <£50K
Develop template of requirements and build into contract renewal process
Director of Estate Development Head of Engineering Lower GWP increase flammability.
Director of Estate Development Head of Engineering Lack of engagement.
Director of Estate Development Environmental Sustainability Project Manager
Young trees absorb smaller amounts of carbon.
Conduct supplier engagement.
Purchase standards and heavy standards rather than whips and feathered trees.
Head of Accommodation and Student Living Energy Manager
Miss opportunity to include in the contracts.
Engagement with Head of ASL.
Providers ignore requirements.
Identify key individual with accountability within each provider.
12. Baseline and Targets
Ambitious interim energy and carbon reduction targets are vital if the university is to make strong progress towards NZC (Scope 1 and 2). Table 1 captures these targets which also include, for the first time, Scope 3 targets broken down by specific category. As Scope 3 are indirect emissions, the level of control and influence over these is significantly less than for Scope 1 and 2. The quality and reliability of data associated with the largest category, procurement, is also relatively low and based on spend rather than meaningful carbon data A priority area for the duration of this plan is to seek out best practice approaches to data capture for Scope 3 to enable effective monitoring and targeting. As the 6-year journey progresses there may be scope for more ambitious Scope 3 targets, this will be kept under annual review.
Table 1: LJMU CMP KPIs and Targets
12.1. Carbon and Energy Performance Indicators
A suite of good practice and SMART KPIs will be used to track and monitor progress throughout the duration of the plan and beyond.
Table 5: Carbon and Energy Performance Indicators
27 Based on Option 2 of the Decarbonisation Plan which removes the hard to heat and hard to treat John Foster and Aquinas from the medium-term plan.
28 Supply and waste emissions
29 supply chain not including Construction and Travel
30 Operational for the purposes of this plan relates to buildings / assets that are in use and excludes void / unused spaces such as IM Marsh which would skew performance indicators normalised for floor area.
31 Aligned with HESA reported data and includes all Scope 1 and 2 emission sources (electricity, gas, F Gas and fleet emissions)
Scope 1 and 2 Carbon Emissions (market-based) Indicative 32
Scope 1 and 2 Carbon Emissions Offset
Scope 1 and 2 Carbon Offset
Indicative Scope 1 and 2 Carbon Offset Price (market-based) 34
32 Note on methodology: LJMU joined TEC and it’s REGO backed supply on October 1st, 2021, so not all 2020/21 supply is zero carbon – assumed 10/12 was REGO backed. There are also at least 2 sites not on the REGO contract i.e. Exchange and Liverpool Science Park. 202223 TEC supply was 100% REGO with Exchange and LSP excluded. See 202223 Annual Report Data.
33 Included to show what the current price of fully offsetting Scope 1 and 2 emissions (location based) would cost in the current market.
34 Included to show what the current price of fully offsetting Scope 1 and 2 emissions (mark based) would cost in the current market.
35 Does not include PV generation.
36 LSP electricity data was not available in 21/22
37 Exchange and LSP removed as unconfirmed whether REGO backed supply. Also applied 10/12 to REGO as unclear whether previous contract was REGO.
38 In accordance with the definition in the UK Green Building Council Net Zero Carbon Building: A Framework Definition.
39 Normalised against a 10-year average number of HDD.
40 See Gas Normalised Data file.
41 PV @ Sports damaged and switched off for a long time. System not operating to take a meter reading.
13. Finance and Resource
To deliver LJMU’s NZC ambition and this CMP, financial and human resources will be required The full cost of Net Zero Carbon is currently prohibitive especially when set against the backdrop of broader funding pressures however decarbonisation progress can be made. The Estate Development Team will work with the university governance structure to make capital bids as and when required to support the delivery of this decarbonisation plan. It is recommended that the university create a ring-fenced decarbonisation annual capital budget within the 5 – 10 year budget forecasts to support ongoing delivery.
The university has recently created two new posts i.e. a Sustainability Project Manager and Environmental Sustainability Coordinator which will enable Travel, Biodiversity, the EEMS and Communications and Engagement workstreams to progress however more staff resource will be required to deliver decarbonisation at the pace required across all three Scopes. FTE requirements will be reviewed annually and proposals for new resources will be communicated via the Climate Action Plan Steering Group.
An assessment of external finance has been undertaken and Salix, which accept bids from the HE sectors, offers two applicable funding schemes:
• Low Carbon Skills Fund: this is currently in its 4th phase and is routinely oversubscribed. It provides funding to secure consultancy skills and resource to develop decarbonisation plans and take forward detailed feasibility studies of projects.
• Public Sector Decarbonisation Scheme (PSDS): this is in its 3rd phase and is routinely oversubscribed. It provides capital funding for projects which include the decarbonisation of heat e.g. switching gas boilers to ASHP. Circa £150m is expected to be available between 24/25 and 25/26 to deliver heat decarbonisation projects in the Education sector.
The UK Infrastructure Bank (UKIB) is a new government-owned policy bank, launched in 2021, focused on increasing infrastructure investment across the United Kingdom to help tackle climate change and support regional and local economic growth. Loan financing offered by UKIB is a potential source of support for eligible organisations which includes universities with projects valued at circa £5m+.
The Department of Energy Security and Net Zero (formally BEIS) also operates the Green Heat Network Fund, a £288m capital grants scheme which opened in Spring 2022. Eligible projects are large scale low carbon heat networks, none of which have been identified as feasible at LJMU. 42
14. Approval, Governance and Monitoring
The approval route for this plan is via the Climate Action Plan Steering Group in consultation with the Registrar and Chief Operating Officer, and Director of Finance prior to presentation to the Executive Leadership Team with the recommendation that all proposed measures are subject to individual business cases.
Rigorous oversite of the Plan will be required if meaningful progress is to be made. The Campus Management Group which oversees all campus related workstreams in the Climate Action Plan was established in 2023. The group, which meets every six weeks, is chaired by the Director of Estate Development, and will have responsibility for delivery and regular monitoring of the plan including the overarching carbon and energy performance indicators A quarterly progress and risk report will be presented to the Campus Management Group and escalation will be via the Climate Action Plan Steering Group. Detailed business cases for major projects such as ASHPs will be submitted to Capital Committee for budget and financial approval, and regular updates will be provided to the Estates Finance Group, chaired by the Director of Finance and Chief Operating Officer to ensure costs are monitored and managed and considered in the annual budget cycle.
15. Dependencies and Risk
Achieving NZC by 2035 is dependent on many internal and external factors, several of which are not within the control of the university. A key external dependency is the decarbonisation of the national grid which will reduce the carbon emissions of ASHPs over time. Internally, making human and financial resources available will be fundamental to the successful delivery of the CMP.
There are numerous risks to the deliverability and success of this plan. This section does not aim to capture all risks relating to all identified projects and sites, but Table 6 identifies the key areas which need attention. A more comprehensive risk register will be maintained and managed by the Campus Management Group.
Figure 19: Proposed Governance for the CMP
Table 6: CMP High Level Risk Register
1 Finance Budget is not able to be allocated to the Carbon Management Plan.
NZC 2035 is not achieved. Reputational impacts.
Loss of staff and/or students due to lack of organisational commitment.
Engage with Governors, ELT, Director of Finance to ensure budget is allocated in short/medium-term planning. Explore and draw down external sources of funding e.g. Public Sector Decarbonisation Scheme.
Manage internal and external stakeholder expectations around the ambitions for 2035. Chair
2 Technical ASHP don’t deliver the heat required for operation e.g. Aquinas, John Foster.
3 Financial Upgrades to thermal envelope are prohibitively expensive.
Poor building operation, expensive to run. Poor staff and student experience
Unable to install ASHP as performance will not be achieved.
Undertake detailed feasibility to enable informed decision making on whether buildings should be retained or disposed of
Undertake detailed feasibility to enable informed decision making on whether buildings should be retained or disposed of.
of Estate Development
4 Technical New technology/ solutions emerge.
Better carbon reduction or VfM.
Change operational practices and control to minimise gas consumption e.g. shorter operational days.
Continuous market and sector engagement to keep abreast of latest technology and regular reporting to CMG.
5 Technical Available electrical capacity for the electrification of buildings is unavailable.
6 Resource Lack of FTE capacity to progress the workstreams.
Investment required for substation upgrades.
Limited progress. NZC not achieved.
Reputational impacts.
Continuous engagement with the local Distribution Network Operator and reporting to CMG.
CMG to continuously monitor resource requirement.
of
Decarbonisation and sustainability are fast moving areas but the university benefits from being part of the EAUC network which connects and supports Sustainability and Energy Managers from across the HE sector. They provide an excellent engagement platform with which leaders in these field can connect to discuss challenges, risks, issues, and opportunities. Continuing involvement with this and other cross sector organisations will
ensure the university keeps abreast of best practice and may offer opportunities for joint working and collaboration.
16. Conclusion
The aim of this plan is to provide a 6-year direction of travel for the university towards a NZC future. It acknowledges that the full cost of decarbonisation is currently prohibitive especially when set against the backdrop of the broader HE funding pressures Progress, however, can and should be made where possible Failure to act or delaying action will only compound the problem and present an even greater future challenge.
The plan identifies a potential pathway for deep emissions cuts over the next six years which comprises both hard and soft measures and provides a governance framework within which to deliver. It aims to accurately reflect the latest guidance and options available to LJMU today, but the landscape is evolving rapidly with new approaches, opportunities, technologies, policies, and practices emerging at pace. The university will need to stay informed and be agile in its response to progress successfully and efficiently.
Thank-you to all those who contributed to the development of this plan.
Any questions about the content of this plan should be directed to the Energy Manager, Nia Prys-Williams n.p.williams@ljmu.ac.uk