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Meralco SDS Clean Fleet Program. Alvin Mejia CAI-Asia Center in behalf of Meralco SDS. Organizational Meeting for the Eco-Fleet Management Cluster of the Philippine Climate Imperative Development Academy of the Philippines 28 May 2010. Outline. Background
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Meralco SDS Clean Fleet Program Alvin Mejia CAI-Asia Center in behalf of Meralco SDS Organizational Meeting for the Eco-Fleet Management Cluster of the Philippine Climate Imperative Development Academy of the Philippines 28 May 2010
Outline • Background • Initiation of the Green Fleet Program • Implementation • Results
Road Transport and CO2 Emissions 2007 Philippines CO2 Emissions from Fuel Combustion in million tons CO2 Source: IEA (2009)
Road Transport and Air Pollution Particulate Matter Pollution in Metro Manila Source: Public Health Monitoring of the Metro Manila Air Quality Improvement Sector Development Program (2003 figures)
Motorization in the Philippines Vehicle Number Projections for the Philippines Source: Segment Y
UNEP-PCFV Clean Fleet Toolkit • The “Toolkit for Clean Fleet Strategy Development” (herein referred to as “toolkit”) • Developed by the United Nations Environment Programme – Partnership for Clean Fuels and Vehicles (UNEP-PCFV) and TNT • Launched in Asia at the BAQ 2008 in Thailand • Officially launched in the Philippines last Nov 2009
In March 2009, a training on the Clean Fleet Toolkit was organized by the First Philippine Holdings Corp, supported by CAI-Asia and PBE • Meralco used the toolkit to come up with potential fuel and emissions savings estimates which were used as bases for developing their Green Fleet Program
Organizations Involved • Meralco • FPHC • UNEP-PCFV • CAI-Asia • PBE • PCA • Isuzu
Starting up • Building the Business Case for Moving towards a Cleaner Fleet • Connect this with vision and ESH policy • Creation of a Project Team (from different divisions)
Assessing the Current Situation • Vehicles – fuel efficiency; used the toolkit to estimate emissions (GHG and air pollutant emissions) from the fleet
Assessing the Current Situation • Drivers’ survey
Assessing the Current Situation • Mechanics’ survey
Problem Analysis Meralco SDS utilized analysis tools that aided them in identifying a holistic strategy to help achieve better fuel efficiency from their vehicles and therefore lower fleet emissions as well. The team identified a list of most probable root causes of low fuel efficiency and used several data collection methods in order to assess the validity of the causes
Setting the Objective • Team consulted with the management • UNEP Toolkit was used to calculated the financial and emissions savings from a 5% reduction in fuel consumption • 5% reduction = 33,000 liters and 1.3 Million Php savings Baseline : 2008 average fuel efficiency for the Meralco South DS Fleet Entitlement : best fuel efficiency in 2008
Other benefits • 1. Fuel Cost Savings • 2. Reduced Carbon Dioxide Emissions • 3. Lower Vehicle Repair Cost • 4. Improved Vehicle Availability • 5. Higher Productivity • 6. Regulatory and Environmental Compliance • 7. Corporate Image building
Measures in Summary ECO DRIVING PROGRAM RESULT MONITORING Release of Surveys ECO Driving Orientation & Training for the Team ECO Driving Roadshows for Operations and General ESH Meetings Internal ECO Driving Seminar for South DS Drivers IMPROVED PMS PROCEDURE Modification of PMS Schedule to coincide with User Day Offs Standardized PMS Procedure for South Fleet Implementation of PMS Checklist DEFENSIVE W/ ECO DRIVING SEMINAR Inclusion of ECO Driving With Defensive Driving Seminar Conduct of Refresher Course every 3 years prior to Renewal DATA ACCURACY IMPROVEMENT System Enhancement for MMS to monitor km data Fuel Withdrawal Recommendation (full tank every withdrawal) OTHERS Rewards and Recognition Vehicle Right Sizing and Specs Modification Tire Pressure Guide and ECO Driving Tips
Eco-driving • Initial Clean Fleet and Eco-driving Workshop • Eco-driving Road shows • Train-the-trainers Training • Training of Drivers • Integration with Defensive Driving Seminar • Monitoring • Rewards and Recognition • Awareness Raising
Improved Maintenance of Vehicles • Standardization of Schedule • Creation of a standard checklist
Success Factors • Management support was instrumental in the rapid adoption of the changes • The cooperation of the different business responsibility units has been a significant element • Assistance from external partners • Picking the low-hanging fruits first is a good strategy • The motivations for implementing such a project provided the much needed enthusiasm from the whole of Meralco SDS