Professional Documents
Culture Documents
First Steps
Sudhir Gota
Consultant / Advisor
ADB/GIZ Sustainable Freight Training,
ADB Transport Forum 2016
16th September 2016
Manila
Wider sourcing
Industrialisation
New industrial /
warehousing
development not
rail-connected
New patterns of
consumption
Decline in rail
freight
Stronger just-in-time
pressures
Poorer utilisation of
vehicle capacity
In less full vehicles
FRAMEWORKS
AVOID
Reduce or avoid
need for freight
movement
SHIFT
IMPROVE
total
vehicle-kms
total
emissions
emissions per
vehicle-km
Si
Total Transport
Activity
Vehicle characteristics
Fi,j
Emissions per
unit of energy
or volume or km
Veh-km and
pass-km by mode
Technological energy
efficiency
Ii
Occupancy/
Load Factor
Vehicle fuel
intensity
Modal Energy
Intensity
modal split
Similar analyses
for other modes
modal split
Road tonne-kms
vehicle utilisation
energy efficiency
energy efficiency
Energy consumption
emission intensity
energy-related externalities
greenhouse gases
output
key parameter
MEASUREMENT
Fuel
carbon content
(CO2/MJ)
top-down
method
Activity /
Transport
demand (VKT)
S
Structure of
modes (VKT
by mode)
Shift
to
low carbon
modes
I
Energy
intensity
(MJ/km)
F
Fuel carbon
content
(CO2/MJ)
Improve
vehicle fuel economy
and
fuel quality
geog
industry / commodity
/
y
h
p
ra
ai
h
c
y
uppl
trans
port
mod
e
level of
disaggregation
National schemes
Industry-specific schemes
Organisational
Functional
logistics
Hierarchical
level
transport
on-site
storage
IT-related
external
materials handling
ancillary activities
Company
Company
Company
Company
Business unit
Business unit
Business unit
Business unit
Facility
Facility
Facility
Facility
Activity
Activity
Activity
Activity
Product group
Product group
Product group
Product group
Item
Item
Item
Item
supply chain
Source: Boots
% of CO2
Materials
5%
Production
0.3%
Distribution
2%
93%
Excluded
Emission Reporting ?
relative value
absolute value
emission-intensity index
Total level of
emissions
emissions
3.5 kg / tonne
delivered
tonnes
delivered
1.
2.
3.
4.
5.
to model the trade-offs between economic, social and environmental objectives using a
common metric
to assess by how much taxes on freight transport would have to rise to recover the cost
of the environmental damage it causes
SETTING TARGET
High Income
Middle Income
Low Income
10
20
30
40
50
60
Avoid-Shift-Improve - NDCs
100%
90%
80%
70%
67%
61%
65%
60%
Decarbonizin
Port
g Fuel, 4%
Decarbonizat
ion, 7%
Electrification
of Freight
Rail , 7%
50%
40%
30%
20%
10%
0%
Improve
Vehicle
Utilization,
4%
24%
31%
28%
10%
8%
7%
High Income
Middle
Income
Low Income
Avoid
Shift
Improve
Fuel
Economy
Improvement
, 15%
Freight Mode
shift, 48%
No Specific
Measure,
15%
Forestry + Peat
Sectors
Forestry & Peatland
Agriculture
Energy & Transporta0on
Industry
Waste
Agriculture
Emission
Share (%)
62.93
4.47
20.60
2.71
9.29
Power -
Transport
energy
Waste
Industry
80%
70%
60%
50%
40%
30%
20%
10%
0%
0%
10%
20%
30%
40%
50%
60%
Freight share in transport emissions (2030)
70%
In 80% of studies, freight sector did not even contribute its equivalent share of
emissions to the total mitigation.
80%
90
70
60
80
80
50
40
30
20
10
27
Setting Targets
Reasons for Establishing an Environmental Improvement Target
Sets clear goal for the organisation
Motivates management and staff
Provides a benchmark against which improvements can be measured
Demonstrates organisations commitment to greening the transport operation
May yield some marketing / political benefit
Differences between corporate green freight targets and other business targets
- Alignment with external industry and government targets
- Visibility declaring targets for Corporate Social Responsibility (CSR) and marketing
reasons
Setting Targets
Imposition of corporate environmental targets
Often based on targets set by government,
trade bodies or competitors
Top-down approach
Bottom-up approach
Analysis of potential
environmental improvement and
methods of achieving it
against business- as-usual trend
Setting Targets
Bottom-up or Top-down
Absolute or Intensity
Varying scope
Differing time-scales
Degree of reliance on carbon offsetting
Differing start and end dates frustrates the comparison of targets
Tendency to choose earlier base year to include past emission reducing initiatives
Long term targets lack credibility need interim targets
Should try to align dates with government and industry-level targeting
SAVINGS
25% below 1990 levels by 2020
200
Oil Crisis
150
100
2012
2010
2008
2006
2004
2002
2000
1998
1996
1994
1992
1990
1988
1986
1984
1982
1980
1978
1976
1974
1972
1968
1966
1964
1962
50
1970
250
Targets
Indicator
Casio
a 22% reduction per unit of domestic sales in fiscal 2013 compared to fiscal
2006
CO2/Sales
Toyota
Reduce emissions per freight unit by 14% by 2020 from 2006 using logistics
CO2/ tonkm
Komatsu
CO2/Weight
Sharp
CO2/ Volume
Sales/CO2
Emissions
Gross CO2
Emissions
Omron
Toyota
(g CO2/tonkm)
2006 127.2
2011 107.7
2012 106.7
2013 106.6
2014 109.6
2020 - 109.4
Targets should be based on a bottom-up analysis of the potential for and cost of cutting
emissions over particular time-frames.
Where possible, targets should apply to the whole logistics operation in recognition of the
environmental trade-offs that exist between logistical activities.
Targets can be expressed in terms of emission intensity with transport output measures
(e.g. tonne-kms) used as the normalisers.
Where the target period is greater than 3-4 years, bridging targets should be set for
intervening years to show the trajectory for environmental improvement.
The scope of the environmental improvement and related target should be made explicit,
delimiting the relevant organisational, geographical, functional and hierarchical boundaries.
Where appropriate, a company should join an industry-wide green freight scheme and
conform to the targets that it sets.
Harmonize
Partnership to
avoid double
coun%ng
Improve
Capacity
Mul%-year
program
Silver Bullet vs
Analysis
Paralysis
EXAMPLE
Northern
Central
Dar es Salaam
Malanje
Lobito-Benguela
Namibe
Nacala
Trans-Caprivi
Trans-Cunene
Trans-Kalahari
Beira
North-South
Maputo
www.northsouthcorridor.org
possible criteria
Feasibility
Required level of investment
Time-scales Likely stakeholder support
Cost effectiveness
Possible co-benefits
Ease of implementation
Skill requirements
Thank you!
sudhirgota@gmail.com