Carbon Management Plan 2017 - 2022 · Carbon Management Plan 2017 - 2022 . DBKL Carbon Management...

DBKL Carbon Management Plan

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Dewan Bandaraya Kuala Lumpur

Carbon Management Plan

2017 - 2022


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Kuala Lumpur has ambitious plans for growth and

development as set out in the Kuala Lumpur Structure Plan

2020, which contains the goal to transform Kuala Lumpur

into a world-class city by 2020. The four principal

constituents of a world-class city are a world-class working

environment, a world-class living environment, a world-class

business environment and a world-class governance.

We have taken several significant steps towards attaining that goal. In

recognition of this, we have attained membership of the C40 Cities Climate

Leadership Group C40, a network of the world's megacities committed to

addressing climate change. In addition, we are currently developing the

Kuala Lumpur Low Carbon Society Blueprint 2030, which will provide a

roadmap for the city to reduce its emissions by 2030.

As the local authority guiding such developments, we believe it is important

to lead by example. Through this plan, we are making a commitment to

reduce emissions arising from our own operations – from the building

energy and transport fuel we use in carrying out our activities.

We are proud to be taking an active role in the fight against climate change

and we are making it a key priority within our own municipality. This

demonstrates we are contributing to the commitments Malaysia has made

at the world conventions on climate change, the United Nations Framework

Convention on Climate Change (UNFCC). We are proud to communicate our

plan that commits us to reducing emissions by 20% by 2022 (against a

2015 baseline).

YBhg. Datuk Seri Hj. Mhd. Amin Nordin bin Abd. Aziz

Mayor, Kuala Lumpur

Foreword from the Mayor


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Foreword from the Carbon Trust

Cutting carbon emissions as part of the fight against

climate change should be a key priority for local and

city governments around the world. The need to bring

down carbon emissions to prevent global temperature

increasing by more than two degrees over pre-

industrial averages is now urgent. Local government

action is a key enabler of this, as municipalities hold

many planning, housing, community engagement,

taxation and transport powers. Taking action in these areas is necessary

to bring about a successful and prosperous low carbon transition. A clear

mitigation strategy for the municipal estate and operations is a vital first

step - it helps to save money on energy, whilst also allowing local

governments to lead by example in reducing the risk of dangerous climate

change.

Dewan Bandaraya Kuala Lumpur (DBKL) worked with the Carbon Trust in

2016-17 in order to develop a carbon plan through to 2022. This Carbon

Management Plan commits DBKL to a target of reducing CO2e by

20% between 2017 and 2022, and underpins potential financial

savings to the organisation of around RM76.1m over this time

period.

There are those that can and those that do. Public bodies can contribute

significantly to reducing CO2e emissions. The Carbon Trust is very proud

to support DBKL in their on-going implementation of carbon management

and city climate planning.

Tim Pryce,

Head of Public Sector, The Carbon Trust


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FOREWORD FROM THE MAYOR ..................................................... 2

FOREWORD FROM THE CARBON TRUST .......................................... 3

1. EXECUTIVE SUMMARY ............................................................. 5

2. CONTEXT ................................................................................. 7

3. CURRENT EMISSIONS .............................................................. 9

4. CARBON REDUCTION TARGET .................................................12

5. ACTIONS TO REDUCE EMISSIONS ...........................................13

6. FINANCE .................................................................................16

7. GOVERNANCE AND MANAGEMENT ..........................................18

8. MONITORING AND REPORTING ..............................................20

9. CLIMATE CHANGE ADAPTATION .............................................22

APPENDIX 1 – CARBON INVENTORY ..............................................24

APPENDIX 2 – PROJECT LIST .........................................................25

APPENDIX 3 – DETAILED PROJECT INFORMATION ........................27

APPENDIX 4 – ASSUMPTIONS .......................................................39

APPENDIX 5 - EMBEDDING CARBON MANAGEMENT .......................40

ACKNOWLEDGEMENTS ...................................................................40


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1. Executive Summary

Dewan Bandaraya Kuala Lumpur (DBKL) is committed to leading by example and taking

action to reduce the impact its own estate and operations have on the environment.

Climate change is globally recognised as one of the greatest environmental and economic

threats, and DBKL is determined to play a full part in delivering on our collective

responsibility to reduce carbon emissions. Estimates suggest cities are responsible for

producing 75% of carbon dioxide emissions. Kuala Lumpur is part of the network of the

world’s leading cities, The C40 Cities Climate Leadership Group, which is committed to

addressing this impact cities have. As part of that, DBKL is creating a Blueprint for

reducing Kuala Lumpur’s emissions by 2030. The Kuala Lumpur Low Carbon Society

Blueprint 2030 sets out how the city of KL will reduce its carbon emissions by 70% by

2030.

Leading by example, this Carbon Management Plan provides DBKL’s vision for managing

and reducing emissions arising from its own activities between 2017 and 2022. DBKL has

committed to reducing its emissions by 20% by 2022, against 2015 levels. This amounts to

a decrease in cumulative emissions of 134,345 tCO2e1 and a financial saving in energy costs

of RM76.1m over this time period, compared to business as usual. Emissions in 2015

amounted to 120,906 tCO2e.

The inventory of Greenhouse Gas (GHG) emissions has been compiled in accordance with

the World Resources Institute’s globally recognised accounting methodology, the

Greenhouse Gas Protocol (GHG Protocol). Emissions arise from our activities as a result of

the consumption of energy in our buildings, transport and outdoor lighting. The cost of these

activities has been calculated to be approximately RM51m (excluding taxes and fixed

charges).

This Plan contains the actions and projects DBKL will undertake to reduce these emissions

and associated costs. This will be achieved through a variety of different projects,

including upgrading building and street lighting to LEDs and upgrading building cooling

systems. The cost of implementing the projects in this plan has been estimated at

RM64m, with anticipated financial savings of RM10.6m per annum by 2022. If all the

projects in this plan were implemented, the overall payback period on the capital

investment has been calculated as six years. Due to the long duration of the projects to be

implemented, these projects will yield savings well beyond the lifetime of this plan.

We will embed carbon management into our organisational structures and processes by

setting up a Task Force who will oversee the management and progress of our Carbon

Management Plan. We will undertake a review of our policies to understand how carbon

management can be further integrated into our organisational strategy.

1 CO2e refers to carbon dioxide equivalent. An explanation of the term can be found on page 10.


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The progress of the Carbon Management Plan will be discussed and reviewed by the

Task Force and project team. Progress will be monitored against the targets set within this

plan and established KPIs at defined intervals.

Tackling carbon emissions within our own estate is the first step in understanding and

identifying the emissions released by the municipality as a whole. This plan provides a

platform from which we can extend our focus and catalyse action on carbon management

across the city.

Summary of key goals:

Achieve a reduction in emissions of 20% from a 2015 baseline by 2022 across the

municipal estate

Become a carbon management leader in Malaysia

Motivate and inspire staff to reduce carbon emissions to tackle climate change

Deliver long term financial savings – RM10.6m per annum by 2022


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2. Context

Why is carbon management important?

Over the past century, human activities have released large amounts of greenhouse gases,

such as carbon dioxide (CO2), into the atmosphere. The majority of these emissions have

come from burning fossil fuels to produce energy, although industrial processes,

deforestation and some agricultural practices also emit greenhouse gases into the

atmosphere. These gases cause more heat to be trapped in the Earth’s atmosphere, leading

to an increase in global temperatures. This is known as global warming.

A warming planet will lead to a variety of mainly adverse effects on natural systems,

causing increases in extreme weather conditions, changing rainfall patterns and rising sea

levels. The latest Intergovernmental Panel on Climate Change (IPCC) report is very clear

that this will affect water supplies, agriculture, power, transport and infrastructure, as well

as human health. Many of these impacts are already becoming apparent. Climate change

is globally recognised as one of the greatest environmental and economic threats, and

Dewan Bandaraya Kuala Lumpur (DBKL) is determined to play a full part in delivering on

our collective responsibility to reduce carbon emissions.

Climate change legislation in Malaysia

Malaysia has specific domestic and international commitments to reducing emissions of

greenhouse gases and improving the deployment rates of low carbon technology.

Additionally, a number of Government Departments and Government funded bodies now

exist with a remit to action reductions and increase deployment rates. Some of the national

policies in place include:

• Malaysia has commited to reducing the country's carbon emission intensity (relative to GDP) by 40% by 2020, compared to 2005 levels. It has also committed to a target of 45% carbon intensity reduction by 2030 (again relative to 2005 levels).

National 40% reduction

target

• An Act passed in 2011 to provide for the establishment and implementation of a special tariff system to catalyse the generation of renewable energy and to provide for related matters.

Renewable Energy Act

• The policy aims to be the key driver in accelerating the national economy and promoting sustainable development in Malaysia by providing green training and education in the country and a conducive environment for Green Technology development, using a variety of finanical mechanisms.

National Green

Technology Policy

• The Plan presents a strategy for the well coordinated and cost-effective implementation of energy efficiency measures in the industrial, commercial and residential sectors, which will lead to reduced energy consumption and economic savings.

National Energy

Efficiency Plan

• Aims to mitigate climate change through wise management of resources, enhanced environmental conservation, more sustainable development and strengthened capacity of institutions to reduce the negative impacts of climate change.

National Policy on Climate Change


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Drivers for Action for DBKL

Below we set out, in priority order, the main drivers for taking action to reduce our carbon

emissions and energy consumption.

3) Energy Costs

The costs of fossil fuels are volatile and projected to rise. The nature of the Council’s wide ranging activities means it is an intensive user of energy. It is important that the Council minimises these financial liabilities associated with energy costs. Up until recently, electricity and fuel prices have been kept artificially low, due to fuel subsidies and unit

costs and have not reflected the real cost of the production and supply of energy. The situation is now rapidly changing with the removal of the

subsidies. To ensure that maximum budget is available to focus on delivering core services, we must act now to significantly reduce our carbon and energy cost footprint.

2) Legislation & Regulation

Over the last 5 to 10 years a number of Government initiatives and policies have been introduced to tackle rising

greenhouse gas emissions. By using this legislation and mechanisms as an enabler we hope to pave the way towards a low carbon economy.

Towns and cities have a huge impact on carbon emissions, because of the growing number of people who live and work in

them. We are a member of the C40 Cities Climate Leadership Group and are developing the Kuala Lumpur Low Carbon Society Blueprint 2030, which will set out how the city will reduce emissions by 2030. As a public body and major

employer, we are well placed to take the first steps to mitigating our emissions by achieving reductions in our own

buildings, outdoor lighting and transport, and by raising awareness about the potential to reduce emissions in our communities.

1) C40 Membership - The leadership role of the Council


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3. Current emissions In order to reduce our emissions effectively, it is critical that we understand our

current emissions: where they come from, what is within our sphere of control,

what they amount to and who is responsible for them. This section provides an

inventory of our greenhouse gas emissions in 2015, which forms the baseline

against which future progress will be evaluated.

Scope

The globally accepted carbon accounting standard known as the World Resources Institute

(WRI) Greenhouse Gas (GHG) Protocol defines direct and indirect emissions as follows:

Direct GHG emissions are emissions from sources that are owned or controlled by

the reporting entity.

Indirect GHG emissions are emissions that are a consequence of the activities of

the reporting entity, but occur at sources owned or controlled by another entity.

The GHG Protocol further categorises these direct and indirect emissions into three broad

scopes:

Scope 1: All direct GHG emissions.

Scope 2: Indirect GHG emissions from consumption of purchased electricity, heat or

steam.

Scope 3: Other indirect emissions, such as the extraction and production of

purchased materials and fuels, transport-related activities in vehicles not owned or

controlled by the reporting entity, electricity-related activities (e.g. T&D losses) not

covered in Scope 2, outsourced activities, waste disposal, etc.

In this plan, we are primarily focussing on energy consumption associated with our own

estate (i.e. those areas we have most management control and influence over) but we

recognise that there are other emission sources associated with our operations including:

Water use

Figure 1 Source: Bahtia and Ranganathan, 2004


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Procurement & supply chain

Waste Disposal

Refrigerant gas fugitive emissions from air-conditioning systems

Staff commuting and business travel

However, data quality for the above emissions sources is not of sufficient quality to

accurately establish the resulting greenhouse gas emissions. Therefore, whilst we recognise

that the above emissions sources can be significant, these are currently outside of the scope

of this plan. Instead, we have focussed on Scope 1 and 2 emissions over which we have

control, and will likely have greater potential for carbon and cost reduction. As our approach

to emissions accounting matures over the coming years, we will look to expand the scope

of our emissions inventory to include the above emission sources.

The emission sources we have included in our baseline are listed below, divided into

Scopes 1 and 2, 3 in accordance with the WRI standards, to enable comparison with other

organisations. The emissions volumes identified are approximate, and limited by the

accuracy and completeness of available data.

Emissions sources included in baseline scope

Scope 1 – includes all direct emissions from sources directly controlled by DBKL (fuels

consumed on site and from owned vehicles)

Fleet transport emissions (e.g. petrol, diesel and biodiesel)

Scope 2 – emissions from purchased electricity, heat or steam produced off site

Electricity consumption in buildings and estates

Electricity consumption of outdoor lighting, including street lighting

Greenhouse gas inventory for 2015

The inventory is a record of our greenhouse gas emissions in the calendar year 2015. Data

quality for this year is considered to be of a reasonable standard and undertakings and

operations at the council in 2015 are considered comparable to current activities.

Greenhouse gas emissions are reported in units of carbon dioxide equivalents (CO2e). This

allows the impact of each different greenhouse gas to be expressed in terms of the amount

of CO2 that would create the same amount of warming, allowing easy comparison of the

impact of different emission types. Throughout this report all greenhouse gas emissions are

given in terms of carbon dioxide equivalent.

WHERE OUR EMISSIONS COME FROM

The cost of providing cooling, electricity, lighting, and transport fuel to our estate is high. In

2015 we spent RM51m on these activities (excludes taxes and fixed charges) and emitted

120,906 tonnes of CO2e. 95% of these emissions arise from building energy use and street lighting.


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29.4%

70.6%

0.0%

Breakdown of Transport

Emissions by Vehicle Type

Petrol Vehicles

Diesel Vehicles

Biodiesel Vehicles55%

40%

5%

Buildingenergy

Outdoor &Street

lighting

Transport

Carbon emissions (tCO2e)

Total DBKL emissions in 2015 by

emission type

64%

9%5% 4% 3% 3% 3% 2%

7%

-

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

Publichousing

Tower 1 Sportscentres and

Halls

Tower 3 Tower 2 Libraries Menara PT80

Klinik &Kesihatan

Other

Car

bo

n e

mis

sio

ns

(tC

O2

e)

Emissions from building energy sources in 2015


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4. Carbon Reduction Target Our vision is to maintain a leading role in local efforts to reduce

the impacts of climate change. To achieve this aim the Council

has set targets that are challenging, yet realistic.

The Value at Stake

The Value at Stake (VAS) shows the cumulative potential savings, or avoidable

costs/carbon emissions, associated with implementing our Carbon

Management Plan and achieving our target against the alternative of doing

nothing, i.e. Business as Usual (BAU) costs.

Achieving a 20% reduction in carbon emissions by 2022, against a 2015

baseline will result in final year emissions savings of 32,903 tCO2e and

cumulative savings of 134,345 tCO2e.

With no action on carbon, annual utility costs for DBKL could increase from

RM51.3m to RM82.2m by 2022 – an increase of approx. RM30.9m. Achieving

a 20% reduction in carbon emissions over the whole five years could result in

cumulative savings of RM76.1m.

The VAS is a useful high level analysis that has been used early in the

development process of producing our Carbon Management Plan to help

support the case for action. It should be noted that project specific details

about savings and costs should be read alongside this analysis. The capital

costs of projects are not included in this analysis (see section 4) and all

assumptions are listed in Appendix 2.

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

2015 2016 2017 2018 2019 2020 2021 2022

CO

2e E

mis

sio

ns (

tonnes)

Year

Comparision of Carbon Emissions - Business as Usual & Carbon Reduction Scenarios

BAU 20% reduction

RM0

RM10

RM20

RM30

RM40

RM50

RM60

RM70

RM80

RM90

2015 2016 2017 2018 2019 2020 2021 2022

Cost

(RM

)M

illions

Year

Comparision of Carbon Related Costs - Business as Usual & Carbon Reduction Scenarios

BAU Target Reduction 1

We will reduce the carbon

emissions from our activities by 20% by

2022, from a 2015 baseline

of 120,906 tonnes CO2e.

TARGET FOR 2020

Cost savings

Compliance with

legislation

Raised awareness of climate change amongst

staff, stakeholders and the public

Positive community leadership

Contribute towards national targets

BENEFITS OF

ACHIEVING THE TARGET


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5. Actions to reduce emissions This section of the plan lists and prioritises the opportunities identified for carbon

emissions savings and the sustainable practices that are critical to ensuring DBKL

achieves the five-year reduction target.

To meet the 2022 target, on average 26,869 tCO2e will need to be saved each year once

BAU growth has been taken into account. In order to achieve this reduction, a range of

energy efficiency projects have been identified, targeting the emissions ‘hot spots’ in our

estate.

A summary of common projects to be implemented in different hot spot areas is shown

below. More detailed project information can be found in Appendix 1.

The following table summarises the key costs and savings associated with the projects in

the project list.

Project Category

Capital (RM) Annual energy

cost saving (RM)

Annual

carbon saving (tCO2e)

Average Payback

(yrs)

% project

contributes to meeting

target

LED lighting RM39,363,560 RM5,365,029 16,406 7 49%

Lighting controls

RM10,564,277 RM3,683,814 9,408 3 28%

Air

conditioning upgrade

RM8,406,594 RM834,034 1,486 10 4%

Air conditioning controls

RM - RM288,350 570 <0.1 2%

Ligh

tin

g u

pgr

ade •Location:

•Street lighting

•Menara 1

•Bangsar Sports Complex

•PT80

•TIDI Community Centre

•Public Housing

Ligh

tin

g co

ntr

ols •Location:

•Street lighting

•PT80

•Public Housing

Air

co

nd

itio

nin

g u

pgr

ade •Location:

•Menara 1

•Bangsar Sports Complex

•TIDI Community Centre

Air

co

nd

itio

nin

g co

ntr

ols •Location:

•Menara 1

Oth

er •Description:

•Lift replacement in public housing blocks

•Installation of variable speed drive on pumps in chilled water and air conditioning system at Menara 1


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Other RM5,541,835 RM457,404 1,067 12 3%

Total RM63,876,266 RM10,628,630 28,936 6 87%

Target Summary

Target reduction from 2015 levels 24,181 tCO2e

Predicted increase from BAU growth 8,722 tCO2e

Identified savings 28,936 tCO2e

Gap to target (inc BAU growth) 3,967 tCO2e

A Carbon Management Projects Register will be maintained by the Project Lead to record,

quantify and evaluate projects on an ongoing basis.

Projected Achievement towards Target

The figure below shows predicted business-as-usual (BAU) emissions and the target

emissions. The ‘emissions in chosen plan’ plot shows the emissions reductions from

implementing all the projects identified in this plan by 2022. This plot takes into account

the following factors:

The effect of BAU forces: so for example, if in year three no additional projects

were implemented, the emissions would then trend back towards the BAU line.

The impact of project life: the nature of the project determines how long its impact

may be felt. If a short life project is finished (e.g. awareness raising) before the end

of the programme (and not maintained or repeated) a stepwise increase in emissions

would be seen.

Assumptions can be found in Appendix 4.

By including these effects we are trying to model some of the real life factors that may

impact on our ability to meet our target. Because of these additional factors, the plot does

not directly agree with a simple summed list of the carbon saving impact of the projects.


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-

20,000

40,000

60,000

80,000

100,000

120,000

140,000

2015 2016 2017 2018 2019 2020 2021 2022

CO

2e

Emis

sio

ns

(to

nn

es)

Year

Carbon Reduction Progress against Target

BAU Impact of implementing Plan Target Reduction


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6. Finance

The value at stake shows that over the next five years approximately RM76.1m

could be saved by implementing the plan. However, to achieve these savings,

significant capital investment will be needed. The project register tool that

accompanies this plan contains the calculations to assist with the selection of

carbon reduction projects.

Capital costs

The table below summarises the total capital costs for our Carbon Management Plan by

year. These figures include only the upfront cost of the project and do not include any

operation or maintenance costs.

The cost of implementing the projects in this plan has been estimated at RM63.9m by 2022,

of which RM37.6m has already been allocated to the upgrade of street lighting to LEDs. The

sources to fund the remaining projects have yet to be confirmed.

We believe that our Carbon Management Plan offers a compelling and robust business case

for implementation, taking into account direct cost savings to DBKL, enhanced staff comfort,

improved visitor experience, benefits to DBKL’s corporate reputation, and the vital

leadership role of local government in tackling climate change.

Project Year

2016 2017 2018 2019 2020 2021 2022

Total Costs

RM7,52m RM27,5m RM8,02m RM7,58m RM13,3m RM - RM -

Key Points

To implement the projects defined in this plan will cost RM63.9m.

RM37.6m of funding has already been sourced, with RM26.3m still to be

achieved.

When all these projects are implemented, it will result in an estimated annual

financial savings of RM10.6m. The overall payback period of projects in this plan is 6 years.


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Plan costs and savings

If all the projects are implemented as planned it would result in estimated reduced energy

costs of RM10.6m per annum by 2022, based on 2017 prices. The overall payback period of

the projects in this plan is approx. 6.0 years. Whilst this payback time is longer than the

lifetime of the plan, it reflects the long duration of a substantial number of projects outlined

in the plan. These projects will provide cost and carbon savings well beyond 2022 and will

payback their capital investment over this longer time period.

It should be noted that the analysis in the tables included in this section does not account

for inflation and all figures are shown at today’s prices. If inflation was included, we would

expect energy cost savings to be higher (as energy prices are increasing at a rate well above

RPI, partly due to the withdrawal of energy subsidies in Malaysia). It should also be noted

that costs for certain projects scheduled for later years may also be higher for the same

reason but this will not be the case for all projects – certain technologies such as LED lighting

continue to reduce in cost.

RM-30

RM-25

RM-20

RM-15

RM-10

RM-5

RM-

RM5

RM10

RM15

2015 2016 2017 2018 2019 2020 2021 2022

Net

Co

st (

RM

mill

ion

s)

Project Cost and Savings

Total Capex for year Energy cost savings for year Total Cash flow for year


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7. Governance and management Beyond the set of initiatives identified above, it is important that organisational

changes are put in place to maintain a focus on carbon management over time.

This section describes the main activities and changes we will undertake to embed

Carbon Management into our organisation. The Carbon Management Maturity

Matrix (located in Appendix 3) provides a framework for evaluating the extent to

which an organisation has embedded carbon management into its organisational

culture, practices and processes. We will use this framework to guide the progress

we make in this area.

Programme Governance and Task Force

The Carbon Management Programme will be managed by the Task Force. The scope of the

task force is to oversee the implementation of the Carbon Management Plan so that the

carbon reduction target is met within the timescales set out.

This group has a number of key functions specifically related to carbon management;

1. to provide regular, strategic oversight and monitoring of progress towards our target

2. to raise ‘blockages’ to a level where they can be removed e.g. resource issues

3. to ensure that carbon management stays on the high level agenda at DBKL

4. to manage the expectations of key stakeholders and recognise achievements on

carbon reduction

Overall organisation of the programme will fall to the Project Lead and Project Sponsor who

will report project highlights, risks and issues to the Task Force. The Project Sponsor will

have overall responsibility to make sure the progress of the Plan is reported to senior

stakeholders and that the projects within the Plan are delivered. The Project Lead, and

colleagues, will focus on the day to day delivery of the programme projects.

The task force meet on a quarterly basis and include the following representatives from the

following departments:

City Planning (Jabatan Perancangan Bandaraya) Civil Engineering & Urban Transportation (Jabatan Kejuruteraan Awam dan

Pengangkutan Bandar)

Administrative (Jabatan Pentadbiran)

Human Resources (Jabatan Pengurusan Sumber Manusia)

Licensing and vendor management (Jabatan Pelesenan dan Pengurusan Penjaja)

Branch Services (Jabatan Perkhidmatan Kawasan)

Culture, Arts and Sport (Jabatan Kebudayaan, Kesenian dan Sukan)

Housing and Community Development (Jabatan Pengurusan Perumahan dan

Pembangunan Komuniti)

Landscape and Recreation (Jabatan Pembangunan Landskap dan Rekreasi)

Mechanical and Electrical Engineering (Jabatan Kejuruteraan Mekanikal dan

Elektrikal)

Health and Environment (Jabatan Kesihatan dan Alam Sekitar)

Enforcement (Jabatan Penguatkuasaan)

Training Institute (Institut Latihan)

Kuala Lumpur Library (Perpustakaan Kuala Lumpur)

The Task Force is also responsible for implementing the projects contained within this Plan.

The Task force will oversee the activity within the programme which will be overseen by the

Project Lead.


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Corporate Strategy & Policy Alignment

To ensure that carbon management is established and maintained as an organisational

priority, it should be considered as part of all decision making processes. We recognise that

in order to achieve our carbon reduction target, we need to change a number of current

practices/procedures and embed a philosophy of considering carbon emissions in business

as usual activities. This includes:

Change Action Lead Completion

Date

Endorsement / sign off of this plan and the

associated 20% reduction target by the Mayor &

Councillors

Project Sponsor March 2017

Publication of this CMP on the Council intranet

and internet

Communications By end 2017

Communication & engagement on the carbon

management programme to Council stakeholders

Project Lead /

Communications

June 2017

All business cases submitted to financial

management to be appraised for carbon

reduction as well as costs & payback

Project Lead /

Project Sponsor /

Finance

Ongoing

Inclusion of the risks arising from not meeting

our carbon reduction target included in the

Corporate risk register

Project Sponsor June 2017

Inclusion of our Carbon reduction targets in

Business Plan and Annual Report

Project Sponsor Ongoing

Review and re-alignment of all Council

Environmental Statements to take account of the

Carbon Management Plan

Project Lead /

Project Sponsor

July 2017

Development of a sustainable procurement policy

to take account of low carbon procurement

Procurement September

2017

Review of existing policies to decide where

alignment with the Carbon Management Plan is

relevant

Project Sponsor September

2017


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8. Monitoring and Reporting This section describes actions we will take to improve the quality of carbon

emissions data, and how we will report on our progress. Robust data will provide

us with the basis to monitor and report on the results of our actions – enabling us

to realise reputational benefits and to lead by example.

Progress Reporting

The progress of the Carbon Management Plan will be

discussed and reviewed by the Task Force and project team.

Progress will be monitored against the targets set within this

plan and the KPIs set out below.

Fuel and electrical data per month for each Menara

and per year for the overall Council estate

Carbon emissions by year

% increase/decrease carbon emissions by year

Achievement against projected carbon savings

Number of projects completed

Number of projects submitted for approval and

progressing towards completion.

For each meeting of the Task Force, the progress of the Carbon Management Plan as a

whole, as well as individual projects, will be discussed against these KPIs. It is important

that we adopt a way of flagging the projects that are perhaps stalling or not progressing as

expected. We will do this by using the Red, Amber & Green (RAG) risk register.

An annual report of progress towards our carbon management target will be

produced and presented to the Task Force. This report will provide an update on progress

against the KPIs above and embedding actions included in this plan. The report will be

prepared by the Project Lead and signed off by the Project Sponsor. This report will also be

circulated to the wider organisation and uploaded on the DBKL intranet.

Data Management

Effective data management has been a critical element of developing this plan. It underpins

our strategy and target and it will continue to be a critical element as we monitor

implementation progress. Having confidence in our figures, assumptions and data sources

helps ensure that:

High priority areas are targeted: a good understanding of where our emissions

are coming from will allow us to identify high emitters and prioritise projects that

tackle these.

Suitable carbon reduction targets are set: targets should be challenging but

achievable to ensure maximum impact.

Carbon reduction projects are accurately quantified: this will allow us to predict

the impact a project will have on carbon emissions and how effective our portfolio of

projects will be at achieving our target.

Business / investment cases are credible and accurate: accurate estimations

of costs and savings ensures that funds are used in the most cost effective way.


Page | 21

The effectiveness of carbon reduction projects can be measured and

demonstrated: this allows progress against target to be tracked and strengthens

the business case for future investment.

Continuity and succession planning is not problematic (data sources /

referencing): all activities should be well documented and referenced to ensure

smooth hand over of responsibility.

Stakeholder Engagement & Communication

To keep carbon management a priority in people’s minds and behaviours, we need to

regularly communicate with stakeholders at various levels. Effective and timely

communications with our staff is an important aspect to delivering our target. We will do

this by rolling out the following change actions.

Control of Risks and Issues

Any member of the Project Board or Project Team may raise an Issue or Risk with the Project

Manager. They should be communicated verbally and confirmed in writing within 24hrs. The

Project Manager will then record the Issue/Risk on the appropriate log and allocate a

reference number. The Logs will be maintained with each Issue or Risk being allocated a

status of either “Acknowledged”, “In Progress” or “Resolved”. All risks are monitored and

updated in a detailed Risk Register maintained by the Project Manager.

Some of the key risks associated with the plan are set out below:

Resources unavailable to achieve actions identified

Reputational risk to authority for not pursuing or meeting carbon reduction targets

Carbon management not seen as a strategic priority at DBKL

Lack of buy-in by staff reduces participation in relevant carbon reduction projects

Potential for a higher than predicted increase in energy demand threatening the

ability to meet the carbon reduction target

Change Action Completion Date

Develop a communications plan July 2017

Publication of the Carbon Management Plan on the Council

intranet and internet

June 2017

Communication & engagement on the Carbon Management Plan

to Council stakeholders

March 2017

Produce a Progress Report on an annual basis for the Project

Board / wider organisation

Annual

Use social media to increase awareness on environmental projects

& benefits with internal & external stakeholders

Ongoing

Regular column in internal newsletter Ongoing


Page | 22

9. Climate Change Adaptation This section describes the study that has been undertaken to understand the

potential effects of climate change on Greater Kuala Lumpur. It also outlines the

follow-on actions our municipality is committed to taking.

Objective: Develop an adaptation strategy

While transitioning to low carbon, energy efficient cities is absolutely necessary, it is also

important to consider the climate risks to low carbon urban infrastructure, as well as

potential synergies and conflicts between adaptation and mitigation activities.

In the face of rapid urbanisation, the municipalities of Greater Kuala Lumpur are exposed

to a number of weather and climate-related hazards as a result of a changing climate. A

climate risk scoping study has been undertaken for Kuala Lumpur which has highlighted

that its infrastructure is exposed to a number of weather and climate-related hazards that

include:

1. Heat waves and air pollution (haze). These are exacerbated by the urban heat

island effects of the conurbation. Climate change is likely to increase the frequency

of heat waves and lead to overall higher daytime and night time temperatures.

2. Wind loads. Severe convective storms can be associated with sudden gusts of

wind – there is a risk these could get worse in future.

3. Increase in rainfall intensity and flooding. The intensity (amount of rain falling

in a particular period of time) of heavy rainstorms in Greater KL has been

increasing. Future changes are not entirely certain due to the absence of

convective scale climate modelling for Malaysia, but rainfall intensity is likely to

continue to increase due to climate change as absolute humidity rises.

4. More variable rainfall and drought. Higher temperatures and potential

evaporation, along with population growth, risks significant water stress in Greater KL.

In addition to that, our municipality includes hazard prone areas such as steep slopes,

low-lying terrain, and areas adjacent to rivers. We are also experiencing rapid population

growth. These hazards will produce adverse effects. Air pollution corrodes building façades

and exposed structural elements. Excessive heat conditions increase building energy

usage to keep occupants comfortable. Wind loads can place significant deformation forces

on multi-storied buildings, as well as cause increased use of resources for building

replacement costs. Heavy rain can permeate building materials and cause damage from

the top and sides, while flash floods triggered by the storms can erode foundations and

damage structures and internal assets.

Buildings are often the first line of defence protecting people and assets from

hazard impacts. Resilient infrastructure needs to be robust and functional during hazard

events. The climate risk scoping study that has been conducted for Kuala Lumpur sets out

3 main recommendations for increasing resilience to the impacts of climate change and

adapting to it effectively.

1. Integrate mitigation and adaptation climate policies. A lack of coherence

between the two components of climate action may result not only in shortfall or

failure to achieve projected policy targets, but can also lead to inefficient use of

limited resources as co-benefit and synergies go unharnessed. The lack of

consideration of mitigation in adaptation initiatives could lead to increased

greenhouse gas emissions, while lack of consideration of adaptation in mitigation


Page | 23

initiatives could lead to underperformance, due to direct climate hazards, as well as

increase the vulnerability of communities.

2. Create a risk management process. Adaptation and disaster management uses

a significant amount of resource and capacity if it is not adequately prepared for.

By being aware, and preparing for the potential hazards through an iterative and

learning risk management process, the depth and breadth of impacts can be

reduced and some disasters can even be prevented.

3. Ensure local and structural development plans are updated with latest

climate projections. Some of the measures that could build resilience to weather

and climate-related hazards, such as building codes and zoning regulations, may

be less effective if they are not regularly updated to incorporate the latest climate

change projections, as well as other changes including shifts to societal structures,

demography, environmental degradation, poverty and inequality. Policy tools for

urban and country planning should incorporate climate change mitigation, climate

change adaptation and disaster risk management considerations and good practice.

We will use these recommendations to develop an adaptation strategy and implementation

plan. Within our adaptation strategy, we will consider the viability of implementing the

following adaptation measures:

insulation of building facades

higher albedo urban surfaces

raising essential services above flood level

building orientation to minimise solar gain

use of sustainable urban drainage to reduce the impacts of floods and droughts.


Page | 24

Appendix 1 – Carbon Inventory

Name Emissions source Amount Units

CO2 (tonnes) Cost (RM)

Tower 1 Grid electricity 7,972,162 kWh 5754.07 RM2,909,839.13

Tower 2

Grid

electricity 3,141,273 kWh 2267.28 RM1,146,564.80

Tower 3 Grid electricity 4,166,890 kWh 3007.54 RM1,520,914.74

Menara PT 80 Grid electricity 2,427,437 kWh 1752.05 RM 886,014.63

Branch offices Grid electricity 1,222,623 kWh 882.45 RM 446,257.25

Libraries Grid electricity 2,730,552 kWh 1970.83 RM1,228,706.60

Sports centres, Multipurpose halls and Community Centres

Grid electricity 7,384,698 kWh 5330.05 RM3,323,001.21

JKME Grid electricity 683,350 kWh 493.22 RM 249,422.68

Enforcement

building

Grid

electricity 1,343,209 kWh 969.49 RM 490,271.40

Training

institute (IDB)

Grid

electricity 1,105,175 kWh 797.68 RM 403,388.95

Public housing Type 1 (common areas)

Grid electricity

32,352,727 kWh 23351.23 RM 7,052,894.42

Public housing Type 2 (common areas)

Grid electricity

23,593,387 kWh 17029.00 RM 10,263,123.55

Public Hawker Centres (street food court)

Grid electricity 806,208 kWh 581.90 RM 294,266.07

Indoor food courts/markets


DBKL Locked Stores


Klinik & Kesihatan


Rest Houses

Grid

electricity 102,078 kWh 73.68 RM 22,252.96

Transport management building

Grid electricity 1,198,131 kWh 864.78 RM 539,140.86

Street lights Grid electricity

51,878,457 kWh 37444.31 RM9,960,663.69


Page | 25

Park lighting Grid electricity 7,671,233 kWh 5536.87 RM2,800,000.00

Children's playground


Traffic lights Grid electricity 1,425,750 kWh 1029.06 RM 273,744.00

Lighting on footbridges, walkways and bus hubs


Petrol vehicles Fleet 814,803 litres 1785.56 RM1,425,903.95

Diesel vehicles Fleet 1,661,789 litres 4324.64 RM2,658,860.56

Biodiesel vehicles Fleet 90,856 litres 1.80 RM -

Emissions sources included in

baseline scope

Data sources

Scope 1 – includes all direct emissions from sources directly controlled by DBKL

(fuels consumed on site and from owned vehicles)

Fleet transport emissions

(e.g. petrol, diesel and

biodiesel)

Litres of fuel consumption

Scope 2 – emissions from purchased electricity, heat or steam produced off site

Electricity consumption in

buildings and estates Financial data

Electricity consumption of

outdoor lighting, including

street lighting

Financial data

Appendix 2 – Project List

ID Project Lead

Capital Financial (Gross) tCO2e

Pay

back (yrs)

% of Target

Start Year

1 Street lighting upgrade yr

1

RM7,520,000 RM904,760 2,996 8.31 2016


2

RM7,520,000 RM904,760 2,996 8.31 2017


3

RM7,520,000 RM904,760 2,996 8.31 2018


4

RM7,520,000 RM904,760 2,996 8.31 2019


5

RM7,520,000 RM904,760 2,996 8.31 2020

6 Dimming functionality in

street lighting CMS

system

RM- RM848,213 2,808 0.00 2017


Page | 26

7 Tower 1: Chiller operating load and schedule

RM- RM288,350 570 0.00 2016

8 Tower 1: Upgrade of

Chillers to more efficient

chillers

RM1,350,000 RM151,114 299 8.93 2017

9 Tower 1: Replace

condenser pumps with

high efficiency and VSD

pumps

RM150,000 RM36,537 72 4.11 2017

10 Tower 1: Replacing all

current Constant Speed

Chilled Water Pumps to

Variable Speed Drive

Pumps

RM45,000 RM12,584 25 3.58 2017

11 Tower 1: Split system

rationalisation/upgrades

RM500,800 RM95,046 188 5.27 2018

12 Tower 1: Using LEDs for

all Office, Corridors, Main

Lobbies and Lift Lobbies

RM427,500 RM168,257 333 2.54 2017

13 Tower 1: Replace all AHUs

to have higher efficiency

fan system

RM336,000 RM100,325 198 3.35 2017

14 Bangsar Sports Complex:

Change ALL lights to LED

RM45,000 RM26,421 42 1.70 2017

15 Bangsar Sports Complex: Variable Refrigerant Flow

Air Conditioning System

(for Hall)

RM265,000 RM20,289 33 13.06 2017

16 PT80: LED lights for

Offices, Carpark & Food

Court Area

RM102,500 RM42,081 83 2.44 2017

17 PT80: Motion Sensors for

Offices, Toilets, Parking,

Stairs and Lift Lobbies

RM62,500 RM36,500 72 1.71 2019

18 Public Housing: Internal

Lighting Strategy (Timers,

Sensors and LED)

RM5,444,853 RM2,155,804 5,027 2.53 2017

19 Public Housing: External Lighting Strategy (Timers,

Sensors & Efficient

Lighting)

RM5,056,924 RM643,297 1,500 7.86 2017

20 Public Housing: Replacing

current lifts with more

efficient lifts

RM5,541,835 RM457,404 1,067 12.12 2017

21 TTDI Community Centre:


RM41,890 RM21,304 34 1.97 2017

22 TTDI Community Centre:

Variable Refrigerant Flow

Air Conditioning System

(for Hall)

RM203,000 RM14,737 24 13.77 2020

23 Sports Centres LED

lighting upgrade

RM1,146,670 RM583,164 935 1.97 2017

24 Sports Centres Variable

refrigerant flow air

conditioning system

RM5,556,794 RM403,401 647 13.77

2020

Totals RM63,876,266 RM10,628,630 28936 6.00


Page | 27

Project Table Key Description

ID Corresponding reference in the Project

Register Tool

Project Project name / description

Lead Lead department for project

Cost - Capital Up front capital expenditure

Cost - Revenue Operating / maintenance expenditure for

running a project

Annual Savings (yr 1) Financial gross Cumulative annual savings

Annual Savings yr 1 – tCO2e Tonnes of Carbon Dioxide savings

Payback years Measures how long a project takes to "pay for

itself

% of Target Percentage reduction towards meeting overall

carbon target

Start year Estimated implementation date of projects

Appendix 3 – Detailed project information

DBKL Menara 1

Recommendation

1

Chiller Operating Load and Schedule

Issue Decreasing the capacity of running chillers and decreasing chiller plant operating time

Rationale The Chiller Plant System of the DBKL Tower 1 represents approximately 40% of the total energy use of the building.

The building management and energy committee of Tower 1 have started decreasing the capacity of chillers, and hours the chillers and the chiller plant as a whole is operating. From November 2016, they have been

operating the Chiller Plant at the following hours & capacity:-

i. Chiller 1 @ 500RT: 7.00am to 5.00pm

ii. Chiller 2 @ 500 RT: not in use

iii. Chiller 3 @ 200 RT: 7.00am to 5.00pm

By decreasing the both the total chiller plant capacity as well as the hours at which it runs, the total amount of energy used is significantly decreased

by an approximate 10%.

Benefits Energy, carbon emissions and cost savings

Risks Dissatisfied occupants are a risk that may need mitigating

Next Steps Monitoring occupant feedback over a few months, and then make the

necessary adjustments to the

profile and possibly, capacity

Representative Facility Manager

Target Date Implemented in November 2016


Page | 28

Cost Savings (RM/yr)

RM 288,350.00

CO2e Savings (tonnes/yr)

553.00

Energy Savings (kWh/yr)

790,000.00

Capital RM 0

Payback 0

Recommendation 2 Upgrade of Chillers to more efficient chillers

Issue Increasing the efficiency of the current chiller from COP 4.2 to 5.5

Rationale As noted from 'Recommendation 1' above, the Chiller Plant uses a large

portion of the energy within the

DBKL Tower 1 building. Chillers use the bulk of this energy, therefore,

by increasing the efficiency of the

Chillers from a COP of 4.2 to 5.5, an approximate 5% of the total energy consumption can be saved.

In addition, the last time the entire mechanical system was refurbished was in 1998; 19 years ago, and

therefore, the replacement of the chiller plant is likely necessary within

the next few years- provide the

budget is obtained.

Benefits Using the same cooling load/capacity, energy savings can be achieved

Risks Lack of budget

Next Steps DBKL to ensure specification of efficiency for Chiller Plant Replacement

Representative Energy Committee & Facility Management Team

Target Date Implemented with Chiller Plant Replacement- 2017/2018

Cost Savings (RM/yr) RM 151,114.38


289.81

Energy Savings

(kWh/yr)

414,012.00

Capital RM 1,350,000.00

Payback 8.93

Recommendation 3

Replace condenser pumps with high efficiency and VSD pumps

Issue Replace with higher efficiency VSD Condenser Pumps

Rationale As mentioned in recommendation 2 above, the entire HVAC system has not had an upgrade since 19 years ago, therefore, there is a need to replace the entire equipment of Tower 1 within the near future.

As part of the HVAC system refurbishment, IEN propose higher efficiency variable speed controls on the condenser pumps, to ensure pump is

running at the optimal speed, as opposed to a constant speed, as it is now


Page | 29

running. The VSD will ensure that the pumps can run on part-load, which should decrease the pumps consumption by approximately 50%.

The cumulative benefits of higher efficiency and variable speed drive pumps will have a 1.25% savings in the overall building energy consumption.

Benefits Decreased energy from efficient condenser pumps

Risks none foreseeable

Next Steps




RM 36,536.50


70.07


100,100.00

Capital RM 150,000.00

Payback 4.11

Recommendation 4

Replacing all current Constant Speed Chilled Water Pumps to Variable Speed Drive Pumps

Issue Ensures that the flow of chilled water is based on demand

Rationale As with recommendation 2 and 3 above, the entire HVAC system has not

had an upgrade since 19 years ago, therefore, the is a need to replace the entire equipment of Tower 1 within the near future.

As part of the HVAC system refurbishment, IEN propose higher efficiency variable speed controls on the chilled water pumps, to ensure these pump are running at the optimal speed, as opposed to a constant speed, as it is now running. The VSD will ensure that the pumps can run on part-load, which should decrease the pumps consumption by approximately 20%.

The cumulative benefits of higher efficiency and variable speed drive

pumps will have a 0.43% savings in the overall building energy consumption.

Benefits Decreased energy consumption from chilled water pumps

Risks none foreseeable

Next Steps Monitoring occupant feedback over a few months, and then make the necessary adjustments to the

profile and possibly, capacity




RM 12,583.74

CO2e Savings

(tonnes/yr)

24.13


Page | 30


34,476.00


Payback 3.58

Recommendation 5a

Recommendation 5b

Replace all split unit ACs to higher efficiency inverter units

Replace 50% of Split Units and add additional ducting for centralised AC system

Issue Current utilised split units are not efficient models and without controlled use

Rationale IEN has two proposals for recommendation 5; due to cost restraints, we have provided two items that will save approximately the same amount of

energy from the total building energy consumption, and yield similar comfort outcomes.

As the main chiller plant AC system was designed to be able to handle the heat load from the entire building, but as discovered from the audit, mainly due to partitioning of offices to create private offices; ducting and air outlets may not extend to several smaller spaces or inadequate cooling has occurred for some larger spaces have resulted. This has resulted in the necessity for approximately 300 individual split units to have been added over time.

Recommendation 5a is that renovation be carried out to extend ducting to the spaces, to manage the thermal comfort of the relevant spaces. As a result of this, IEN estimate that at least half of the total split units to be removed completely from the building.

Recommendation 5b is less invasive and looks to replace 50% of all the

total split units to be replaced with 4 tick inverter systems. This one will require some coordination in terms of locality and usage patterns in order to maximise the more efficient air conditioning system.

Benefits Decreased energy consumption from split units

Risks Lack of willingness for taking the lead to research and implement the optimum implementation

Next Steps


Target Date Implemented after the Chiller Plant & Ducting has been implemented-2018/2019


RM 95,046.37


182.28


260,401.00


Payback 5.27


Page | 31

Recommendation 6

Using LEDs for all Office, Corridors, Main Lobbies and Lift Lobbies

Issue Efficient lighting selection

Rationale Current T8 and CFL fluorescent lighting is used for indoor lighting, and as lighting works out to approximately to 17% of the total energy use of the Tower 1. Therefore, improving the efficiency of lights, particularly in areas of higher usage and larger area, could greatly decrease the total energy

use from lighting.

The proposal would be for all office, corridors, main lobby area and lift lobbies to have the current fluorescent lights be replaced by LED lights; this will decrease the energy consumption by approximately 5.8% of the total building energy consumption.

This will result in a decrease of energy consumption for lighting, as well as decrease the frequency of replacement for fixtures, as the life of LED lamps are longer. All lighting can be replaced over a timeframe, as and when replacement is required. This in order not for any wastage of lights (resources) to occur immediately.

Ongoing replacement of lights throughout 2017 to 2019 as part of the building management strategy will ensure energy reduction from electric lighting.

Benefits Decreased energy consumption by lighting fixtures & longer life span;

ensuring cost savings

Risks Implementation will need to be planned out very thoroughly, as areas involved are office areas that are

used throughout the weekday office hour periods

Next Steps


Target Date Implement as part of the building maintenance strategy- purchasing guide for lighting replacement


RM 168,256.61


322.68


460,977.00


Payback 2.54

Recommendation 7

Replace all AHUs to have higher efficiency fan system

Issue Ensures that the air distribution to served areas are conducted more

efficiently

Rationale Improving the efficiency of new AHU's to 65% fan and 85% motor power (from an assumed 50% fan and 75% motor power efficiency).

Benefits As mentioned in the preceding recommendations, the entire HVAC system has not had an upgrade since 19 years ago, therefore, there is a need to


Page | 32

replace the entire equipment of Tower 1 within the near future, including the Air Handling Units.

As the air distribution system of the tower 1 is estimated to consume 9% of the total building energy, improving the efficiency of new AHU's will ensure a decrease.

Therefore, the proposed AHU's are recommended to have an efficiency of 65% fan and 85% motor power (from a current assumed 50% fan and

75% motor power efficiency). This will result in a decreased energy consumption of 3.44% from the total building energy consumption.

Risks Lack of budget

Next Steps




RM 100,325.00


192.40


274,863.00


Payback 3.35

Public Housing

Recommendation 1

Internal Lighting Strategy (Timers, Sensors and LED)

Issue Increasing the efficiency and lifespan of interior lightings


Page | 33

Rationale As interior lighting works out to approximately to 50% of the total energy use of the public housing complex, improving the efficiency of lights could greatly decrease the total energy use from lighting.

Currently, T8 fluorescent lighting is used for the office areas lighting and CFL's for hall lighting- both these areas can change the lights to LED lighting, in order for energy savings. Timers should be installed for all corridor lighting, as opposed to manual

turning on of lights, as this allows for lights to be accidentally left on for longer than necessary. Lastly, corridor and stairwell lighting to be re-circuited to ensure that only 50% of all lights are used throughout the night. The remaining 50% of all lights will be fitted with motion sensors in order for energy savings to be achieved when the particular levels are not utilised.

The proposals above this will decrease the energy consumption by approximately 12% of the total energy consumption. As all lighting is generally replaced every year (even if the lights still work); rolling out this project should be relatively quickly achievable; with remaining public housing estates to be fitted throughout the next several years. *Shifting common area lighting to LED is not an option due to theft of

lights being a common problem in many estates

Benefits Energy savings in lighting from efficient fixtures as well as decreased usage

Risks Limitation in DBKL Policy for lighting replacements

Next Steps Implementation as part of maintenance procedure

Representative Facility Management Team

Target Date Implemented with throughout 2017 to 2020


RM2,155,804

CO2e Savings

(tonnes/yr)

5,027


6,965,163

Capital RM5,444,853

Payback 2.53

Recommendation

2

External Lighting Strategy (Timers, Sensors & Efficient Lighting)

Issue Decreasing energy usage and increasing lifespan of exterior lightings


Page | 34

Rationale As exterior lighting works out to approximately to 18% of the total energy use of the public housing complex, improving the efficiency and use of external lights could greatly decrease the total energy use from lighting.

Recircuiting works for all compound lighting in carpark areas will be carried out in order for timer and motion sensor controls to be fitted to the following areas. Timers should be installed for 50% of carpark compound lighting and all external badminton court lighting will be fitted; in order for lights to be

used only when required. Lastly, for the remaining 50% of the compound and all park lighting circuits, motion sensors will be installed; in order to ensure energy wastage from unused areas are avoided. The proposals above this will decrease the energy consumption by

approximately 4% of the total energy consumption. This proposal is more

invasive than the other proposals as it will involve road hacking works, hence the implementation will be over several years and in stages within each estate.

Benefits Energy savings in lighting from decreased usage of external lighting

Risks Limitation in DBKL Policy for lighting replacements





RM643,297


1,500


2,078,419

Capital RM5,056,924

Payback 7.86

Recommendation 3

Replacing current lifts with more efficient lifts

Issue Decreasing the energy consumption of the lifts for public housing

Rationale Currently, lifts use approximately 8% of the total energy use in the Seri Alam Estate, therefore, decreasing its energy use can impact the energy

use, and although it is a costlier exercise, the project is not invasive and won't take very long to implement. Additionally, the lifts have not been

changed since the construction in 2004; therefore, the likelihood of changing of lifts will be necessary within the next 5 years. Selecting lifts with sleep mode and sensors for lighting and ventilation can

save a substantial amount of energy for lift use; and as the lifts in most public housing estates are likely older models- this seems a possible solution to roll out over the next few years.

Benefits Increased efficiency of lifts

Risks Limitation in DBKL Policy for lift replacements



Page | 35




RM457,404


1067


1,477,823

Capital RM5,541,835

Payback 12.12

Menara PT80

Recommendation 1

LED lights for Offices, Carpark & Food Court Area

Issue Increasing the efficiency and lifespan of lightings

Rationale Current T8 and CFL fluorescent lighting is used for indoor lighting, and as lighting works out to approximately to 22% of the total energy use of the sports complex, improving the efficiency of lights could greatly decrease the total energy use from lighting.

The proposal would be for ALL office, carpark and food court area lights to be replaced by LED lights; this will decrease the energy consumption by approximately 5% of the total energy consumption. This will result in a decrease of energy consumption for lighting, as well as

decrease the frequency of replacement for fixtures, as the life of LED

lamps are longer. All lighting can be replaced over a timeframe, as and when replacement is required. This in order not for any wastage of lights (resources) to occur immediately.

Benefits Energy savings in lighting from efficient fixtures

Risks There is no budget for implementing projects with a smaller impact





42,081.22


80.70


115,291.00


Payback 2.44


Page | 36

Recommendation 2

Motion Sensors for Offices, Toilets, Parking, Stairs and Lift Lobbies

Issue Decreasing energy from lighting of lesser-occupied spaces

Rationale Current there are many areas where circuiting of lighting is not optimally designed, and lights are being left on for areas that are severely underutilised. The addition of re-circuiting certain areas as well as adding motion sensors, can decrease the total energy use from lighting.

The proposal would be for all office, toilets, parking bays, stairs and lift lobby area lights to have motion (or, where appropriate- areas with daylight access such as stairs and lift lobbies to have dual motion and photo sensors) to be fitted. This will decrease the energy consumption by approximately 4% of the total energy consumption of the building. This will result in a decrease of energy consumption for lighting, as well as

decrease the frequency of replacement for fixtures, as the lights will be used less frequently.

Decreasing the energy consumption of major light usage areas, as well as decreasing the frequency of replacement for fixtures, additionally the lifespan of lights will increase through decreased usage.

Benefits Energy savings in lighting from decreased usage of lighting

Risks There is no budget for implementing projects with a smaller impact

Next Steps


Target Date Implemented by 2020


RM 36,500.00

CO2e Savings

(tonnes/yr)

70.00


100,000.00


Payback 1.71

Bangsar Sports Complex

Recommendation 1



Rationale Current T8 and CFL fluorescent lighting is used for indoor lighting, and

non-LED high-beam and spotlights are being for exterior lighting. As lighting works out to approximately to 50% of the total energy use of the sports complex, improving the efficiency of lights could greatly decrease the total energy use from lighting. The proposal would be for ALL interior and exterior lights to be replaced by LED lights; this will decrease the energy consumption by approximately

23% of the total energy consumption.


Page | 37

This will result in a decrease of energy consumption for lighting, as well as decrease the frequency of replacement for fixtures, as the life of LED lamps are longer.

All lighting can be replaced over a timeframe, as and when replacement is required. This in order not for any wastage of lights (resources) to occur immediately.


Risks The maintenance contractors do not adhere to this plan if it is not managed properly by JKKKS and the

Facility Management Team





RM 26,421.70


41.10


58,714.89


Payback 1.70

Recommendation

2

Variable Refrigerant Flow Air Conditioning System (for Hall)

Issue Increasing the efficiency of the AC System

Rationale Air Cooled AC systems are generally not very efficient, and therefore, by replacing the current system with a more efficient system such as a Variable Refrigerant Flow (VRF) system is encouraged.

A VRF system not only has a higher efficiency, but also has better part load performance compared to traditional air-cooled systems. This will result in a decrease of energy consumption for the AC System; as compared to the current from the air-cooled system (with an assumed COP 2.8) to a new VRF system (with a target COP 4.5).

Lastly, the year of installation for the AC System was circa 2006; this means the system likely will need to be changed approximately, by 2025. This means that the possibly of this change to be implemented is possible before 2030, and sufficient funding allocation can be prepared for not only this sports complex, but also other sports complexes to replace the current air cooled system with a VRF system.

Benefits Energy savings from AC System.

Risks Risk of not being implemented- as the target implementation timeframe is between 2020 and 2025



Page | 38


Target Date Implemented from 2020


RM 20,290.08


31.56


45,089.06


Payback 13.06

TTDI Community Centre

Recommendation 1



Rationale Current T8 and CFL fluorescent lighting is used for indoor lighting, and non-LED high-beam and spotlights are being for exterior lighting. As lighting works out to approximately to 50% of the total energy use of the sports complex, improving the efficiency of lights could greatly decrease

the total energy use from lighting. The proposal would be for ALL interior and exterior lights to be replaced by LED lights; this will decrease the energy consumption by approximately 23% of the total energy consumption.

This will result in a decrease of energy consumption for lighting, as well as

decrease the frequency of replacement for fixtures, as the life of LED lamps are longer. All lighting can be replaced over a timeframe, as and when replacement is required. This in order not for any wastage of lights (resources) to occur immediately.


Risks The maintenance contractors do not adhere to this plan if it is not managed properly by JKKKS and the

Facility Management Team





RM 14,737.72


22.93


32,750.50



Page | 39

Payback 13.77

Recommendation 2

Variable Refrigerant Flow Air Conditioning System (for Hall)

Issue Increasing the efficiency of the AC System

Rationale Air Cooled AC systems are generally not very efficient, and therefore, by replacing the current system with a more efficient system such as a Variable Refrigerant Flow (VRF) system is encouraged.

A VRF system not only has a higher efficiency, but also has better part load performance compared to traditional air-cooled systems.

This will result in a decrease of energy consumption for the AC System; as

compared to the current from the air-cooled system (with an assumed COP 2.8) to a new VRF system (with a target COP 4.5).

Lastly, the year of installation for the AC System was circa 2003; this means the system likely will need to be changed approximately, by 2020. This means that the possibly of this change to be implemented is possible before 2030, and sufficient funding allocation can be prepared for not only

this community centre, but also other sports complexes to replace the current air cooled system with a VRF system.

Benefits Energy savings from AC System.

Risks Risk of not being implemented- as the target implementation timeframe is about 2020

Next Steps


Target Date Implemented from 2020

Cost Savings

(RM/yr)

RM 14,737.72


22.93


32,750.50


Payback 13.77

Remaining Sports Complexes and Community Centres

Due to time limitations it has not been possible to conduct detailed audits of all buildings

managed by JKKS. However, due to the similarities in building design and energy

consumption it has been assumed that similar opportunities will be present across these

buildings and potential energy savings have been scaled up accordingly.

Appendix 4 – Assumptions Key assumptions underlying our financial projections are:

An annual increase in electricity costs of 6% per annum. This is based on the

projected increase to natural gas prices.


Page | 40

Diesel and Petrol cost of RM 2.20/l and RM 2.66/l respectively in the baseline year

and an annual increase of 5 % in the following years

BAU consumption annual increase of 1% and a RPI inflation of 3%

Appendix 5 - Embedding Carbon Management

Acknowledgements

Thank you to the British Foreign and Commonwealth Office for supporting this study as

well as IEN Consultants and Sayers and Partners for contributing to it.

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