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Strategies / Comments

1. Minimum level of environmental performance: LEED NC Silver.
2. Threshold: All buildings will be contracted to achieve LEED NC Silver.
3. Industry-recognized assessment and verification tool used: LEED.
4. Certification to be sought: Only on buildings over >2000m².

Strategies / Comments

1. Minimum level of assessment: BOMA BESt Level 1.
2. Threshold: >1000m².
3. Applicable building types: All custodial buildings over 1000m².
4. Industry-recognized assessment tool used: BOMA BESt.
5. Certification to be sought: Yes.

Strategies / Comments

1. This target is not applicable to the CBSA as all new lease and lease renewal projects are negotiated through Public Works and Government Services Canada (PWGSC) on behalf of the Agency. As the client, the CBSA can request inclusion of this target in its lease requirements.
2. The PWGSC will be renewing 11 leases over 1000m² in 2012-2013 on behalf of the CBSA.

Strategies / Comments

1. Minimum level of environmental performance: Green Globes Fit-Up 3 Globes.
2. Threshold: >$1 million and/or 1000m².
3. Applicable building types: All buildings.
4. Industry-recognized verification tool used: Green Globes.
5. Exemptions: Spaces provided to the CBSA under Section 6 of the Customs Act.

Strategies / Comments

1. Scope: Targeted emissions sources included facilities and the CBSA fleet.
2. Emissions sources excluded from GHG inventory: No exclusions.
3. Change to the CBSA GHG reduction target: There have been no changes to the target since it was established in RPP 2011-2012.
4. Base year adjustments: Base year emissions reported in RPP 2011-2012 have been recalculated based on newly available data.
5. Anticipated increase of emissions: Emissions are expected to increase in the next year due to the acquisition of the Rigaud Learning Centre from PWGSC (+ 1130 t CO2e).
6. GHG management strategy: The CBSA continues to maintain a GHG inventory and management strategy for custodial facilities, the fleet, leased space, employee commuting and emissions from idling vehicles at land border crossings. This inventory provides insight into the Agency’s energy consumption and cost trends and identifies where cost saving and GHG reduction measures can be implemented.
7. Key components of GHG reduction plan:
   • Energy audits and retrofit implementation in selected facilities;
   • Development of a CBSA lighting guide for new construction and major renovation projects;
   • Completion of a fleet utilization review;
   • Increase the purchase of hybrid, electric and ultra-compact vehicles;
   • Address plug-load energy consumption through employee awareness and the purchase of energy-efficient equipment.
8. Additional Information:
   • Overall GHG intensity of the CBSA facilities (in CO2e/m2) decreased by 11.5% from 2005-2006 through 2010-2011.
   • The reduction in GHG intensity from facilities can be attributed to the construction of new, more efficient buildings as well as a slight reduction in fuel use (i.e. diesel, heating oil) at existing facilities.
   • From 2005-2006 through 2010-2011, the GHG intensity of the CBSA fleet (in CO2e/km) has reduced by 15%.
   • The reduction in GHG intensity from the fleet is due to increased purchases of ethanol and biodiesel along with the replacement of old vehicles with new fuel-efficient models, including hybrid and ultra-compact vehicles.

Strategies / Comments

1. Scope: Electronic and electric waste is defined as all surplus electronic and electrical assets/materiel that have reached the end of its useful life. This includes all information technology, laboratory, security, telecommunication, audio-visual and office equipment as well as all other equipment powered by electricity.
2. Definition and number of locations:
   • For the purposes of measurement, “CBSA locations” are all facilities with network connectivity. This represents 319 locations, including ports of entry, inland enforcement offices, headquarters and regional offices.
   • *Electronic equipment located within headquarters accounts for approximately 33 percent of all electronic equipment used within the CBSA. Regionally located electronic equipment is owned and managed by the Canada Revenue Agency on behalf of the Agency.
   • For the purposes of this target, “fully implemented” is defined by the presence of the CBSA Policy on Disposal of Surplus Materiel Assets, including electronic and electric waste, which is accessible to all employees.
3. Security considerations: Information, Science and Technology Branch is arranging for sanitization of the information technology asset.
4. Process to track EEE:
   • In headquarters, the Information Technology Asset Inventory tracks disposal records of headquarters electronic waste.
   • Each regional/district materiel manager maintains disposal records, and responds to reporting requests from headquarters.
5. Streams used for reusing or recycling: The CBSA ensures that all surplus materiel assets are disposed in accordance with the Federal Electronic Waste Strategy and Treasury Board Secretariat Directive on Disposal of Surplus Materiel and makes use of the following mechanisms:
   • Computers for Schools;
   • Crown Assets Distribution Centres;
   • Donation or transfer to other qualifying organizations;
   • Provincial Extended Producer Responsibility Programs;
   • Other waste programs (e.g. Departmental Individual Standing Offer).

Strategies / Comments

1. Definition: “Printing units” include all stand-alone and network printers (LAN printers), multifunctional devices, faxes, scanners and photocopiers.
2. Scope: To reduce the reporting and simplify tracking of this target, the CBSA has scoped all buildings, space configurations and employees. While some buildings may have a smaller ratio due to building occupancy or security considerations, the CBSA will meet this target for all employees.
3. Performance measurement:
   • The number of printers is determined by the Printing Unit Inventory;
   • The number of office employees is available in the Human Resource Staffing Reports;
   • All the office employees (i.e. headquarters and regions) are subjected to the target.
4. Reporting requirements: Information Technology Asset Inventory will track the average ratio of office employees to printing units.
5. Stakeholder roles and responsibilities:
   • Senior management ensures sustainable development guidelines are communicated and endorsed within the CBSA.
   • Information Technology Shared Services Management Division is leading the Device Rationalization Initiative;
     • Development of awareness material will outline efficiencies and opportunities to ensure that the target ratio is met and sustained, while enabling employees to have the appropriate tools for the job.
   • Managers ensure requests for new devices are accompanied with business rationale/justification, and ensure disposable items (such as paper and print cartridges) are recycled.
   • Information technology procurement officers ensure devices are purchased with environmentally-friendly considerations.
   • Information technology support ensures that devices are configured to take advantage of environmentally-friendly settings, and ensures end-of-life equipment is disposed of in a secure and environmentally-friendly manner.
6. Plan for engagement:
   • Strategic Review of all information technology devices indicated an opportunity to reduce the number of devices in use within the CSBA. This reduction has begun in 2011–2012 and will be accomplished through a reduction in ever-greening (end-use renewal) of aging equipment. It is anticipated that the Agency will be able to reduce the number of printers within the organization by 3,100.
   • The Device Rationalization Initiative is targeting stand-alone and network printers as well as laptops in Phase I and faxes, scanners and photocopiers in Phase II.
   • Multifunctional devices are being considered as an option for printer, photocopier, scanner and fax replacement.
   • Approaches to greening information technology will be factored into asset management practices with an aim to reduce the overall environmental footprint.

Strategies / Comments

1. Scope: All the CBSA employees are included.
2. Method used for determining paper consumption: Usage data based on PWGSC National Standing Offer.
3. Method used for determining number of office employees: The CBSA Demographic Reports 2008-2013.
4. Number of employees subject to the target: 14 706 employees.
5. Reporting requirements: The CBSA collects PWGSC National Standing Offer information quarterly.
6. Roles and responsibilities: The Infrastructure and Environmental Operations Directorate & Asset Management and Acquisition Directorate are target leads.
7. Plans for engagement:
   • Implement a paper consumption directive, program and action plan;
     • All procurement personnel and acquisition cardholders will be required to purchase paper through the PWGSC National Standing Offer.
   • Develop a communication plan to educate all employees about the economic, social and environmental impacts of paper consumption.
   • Prepare an annual paper consumption report to ensure continuous improvement.

Strategies / Comments

1. Scope: The green meeting guide is applicable to all meetings held within the CBSA premises.
2. Evidence of adoption: The download rate of the green meeting guide from the Agency’s sustainable development intranet site and/or a post-implementation survey will be used as evidence.
3. Reporting requirement to track the use of the guide: A new internal audit tool will be developed and implemented or tracking will be integrated into the Agency’s existing audit processes. The audit will be conducted on a yearly basis.
4. Roles and responsibilities:
   • Environmental Programs Division will be responsible for reviewing the green meeting guide every three years to evaluate and update as required.
   • All CBSA employees are responsible for carrying out activities consistent with the green meeting guide.
5. Key components of the guide:
   • Composed of environmental best practices and tools;
   • Raises awareness of green meetings and sustainable practices in the workplace, reducing the environmental footprint of Agency-hosted meetings, in particular, large meetings and events.
6. Communication of the guide: The guide is easily accessible on the Agency’s sustainable development intranet site and will be communicated during selected national green events.

Strategies / Comments

1. The target meets the SMART principle as described below:
   • Specific: The target is specific to the fleet and clearly identifies precise procurement objective.
   • Measurable: The CBSA vehicle matrix and Automotive Resources International management tool will guide right-sizing purchases of vehicles.
   • Achievable: The national fleet manager will develop and implement the CBSA fleet management framework to ensure the completion of this target.
   • Relevant: By right-sizing the fleet, fuel consumption and greenhouse gas emissions will be reduced, offering significant environmental benefits.
   • Time-bound: A firm date is established for target completion.

Strategies / Comments

1. The target meets the SMART principle as described below:
   • Specific: The target identifies a clear and quantifiable fleet objective.
   • Measurable: An accurate fleet inventory that tracks the required information will be used to measure target performance.
   • Achievable: Resources and responsibilities for target completion have been identified. The national fleet manager, in collaboration with regional fleet managers, will determine operational needs and feasibility of purchasing hybrid and/or ultra-compact vehicles.
   • Relevant: By purchasing hybrid and/or ultra-compact vehicles, fuel consumption and greenhouse gas emissions will be reduced, offering significant environmental benefits.
   • Time-bound: A firm date is established for target completion.
2. Key actions to meet target:
   • Priority for vehicle replacement will be in place for clients requesting hybrid or ultra-compact vehicles.
   • In 2012-2013, the CBSA will purchase ten hybrid vehicles.

Strategies / Comments

1. The target meets the SMART principle as described below:
   • Specific: The target precisely defines the type and percentage of solicitation documents that will include environmental clauses.
   • Measurable: Information available from contracting system and various procurement templates will serve to measure performance.
   • Achievable: The national contracting and procurement manager will integrate environmental clauses in appropriate solicitation documents.
   • Relevant: The CBSA contracts a significant amount of goods and services. By including environmental clauses in solicitation documents, the CBSA can ensure the goods and services it contracts are made and/or delivered in an environmentally-friendly manner.
   • Time-bound: A firm date is established for target completion.

Strategies / Comments

1. The target meets the SMART principle as described below:
   • Specific: The target clearly states who will be required to complete green procurement training, and what types of courses are acceptable.
   • Measurable: Information from the Canada School of Public Service will measure the successful completion rate of the green procurement course. The CBSA Central Feedback Management System will measure the successful completion of the CBSA online acquisition card training.
   • Achievable: Both training courses are available online at no cost.
   • Relevant: The CBSA procurement personnel and acquisition cardholders will be better able to integrate environmental considerations into the goods and services that they procure.
   • Time-bound: A firm date is established for target completion.

Strategies / Comments

1. The target meets the SMART principle as described below:
   • Specific: The target precisely identifies the positions that should have environmental clauses incorporated into performance evaluations.
   • Measurable: The CBSA Contracting and Assets Division will track the percentage of performance evaluations with environmental clauses.
   • Achievable: A responsible authority has been identified to ensure that clauses are included in performance evaluations.
   • Relevant: By incorporating environmental clauses into targeted employee performance evaluations, clear accountability will enhance green purchasing.
   • Time-bound: A firm date is established for target completion.

Strategies / Comments

1. The target meets the SMART principle as described below:
   • Specific: The target clearly identifies an output related to a specialized area of procurement.
   • Measurable: Measurement is based on the completion of the target.
   • Achievable: Resources and responsibilities for target completion have been identified. The national fleet manager, in collaboration with other stakeholders, will develop and implement appropriate policy, standards and guidelines to complete the framework.
   • Relevant: The CBSA has a significant vehicle fleet. Having a fleet management framework that combines traditional fleet practices with green procurement principles will ensure that the CBSA fleet is procured and managed in a manner that contributes to a sustainable Canada.
   • Time-bound: A firm date is established for target completion.