Prearrangements and Preanalyses

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Prearrangements that have to be done to develop the design of an awareness program start with the identification and gathering of relevant information on any energy matter in the organization. For example, is detailed information about the level of energy use and cost already available or if not, who can provide it? When this information is on hand, it has to be assessed what theoretical potentials of energy saving exist and which measures can be beneficially implemented to reach the overall goal of conservation. Consider typical work activities, equipment types, hours of operation, review energy bills and transportation fuel consumption as well as the size of staff and in particular behavioral energy use patterns. Additionally, the company's specific opportunities and constraints have to be assessed. For example, local policy may require night- time lighting for security purposes, and some equipment may need to run continuously. Most often document analysis can provide this kind of information but also meetings and interviews could be relevant techniques. The results will be specific depending on the organization or company, the industry sector, the products manufactured or the services provided.

Generally, all relevant information have to be used to ensure that challenging but obtainable goals and well-suited measures can be developed.

These analyses can be conducted together with internal or external experts but need to be open to discussions with the upper/top management (energy audit, Section 3.3.1.2) as well as with department and plant staff for further input and suggestions (see Section 3.3.2). In addition, it is very important to fully understand the organization's energy management and particular policies and constraints. A complexity reducing summary of the outcome of the analyses can be provided through the use of an energy matrix. The energy matrix provides an effective way to gain global insight into a company's current approach to energy (example energy matrix see Figure 3.1 ).

To use the matrix, a mark needs to be placed in each individual column that best describes where the energy management of the particular organization is currently located. Then the marks should be connected to show the organization' s approach and how well balanced energy management is. The aim is to identify potential for enhancement, which can be met with specific interventions to move up through the levels towards current best practice and, in doing so, develop an even balance across all columns. Figure 3.2 shows an unbalanced and relatively

Level

Energy Management policy

Organizing

Staff Motivation

Tracking, monitoring and reporting systems

Staff awar*n« ss/t raining and promotion

4

* Energy management and action plan have commitment of lop management as part of a corporate strategy

* Energy management fully integrated into management structure

* Clear delegation of responsibility for Energy matter

* Formal and Informal communication channels regularly exploited by energy manager/energy staff at all levels

* Comprehensive system sets targets, monitors consumption, identifies faults, quantifies savings and provides budget tracking.

* Promoting die value of energy efficiency and die performance of Energy management duougli various interventions

3

* Formal energy manage ment polity, but no active commitment from top management

* Energy manager accountable to energy committee representing all employees, chaired by a member of the managjngboard

* Energy committee used as main channel together with direct contact with major employees

* Monitoring and targeting reports for individual premises based on sub metering, but savings not reported effectively to employees

* Program of staff training, awareness and regular publicity programs

• Some payback criteria employed as for all other investment

2

• Unadopted energy management policy set by energy manager or senior departmental manager

* Energy manager in post reporting to ad-hoc committee, but line managemen t and authority unclear

* Contac t wi Iii major employees through ad-hoc committee chaired by senior departmental manager

* Monitoring and targeting reports based on supply meter data

* Energy unit has ad-hoc involvement in budget setting

* Some ad-hoc staff awareness and training

1

• An unwritten set of guidelines

* Energy management the part-time respon sibli ty of someone with only limited authority and influence

* Informal contacts between energy manager and a few employees

* Cost reporting based on Invoice data

* Energy manager compiles reports for internal use

* Informal contacts used to promote energy efficiency

0

"No explicit policy * Mo energy manager or any formal delegation of responsibility for energy consumption

"No contact with employees

* Mo information system

* No accounting for energy consumption

" No promotion of energy efficiency

Figure 3.1 Example energy matrix.

Example of unhalancecl Matrix

Management policy

Motivation

Tracking, monitoring and reporting systems

Staff awareness/ training and promotion

4

3

2

Í

0

Example of l>alanted Matrix

Management policy

Motivation

Tracking, monitoring and reporting systems

Staff awareness/ training and promotion

4

3

2

0

1

0

Figure 3.2 Example of a balanced and unbalanced matrix.

Figure 3.2 Example of a balanced and unbalanced matrix.

low level of energy management of a particular plant, with staff awareness and training lagging behind.

However, it is not necessary to reach a balance before single columns can move up to another level, in this case only awareness and training (behavior change) will be of interest due to the conceptualization of the energy awareness program.

According to the classification of the current energy management level (example energy matrix) and the results of the pre-analyses, a preliminary plan for the energy awareness program has to be developed. It should include specific processes with corresponding events and measures to be taken as well as who needs to be involved (see Figure 3.3).

This preliminary plan, the information from the energy matrix, and the outcomes of the pre - analyses are the foundation for discussion with the upper/top management within the energy audit (Section 3.3.1.2) as well as providing information for the concrete goals, the schedule and explicit interventions (Section

Events and

Process Measures

^^^ JB * Planning and organizing

J^^j^^H " Fte arrangements and pre-analyses

* Energy audit

* Methods, measures and goals

* Team and recourses

* Schedule

* Planning committee

* Departments

* Relevant sources

* CEOs, Manager, Stakeholder

* Information materials and events

* Participative workshops

* Goal-setting talks

* Feedback instruments and talks ■ Energy conservation trainings

* Energy saving award programs

* Moderators

* Trainer

* Coaches

* Employees

* Monitoring and controlling J^k^^^H * Evaluation of results

* Reporting of results

* CEOs, Manager

Figure 3.3 Preliminary plan for the energy awareness program.

Figure 3.3 Preliminary plan for the energy awareness program.

3.3.1.3-3.3.2). For example, it has to be determined on what scale and how broad the energy awareness program should be implemented. Depending on the stage of energy awareness in a particular company (see energy matrix) and its size and structure, there would be certain advantages and disadvantages to spread and implement the awareness program in all departments and at all levels simultaneously versus consecutively. A pilot program concentrated on only one department could also be very efficient to analyze and evaluate specifications of the organization and/or unusual requirements for the program. But regardless of the company's individual decision on how many departments to include at once, information and support from the upper/top management has to be gained, methods and measures decided on, resources planed, and a schedule developed.

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