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									                            NMSI Environmental Plan 2008-2009

Background

Increasingly the public demand that organisations demonstrate sustainable business practices.
It is especially important that NMSI meets such expectation, given that through the Science
Museum we set out to engage our audiences with environmental issues. NMSI does not need
to be an expert in its own right in environmental management. We do need to show that we
understand and ascribe importance to the issues, and that we are steadily taking a range of
appropriate actions to reduce our environmental impact. The concept of ‘carbon footprint’ (the
quantity of carbon produced by the organisation annually) is gaining in currency and importance
in this context.

As an additional pressure, increasingly legislation is coming into force, for example UK
implementation of the EU directives governing Packing and Packaging Waste, Waste Electrical
and Electronic Equipment (WEEE) and End of Life Vehicles. Building regulations are getting
stricter, with greater requirements placed on materials, insulation and energy efficiency. The
Natural Environment and Rural Communities Act makes the conservation of biodiversity a legal
requirement for NMSI, of particular significance at our Swindon and Shildon sites.

Often there need not be tension between commercial and funding imperatives and
environmental policy. This is especially true as the costs of energy and raw materials inexorably
rise, so the savings accrued from more efficient practice and reduced consumption increase in
parallel. Environmental and resource productivity are gaining ground as important business
measures on the more classical people and capital productivity measures.

NMSI is a leader in engagement of the public with and communication of environmental news,
developments and issues. NMSI particularly emphasises elements relating to climate change,
science, technology, industry, transport, medicine and the media. NMSI’s coverage of these
topics is independent, research based, authoritative, balanced and trusted by its audiences.

NMSI is a responsible organisation in its operations, seeking to employ sustainable methods
wherever possible. We seek to reduce our materials and energy use, minimise waste
production, procure sustainably and minimise our carbon footprint.

This Environmental Plan is complementary to and should be read in conjunction with the NMSI
Corporate Plan.

Strategy

   1) Develop and deliver an environmental strategy which is aligned with and supports the
      Corporate Plan and meets the expectations of our key stakeholders, including
      audiences, Government, funders and staff.

   2) Define, measure, manage and reduce the carbon footprint of NMSI.

   3) Measure, manage and drive down NMSI operational energy consumption, yielding net
      cost savings.

   4) Measure, manage and reduce NMSI net waste output.
                                                  NMSI Environmental Business Plan 2008-2009



2008/9 Action Plan

For the cultural agenda component, engaging our audiences with environmental issues, please
see the Science Museum Business Plan. To include means of communicating Science
Museum’s own carbon footprint and energy usage to visitors.

1. Engage with and implement DCMS Environmental and Carbon Footprint Strategy and
   Plans. Engage with other significant strategy and policy groups as required e.g. Albertopolis
   Low Carbon Group. (Director of Corporate Services / Director of Science Museum, ongoing)

2. Define, measure and monitor NMSI Carbon Footprint. Develop action plan to reduce with
   appropriate metrics, tracking and reporting. (NMSI Head of Estates, definition,
   measurement and provisional reduction target by end April 2008).

   2.1. Make business case internally to secure funding for robust energy metering system for
        NRM and NMeM (Science Museum metering proceeding under ‘invest to save scheme’)
        (Head of Estates by end April 2008).
   2.2. Put in place a policy / position on carbon footprint associated with our visitors, how they
        travel to our sites and how we seek to influence that. To take into account differences
        in strategy, geography, demographics, transport links and other factors at each site.
        (Chief Executive NMSI Trading Ltd by end June 2008).
   2.3. Ensure that all projects estimate changes to NMSI Carbon Footprint - before work is
        undertaken and after work is completed. This will be part of an evaluation of the
        business case at Investment Committee.

3. Identify energy usage ‘invest to save’ opportunities across the NMSI estate, make business
   case, secure funding / cash flow provision, implement. (NMSI Head of Estates,
   opportunities identified by end April 2008, then implemented to agreed target deadlines).

   3.1. Develop and implement programme to renew and replace plant and machinery with
        more energy efficient types. (NMSI Head of Estates to prepare a provisional plan for
        2008/9 in place by end April 2008, then implement, thereafter prepare a five year plan
        from April 2009 which will be informed by information received from the installation of
        new meters installed under the ‘invest to save’ scheme.)

4. Review energy purchasing, seeking to source from renewables. Optimise carbon offset by
   generation of electricity through Combined Heat and Power (CHP), solar panels, wind
   turbines etc. (NMSI Head of Estates by end April 2008).

5. Develop all NMSI refurbishment and new build design to minimise energy use / carbon
   footprint. Use sustainable materials and technologies wherever possible and practical. Use
   whole life costing when considering options. Meet the requirements of the Energy
   Performance of Buildings Directive (EPBD). Design to conserve biodiversity. (Brand
   Directors when commissioning projects, Heads of Content and Exhibitions, Exhibition
   Designers, Head of Major Projects, Head of Estates).

   5.1. All galleries and exhibitions to include an energy and waste brief as part of their
        specification and contract from 1 April 2008 ongoing.

6. Review procurement policy and practice to establish appropriate emphasis on sourcing
   products sustainably and minimising consumption of natural resources, including


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                                                  NMSI Environmental Business Plan 2008-2009



   management of energy consumption and waste. Tender and vet suppliers and contractors
   with this as a significant factor and reflect it in contracts agreed. Tender specifications to
   include a standard sustainability schedule. Potential suppliers to report on their
   environmental performance as part of the tender process. Set standards that NMSI expects
   all contractors to meet (at and above governmental requirement). (Head of Major Projects &
   Procurement Manager, policy review by end April 2008, implementation ongoing).

7. Review waste management policy and practice seeking to reduce materials purchased,
   increase efficiency of materials usage and reduce waste at source and increase recycling.
   (NMSI Head of Visitor Experience waste audit, review and action plan by end May 2008).

8. Reduce consumption and cost of water. Review current and projected water demands and
   supply options, including investigation of use of grey / borehole water, possibly in
   partnership with NHM. (NMSI Head of Estates, review and plan by end June 2008).

9. Reduce staff travelling

   9.1. Increase use of technology to reduce travelling e.g. increased use of videoconferencing,
        remote working and hand-held PC technology. (NMSI Chief Information Officer, review
        and action plan by end April 2008).
   9.2. Review policy on remote, home and flexible working to reduce staff commuting without
        loss of productivity. (Director of HR review and action plan by end June 2008 then
        implementation).
   9.3. Approve and agree policy: Any flights and international travel may only be authorised
        by a member of the Executive. More than one member of NMSI staff attending any
        conference may only be approved by a member of the Executive. (Director of
        Corporate Services by end April 2008.)

10. Review NMSI vehicle type and use to identify best fit between fit for purpose and carbon
    footprint. (NMSI Head of Estates by end June 2008).

11. Review NMSI branded product packaging to reduce packaging levels - Tesco has a 255
    reduction target across all packaging by 2010. (Chief Executive NMSI Trading Ltd to review
    by end May 2008)

12. Review environmental performance of key suppliers of catering (particularly food waste,
    food sourcing, materials usage and recycling, e.g. glass and packaging) and cleaning
    (particularly methodology, materials and chemicals). Review how these suppliers are
    charged for energy usage and waste production, ensuring this is reflected appropriately in
    their contracts to incentivise self-regulation. (Chief Executive NMSI Trading Ltd to review by
    end June 2008.)

13. Review Science Museum Swindon site, establish and implement optimum landscape
   management, including tree planting, to include maximising biodiversity. (Head of Estates
   to review by end July 2008.)




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                                                NMSI Environmental Business Plan 2008-2009



Metrics and Performance Indicators

1. Environmental cultural programme / master plan elements delivered to time, cost and
   quality, see Science Museum Business Plan.

2. NMSI elements of DCMS Environmental and Carbon Footprint Strategy and Plans delivered
   to time, cost and quality.

3. Degree days tracked and collated so adjustments can be made for fluctuations caused by
   variations between seasons (e.g. relatively mild versus severe winters).

4. Definition and metrics established to track NMSI Carbon Footprint, ensuring NMSI is able to
   provide metrics reporting as required by DCMS.

5. Energy usage across NMSI measured and tracked.

6. Waste output across NMSI measured and tracked.

7. % waste output recycled measured and tracked.

8. Water consumption measured and tracked.

9. Energy consumption and waste output reductions translated to financial savings, measured
   and tracked.

10. Target established and met for % energy sourced from renewables.

11. Staff miles travelled eliminated through technology measured and tracked.

12. NMSI branded product packaging levels measured and tracked.

Efficiency

The key elements of the environmental strategy which yield efficiency savings are:

1. Reduce energy and water consumption

2. Reduce material purchased and increase efficiency of materials usage

3. Develop all NMSI refurbishment and new build design to minimise ongoing energy
   consumption / operating costs and meet the requirements of the Energy Performance of
   Buildings Directive (EPBD).

4. Increase use of technology to reduce travelling.




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                                                      NMSI Environmental Business Plan 2008-2009



Risks

                     Risk                                         Management
Environmental policy not implemented,              Formal business plan, cascaded through
undermining our credibility in related areas       PDP objectives, actively managed on a
where we engage audiences                          plan-do-check-review cycle
Pressure on available funding                      Make case for ‘invest to save’ initiatives
Other priorities internally                        Formally allocate resources and establish
                                                   in PDPs of key individuals
Benefits / efficiencies are not realised or        Measurement and tracking
are dissipated
Environmental policy is seen as ‘soft’ and /       Communicate importance, emphasise
or lower priority                                  tangible benefits (including cost savings) to
                                                   managers and staff




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                                                NMSI Environmental Business Plan 2008-2009



                          Appendix: NMSI Environmental Policy

Summary

NMSI is a leader in engagement of the public with and communication of environmental news,
developments and issues. NMSI particularly emphasises elements relating to climate change,
science, technology, industry, transport, medicine and the media. NMSI’s coverage of these
topics is independent, research based, authoritative, balanced and trusted by its audiences.

NMSI is a responsible organisation in its operations, seeking to employ sustainable methods
wherever possible. We seek to reduce our materials and energy use, minimise waste
production, procure ethically and minimise our carbon footprint.

Communicating and engaging the public

We seek to raise public awareness of and engagement with environmental issues, climate
change and sustainable development. We do so for our millions of physical and virtual visitors
through galleries, exhibitions, web sites, programmes, events and other media. We do so
through our own branded channels and through working in strategic partnership with others.

Energy and Carbon

We endeavour to reduce our carbon footprint by reducing our energy usage and minimising our
carbon dioxide emissions. We achieve this by raising staff awareness, improving efficiency and
management controls and through infrastructure changes. NMSI buys its electricity through a
green tariff and is committed to continue doing so in the future.

Materials and Waste

We will reduce our environmental impact by ensuring that wherever possible the materials and
products consumed by the organisation come from sustainable sources, have minimal impact
on their environment and can be disposed of responsibly. We will seek to use these materials
and products as efficiently and effectively as possible, to extend their useful life and reduce
wastage. At the end of the life of a product we will dispose of it responsibly, recycling where
possible. When considering investment, we always consider lifetime value. When making
capital investment we always consider ongoing operating costs including energy use.

Social Responsibility

We seek to maximise our positive impact on the people, communities and organisations we
interact with. To do this we will endeavour to purchase ethical goods and support local
industries, wherever possible. In our relationships with sponsoring bodies we require that
potential funders support NMSI’s mission and ethos.




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                                                    NMSI Environmental Business Plan 2008-2009



Key indicators

We monitor and measure our progress in meeting the aims of this policy through 5 key
environmental performance indicators:
    Energy Use.
    Carbon Dioxide Emissions.
    Waste Output.
    Recycling Rates
    Water Use.

Procurement

NMSI is committed to creating a clean and healthy environment by actively encouraging our
contractors and suppliers to provide us with more sustainable alternatives. Our environmental
policy is applied when selecting suppliers and contractors. We work with existing suppliers to
aim for greener solutions.

New build

NMSI will ensure that key economic, environmental and social considerations are integrated into
the design and implementation of future gallery projects, temporary exhibitions and all new build
projects. These projects are the ideal opportunity to implement the necessary infrastructure
improvements that will lead to reductions in our key performance indicators. The most
environmentally friendly sustainable cost effective option will be selected.

Biodiversity Conservation

NMSI will, on a day-to-day basis, consider, where possible within the design, operation and
delivery of its work, how to conserve and enhance the natural environment within its estates.

The conservation of biodiversity is a legal requirement for NMSI under section 40 of the Natural
Environment and Rural Communities Act.




NMSI is comprised of, and this policy applies to:
   Locomotion
   National Media Museum, Bradford
   National Railway Museum,York
   NMSI Trading Ltd
   Science Museum
   Science Museum Swindon

Updated March 2008




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