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Sustainable development in the Utility Sector
- 1. Sustainable development in the Utility Sector Lancashire County Council Innovation and Investment Event 15 September 2010 Steve Whipp, Head of Innovation
- 7. What does it cost? Carbon costs Cost mitigation 3.0 Potential to maximise methane use worth 7.3 Internal renewable energy saves/raises 3.5 5% reduction in energy would save Possible (£m/yr) Actual (£m/yr) Element 61.1 Total UU electricity costs (2005/6) 9.8 Costs of transport, gas and oil (2005/06) 12.2 Tighter discharge standards at WWTW estimated to increase energy costs 17.4 Market drivers and EU ETS expected to increase energy bills 4.6 Climate Change Levy Possible (£m/yr) Actual (£m/yr) Element
- 9. Potential impact of AMP5 (£3bn between 2010 and 2015) on our carbon footprint 460,000 480,000 500,000 520,000 540,000 560,000 580,000 600,000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 year tCO2e SDS No carbon reduction plan Including carbon reduction plan
- 12. Our proposed AMP5 GHG programme 27.2 2,184 15.0 47,760 Totals None n/a 2.2 n/a R&D programme R&D None n/a n/a 1,016 SCaMP None n/a n/a 1,450 Water Supply/ Demand Efficiency 4.4 344 n/a 0 Sludge Q programme 9.4 n/a n/a 32,200 SBAP Optimisation None 106 1.9 4,960 Grit / screenings composting None 358 2.6 530 Bio-methane Novel technology 4.3 340 2.9 2,270 Hydroelectric 7.6 599 3.3 2,900 CHP 5.8 457 2.0 2,440 Pump Efficiency Known technology GWhs generated / Saved Full year effect Opex Savings £k/yr Capex £m Carbon Reduction in 2014 – 2015 Initiative Part of programme
- 17. R&D - GRAVITOX
- 18. R&D - INVERTED PHASE FERMENTATION
- 19. R&D - ORGANO MINERAL FERTILISER
- 21. Electricity generation mix Sludge treatment optimisation Ground source heat pumps Hydro – electric Wind Enhanced biological nutrient removal Gravitox Inverted phase fermentation 80%
Editor's Notes
- Demonstrating responsible stewardship of the water and wastewater networks we operate , protecting public health and the environment, maintaining those networks for the long-term, improving our understanding of their performance and investing in research and new technology and approaches where they provide clear efficiency and service benefits. 2 Listening to what our customers and other stakeholders tell us and ensuring our plans align with their needs and priorities. Our medium-term business plans will, in particular, be informed by a rigorous approach to researching our customers’ preferences. 3 Ensuring our water resources are more sustainable and resilient to meet the challenge of increasing drought risk arising from climate change. The main ingredients of our approach are to help our customers reduce their water demand, further address leakage from our network and work towards near-universal water metering by 2035. 4 Following an integrated approach to drainage to reduce the threat of flooding against a backdrop where climate change makes severe storm events more frequent. We will promote a more joined-up approach between the parties responsible for the various urban drainage systems and encourage demand-side solutions to flooding risk. 5 Reducing significantly the carbon impact of our activities , aiming to halve greenhouse gas emissions by 2035 from their current level. Our wastewater operations will need to become close to energy neutral if we are to achieve this aim. Reduced water demand and leakage will also play a significant part. 6 We aim to achieve this without adding to the burden on household budgets , such that bills on average over the period of this statement rise no faster than incomes. Improving the efficiency of our operations and adopting a sustainable financial structure will allow us to keep bills as low as reasonably possible. However, our current expectation is that bills may rise more sharply in the near term as we invest to meet the challenges of climate change and new water quality requirements. We envisage that towards the end of the period of this strategic direction statement bills would be broadly stable in real terms.