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Strategies / Comments

1. The targeted GHG emissions sources are for fleet vehicles only. All fleet vehicles will be considered with respect to this target.
2. The 2005-2006 baseline calculation of GHG emissions has been updated to reflect the best available data source. This same data source and methodology is repeatable for reporting purposes for the duration of the target period.
3. Implementation plan is anticipated to be approved by March 31, 2012.

Strategies / Comments

1. The word “location” is defined according to a regional breakdown reflected at HRSDC that includes 5 regions (Atlantic, National Capital, Ontario, Quebec and Western regions).
2. HRSDC has good regional processes in place to ensure that surplus electronic and electrical equipment is reused or recycled. Each regional process will be evaluated systematically in fulfillment of the requirements of this target.
3. Implementation plan is anticipated to be approved by March 31, 2012.

Strategies / Comments

1. In fiscal year 2011–2012, HRSDC has commenced two related initiatives that will increase the ratio of employees to printing devices (i.e. printers, scanners, photocopiers and faxes) to meet the TBS targets and achieve departmental savings.
2. IITB has initiated a Printer Rationalization project which has as its objective, to remove most local printers and migrate these users to network printers thereby reducing the overall number of printing devices in operation. The result of this project, will be an increase in the ratio of employees to printing devices to the rate of 8:1 by March 31, 2013.
3. It is also commencing a procurement initiative during 2012/2013 that will lead to a change in how print services are managed and delivered. This change involves entering into a contractual arrangement with a private sector vendor to provide a Managed Print Service that will meet all print, scan, photocopy and fax needs of the department. This will involve introducing a larger fleet of Multi-functional devices which will eventually replace government-owned equipment.

Strategies / Comments

1. HRSDC has implemented a number of initiatives to reduce paper consumption related to its programs and these include electronic paper processing for Employment Insurance, Old Age Security, Canada Pension Plan and Canada Student Loans. Internal administrative processes have also adopted an electronic format and include travel arrangements and pay stubs.
2. The scope of this target will include all employees as recorded in the Departmental Performance Report and all internal office paper purchases (e.g. letter, legal and ledger).
3. The method to calculate paper consumption is based on the annual cost of all internal office paper purchases made each fiscal year. This cost is divided by the price per sheet.
4. The chosen baseline year is fiscal year 2007 – 2008. The number of office employees (22,034 employees) is extracted from HRSDC’s Departmental Performance Report 2007–2008. Paper purchase data ($979,148 of paper purchases) is provided through procurement statistics for 2007–2008. The cost of $0.006 is determined as the price per sheet of the most commonly purchased copy paper sourced in the National Capital Region.

Strategies / Comments

1. HRSDC has adopted Environment Canada’s Guide for Greening Meetings and this is available to employees via HRSDC’s Environmental Management Services intranet site.
2. HRSDC is promoting Environment Canada’s Guide for Greening Meetings through its Departmental Sustainable Development Strategy Director General Committee with the first meeting held on November 25, 2011.

Strategies / Comments

1. This target is SMART as follows:
   
   • Specific: The target is unambiguous with clear timelines and measurements for success.
   • Measurable: Desktop computer purchases can be measured and environmentally-preferred portion of same verified using pre-existing systems and procedures.
   • Achievable: Purchasing of environmentally-preferred desktop computers is readily achieved using existing PWGSC standing offer(s) and can be implemented nationally.
   • Relevant: Results in real energy (electricity) savings and provides opportunities to engage and motivate all departmental employees during desktop computer replacement initiatives.
   • Time-bound: Date established for target implementation and completion.
2. The implementation of the national procurement process, including commodity-based preferred procurement approaches, will ensure the consistent purchases of environmentally preferred desktop computers.
3. HRSDC uses PWGSC’s mandatory standing offer for the procurement of desktop computers which provides environmentally preferred models.

Strategies / Comments

1. This target is SMART as follows:
   
   • Specific: The target is unambiguous with clear timelines and measurements for success, provided that the scope is clearly defined.
   • Measurable: Paper purchases can be measured and recycled content of same verified using pre-existing systems and procedures.
   • Achievable: Purchasing of recycled paper is readily achieved using existing PWGSC standing offer(s) and can be implemented nationally.
   • Relevant: The target is relevant to the daily work of nearly all employees, thus motivating individual employees to change their practices in paper usage, thereby reducing the amount of waste.
   • Time-bound: Date established for target implementation and completion.
2. The implementation of the national procurement process, including commodity-based preferred procurement approaches, will ensure the consistent purchases of environmentally preferred copy paper.
3. HRSDC uses PWGSC’s mandatory standing offer for the procurement of environmentally preferred copy paper.

Strategies / Comments

1. This target is SMART as follows:
   
   • Specific: The target is unambiguous with clear timelines and measurements for success.
   • Measurable: Vehicle (fleet) purchases can easily be measured and the leadership (environmentally-preferred) portion of same verified using pre-existing systems and procedures.
   • Achievable: The target is achievable using existing PWGSC procurement mechanism(s) and TBS guides, and can be implemented nationally.
   • Relevant: Results in real energy (fuel) savings and provides the chance to engage and motivate many individual departmental employees about greener choices when older in-use vehicles are replaced with greener models.
   • Time-bound: Date established for target implementation and completion.
2. Owing to operational requirements, this target only applies to the purchase of light-duty vehicles.
3. The implementation of the national procurement process, including commodity-based preferred procurement approaches, will ensure the consistent purchases of leadership vehicles.
4. All leadership vehicles purchased will meet Treasury Board of Canada Secretariat’s Guide to Fleet Management, Chapter 1: Light-Duty Vehicles and will be purchased through PWGSC’s National Master Standing Offers.

Strategies / Comments

1. This target is SMART as follows:
   
   • Specific: The target is unambiguous with clear timelines and measurements for success.
   • Measurable: The recently-implemented national structure of the departmental procurement group facilitates measurement, tracking, communication and encouragement of identified procurement specialists.
   • Achievable: The department will make use of existing, freely available CSPS resource course C215.
   • Relevant: The web-based nature of the training itself furthers environmental objectives, and succeeding at this target will provide essential tools to critical departmental employees best positioned to be change-leaders in fostering environmentally-friendly purchasing habits within the department.
   • Time-bound: Date established for target implementation and completion.
2. Implementation plan is anticipated to be approved by March 31, 2012.

Strategies / Comments

1. This target is SMART as follows:
   
   • Specific: The target is unambiguous with clear timelines and measurements for success.
   • Measurable: Review of Performance Management Agreements
   • Achievable: Performance Management Agreements are done annually by designated authorities.
   • Relevant: Ties personal performance to environmental performance and a reduction in environmental impacts from internal operations.
   • Time-bound: Date established for target implementation and completion.
2. Designated managers and functional heads of procurement and materiel management will require environmental objectives in their Performance Management Agreement.
3. Implementation plan is anticipated to be approved by March 31, 2012.

Strategies / Comments

1. This target is SMART as follows:
   
   • Specific: The target is unambiguous with clear timelines and measurements for success.
   • Measurable: Vehicle purchases can easily be tracked and environmental considerations can be implemented to all designated management processes and controls using pre-existing systems and procedures.
   • Achievable: The target is achievable using existing PWGSC procurement mechanism(s), TBS directives and internal processes and controls. Additionally, HRSDC is required under its DSDS target to ensure that 75% of vehicles purchased are leadership vehicles.
   • Relevant: Designated management processes and controls which are centralized determine whether or not vehicles are purchased with environmental considerations.
   • Time-bound: Date established for target implementation and completion.