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DBKL Carbon Management Plan
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
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DBKL Carbon Management Plan
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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DBKL Carbon Management Plan
2. CONTEXT ................................................................................. 7
6. FINANCE .................................................................................16
ACKNOWLEDGEMENTS ...................................................................40
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DBKL Carbon Management Plan
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
worlds 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 Lumpurs 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 DBKLs 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 Institutes 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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DBKL Carbon Management Plan
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.
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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DBKL Carbon Management Plan
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 Earths 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.
National 40% Malaysia has commited to reducing the country's carbon emission
intensity (relative to GDP) by 40% by 2020, compared to 2005
reduction
levels. It has also committed to a target of 45% carbon intensity
target reduction by 2030 (again relative to 2005 levels).
National The policy aims to be the key driver in accelerating the national
economy and promoting sustainable development in Malaysia by
Green
providing green training and education in the country and a
Technology conducive environment for Green Technology development, using a
Policy variety of finanical mechanisms.
National The Plan presents a strategy for the well coordinated and cost-
effective implementation of energy efficiency measures in the
Energy industrial, commercial and residential sectors, which will lead to
Efficiency Plan reduced energy consumption and economic savings.
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3) Energy Costs
The costs of fossil fuels are volatile and projected to rise. The nature of
the Councils 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.
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DBKL Carbon Management Plan
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
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DBKL Carbon Management Plan
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.
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 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.
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DBKL Carbon Management Plan
0.0%
Transport 5%
Outdoor &
Street 40% 29.4%
Petrol Vehicles
lighting
Diesel Vehicles
Building
55% Biodiesel Vehicles
energy
70.6%
35,000
Carbon emissions (tCO2e)
30,000
25,000
20,000
15,000
10,000
9%
5% 7%
5,000 4% 3% 3% 3% 2%
-
Public Tower 1 Sports Tower 3 Tower 2 Libraries Menara PT Klinik & Other
housing centres and 80 Kesihatan
Halls
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DBKL Carbon Management Plan
120,000
100,000
80,000
60,000
40,000
20,000
0
BENEFITS OF 2015 2016 2017 2018 2019 2020 2021 2022
ACHIEVING Year
THE TARGET
BAU 20% reduction
With no action on carbon, annual utility costs for DBKL could increase from
Cost savings 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
Compliance
with
cumulative savings of RM76.1m.
legislation
Comparision of Carbon Related Costs - Business as Usual & Carbon
Raised Reduction Scenarios
awareness of
RM90
climate
Cost (RM) Millions
RM80
change RM70
amongst RM60
staff, RM50
stakeholders RM40
and the RM30
public RM20
RM10
Positive RM0
community 2015 2016 2017 2018 2019 2020 2021 2022
leadership Year
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DBKL Carbon Management Plan
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.
Other
Lighting upgrade
Lighting controls
The following table summarises the key costs and savings associated with the projects in
the project list.
Annual % project
Annual energy Average
Project carbon contributes
Capital (RM) cost saving Payback
Category saving to meeting
(RM) (yrs)
(tCO2e) target
LED lighting RM39,363,560 RM5,365,029 16,406 7 49%
Lighting
RM10,564,277 RM3,683,814 9,408 3 28%
controls
Air
conditioning RM8,406,594 RM834,034 1,486 10 4%
upgrade
Air
conditioning RM - RM288,350 570 <0.1 2%
controls
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DBKL Carbon Management Plan
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.
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.
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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DBKL Carbon Management Plan
120,000
CO2e Emissions (tonnes)
100,000
80,000
60,000
40,000
20,000
-
2015 2016 2017 2018 2019 2020 2021 2022
Year
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DBKL Carbon Management Plan
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.
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.
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.
Project
2016 2017 2018 2019 2020 2021 2022
Year
Total
RM7,52m RM27,5m RM8,02m RM7,58m RM13,3m RM - RM -
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 DBKLs corporate reputation, and the vital
leadership role of local government in tackling climate change.
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DBKL Carbon Management Plan
RM10
RM5
RM-
RM-5 2015 2016 2017 2018 2019 2020 2021 2022
RM-10
RM-15
RM-20
RM-25
RM-30
Total Capex for year Energy cost savings for year Total Cash flow for year
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 todays 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.
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DBKL Carbon Management Plan
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:
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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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.
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.
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DBKL Carbon Management Plan
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
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DBKL Carbon Management Plan
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 faades
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.
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Emissions CO2
Name source Amount Units (tonnes) Cost (RM)
Grid
Tower 1 electricity 7,972,162 kWh 5754.07 RM2,909,839.13
Grid
Tower 2 electricity 3,141,273 kWh 2267.28 RM1,146,564.80
Grid
Tower 3 electricity 4,166,890 kWh 3007.54 RM1,520,914.74
Grid
Menara PT 80 electricity 2,427,437 kWh 1752.05 RM 886,014.63
Grid
Branch offices electricity 1,222,623 kWh 882.45 RM 446,257.25
Grid
Libraries electricity 2,730,552 kWh 1970.83 RM1,228,706.60
Sports centres,
Multipurpose
halls and
Community Grid
Centres electricity 7,384,698 kWh 5330.05 RM3,323,001.21
Grid
JKME electricity 683,350 kWh 493.22 RM 249,422.68
Enforcement Grid
building electricity 1,343,209 kWh 969.49 RM 490,271.40
Training Grid
institute (IDB) electricity 1,105,175 kWh 797.68 RM 403,388.95
Public housing
Type 1
(common Grid 32,352,72
areas) electricity 7 kWh 23351.23 RM 7,052,894.42
Public housing
Type 2
(common Grid 23,593,38
areas) electricity 7 kWh 17029.00 RM 10,263,123.55
Public Hawker
Centres (street Grid
food court) electricity 806,208 kWh 581.90 RM 294,266.07
Indoor food Grid
courts/markets electricity 107,588 kWh 77.65 RM 39,269.75
DBKL Locked Grid
Stores electricity 22,286 kWh 16.09 RM 8,134.25
Klinik & Grid
Kesihatan electricity 2,401,015 kWh 1732.98 RM1,080,420.08
Grid
Rest Houses electricity 102,078 kWh 73.68 RM 22,252.96
Transport
management Grid
building electricity 1,198,131 kWh 864.78 RM 539,140.86
Grid 51,878,45
Street lights electricity 7 kWh 37444.31 RM9,960,663.69
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DBKL Carbon Management Plan
Grid
Park lighting electricity 7,671,233 kWh 5536.87 RM2,800,000.00
Children's Grid
playground electricity 2,266,508 kWh 1635.90 RM1,200,000.00
Grid
Traffic lights electricity 1,425,750 kWh 1029.06 RM 273,744.00
Lighting on
footbridges,
walkways and Grid
bus hubs electricity 3,042,042 kWh 2195.65 RM1,368,872.46
Petrol vehicles Fleet 814,803 litres 1785.56 RM1,425,903.95
Scope 1 includes all direct emissions from sources directly controlled by DBKL
(fuels consumed on site and from owned vehicles)
Fleet transport emissions Litres of fuel consumption
(e.g. petrol, diesel and
biodiesel)
Scope 2 emissions from purchased electricity, heat or steam produced off site
Electricity consumption in Financial data
buildings and estates
Electricity consumption of Financial data
outdoor lighting, including
street lighting
6 Dimming functionality in
street lighting CMS RM- RM848,213 2,808 0.00 2017
system
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DBKL Carbon Management Plan
8 Tower 1: Upgrade of
Chillers to more efficient RM1,350,000 RM151,114 299 8.93 2017
chillers
9 Tower 1: Replace
condenser pumps with
RM150,000 RM36,537 72 4.11 2017
high efficiency and VSD
pumps
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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
CO2e Savings 289.81
(tonnes/yr)
Energy Savings 414,012.00
(kWh/yr)
Capital RM 1,350,000.00
Payback 8.93
Recommendation Replace condenser pumps with high efficiency and VSD pumps
3
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.
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DBKL Carbon Management Plan
running. The VSD will ensure that the pumps can run on part-load, which
should decrease the pumps consumption by approximately 50%.
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DBKL Carbon Management Plan
Recommendation Replace all split unit ACs to higher efficiency inverter units
5a Replace 50% of Split Units and add additional ducting for
Recommendation centralised AC system
5b
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.
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DBKL Carbon Management Plan
Recommendation Using LEDs for all Office, Corridors, Main Lobbies and Lift Lobbies
6
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.
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replace the entire equipment of Tower 1 within the near future, including
the Air Handling Units.
Public Housing
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DBKL Carbon Management Plan
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.
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DBKL Carbon Management Plan
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.
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.
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DBKL Carbon Management Plan
Menara PT80
Recommendation LED lights for Offices, Carpark & Food Court Area
1
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.
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Recommendation Motion Sensors for Offices, Toilets, Parking, Stairs and Lift Lobbies
2
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.
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.
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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
Next Steps Implementation as part of maintenance procedure
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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.
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DBKL Carbon Management Plan
Payback 13.77
Appendix 4 Assumptions
Key assumptions underlying our financial projections are:
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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%
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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