Environmental best practice for FORS companies

1
Environmental best practice for FORS
companies James Swanston, Carbon Voyage
  
Web www.carbonvoyage.com/freight Twitter
_at_carbonvoyage
2
Outline

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

3
Introduction to Sustainability
4
What is Climate Change?

• The increase in the Earths average temperature
  over a long period of time
• Caused by greenhouse gases from

Natural reasons
Human activities
Source EU European Commission on Climate Change
5
Brief history of climate change
Source BBC News
6
Source An Inconvenient Truth
1927 Carbon emissions 1 billion tonnes per
year 1989 Carbon emissions 6 billion tonnes per
year 2006 Carbon emissions 8 billion tonnes per
year
Source BBC News
7
Early warnings
Source BBC News
8
(No Transcript)
9
The effect of Global Warming
  
10
Effects Melting Glaciers

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

Picture Source NASA
11
Effects Rising Sea Levels

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

12
Effects Weather

• Powerful and dangerous Hurricanes
• Increased Volcano Activities
• More Floods
• Drought and Wildfire
• Intense Rainstorms

13
Effect Health

• Heat Waves
• Spread of Deadly Disease

14
Effects Migration, Conflict and Wars

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

15
Future of Climate Change

• What can we do?

16
Future of Climate Change

• One of the main questions that people have about
  climate change is, can it be stopped?

17
FORS and sustainability
18
Where this fits into FORS benchmarking
Silver and gold membership fuel use/ CO2 and
emissions
What it is? Calculations based on per million
vehicle km for each type of vehicle Fleet size/
type x Fuel Consumption
What to do? Manage Reduce
19
FORS The Bigger Picture
Definition of sustainable freight distribution
The balanced management and control of the
economic, social and environmental issues
affecting freight transport that Complies with
or exceeds environmental standards, regulations
or targets aimed at reducing emissions of climate
change gases, improving air quality and
minimising impacts from accidents, spillages or
wastes Ensures freight is run efficiently,
reduces unnecessary journeys, minimises journey
distances and maximises loads with effective
planning Complies with labour, transport and
human rights standards and regulations ensuring
that employees and communities affected by
freight can function in a healthy and safe
environment Minimises the negative impacts of
freight activities on local communities
20
FORS The Bigger Picture - Congestion
Between 1980 and 2006, average journey speeds
decreased by an approximately 14 - more in rush
hours TfL estimates that up to 17 is lost for
every hour a vehicle is stuck in traffic.
Estimates for the total cost of congestion to
London range from 2 to 4 billion Freight,
which makes up 17 per cent of all road traffic,
is expected to grow by 25 per cent in 2031 Based
on 2006 data, the estimated contribution from
freight transport in London is 2.2m tonnes of GHG
emissions, equalling 5.1 per cent of the
Capitals GHG production and energy use
21
FORS The Bigger Picture - Solutions

• Delivering freight sustainably through
• Freight Operator Recognition Scheme (FORS)
• Delivery and Servicing Plans (DSP)
• Construction Logistics Plans (CLP)
• Freight Information Portal (FIP)

22
FORS The Bigger Picture Potential Result
23
How to use sustainability to save money
MS said it had generated 50m in additional
profits against its expectation that the plan
would cost it 200m over five years. (The
Telegraph, June 2010)
24
Why sustainability is important for your business
25
Drivers for Sustainability
Case study research has calculated that for every
employee fully engaged in their organisations
sustainability policies, the organisation can
save 1,000 in operational costs each year
Improved sustainability practise within large
corporations can increase profits by 38 when the
benefits are aggregated, similar savings in
expenditure can be achieved in the public and
not-for profit sector
26
Some of the problems
Each transport user/ provider has different
challenges, but are all negatively affected by
inefficiencies
27
Some of the Problems
Under-utilised transport assets
Carbon Emissions
Stove-piped transport modes
Lack of easy access to supply chain
Congestion
Pollutants
Regulatory Requirements
Needless doubling up of vehicles
Costs
Managing expenditure/ Acquitting receipts
Stakeholder/ Reputation Management 
Sustainability should be about efficiency, and
thus equate to savings
28
Saving money and building profit requires a
coherent strategy
29
Drivers for Sustainability
Macro vs Micro Organisational vs Individual
30
Organisational Behaviour
Drivers for Change Cost Carbon  Regulation Congest
ion Employees Customers Shareholders
31
Organisational Behaviour
Drivers for Change Cost Carbon  Regulation Congest
ion Employees Customers Shareholders
Drivers against Change Competing
resources Inefficient procurement Lack of senior
buy-in Lack of coherent and resourced
strategy Employee Terms and Conditions
32
Individual Behaviour
Drivers for Change Cost Carbon  Health
33
Individual Behaviour
Drivers for Change Cost Carbon  Health
Drivers against Change Opportunity Cost
Convenience Unattractive or no
incentives Trust Knowledge/ information  
34
Individual Behaviour Drivers for and against
change
Drivers for Change Cost Carbon  Health
Drivers against Change Opportunity Cost
Convenience Unattractive or no
incentives Trust Knowledge/ information  
Opportunities to affect change Information Trust
- system Trust - other sharers Management Incentiv
es  
35
Generating efficiencies internally is
goodGenerating efficiencies through the value
chain is betterOpening up collaboration
opportunities is best
Collaborative Consumption