Career and Training LED LIGHTING PROJECTS The EU: Brexin or

Transcription

THE EMA
MAGAZINE
www.theema.org.uk | ISSUE MAY–JUNE 2016
LED LIGHTING PROJECTS
Practical guidance and top tips
The EU: Brexin or Brexit?
How will it affect cost and
security of energy?
DYNAMIC RESPONSE
The Energy Management Holy Grail?
ELECTRICITY
PROCUREMENT
Unlocking the maximum potential for
energy price and contract terms
Tate Modern Extension. View from the South at dusk © Hayes Davidson and Herzog & de Meuron
FOCUS
Career and Training
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contents
EMA MAGAZINE
EDITOR’S LETTER
4
6
CEO’s LETTER
Lord Redesdale
LATEST NEWS
TPIs, Eurostat, Ignite Energy
and data centre power use
10
FEATURES
10 THE eu: brexin or brexit?
ENERGY MANAGEMENT = SEX
12
dynamic response
14
How will it affect cost and security of energy?
Cheesy as it sounds, there are a lot of similarities
INDUSTRY
FOCUS
CASE STUDY
30
GRUNDFOS PUMPS
TECHNOLOGY
BUYER’S GUIDE
32
LED LIGHTING PROJECTS
34
18 ELECTRICITY PROCUREMENT
POLITICS
16
HOSPITALITY
An interview with Bourne Leisure
Unlocking the maximum potential for
energy price and contract terms
CONTROL LIGHTING
Myth busters — Q&A
28
18
Practical guidance and top tips
38
40Spring budget
debates OVER ENERGY
DOES IT MEAN TO BE AN
20WHAT
ENERGY MANAGER AT TATE?
THE EMA AWARDS
22
CAREER PATH IN
26 ENERGY MANAGEMENT
Could your Job Become a
28 Career in Energy Management?
Updates on the questions raised
about energy in Parliament
Well done George
28
THE EMA MAG AZINE • ISSUE MAY 2016
CAREER &
TRAINING
3
CEO’s LETTER
Rupert Redesdale
by
Chief Executive, The Energy Managers Association
THE EMA
MAGAZINE
EDITORIAL
Welcome to the first
issue of the EMA
MAGAZINE
This magazine will serve
as an extension of the
Energy Managers
Association’s (EMA)
activities and initiatives
with the ultimate goal of
spreading knowledge and
best practice amongst
our membership and the
wider energy management
community.
THE EMA MAGAZINE • ISSUE MAY–JUNE 2016
We entertained many ideas of how
to serve our members better, how
to pique their interest sufficiently
and how to add value to what we
do, and so we have designed a
magazine for energy managers by
energy managers.
4
I wanted something easy to read,
yet informative, with a focus on
original content.
We would welcome any suggestion on future articles or topics you
think should be covered and how
we should develop over the next
few issues.
Special thanks go to my team
at the EMA and the EMEX team
without whom this would not be
possible. We all believe in sharing
best practice and developing the
energy management community.
The first issue of The EMA
Magazine features articles on
energy management best practice
at Bourne Leisure, lighting
technology, procurement, and
prominence is also given to the
Tate and London Metropolitan
College energy managers. We
hope to keep the content as
varied and interesting as possible, I
hope you enjoy it!
All the best,
Rupert Redesdale
CEO of the EMA
The Energy Managers Association
theema.org.uk - Tel: 020 3176 2834
Edita Krupova; Editorial Enquiries & EMA
Office Manager
[email protected]
Jana Skodlova; Training, Skills &
Business Development Manager
[email protected]
CONTRIBUTORS:
Rupert Redesdale, Kit Oung, Jana Skodlova, Nicky Maclaurin, Dr Vassia Paloumbi,
Stuart Kirk and Rachel Ward.
ART COVER
© Hayes Davidson and Herzog & de Meuron
ADVERTISING SALES
Tel: 0116 3265533
Nigel Stephens, [email protected]
Jas Singh, [email protected]
EMEX EXHIBITION SALES
emexlondon.com - Tel: 020 8505 7073
Michael Jacobs
[email protected]
Sarah Beaman
[email protected]
PUBLISHER
Chris Asselin, [email protected]
Jason Franks,
MANAGING DIRECTOR
[email protected]
Lord Rupert Redesdale
CHIEF EXECUTIVE, EMA
The EMA Magazine is published bi-monthly
on behalf of the EMA by HEELEC Limited,
the organisers of the annual energy
management exhibition, EMEX.
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contributors, and does not necessarily represent the view of the publisher.
5
LATEST NEWS
Eurostat rules hold back energy efficiency across the EU Member States
A survey* conducted by 15 EU Member States suggests that Eurostat
rules on public debt and deficit have
a negative impact on investments in
energy efficiency in the public sector.
The issue of the EU accounting rules
hindering investments into energy
efficiency is a reoccurring aspect
because the rules act as a disincentive rather than a lever to govern-
ments’ energy efficiency investment
programmes and development of
public energy performance contracts
markets. As a result of the survey, a
letter with four different approaches
to review the accounting treatment
for energy efficiency investments has
been signed by 57 representatives of
the industry and sent to the European Commission.
Accounting for energy
6
The Energy Managers Association has
identified that many energy managers often face the challenge to build
the financial justification for their
projects. To assist the professionals
in energy management to overcome
this challenge, we have partnered
with Ignite Energy – EMA Patron
and are pleased to announce the
development of the ‘Accounting for
Energy’ course.
Rob Deverson, Director at Ignite Energy explains: “Throughout our 20 years
of practice we can confidently claim
that there is a pressing need for creating a much stronger link between
Energy Managers and Financial Directors, as it remains a crucial part of
securing commitment for investment
in energy reduction projects. We are
delighted to work with the EMA on
the course for energy management
professionals to overcome this issue.”
The course is planned to start from
September 2016 and will cover areas
including how to make energy a controllable cost within a large business,
budgeting processes, ROI and ROCE
evaluation, helping energy managers to navigate their own financial
systems and also provide case study
evidence of what is achievable and
has already been delivered.
Ignite Energy – consultancy with
specialised knowledge of building
investment cases for large national
energy management projects for
FTSE 250 companies (www.igniteenergy.co.uk).
*The survey was initiated by the European Association of Energy Service
Companies and the European Federation of Intelligent Energy Efficiency
Services who co-administrate the European Code of Conduct for Energy
Performance Contracting, together
with the Member states’ National
Code Administrators.
ENERGY
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More than 2.5 million Americans
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with the vast majority employed
in the energy efficiency sector, a
new study shows.
The ‘Clean Jobs America’ report,
written by Environmental
Entrepreneurs and based on
an extensive survey and US
Bureau of Labor Statistics data,
indicates that to date 1.9 million
US citizens are employed in the
energy efficiency sector.
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LATEST NEWS
Data centre power use is out of control
of companies do not define energy
efficiency objectives, casting doubts
over both how they are monitored
and their CSR strategy contribution.
The impact of data centres on
corporate social responsibility (CSR)
strategies is being hidden by the lack
of clear energy efficiency definitions.
Nearly all (95%) of companies said
they are measuring efficiency, yet,
55% still do not have configuration
management in place. This is despite
88% of IT leaders saying that design
and operations of their data centres
are an important part of CSR strategy and 97% saying that improvements to monitor the environmental
impact of data centres are needed.
According to global IT and data
centre consortium The Green Grid’s
“EMEA Research on Data Centre
Energy and Resource Efficiency”, 43%
Roel Castelein, EMEA marketing chair
at The Green Grid, said: “Whilst organisations are always looking to maximise their CSR, by not implementing
clear definitions of what constitutes
energy efficiency, many IT leaders are
failing to tap into the contribution
that data centres could provide to
achieve these results.
“This lack of definition also makes it
difficult for organisations to measure
and monitor how the data centres
could be improved over time to
become greener.”
The survey took into consideration
the views of 150 IT decision makers
at end-user organisations, including
companies who run their own data
centres as well as colocation data
centre providers, from the UK (50),
France (50), and Germany (50) on
data centre resource efficiency.
Should Third Party Intermediaries (TPIs)
be regulated to make sure their costs are
transparent?
8
A major concern of energy managers
has been whether they have had a
fair deal when buying energy. It is a
complicated field that often requires
specialist knowledge or advice (see
the article on procurement p18-19).
This is the main reason why companies turn to energy brokers or TPIs
for advice and help in finding the
best price and arranging contracts.
Many TPIs provide excellent service,
but the EMA has had numerous
complaints that there are many that
do not. Considering the amount of
money involved, why is this market
unregulated and why is transparency
of costs not available to customers?
made available by the suppliers; this
mean that customers will be able to
check the prices charged by TPIs.
OFGEM has been working on a Code
of Conduct based around transparency for a number of years, but
seems unwilling to implement it and
has recently been waiting for the
outcome of the CMA report.
for outside bodies to run the code,
we will certainly bid to undertake this
role. TPIs and suppliers codes are not
primarily focused on the customer. As
a demand side trade body, if we were
to run the code, we would work with
the energy management community
to ensure that it gets fair and transparent contracts with energy brokers.
The EMA has put together its own
Code of Practice to try and get TPIs to
be more transparent, a copy of which
can be found on the EMA website.
However, with the CMA report coming out in June, the EMA hopes to
support a mandatory code.
Following the Competition Market
Authority (CMA) review, it is very
likely that OFGEM will need to act.
One of the recommendations is that
the cost of power will need to be
The EMA has therefore suspended
signing up companies to the EMA
Code of Practice until after the CMA
final report is published. If OFGEM
then mandates a code and tenders
From the feedback so far, the industry
has been reluctant to put its own
house in order; we will be calling on
OFGEM to now introduce a regulated
code. Any code will need to protect
customers most especially SMEs who
do not have the knowledge base to
see if they are getting ripped off. The
government has been keen to promote switching; it needs to enforce
transparency so the customer can
make an informed choice.
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9
FEATURES
Rupert Redesdale
by
The EU:
Brexin or Brexit?
Most energy managers will have a
personal view on Brexit or not to Brexit.
However, in their role for advising the
organisation that they work for, the real
criteria has to be risk. Brexit will affect
the cost and security of energy.
The UK is dependent on importing significant amounts
of its gas and electricity. The most optimistic outcome
from Brexit would be business as usual. The worst case
10
scenario is that we would pay considerably more for the
energy we import by being outside the Single Market.
The Department of Energy and Climate Change (DECC)
has stated that the cost of energy will be higher if we
leave the European Union, mainly due to paying spot
price costs for energy from the continent. Those in the
exit camp believe that flexibility and less bureaucracy will
lead to a more competitive energy market. The problem
is that, if the price is higher, even the most competitive market will still be more expensive. Brexit will have
1
Security of energy supply
It has been a core idea of the EU that a single
harmonised energy market safeguards the security
of supply better than a fragmented one. However, when
examining the complexity of the EU energy policy and its
impact on the national policy goals, two aspects of the
EU–UK energy collaboration spring up: plant closure flexibility (or a lack of it) and interconnectivity.
One of the UK energy supply areas in which greater
EU flexibility would be welcomed is the prescribed
closures of older plants due to the strict emission limits
on pollutants. Nobody doubts the need for the strict
emission limits for new power plants
and older plants’ closure or clean ups
(2015 – under the EU Large Combustion
Plants Directive, and by 2023 – under the
Industrial Emissions Directive), but these
restrictions have a deepening impact
on already low UK energy supplies. The
caveat on this position is that most of
ageing coal plants are already becoming
uneconomic.
Another aspect to consider is the significant and constantly growing proportion
of Britain’s electricity and gas that is
supplied through interconnectors from
Europe. Of course, this is not going to
change in the event of the UK’s exit from
the EU, but remaining a member of the
harmonised market will make it easier for
the UK to negotiate the delivery of power
and gas at times when Europe as a whole
is suffering shortages.
2
EU Energy Efficiency
Directive
The 2012 Energy Efficiency Directive establishes a set of binding measures
to help the EU to reach its 20% energy
efficiency target by 2020; all EU countries
are required to use energy more efficiently at all stages of
the energy chain.
At present, possibly the most prominent part is Article
8 of the Directive, ‘translated’ in the UK as the Energy
Savings Opportunity Scheme (ESOS) Regulation. The
ESOS, in its first round, identified thousands of cost-effective opportunities, some already introduced and being
implemented across many qualifying large enterprises.
Whilst for some a tick box exercise, DECC estimates an
annual reduction in energy consumption by 3 TWh which
could represent a £250m saving on energy bills. With
these potential benefits in mind, one would expect that
the UK’s commitment to ‘ESOS 2’ would remain, especially
if the upcoming changes to the UK business energy
efficiency taxation reporting framework could be simplified and re-designed through the prism of the ESOS.
3
EU Emissions Trading Scheme (EU ETS)
The UK, as an EU participant in tackling climate
change, is committed to meeting its emission
targets. It is unlikely that the UK climate change goals
will alter as they are legally binding and have been set
at a national level under the Climate Change Act 2008.
However, even if Britain unties its emissions reduction
targets from the EU, we still have legally binding British
national targets and international agreements under COP
21 that will need to be met.
4
EU Renewable Energy Directive
The Renewable Energy Directive has been in
place to help the EU meet its renewable targets
by using biomass, wind power, solar power, hydropower
and geothermal energy. Individual EU members have
adopted their national targets and the UK has agreed
that, by 2020, 15% of its energy will come from renewable sources. Even if we were to leave Europe, It is
unlikely that the UK would not need to increase significantly the amount of energy it needs to generate from
renewable resources.
Irrespective of where your position lies on the UK–EU
issue, as the referendum looms nearer it will be impossible to escape many more questions, news and articles
elaborating on the business and economic cases of
staying or leaving the EU. The position of the EMA is
clear, we think that it will make energy more expensive
and therefore make Britain less competitive. If the only
issue was energy, then to Brexit would be a really bad
move.
higher costs and make companies less competitive with
their European competitors. The government could
subsidise energy costs, but this would probably negate
the financial argument in favour of leaving. Here, we have
outlined some of the arguments that you may be asked
to comment on:
11
FEATURES
KIT OUNG
by
Director - Energy Savings, Energy Efficien:ology
Energy Management = SEX
The title of this article sounds cheesy… but I have got your attention. Most practicing energy managers are adults,
have many years of experience in both subject matters and know the difference. Cheesy as it sounds, there are
a lot of similarities between energy management and sex, and there are many transferable knowledge and skills.
F
1
or the launch of the EMA
Magazine, let’s take a lighthearted journey of SEX, I mean,
energy management…
Everyone is doing it, yet people
are ‘shy’ to acknowledge it.
Many people are switching off
lights at home, powering down the
TV before bed. Some people are turning down the thermostat in preference for thicker clothing or voluntarily reporting a faulty air conditioning
unit or leaky windows and doors.
There are people who are consciously
replacing their light bulbs with LEDs,
taking the bicycle, car-pooling or
taking public transport and looking
at energy labels when buying new
appliances. All of this has an impact
on reducing energy consumption at
home and at work. Yes, many do it for
non-energy saving reasons, but the effect is the same: you
already know how to save energy and are doing it.
12
2
Those new to it want lots of it, and they want
it quick. Those who become aware of their daily
activities and energy savings, tend to want energy
savings as if there is no tomorrow. Although these efforts
and aspirations are commendable, just like any daily
routine, people do not save energy 24 hours a day, 7 days
a week. There will be time to convince others to join your
cause. Some times, it is just not the right time: you need
to focus your attention to other activities; you are in the
middle of a crisis; saving energy hinders your ability to do
productive work; you need to coordinate with others for
the perfect time to get things done.
3
It is fun when people other than yourself are
involved. An interesting observation is that when
it comes to energy management, many would pre-
fer to go at it solo. Experience shows that you will need to
involve people for generating ideas and cross-fertilising
ideas to make them better. You need to get colleagues
on-board; seek cooperation; obtain permission and/or
resources for implementation; and sustain the achieved
savings. Evidence from psychology and social science
indicates that celebrating successful endeavours as a
team is often more enjoyable and motivating than solo
celebration. It also encourages further collaboration that
brings about more energy reduction. Engaging people
also soothes personal egos and may help you achieve
success faster.
4
Many are obsessed with acquiring new toys, but
it is using them at the right time that counts. As
most want to undertake energy management on
their own, they rely on applying energy efficient technologies: buy the latest electric car; retrofit with the greenest
condensing boiler; install the coolest LED light. Research
by Cambridge University and the Fraunhofer Institute
suggests that there are technologies to reduce 70% of
all energy consumption. Yet, on a global basis, figures
from International Energy Agency reports a 1% reduction due to energy efficiency. In fact, there are simpler
means to achieve energy savings. As an alternative to
LED lighting, you can either turn off the light or reduce
the number of light fittings in the room. In the case of
boiler retrofit, the heating system may operate at a set
point at which condensation does not occur.
5
What works for one might not work for another.
As discussed before, there are many tools and
techniques available in the market and not all will
suit your needs and expectations. There are relatively
few that meet everyone’s needs universally. The selected
method needs to fit the context of the situation. It’s
good practice to learn about them to find out how they
are applicable to you. Once you have made the selection, many also assume that buying energy efficient
equipment would automatically result in reduced energy consumption. This is far from the truth — they also
need to be installed and implemented correctly. Finally,
the new method of operation needs to be reinforced
and embedded until it becomes a normal habit.
6
Too much of a good thing can leave you bored
and drained. Many also think that energy management is about applying a series or barrage of
best practice tools and techniques. Energy management
efforts can become tiresome, boring, and burn you out
if your practice is purely to implement best practice.
In fact, too much best practice can be a bad thing if it
does not support you or move you in the right direction.
So, a masterplan of where you want to be, mini steps
of getting there and time-frames to check progress are
essential.
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There you go, seven transferrable skills from SEX into
energy management. While I am almost 100% certain
that you will be having more sex than energy management, you are all energy managers… even if at an
amateur stage. So, next time you are about to get
between the sheets, ask yourself if the energy consuming equipment needs to be ON? If not, consider turning
it off or down and save some dosh.
7
Good practices can be learned. As with all good
things, good energy management practices can be
learned. It does not require you to be schooled up
as an energy engineer or be capable of doing detailed
technical stuff. As it turns out, a basic grounding of technical skills, a good glug of people skills, a sprinkling of
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13
MADE IN
BRITAIN
FEATURES
Rupert Redesdale
by
Dynamic Response
The UK may well have
35% less generating
capacity in 2020 than at
the beginning of 2016.
The UK electricity regulator, Ofgem, believes
that demand response
will help to balance the
National Grid, however
this is unlikely to
happen as there is very
little financial incentive to
do so.
The introduction of battery technology could allow owners of sites, such
as office blocks, hospitals or schools,
to flexibly manage their own power
consumption. However, the problem
is based around the economics.
How do we make storage financially
attractive?
14
Dynamic Response is a new concept
that the EMA is promoting. It might
not sound novel but stick with us.
The idea is simple; sites would charge
their batteries at cheap rates when
there is excess demand capacity
on the Grid, much of it generated
by renewable sources, and drop off
the Grid and use the batteries at
peak usage times. So far, it looks like
a traditional DSR model; however,
instead of being told when to reduce
demand by the network, under
Dynamic Response, the asset owner
at site would be able to bid and be
paid to drop off the Grid at a time of
their choice, with the amount and
the period set by them. This would
increase the value of the demand
reduction and create a flexible and
dynamic marketplace.
Currently, the Grid pays for generators to provide expensive generation in order to meet demand. Why
not in future pay the same rate for
companies to reduce demand? It is
also a much more refined tool that
could deal with the power supply at
a substation rather than Grid level.
Whilst this would mean vast numbers
of batteries coming on line which
would cost millions if not billions of
pounds, this may not be a problem
as they would be an attractive green
investment due to their defined
cycle periods. The batteries could
be financed in a number of different
ways but most importantly would be
off balance sheet. The market may be
based around individual sites but it
is more likely that aggregators would
manage the batteries or fuel cells.
If FM companies with thousands of
buildings embraced this technology
the size of potential coordinated
reduction could be the mythical
virtual power station that has often
been envisaged.
This solution would have major
benefits to the implementation of
solar and wind. The limitations of
renewables often mean maximum
generation is not at peak periods —
Summer and Winter evenings spring
to mind. However, that becomes a
positive as it allows batteries to be
recharged in cheaper periods and
the power used at expensive peak
periods. The Grid could become
even more efficient by using excess
gas generation in the same way, and
expensive reinforcement of the Grid
might be avoided. In theory, we’d
have the benefits of a distributed
power network backed up and using
the Grid, which could significantly
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on the Grid in the first place.
“
There is no technological reason why Dynamic
Response should not be
implemented today as the
technology already exists.
However, to make Dynamic
Response a reality, the
roadblock of financial viability needs to be overcome as
the whole model is based
on paying for the power
used behind the meter in the unregulated sector of the market. Whilst
this already happens to an extent,
making this a marketplace which is
flexible enough to allow aggregators
or sites to bid for specific periods
on a daily or hourly basis will need a
change in primary legislation.
New technologies often develop
different methodologies, so
standards will need to be devised.
All these problems can be
addressed, and this will
There is no technological reason why Dynamic
need to be done quickly.
Response should not be implemented today as
The EMA is setting up a
the technology already exists. However, to make working group which will
come up with detailed
Dynamic Response a reality, the roadblock of
analysis of the different
financial viability needs to be overcome as the
areas and solutions that will
influence changes in legislawhole model is based on paying for the power
tion. This is not a simple
used behind the meter in the unregulated sector issue, the Grid is quite
of the market.”
complicated – who knew?
However, with the internet
of everything and improved
Some exist already, however a broad
metering, this could be rolled out
spectrum will need to be introduced
almost immediately.
to stop the problem of incompatible
kit or software. The standards need
Dynamic Response could be the
to be comprehensive enough for
Holy Grail in the quest to level the
those investing in this new area to
Grid and deal with far less availhave confidence that they will not
able energy. It might not be long
face difficulties working with other
before you are taking EMA courses
players, but not so restrictive they
on Battery and Dynamic Response
stifle innovation in a fast moving
Management. Alternatively, you
marketplace.
could always sit in the dark.
EpsilonEnergy|Abbeyﬁelds|Douglas|IsleofMan|www.epsiloniom.com|[email protected]|08007797414
15
INDUSTRY FOCUS
Hospitality:
an interview with
Bourne Leisure
I
n this regular feature, we will focus on how organisations across
different industries approach
energy management. In this issue, we
are exploring the world of hospitality with Scott Armstrong, Head of
Sustainability at Bourne Leisure.
Bourne Leisure is the largest provider of
holidays and holiday home ownership
in the UK. Our brands are amongst the
most recognised within the UK holiday
market, and we own and operate
leisure assets on 7,000 acres of some
of the best leisure real estate in the
country.
We operate 38 Haven Caravan Parks, 3
Butlin’s Resorts and 13 Warner Leisure
Hotels. Our sites are primarily located
on the coastline of Great Britain.
In 2015, we provided holidays to 5.1
million guests and had just over 24,000
holiday home owners.
In February 2016, we were ranked by
The Sunday Times as 4th in their Best
Big Companies to Work For, and we
have appeared in their top 25 ranking
for the past 9 consecutive years.
16
Sustainability within Bourne Leisure:
Bourne Leisure’s utility costs rank highly
within our main Operating Budget. The
Energy and Sustainability Team created
in 2012 reports directly into the Main
Board, which shows the importance
with which energy and water efficiency
is placed within the business.
The Energy and Sustainability Team is
a small central support team headed
up by Scott Armstrong and Sam Arje,
both of whom are EMA members and
ESOS Lead Assessors. Their role is to
support and coordinate the energy
and sustainability activities at all 3
operational brands.
Their responsibilities are:
- To purchase energy and manage
market risk
- To manage, report on and budget
energy, water and waste effectively.
- To drive down consumption through
best practice, energy management,
team engagement and investment in
sustainable technology.
- To ensure compliance with all energy
and environmental legislation.
- To ensure that sustainability is a core
part of any new development.
- To bring sustainability to the forefront
of the Leadership Teams of all 3 brands.
The Energy and Sustainability team
adopts an attitude of continuous
improvement in the way in which
they work with the operational brands,
but key to their success is that guest
experience should be improved with
any investment that they make. This
is measurable in the guest and owner
advocacy scores.
What does Energy Management
mean to Bourne Leisure?
With the spend on utilities being the
third largest annual operating cost to
our business, the efficient use of energy
and water represents a significant
opportunity to boost the profitability of
the company. Coupled with this internal driver, our guests, holiday home
owners and team members are expecting more environmentally friendly
ways of operating as sustainability, and
environmental responsibilities become
more commonplace in our lives.
Energy Management in all its forms is
therefore an important part of our daily
operation across all levels of our team.
From low cost, high value initiatives
such as team engagement and a review
of operational procedures to high cost
capital projects, including new building
and venue design.
It was important to achieve Board level
involvement early on, and our CEO was
happy to support this and sit on our
cross brand Sustainability Working Party
with representatives from all operational brands.
How does Bourne Leisure deal with
Energy Management?
Sustainability audits are key to understanding the operational uses of energy
and water within our brands. In the first
quarter of each year, the Energy and
Sustainability Team undertake audits
within each brand at a range of their
sites. These audits are then written up
and follow the format of identifying
the issue and presenting the solutions.
From these audits, the Energy and
Sustainability Team identify commonalities which can then be applied to
all sites across the brand and even
between brands.
Opportunities are then categorised and
solutions reviewed and costed using
an agreed payback/ROI methodol-
ogy. These are then presented to the
Leadership Team within each brand from
which investment capital is sought. The
roll-out of all approved initiatives is then
managed by the central Energy and
Sustainability Team between November
and March to coincide with our shutdown period in Haven and our off-peak
periods in Butlin’s and Warner Leisure
Hotels.
external ambient space heaters left on
overnight, to give a few examples.
Team engagement and ownership are
supported by giving visibility of usage
at venue/department level. We have
invested in the installation of electric
sub-meters across all main venues/
departments at all our sites, and we
have the ability to present this data on a
day plus one basis in half-hourly format.
This gives great granularity and ownership. Coupled with this, we provide
league table reporting on a weekly basis.
Reporting against both budget and
last year creates powerful competition
between sites.
As well as identifying the capital based
initiatives, the energy audits also look at
ways in which we can achieve energy
savings through team engagement.
Here, we work with the brand culture
teams to increase engagement and
ownership of utility consumption. This
may take the form of a review of venue
opening and close down procedures or
through highlighting what bad behaviour looks like. Night walks are one of our
most effective processes during an audit
where photographs are taken highlighting areas of overnight waste – lighting
and AV facilities, bar fridges and frozen
drinks machines, arcade machines and
Each of our operational brand sites now
have an Energy Champion responsible
for keeping the focus on energy and
water management.
What areas of Bourne Leisure’s everyday business are most challenging in
terms of Energy Management?
Portable Loggers
The Complete Energy Monitoring
Solution from Elcomponent
The key challenge we are faced with
is how our guests and holiday home
owners manage their energy and water
consumption whilst on holiday with
us. Here, we focus on passive controls
rather than overt directions. After all, our
guests are on well-deserved holidays
whilst with us and we want them to feel
completely relaxed.
The use of controlled ambient set points,
LED lighting, PIR technology, RFID
technology, light sensors, aerated taps
and power showers and the design of
guest accommodation providing a well
insulated and light, airy ambience are
the preferred methods of control.
When designing any new development,
we focus on guest comfort, if we place
this at the centre of what we do then
we make the right decisions in terms
of design and practical use. Energy and
sustainability are key to this within the
Leisure and Hospitality industry, and this
again supports why sustainability holds
such importance within Bourne Leisure.
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17
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BUYER’S GUIDE
NICKY MACLAURIN
by
Energy Manager, Vodafone
The Energy Managers’ Guide to
Electricity Procurement
The Energy Managers’ Guide was written by Nicky Maclaurin; a Fellow of the Energy Managers Association
and an energy management professional who often engages in senior level strategy, specialising in energy
procurement, risk management, third party cost analysis and EMR policy.
W
e all want to know
what the best procurement strategy is
for our organisation, and the focus
is usually on energy price, but the
truth is that unless one is consistently buying daily spot prices over
a period of time, a best price is near
impossible to achieve. However,
energy purchasing is not just about
price, but about getting the best fit
for the organisation, one that not
only delivers value but also aligns
with and supports the company’s
strategy and risk management requirements.
18
A crucial element of the procurement
process is to ensure sufficient time
to plan, often key to unlocking the
maximum potential for energy price
and contract terms. Planning will
help the company understand what
they really want from a supplier as
opposed to accepting generic offers.
One should allow time to
investigate influencers such
as internal company strategy
and stakeholder requirements, track commodity
price trends, and collate
concise information to
present to suppliers. Furthermore,
supply and consumption data is
essential for a supplier to be able to
price up an energy contract. Ensuring that one’s supply details are up
to date and correct will increase
accuracy of pricing and success of
the tender.
Attention should also be given to the
likely consumption for the contract
period. If there are any existing or
planned energy efficiency initiatives
or long term strategic plans within
the organisation that may impact
forecast consumption volumes, one
should consider the risk in terms of
breaching suppliers volume tolerances. One may wish to mitigate this
risk by instructing pricing against
a reduced contractual period, or
into pass-through contract where
individual distribution and transportation charges are not wrapped up
within unit rates and can therefore
be influenced by onsite activities.
It is important to clearly understand
the company’s budget requirements.
If there is a risk framework within
the organisation that needs to be
adhered to, or a minimum hedge
position that must be achieved
at any one time on exposed
Energy procurement is a bespoke and budget, then this will also drive
complex process that can sometimes decisions around length of
contract and choices between
be seen as confusing or intimidating fixed and flexible energy procureto energy managers.”
ment. There is a balance in
energy procurement that needs
to
be
achieved between savings and
perhaps consider negotiating the
budget certainty, and both are often
volume tolerance with the supplier
difficult to maximise at once.
(however one should be aware of
the potential cost implications as
Once the purchasing strategy and all
a supplier effectively accepts this
contractual requirements have been
additional risk). If an organisation has
gathered and compiled into a pricing
the ability to impact their consumpinstruction one can then consider
tion on a day to day basis, they
engaging with potential suppliers.
may also wish to consider entering
“
Touched upon previously, information provided to a supplier should
undergo a robust validation exercise
to ensure pricing is accurate as well
to avoid suppliers losing interest from
continual corrections.
All supplier products are different,
there will be differing levels of transparency of individual costs, as well
as complicated clauses sometimes
leading to misinterpretation of the
full cost. Where third party charges
are passed through, some costs may
not be included in pricing at all,
or included at different rates. One
should ensure that robust systems
are in place to analyse prices correctly and expediently, where a like for
like comparison can be achieved.
Energy procurement is a bespoke and
complex process that can sometimes
be seen as confusing or intimidating
to energy managers. Whilst a level
of understanding is required, one
does not need to be an expert in the
field to complete a successful energy
procurement exercise. A supplier or
broker can often provide a high level
of support and guidance, but it is
up to the energy manager to drive
those questions. If one fully utilises
the resources they have at hand, the
exercise can be a largely stress free
experience.
The decision to use a broker is
entirely the organisation’s decision.
There are many benefits to using a
broker, as they are experienced in
dealing with many different energy
users and energy suppliers. However
in saying this, it is recognised that
there are some less reputable organisations in operation that will not
always be working in the interests
of the client. One should therefore
ensure that sufficient background
checks have been performed, references sought, and that a written
agreement is in place to commit the
broker to standards of practice and
performance.
The full version of the Energy Managers Guide to Electricity Procurement
is available on the EMA website in the
Resources section.
Many are likely to have experienced
a panic that can emerge on a tender
day with too little time, and often
planning to undertake a few pricing
rounds will allow time to correct
pricing issues as well as to negotiate
with suppliers. It is completely the
company’s choice on whether they
wish to tender competitively or only
deal with one supplier, but approaching multiple suppliers increases
competitiveness and exposes an
organisation to a number of different
options.
19
CAREER & TRAINING
DR VASSIA PALOUMBI
by
Energy and Environment Manager, Tate
What does it mean to be
an Energy Manager at Tate?
E
nergy management is a broad subject and when
it comes to a job description can cover a variety
of activities. The EMA gathers energy management professionals from across all industries and in this
regular section will interview energy management professionals about their role. This month we are shining the
spotlight on Dr. Vassia Paloumbi, the Energy and Environment Manager for Tate.
How did you become interested in energy
management?
At the moment it is being part of the transformation of
Tate Modern with a new iconic building, the Switch House,
which will open its doors to the public in June this year. I
have not been a part of the whole process from building
design to handover to operation of a new building of such
size and such importance before and it is exciting to see
the progress from one day to the next. Overall since I have
started at Tate I have also enjoyed understanding a bit
more of the ‘art’ world and the effect that maintaining the
environmental conditions of temperature and humidity in
galleries has on energy usage.
For me it was an organic progression into energy management having started as a recycling and reuse officer for an
environmental charity. In
What is the most
my next role I was looking
part of your
I am a strong advocate that strategies frustrating
into ISO 14001 assessment
job?
need to be created internally in
and audits and started
helping clients with other
organisations and not as a part of an Bureaucracy and all the wasted
issues and helping them
paper which goes with it.
outsourced or consultancy service.
improve their environmenAlthough I have to say I am quite
tal performance including
make sure that Directors, trustees, and lucky at Tate as this has been
energy. Coming from an
senior managers buy into what you are much less than in my previous
engineering background I
posts.
trying to achieve and support it.”
was comfortable with the
technical side of this sector,
but could also see the challenges people and organisaCan you describe your typical day?
tions face in making sustainable improvements. My
formal introduction to energy management was in 2010
Each day in my current role is quite different and I enjoy
in my role as Carbon Reduction Manager for the London
this variety a lot. Being in energy management tends to
Borough of Hammersmith and Fulham.
be a reactive role so even if you had plans for the day they
can change very easily. Looking after different sites in
terms of location and requirements also makes each day
What does your role at Tate Gallery entail?
very different. Over the last few months I have had days
walking around looking at plant rooms, deciding locations
One of the reason I enjoy my role at Tate is because every
for the recycling bins, working with catering teams to
day is different. Energy procurement, management and
effectively manage waste, monitoring environmental
reduction projects are a part of it, but I am also involved
conditions and lighting levels in galleries and lots more
with waste and resource efficiency and reduction,
that comes with opening a new public building.
upcycling projects and posting things on Freecycle, staff
awareness projects, communication with internal and
external stakeholders and sometimes even bee keeping
What drives you?
and other biodiversity projects. I still learn a lot on the job
and this is what I enjoy the most.
I am in a field that I love. I feel I can make my own contribution and make the world just a little bit better. That is
“
20
What is the most exciting part of your job?
Tate Modern Extension. View from the South at dusk.
© Hayes Davidson and Herzog & de Meuron
What qualities should a good energy
manager possess?
Apart from some technical or scientific background, I have
found that great communications skills and a strong will
are vital to the role. Be open to new ideas and collaborative. It always helps a lot if you yourself are a person who
deeply cares for the planet and your community and want
to make a change.
Which energy efficient innovation can
revolutionise the global economy?
My bet will need to be on PEOPLE. Any innovation will not
succeed without skilled people who want to innovate,
challenge and change things. Collaboration, open and
clear communications and working together can revolutionise.
What advice would you give to someone looking
to craft an energy management strategy?
I am a strong advocate that strategies need to be created internally in organisations and not as a part of an
outsourced or consultancy service. The advice I would
give someone is to firstly try and understand the organisation you are working in, its core values and mission. Talk to
as many people as you can from the different teams, find
out what drives them and what challenges them.
Be open to suggestions and understand that energy
management is not everyone’s priority or concern. Above
all make sure that Directors, trustees, and senior managers
buy into what you are trying to achieve and support it.
Try to make relevant people in the organisation responsible and accountable for the different elements in the
strategy and how it will be delivered. Find out what others
in the field are doing. A lot of people in sustainability
are happy to share their work and prepare you for the
challenges and successes ahead. Collaboration both within
and outside the organisation is key.
enough to drive me but like everyone I have days when I
get frustrated and run out of steam, although they don’t
last long as I think of myself as very lucky doing something
which I really enjoy… most of the time.
21
CAREER & TRAINING
2016 entries are now opened and can be submitted on the EMA website until 30 October 2016.
Winners will be announced at a ceremony on Wednesday 16 November 2016 at EMEX in London.
The Energy Managers Association is pleased to announce
that entries for the annual EMA Energy Management
Awards 2016 are open, marking the start of a search for
champions in the following categories:
•
•
•
•
•
•
•
•
•
Last year, the EMA Private Sector Energy Management
Awards highlighted achievements of individuals and
organisations across private sector only, this year we are
opening the entries to public sector organisations as well.
Energy Manager
Junior Energy Management Professional
Energy Management Team
Energy Management Consultancy Service
Energy Reduction Project through Organisational
Behaviour Change
• The Most Inspiring Energy Reduction Project
Energy Manager
22
D
Best Implemented ESOS Project
Energy Management Training Programme
Energy Reduction Product
EMA Member
THE 2015 EMA AWARDS
WINNERS WERE:
Junior Energy Management
Professional
EMA Member
DAVE HORTON
TATIANA IONA
KIT OUNG
Energy Specialist, nPower
Energy Engineer, Engie
Energy Efficien:ology
ave Horton has spent the
best part of a year creating
training courses in Energy
Management. After over 20 years
in the industry, and with a huge
network of experts within npower
to call on, this work is now coming
to fruition with the launch of the
nBS EMQ (nBSEMQ.com). These
courses will help to formalise the
career of many current and future
Energy Managers.
T
atiana is an Electrical Engineer,
currently gaining experience
in Project Management, Utilities, FM, Operations and Maintenance and Engineering Design
within the industrial and healthcare sectors. Tatiana conducted
multiple ESOS compliant audits in
the chemical, food and drink and
automotive industries and has experience in the delivery of Energy
Performance Contracts.
K
it Oung was instrumental
in 2014-2015, in designing
the UK’s ESOS Lead Assessor
competency specification, provided input into ESOS and trained
approximately 20% of ESOS Lead
Assessors. He writes frequently,
including 6 energy management
books, and is a world-recognised
thought leader in energy leadership, energy management, policy
design and training.
THE event for everyone
responsible for reducing
their organisation’s
energy consumption.
EMEX is the energy management show that connects all energy users with hundreds
of leading suppliers, policy makers, engineers and experts.
This marketplace includes a free to attend conference programme that will help you
control energy costs, gain industry insights, source innovations, share knowledge and
stay up to date with the latest and upcoming legislative changes.
Their focus will be: Energy Management as a Profession, Energy Use in
the Built Environment, Meeting Energy Demand, Water and Energy Supply,
Technology and Innovation.
On behalf of my fellow board members of the Energy Managers Association,
I’d like to invite you to be part of EMEX 2016.
It takes 2 minutes to register for FREE at www.emexlondon.com
The Energy Management Exhibition
EXCEL, LONDON n 16-17TH NOVEMBER 2016
REGISTER FOR FREE TO GAIN FULL ACCESS TO
100+ LEADING SUPPLIERS 80+ SEMINARS / TRAINING SESSIONS
emexlondon.com
As well as a great line up of speakers, exhibitors, partners and supporters fellow attendees include:
23
Energy Management Team
MANCHESTER AIRPORT’S
UTILITIES TEAM
M
anchester Airport’s Utilities
& Energy Team delivered
electrical energy savings
of 30% from a baseline set in 2006
via energy efficiency schemes and
smart building integration. This
equates to a total saving of more
than 200GWh. A small team of six
people, they constantly seek best
practice and question the norm by
asking “Why not?”
Highly Commended:
Bourne Leisure and Utilyx
Energy Management
Consultancy Service
24
TURNER &
TOWNSEND
T
he winner of this category
impressed judges with the
work they undertook to manage the RE:FIT programme, one of
the cornerstones of the Greater
London Authority’s sustainability activity. The consultancy was
praised for their professionalism,
advice and guidance. All of this
enabled a great number of public
sector organisations to deliver successful energy retrofit projects.
Best Practice ESOS
Compliance Project
Energy Reduction Project
through Organisational
Behaviour Change
CEMEX
C
EMEX is an intensive energy
user and minimising usage
has been a high priority over
many years. Despite this, they approached ESOS as a means to build
on existing energy efficiencies and
cost savings. Their detailed audit
approach uncovered a further 600
potential opportunities, many of
which have already been implemented saving 10GWh annually.
Highly Commended:
Bourne Leisure
AMBASSADOR
THEATRE GROUP
P
roject Blackout has been
identified as a project that is
transferable to any sector of
industry. Its main attractions are
that it comes at little or no cost to
the employer, encourages full engagement with staff and produces
almost instant environmental
changes.
Highly commended:
Marks & Spencer and Sainsbury’s
Supermarkets
Sponsored by the Department of
Energy and Climate Change
Most Inspiring Energy
Reduction Project
Energy Reduction Product
SGN
FEILO SYLVANIA
GN’s Turbo Expander is truly
a sustainable energy project with the potential to
be repeated all over the UK. The
ground-breaking project developed by the gas distribution
company harvests green electricity
from the normal operation of the
gas network. It demonstrates SGN’s
commitment to innovation and
showcases it’s vision to lead the
way in energy delivery.
he partnership between
leading global manufacturer
Feilo Sylvania and Organic
Response is pushing the boundaries of lighting control technology.
Feilo Sylvania luminaires automatically detect neighbouring fixtures,
auto-commissioning themselves
into an advanced control system.
The solution is 20-30% cheaper
than other control systems as there
is no need for control hardware or
cables to be installed.
S
T
CAREER & TRAINING
Role Models Wanted
R
ecently, at both EMEX and one of London’s top
universities, a careers panel of respected and
experienced energy managers delivered engaging
speeches about their academic backgrounds and progression through their energy management careers. What was
unusual and fascinating was that it featured all-female
speakers. Just ten years ago we would have struggled
to put a panel of five leading female energy managers
together.
Undoubtedly, the presentations would have been as interesting and the presenters as outspoken if they were men, and
there certainly were some in the audience. However, the real
purpose of the talks was to show how energy management
can be an exciting and satisfying career option. Of course,
putting this many professionals together in a room to talk
about their careers had an excellent effect: if nothing else, it
showed the next generation of up-and coming students that
they already have a set of role models.
With this in mind, the EMA would like to create a wellinformed and connected energy management community
where newcomers can learn from respected veterans.
Experienced, credible and trustworthy mentors can serve as a
valuable hub for professional ideas, and provide sound advice
on difficult practices. Knowledge sharing and exchange is
at the heart of most EMA initiatives and together with our
membership we would like to help those new to the profession through the often complex areas of energy management. Ideally we can also help them to expand their career
options and there is a need for more role models in energy
management who are happy to dedicate an odd hour here or
there to share their expertise.
The benefits of energy management mentoring go
both ways and if you feel that you would benefit
from spending time with a mentor, or mentoring
others, please get in touch with Jana at the EMA on
0203 176 2834 or by email at
[email protected]
Empowering Women in Energy Management and Environment Panel at EMEX 2015 with Suki Gililland, Head of Energy - QinetiQ; Nicola Stopps, Managing Director Simply Sustainable Consulting; Penelope Guarnay, Group Energy Manager - Marks and Spencer; Wendi Wheeler MEI, Energy & Carbon Strategy Manager - Network Rail
25
CAREER & TRAINING
RACHEL WARD
by
Energy and Sustainability Manager, London Metropolitan University
Rachel Ward Reflects on
her Career Path in Energy Management
The Energy Managers Association has
taken on a challenge to raise the
sector’s profile by sharing its members’
– leading energy managers - insights into
their career progress and achievements.
What made you to choose energy
management as a career?
I continued my interest in sustainability by undertaking
a PgC in Sustainable Waste Management for Business
during my annual leave and volunteering my free time to
undertake waste projects and assist in 14001 accreditation.
After this experience I was able to get a job as a trainee
energy manager at a small energy consultancy. My first
job was to work on an EU funded project called Business
Energy Efficiency Services offering free audits to business
and I continued to undertake audits for mainly manufacturing organisations during my consultancy career.
I always had an interest in environmental issues from a
very young age and set up a recycling scheme when I was
To build up my knowledge of energy management as part
at Primary school. My interest grew from there. I enjoyed
of my trainee scheme, I approached a couple of experiscience and computing at High school and went on to
enced energy managers to help mentor me. They took
study Chemical Engineering. After this I undertook a
me on site visits, talked me
MSc in Clean Technology.
through audits and helped
The course was a mixture of
To build up my knowledge of energy
me write technical reports.
teaching and a 3 month work
management as part of my trainee scheme, I This experience was invaluplacement. The work placeapproached a couple of experienced energy able. This helped me realise
ment was a steep learning
the incredible range of skills
curve – I realised I wouldn’t
managers to help mentor me. ”
you need to be an energy
be able to change the world
manager:
project
management,
numerical skills, commuquickly but did learn a lot of skills I needed to make a
nication, influencing, knowledge and of course enthusichange. I absolutely loved this course and knew this was
asm.
the career path I wanted to follow.
“
26
How did you progress through the profession to your current role?
Unfortunately after the MSc work placement, I struggled
to get work as there weren’t many entry level positions
available at that time. I volunteered with the environmental charity, Groundwork through helping other companies
to reduce their resource use and also implementing ISO
14001 within the office.
I then went on to work in the pharmaceutical industry for
AstraZeneca and Johnson & Johnson in regulatory affairs.
I progressed from Trainee Energy Manager to Principal
Consultant in consultancy and decided to work in-house
as an energy manager and was fortunate enough to be
employed by London Metropolitan University to undertake a wide range of energy projects.
What is your greatest contribution to the
energy management sector?
At London Metropolitan University, as their first energy
manager, I was able to make a big difference to their
energy consumption. I’m really proud of the work I’ve
done and we’ve been named as the number 1 University for carbon reduction in England and Wales through
reducing our carbon emissions by 47%. This exceeded our
2014 target by 10%. As a result of this work we have won
several awards including a Green Apple, Public Sector
Sustainability Award and Highly Commended in the
Green Gown Awards.
single glazed 1960’s building to double glazed. I worked
with 4th year architecture students who created a
charette of designs as part of their course and the designs
from this were used in the final window design. I also
worked with students from MSc Low Energy Architecture
to undertake monitoring of the building before and after
the installation.
What is the most exciting part of your job?
What are your long term goals?
I really enjoy being able to see the projects I have
implemented. I’ve recently completed the installation of
221 solar panels which is the University’s first renewable
energy. In recent days we’ve generated enough electricity to make 11,500 cups of tea.
We have some exciting plans ahead at London Met. We
are undertaking a project called “One Campus, One
Community” to relocate our 3 campuses to one. This gives
me a great opportunity to include technologies such as
CHP, rainwater harvesting, green roofs, energy zoning etc
in the design.
My job works closely with students which I really enjoy.
Through the projects I undertake, I try to involve students
wherever possible to help them gain work experience.
Recently we completed a project called Transforming
Energy Efficiency at Central House (TEECH) to upgrade a
I’m also very keen to try and develop a sustainability
course at the University. I think there are huge opportunities in the industry and hope that students would love the
career as much as I have.
ENERGY RECRUITMENT SPECIALISTS
Energy Management - Low Carbon Design - Building Services - Facilities Management
01202 888 986 - [email protected] - www.allen-york.com
BUILDING & ENERGY SERVICES
27
CAREER & TRAINING
Could your Job
Become a Career
in Energy Management?
It is customary to interchange the words ‘job’ and ‘career’. Whilst both terms consist of working
and receiving a wage, a career goes far beyond working hours and a payslip. A career is hard work,
commitment, passion, and above all an opportunity for personal and professional development.
I
n the past, professional development opportunities in energy management have been
few and not clearly specified. Often,
the energy manager’s job description
has identified the need for technical
skills, and also knowledge of energy
systems and procurement as the
most essential knowledge requirements. But with the increasing need
for energy management, a defined
and broader skill set is required from
energy managers. The range of an
energy manager’s skills expands
beyond procurement and technical knowledge, and nowadays also
encompasses strategy, communication and finance as just a few of the
must-have skills.
28
The EMA reflects on the constantly
evolving role of energy managers
and, with the aim of assisting in
their professional development, we
propose a range of courses that we
believe focus on every aspect of the
energy managers’ role. Drawing on
the expertise of practising professionals, our comprehensive Energy
Management in Practice training
programme has been developed to
deliver learning outcomes and skills
that energy managers need for a
successful career, as well as to deliver
the knowledge and understanding
required for progression in an already
established energy management
career.
This flexible modular programme
allows you to focus on a variety of
subjects, including technical energy
management, energy assessment
and measurement and verification,
behavioural change and motivation, regulatory and legal compliance, carbon management, energy
management strategy, waste
management, procurement, transport, and water and information
technology, to fulfil your upskilling
aims, and to achieve EMA Recognised
Energy Manager status.
To ensure that the courses provide
a great platform for people new and
old within the energy management
field to develop their knowledge,
skills and understanding of the
sector, the majority of our courses
are delivered by top energy management practitioners. Delivered through
a balance of interactive lectures, case
studies and discussions, the courses
offer a key hands-on understanding
of today’s business environment.
So if you are seeking the opportunity for advancement in your job,
consider enhancing your knowledge
and skills in energy management
with the available EMA courses, or
alternatively take advantage of our
career advice through the Gap Analysis Interview.
NEXT 2016 COURSES
IN LONDON
13 May - Knowledge & Skills
Gap Analysis Interview
1-3 June - Fundamentals of
Energy Management
7 June - Energy Management
Strategy
28 June - Understanding
and Delivering Behavioural
Change Programme
13 Sept. - Energy Assessments, Measurements and
Verification
For more information about
the Energy Management in
Practice training and Gap
Analysis Interview, please
contact the EMA on
0203 176 2834 or email Jana at
[email protected]
Awaken your Energy Awareness
with a Training Course
Individuals and organisations are already looking at
ways to use energy without it costing the earth, and for
many, energy efficiency is no longer just an option but
a strategic personal or business necessity. If we broaden
our horizons to extend beyond technology and energy
management systems as the main energy efficiency
solutions, the next obvious component of better energy
resource management would surely be individuals’ behaviour and their energy awareness. Elaborating and explaining on energy bills may make a difference, but helping
people to realise the level of impact that each individual’s
energy consumption has on the environment could result
in significant cost-saving behaviour.
The new energy efficiency trend encourages behaviour
change enhanced by energy awareness training. The
EMA’s approach is determined by our belief that people
are pivotal to the reduction of energy use and, consequently, its cost. Staff training can significantly contribute
to reducing unnecessary energy use within an organisation, and for this reason their energy awareness training
should not be considered optional but compulsory, and
where possible undertaken during one’s induction period.
And it works! Our practical behavioural change training
has already delivered substantial energy cost reduction
across a wide range of organisations such as Wickes that
saved over £500K on their energy bill in 2014 across their
230 store estate after training 146 of their staff.
With this in mind, the EMA engages with training providers who offer a range of online or taught courses at two
levels, LEC 1 - Energy Awareness and LEC 2 – Reduction
of Energy Consumption. The available training has been
designed for individuals, or as an employer led scope for
entire organisations, interested in the reduction of energy
consumption, management of energy costs, improvement
of energy performance and boost of their company’s
profile. In the online version, invaluable skills’ development can be achieved in under one hour and deliver an
educational, interactive and effective experience.
Organisations that train a substantial number of employees will be eligible for the Low Energy Company (LEC)
award as means of recognition of their commitment to
energy reduction, combatting climate change and being
a responsible employer.
F
or many years, energy in all forms has been
relatively inexpensive and taken as a given
without any concern about the cost or amount
consumed. With the advent of the Government’s push to
assure the security of energy supplies, to manage depleting energy capacity and reduce CO2, it is expected that
energy consumption will henceforth have to be treated
with caution and responsibility.
29
CASE STUDY
Grundfos Pumps
admitted to the new Alder Hey in the Park
Overview:
Caring for young people and their
families is the mammoth task that
Alder Hey has been involved with
since 1914. 2015 saw the dawn of
a new era when the new £288m
hospital that will provide medical
support to 270,000 children each
year opened last October. With a
design inspired by children, this is
a hospital built entirely in a park
and that has been designed
to be a new concept in terms
of treating and caring for
children. This total approach
is not just a first for the UK,
but there is currently nothing
like it anywhere else in
Europe.
“
30
With a floor area of 51,000
sq/m. and a requirement to
make the building as energy
efficient as possible, Grundfos Pumps
worked closely with both the consultant and contractor to attain the best
outcome that would deliver a full
service pump solution. This included
delivering the HVAC, water boosting and pressurisation needs for this
important project.
Placing this amount of emphasis on
pumps is not surprising as:
• today pumps account for no less
than 10% of the world’s electricity
consumption
• two thirds of all pumps use up to
60% too much energy
From an engineering perspective,
a major challenge at Alder Hey
was meeting the Trust’s stringent
sustainability targets in four
key areas: energy, carbon, onsite
renewables and on-site electricity
generation.”
In fact if every business switched
to a high efficiency pump system
there could be global savings of 4%
of the total electricity consumption
which is comparable to the electricity
consumption of 1 billion people.
Challenges & Actions:
Alder Hey children’s hospital is the
busiest in Europe and as a pioneer in
the treatment of illnesses, they have
spearheaded many ground-breaking
medical 1sts that has put them at the
forefront of medical innovation. This
latest chapter sees this innovative spirit continuing through
their ambitious demands, not
just medical but also in terms of
the building envelope and the
overall environmental ambitions.
Alder Hey have a national and
international reputation for
medical excellence and they
have now brought this innovative attitude to all aspects of the
new development including the
pump solution.
By their very nature, hospitals are
operationally complex sites that
must be ready to meet demand
24/7, 52 weeks per year. Selecting
the correct pumps to support every
aspect in these circumstances is
therefore particularly vital. Grundfos
worked closely with the consultant
and contractors to ensure that the
most efficient options were selected
and this saw us supply the full pump
solution that included: 70+ speedcontrolled pumps and booster sets
as well as pressurisation units and
The system is supported by BACnet
technology - an international data
communication technology used in
BMS worldwide.
The project team selected various
pumps in particular energy efficient
pumps from the same single-stage
centrifugal pump family and similarly
with the booster sets that will ensure
the water transfer and pressure
boosting demands. In this way,
commissioning, maintenance and
spare parts can achieve the greatest
economies of scale.
Lessons and Results:
The new Alder Hey in the Park
officially opened in October 2015 and
has been very well received by the
media; the staff but more impor-
tantly the children and their families.
Although this is a new build, Grundfos have been involved with Alder
Hey for many years and had supplied
a range of pumps to the previous
hospital complex as well as the
Ronald McDonald House that acts as
a home-from-home on the site for
families of ill children who can stay
here during times of greatest need.
This new hospital has already been
officially recognised as one of the
most environmentally friendly hospitals in the world. From an engineering perspective, a major challenge
at Alder Hey was meeting the Trust’s
stringent sustainability targets in
four key areas: energy, carbon, onsite
renewables and on-site electricity generation. All were based on
measuring utility supplies at the site
boundary, a more onerous requirement than the standard HTM Encode
2 approach used for hospitals so
energy efficiency played a key role
in every aspect of this project. The
project also targeted a design stage
BREEAM Excellent rating and is in
the running for a number of other
accolades.
In terms of future proofing this
build, the project team were careful
to select various members from
particular energy efficient pumps
from the same Grundfos single-stage
centrifugal pump family. As was also
the case with the booster sets that
will ensure the water transfer and
pressure boosting demands. In this
way, energy demand, commissioning, maintenance and spare parts
can collectively achieve the greatest
economies of scale as well as making
both planned and unplanned pump
service demands more efficient.
More information:
For more information on the Grundfos range of pumps and pump
solutions visit www.grundfos.co.uk
ancillary equipment. Selecting these
energy efficient options will save up
to 50% on pump energy costs.
31
TECHNOLOGY
Lighting Controls:
Myth busters — Q & A
Lighting Control is not worth it?
This Myth is defiantly worth busting.
You can save between 34% and 70%
on your Lighting Energy consumption
by using Lighting Control – the exact
amount will depend upon the existing
controls in place.
Switching Lighting shortens the
lifetime of the fixture?
With quality Lighting Control on LED
fixtures you are actual dimming the
fixture, not necessarily switching it
off. This not only saves money (see
question above) but allows the fixture
to last longer therefore saving money
on the maintenance/replacement of
fixtures. Switching and/or dimming has
no detrimental effect on LED.
We have light switches in our building
– are these not sufficient?
Standard switched control require
human intervention and whilst this may
happen sometimes it can’t be relied
upon. This can be demonstrated by
numerous office estates burning lighting throughout the night.
32
Will my workforce experience
areas of darkness?
A typical PIR based system uses a
sensor per eight fixtures – so, if that
space has typically ten people in it, this
equates to one sensor per ten people. It
is this sparsity that can cause ‘false offs’
when a user is sitting at a desk and the
lights go out. Obviously this is not good
for occupancy comfort. A granular
system typically has a sensor per fixture
so this equates to nearly one sensor per
person giving a much high resolution
and therefore detecting much smaller
movement. This approach can also
make reconfiguration of spaces much
easier as there is no need to worry
about where the PIR sensors are located
and what they can see; if there is one
in each fixture, regardless of configuration, most human movement will be
detected.
Daylight Dimming does not work
in the UK?
Whilst there is not as much sunshine
in the UK as other countries, there is
usually sufficient ambient light to allow
daylight dimming to operate. A controls
solution that has ‘fine grain’ control with
distributed intelligence (as opposed to
a Central Control function) and sensors
in each fixture will allow for accurate
and effective daylight dimming. As
with all forms of dimming the User
should not be aware of this, ensuring
maximum user comfort but still achieving energy savings.
Is a control system responsive
enough?
It can be. A localised, distributed intelligence solution will allow the individual
luminaires to react quickly and efficiently to any changes in the surroundings, from movement to dimming, by
controlling the luminaires within the
immediate vicinity of the environmental condition.
Will my new lighting be compatible with our controls system?
Most light sources can be switched
and dimmed, with the exception of the
majority of discharge light sources. Care
should be taken to understand which
dimming system is in place to ensure
that the correct driver is installed within
the product. Most products should be
available enabled with DALI (Digital
Addressable Lighting Interface) drivers.
As the leading industry standard,
luminaires equipped with such
products should be compatible with
many controls systems and building
management systems (BMS). Again, this
should be discussed with your provider,
and guarantees secured to avoid any
on costs. However, other dimming
protocols are available, such as 1-10V,
Phase dimming and DSI. It is important to ensure that an audit is undertaken to ensure that this information is
gathered, especially when undertaking
a refurbishment project, to ensure that
control compatibility is considered and
implemented.
Installation and Set-up of Lighting
Control is expensive?
Whilst the above statement can be
true of some Controls Systems there
are systems that do not need to add
anything to the installation costs and
can be set-up by inexperienced end
users. These controls solutions are ones
that are built in to the fixtures at point
of manufacture and so also address the
daylight dimming and areas of darkness
questions (above).
Do I switch, or should I dim?
If a lighting control system is able to
dim as well as switch then increased
energy savings can be realised.
Dimming gives occupants more choice
over the levels of lighting they experience. It can also be less intrusive to
adjust lighting levels than to suddenly
turn luminaires on and off. If the lighting controls can be implemented
alongside fully dimmable lighting then
occupants will be happier, the savings
will be greater and the lighting design
will be maintained. Daylight linked
dimming, often known as daylight
harvesting, offers tremendous savings
by recuing the light output of the
lighting as greater levels of daylight are
detected.
Organic Response Sensor Node
OFFICELYTE LED WITH
ORGANIC RESPONSE
®
Concord Officelyte LED luminaires with Organic Response
communicate wirelessly with their neighbours to ensure
group wide adjustment to occupancy and ambient light,
providing a complete integrated control system. Designed to
deliver advanced lighting control with up to 68% reduction in
energy costs vs. non-controlled situations and up to 35% total
savings compared to using DALI. The system is commissioning
free with no compatibility issues, as all the controls are built
into the luminaires. Complete flexibility is provided as the
system automatically adjusts when the layout of a room
changes. Officelyte LED with Organic Response –
the intelligent wireless control solution.
Energy Managers Association
Energy Product Of The Year 2015
LUMINAIRES WITH INTELLIGENT WIRELESS CONTROL SYSTEM
33
www.concord-lighting.com
Tel: 0800 440 2478
TECHNOLOGY
STUART KIRK
by
Owner, Enerlyse Ltd
Practical guidance and top tips for a successful
LED Lighting Project
The installation of LED lighting is a project often chosen and deployed by the Energy
Manager due to the energy savings it can achieve. However, lighting has a direct impact on
both the occupants and maintenance of any building, so the decision should not be made
in isolation. Many stakeholders are required to determine the scope of the lighting project,
selection of fittings and the phasing of the installation.
LED installations are often viewed favourably by Energy Managers and Finance Managers compared
to say a renewable energy scheme, due to their short-term payback on investment (typically under
3 years). However, LED fittings do have a far shorter life than some other energy projects and you
need to consider the replacement costs on a 5 yearly cycle. Remember you will only get this significant energy saving once.
34
Where to start
Available Technology
Other Considerations
Choosing a Solutions Provider
Choosing the right equipment
It’s not just Lighting
Solutions Provider
This is a partner that can provide
a Turnkey Lighting Solution that
could (depending upon your
specific needs) include financing,
installation and lighting controls.
Fluorescent
Do not ignore fluorescent
technology; many lamps, such as
T5s, can offer significant energy
saving benefits without the
capital outlay often associated
with LED.
Building Integration
It is not just lighting that can be
achieved through an upgrade.
Depending upon solutions selected additional building functions
can be incorporated (e.g. HVAC,
security, space utilisation etc.).
LED
LED lamps and luminaires have
developed significantly over
recent years and now offer a
competitive return on investment and significant maintenance
savings.
Productivity / Wellbeing
The correct lighting can have
significant benefits on the
productivity of those within a
building.
Audit
A reputable solutions provider
will work with you in order to
complete an audit and establish
the area for improvement.
Total Cost of Ownership
A calculation of the proposed
lighting and controls scheme
factoring in regulatory compliance.
Controls
Controls should be a core
element of your energy savings
measures.
Data
Advanced control systems can
leverage data from sensors to
reduce further costs such as
maintenance.
Integrated Energy & Maintenance
Internet of Things (IoT)
Whilst the energy savings attributed to install-
The ‘Internet of Things’ is certainly becoming a
ing LED lighting are often the deciding factor in
vogue term within the industry. This may sound
deploying such a project, there are significant
odd, but when specifying an LED fitting, do you
gains to the ongoing maintenance regimes associ-
simply want it to provide light?
ated with either reactive re-lamping or planned
lighting maintenance contracts. It is important to
So how have simple sources of illumination
understand the warranty you are buying with the
evolved into such an IoT success story?
product.
While the LED revolution may be over, the story
A benchmark warranty for an LED fitting is now
of intelligent lighting is just beginning. It all starts
five years for the product, but the commitment
with the LEDs themselves. As low-voltage semicon-
to provide labour to replace the fitting from the
ductor devices, they have always had a natural
supplier may be limited to just 12 months. The
affinity for digital control. Unlike the inherently
maintenance teams need to be aware of this and
analog and high-voltage light sources of the past,
also if multiple suppliers are being used, how the
LEDs and micro controllers play well together.
warranty programme will be managed.
Today’s technology allows LED fittings to not just
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quality manufacturers and
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efficient light output
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MAKING LIFE LIGHTER
35
Established 1968
provide lighting control but they can now be used
ment but it may be more beneficial to the wider
as a communication tool for people within the
business.
building and they can collect data on building
usage patterns and failure rates.
Product evaluation
Today’s lighting can provide significant data for
property owners if required. The ubiquity of light-
The LED market is now vast, with a wide range of
ing across our private and public spaces makes it
applications. There are solutions that range from
the perfect vehicle to bring intelligence into the
lamp replacements to connected and data collect-
built environment.
ing intelligent fittings. When trying to compare
products it is important to consider the Lumen
Although the bundle of components required to
output of the fitting when evaluating cost as these
make a light fixture capable of sensing its environ-
can vary significantly. Also the colour tempera-
ment, acting on that information and sharing
ture and the level of diffused light can reduce this
it with others has dropped in price — even
output substantially.
more precipitously than have the LED devices
themselves — it increases the cost and therefore
A crucial factor in LED lighting is the ability of the
impacts on the energy saving return on invest-
fitting to disperse heat away from the LED chips.
You need to carefully evaluate the ability of
the fitting to disperse this heat from within
its intended location. Bear in mind that one
manufacturer may not have the solution to
all applications within a particular property. It may need the use of several different manufacturer’s products to obtain the
optimum solution for a building.
Finally, where is the product coming from?
The majority of LED fittings are now manufactured in the Far East and lead times for supply
and delivery can be substantial - typically,
between 8 and 13 weeks. This needs to be
considered for integration within construction
or refurbishment projects and also brings into
question how the warranty replacement will
actually work.
Find out more
www.compact-lighting.co.uk
Compact Lighting Ltd. designs and manufactures a complete
range of products to create premium lighting solutions for retail,
36
hospitality
and display environments.
T: 02392 652999
F: 02392 653053
[email protected]
LED luminaires for warehouse,
manufacturing & commercial
applications
Save more than 70%
on your energy costs
without the flick of a
switch.
100% tax deductible in
the first financial year
Reduce maintenance
costs
For more Information on how we can drastically reduce your energy
bills through the replacement of your existing inefficient lighting.
Please phone 01455 552511 or e mail [email protected]
Top Tips Summed Up:
Evaluate the warranty information.
Benchmark warranties are typically 5
years parts but labour costs may vary.
The cost of the fitting should be compared in conjunction with the lumens
per watt output and not just alternative
supplier prices.
4
5
Be sure on the lead time for procurement
and shipping along with timescale for
replacement fittings under warranty.
Are you just wanting light?
Growing technology of intelligent lighting means light fittings can send and
receive data as well as provide control.
Stuart Kirk is an experienced energy manager,
owner of Enerlyse Ltd and a board member of the
Energy Managers Association. He is a qualified
ESOS Lead assessor and RICS chartered surveyor.
Stuart also undertakes training for the Energy
Managers Association and RICS.
1
2
3
You only get the drop in energy consumption once. Consider the cost of repeat
installations over 10 to 15 years. Consider
the total net savings over this period.
37
POLITICS
Parliamentary Debates
over Energy
The EMA magazine will bring you regular updates on the questions and debates
raised about energy in Parliament.
Energy is vital for the UK so why does it seem that no politicians really care?
38
There are surprisingly few debates about energy in Parliament, with energy efficiency, especially in industry, being
largely ignored. The price of energy is a hot political topic
but debate is focused on cost not use. There seems to be an
assumption that cheap energy and energy security are here
to stay and are a product of a political whim. This will almost
certainly change as prices start to spike over the next few
years, but how will this affect policy makers?
At present there are remarkably few politicians who have
focused on energy or have any real understanding of energy
issues. The reason is simple, energy has been cheap and
secure for a long period with power cuts a very rare event. In
this climate, energy has not been a political battleground and
politicians have focused on more contentious issues. There is
now a growing understanding that there is a supply crunch
on the way.
This was the reason why Electricity Market Reform (EMR) was
introduced with support from all sides, the problem is that
this is still a financial solution to a supply problem.
There is a need for new generating capacity, most of which
certainly will be gas, however the first Contract For Difference
Auction did not give adequate financial incentive to build
gas plant. The next auction will favour gas plant but how
quickly can it be brought on-line and whether it will be easy
to finance is another question.
Single issue solutions such as nuclear plant, fracking, wind,
climate change and solar have all had their moments in the
sun, but focusing on a silver bullet mean that the bigger
picture has been neglected. The problem has been created
by the policies of the last thirty years by all governments. The
political rational is as follows, a power plant will have a life
span from start to decommissioning of fifty years. Construction will mean an enormous financial commitment from a
The government then has to explain to the press, who are
working on a 24 hour news cycle why bills will be higher. The
press then has to explain to the public who are worried about
this month’s bills rather than security of supply in the future.
This means that ignoring the issue is the simplest course of
action. No decision has been really made and the generating assets have been kept going as long as possible. This has
been a great policy but at some point, which many believe
will be in the 2016/17 winter, demand will exceed supply.
Whoever is in power when the first power cut hits will be
holding the proverbial pass-the-parcel prize. Voters are not
going to be happy so what is the solution?
The short term fix will be to raise the cost of energy to start to
make consumers use less. Politically this will not be easy as
the argument has always been about cost; shifting to using
less as a way of cutting the bill will be unpopular. A price rise
will also send a sizeable chunk of households into fuel poverty
which is defined as ten per cent of disposable income spent
on energy bills.
There is no quick fix through building generating capacity new gas power plant would be the quickest to build but will
still take over five years to be connected onto the grid; solar
can be built quickly but not as baseload; wind can be built
but the subsidy regime has been slashed due to Conservative
policies and it would be a brave financier who went quickly
back into this marketplace. This leaves nuclear but all the
money is being spent on Hinkley Point C, which unfortunately
is really only expected to come on line in the late 2020’s or
contractually by 2033.
The only real solution is using less, so energy efficiency will
become a political issue, and suddenly politicians who have
largely ignored this subject will need to become experts. The
EMA will be working in a number of areas, through briefing MP’s and Peers for debates, getting questions asked and
working with the committee structure to promote energy
management and the need for energy management.
We will be working through a number of all party groups
and will have a page dedicated to the politics of energy as a
regular feature of the magazine.
government that has a maximum life of five years.
39
POLITICS
Rupert Redesdale
by
The Spring Budget:
Well Done George
T
he simplification of energy taxes has now had a
price tag attached to it; by 2021 it will add £460
million to the cost of the Climate Change Levy
(CCL). This figure will offset the loss to the public purse of
the closure of the Climate Reduction Commitment (CRC).
The cost to industry will only be introduced in the tax year
2019/20 when an extra £435 million will be collected with
a further £35 million in 2020/21.
40
The change to CCL as a collection method for the tax will
be accompanied by the tax being charged at the same
rate by 2025 between electricity and gas. These projected
hikes are meant to be cost neutral in line with RPI, but that
said, Treasury could of course raise the rates in any future
budget.
Other key elements of the reforms include retaining existing eligibility criteria for Climate Change Agreement (CCA)
schemes until at least 2023. The Department of Energy and
Climate Change will carry out a target review to include a
review of the Buy-Out price for periods 3 and 4 in 2016.
Increases to the CCL discount available to energy intensive
businesses in the CCA scheme who meet agreed energy
efficiency or carbon reduction targets will compensate for
the CCL rate increases from 2019 to 2020, meaning that
businesses in the CCA scheme will only be subject to an
increase to their CCL liability broadly in line with RPI.
There are two main benefits of the new tax regime to
Energy Managers. The reduction in paperwork as a result
of the merging of CRC and Green-House Gas (GHG) reporting and the proposal that the new report will need to go
in front of a company’s directors and probably the main
board. Boards have an inherent desire to lower their tax
bill; and in this case the only way to do this is to use less.
These measures will really take effect in 2018, but could
have a major impact on the case for energy reduction
measures being supported by the Board. Tax really could
be the stick that makes companies more efficient and
greener; well done George.
THE event for everyone
responsible for reducing
their organisation’s
energy consumption.
EMEX is the energy management show that connects all energy users with hundreds
of leading suppliers, policy makers, engineers and experts.
This marketplace includes a free to attend conference programme that will help you
control energy costs, gain industry insights, source innovations, share knowledge and
stay up to date with the latest and upcoming legislative changes.
Their focus will be: Energy Management as a Profession, Energy Use in
the Built Environment, Meeting Energy Demand, Water and Energy Supply,
Technology and Innovation.
On behalf of my fellow board members of the Energy Managers Association,
I’d like to invite you to be part of EMEX 2016.
It takes 2 minutes to register for FREE at www.emexlondon.com
The Energy Management Exhibition
EXCEL, LONDON n 16-17TH NOVEMBER 2016
REGISTER FOR FREE TO GAIN FULL ACCESS TO
100+ LEADING SUPPLIERS 80+ SEMINARS / TRAINING SESSIONS
emexlondon.com
As well as a great line up of speakers, exhibitors, partners and supporters fellow attendees include:
41
Demand Side Response is an
OPPORTUNITY
Looking for ways to save on energy costs?
Would new revenue streams meet your business objectives?
Unsure how to make your energy strategy work harder?
Want to explore Demand Side Response opportunities, but unsure how?
The 2016 Power Responsive Conference and Exhibition:
• Hear from our leading industry Demand Side Response experts
• Learn how Demand Side Response is benefitting UK businesses across all sectors
• Explore your potential route to market in our exhibition space
• Partake in the breakout sessions relevant to the questions you need answering
• Come away with the answers to help you take your energy management to the next step
Join us at the Grand Connaught Rooms, London on June 16th
where together we can learn how you can become more Power Responsive.
Register at: https://idm360.com/ngprc
Date: June 16th 2016
Venue: Grand Connaught Rooms, 61-65 Great Queen Street, London, WC2B 5DA

Career and Training LED LIGHTING PROJECTS The EU: Brexin or

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