The EMA Magazine I July-August 2017 Issue by The Energy Management Community

THE EMA MAGAZINE

www.theema.org.uk | ISSUE JULYâ&#x20AC;&#x201C;AUGUST 2017

A SIX STEP APPROACH TO ENERGY MANAGEMENT in buildings

LIFTING THE LID ON THE BLACK ART of building control optimisation

IN THE SPOTLIGHT INTERVIEW with Tarek Barakat

COMMISSIONING CHP AND DISTRICT ENERGY

Birmingham New Street station

Energy management at Landsec

Energy management in buildings

McLaren Automotive in the spotlight

䔀䴀䔀堀䔀堀䌀䔀䰀䰀伀一䐀伀一㈀㈀ⴀ㈀㌀一伀嘀䔀䴀䈀䔀刀㈀㄀㜀匀吀䄀一䐀䈀㌀㘀

伀唀刀䌀伀䴀倀刀䔀䠀䔀一匀䤀嘀䔀匀䤀吀䔀䔀一䔀刀䜀夀䄀唀䐀䤀吀匀䌀䄀一䤀䐀䔀一吀䤀䘀夀刀䔀䄀匀伀一匀䘀伀刀䠀䤀䜀䠀䔀一䔀刀䜀夀䌀伀一匀唀䴀倀吀䤀伀一䄀一䐀倀刀伀嘀䤀䐀䔀吀䄀䤀䰀伀刀䔀䐀刀䔀䌀伀䴀䴀䔀一䐀䄀吀䤀伀一匀䘀伀刀䤀䴀倀刀伀嘀䔀䴀䔀一吀匀伀唀刀匀䤀吀䔀䔀一䔀刀䜀夀䄀唀䐀䤀吀匀䌀䄀一㨀䤀䐀䔀一吀䤀䘀夀匀伀䰀唀吀䤀伀一匀吀伀匀吀伀倀圀䄀匀吀䄀䜀䔀䠀䔀䰀倀夀伀唀刀䈀唀䤀䰀䐀䤀一䜀伀䈀吀䄀䤀一䄀䈀䔀吀吀䔀刀刀䄀吀䤀一䜀伀一夀伀唀刀䔀倀䌀伀刀䐀䔀䌀䄀匀匀䤀匀吀圀䤀吀䠀䴀䔀䄀匀唀刀䔀䴀䔀一吀 ☀ 嘀䔀刀䤀䘀䤀䌀䄀吀䤀伀一伀䘀䔀一䔀刀䜀夀匀䄀嘀䤀一䜀匀䈀䔀吀䄀䤀䰀伀刀䔀䐀吀伀匀倀䔀䌀䤀䘀䤀䌀䌀伀一匀唀䴀倀吀䤀伀一䤀匀匀唀䔀匀䠀䔀䰀倀圀䤀吀䠀䌀伀一匀唀䴀倀吀䤀伀一刀䔀䐀唀䌀吀䤀伀一䰀䔀䄀䐀吀伀䔀一䔀刀䜀夀䔀䘀䘀䤀䌀䤀䔀一䌀夀䤀䴀倀刀伀嘀䔀䴀䔀一吀匀

圀圀圀⸀匀吀䌀䔀一䔀刀䜀夀⸀䌀伀䴀簀㈀㠀㐀㘀㘀㈀㤀㄀㔀簀䤀一䘀伀䀀匀吀䌀䔀一䔀刀䜀夀⸀䌀伀䴀

contents

EMA MAGAZINE

FOREWORD

By David Mason

FEATURES

6 on strategies for an 8 Topenergytipsefficient building A Six Step Approach 10 toin Buildings Energy Management

Energy Management at Landsec By Charles Sainsbury

By Craig Macdonald

By Craig Brown

Lifting the Lid on the Black Art of Building Control Optimisation

What is Driving the Evolution of Energy Management in The UK? By Chris Asselin

By Jonathan Candy

The Difference in Performance between Design and the Building In-Use By Lorna Hamilton & Dr Andy Lewry

TECHNOLOGY

30 CHP and 32 Commissioning District Energy — Birmingham New Street Station What do you need to know about CHP? By Owen Anderson

20 Enhancing Professionalism 24 in Energy Management 25 IN tHE SPOTLIGHT

Career in Energy Management By Paul Boreham

By the Energy Managers Association

By Tarek Barakat

INDUSTRY FOCUS

The Future of Water — Time to Demand Innovation By Prof. Jacob Tompkins OBE

By Azhar Quaiyoom

USER'S GUIDE to Consider when 35 What Managing an Energy Budget ANNOUNCEMENT 38 By Nicky Maclaurin

By the British Pump Manufacturers Association

20 25

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

CAREER & TRAINING

FOREWORD by

DAVID MASON

Senior Sustainability Manager at Skanska

THE EMA MAGAZINE

Welcome... ... to the latest edition of The EMA Magazine. I was keen to take the opportunity to introduce this edition and emphasise the importance the EMA can play in knowledge sharing and our continued professional development. As part of my role with Skanska I keep a close eye on new technologies, constantly looking for new solutions we can apply in the projects we build and the facilities we manage. This is an exciting role but comes with an ongoing need to expand my knowledge and for me, membership of the EMA is proving vital.

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

New technology is emerging at an ever increasing rate presenting fantastic opportunities for us energy managers, but with it comes challenge as it is usually our role to specify, select, design and implement these solutions sometimes pushing us from our comfort zone. This is where being able to draw on the collective knowledge of a wider network of likeminded professionals such as the membership of the EMA can add real value.

This edition is again packed with articles, interviews, knowledge and experience directly from our membership and I hope you find it interesting. But, I would also urge you to explore what else the EMA has to offer. You will find practical training, technology and buyer’s guides, members meetings, the EMA Energy Management Hub, targeted working groups and industry initiatives all designed to help you improve your knowledge, understanding and status as an energy manager. Enjoy! David Mason

EDITORIAL

The Energy Managers Association theema.org.uk - Tel: 020 3176 2834 Edita Krupova; Editorial Enquiries & EMA Office Manager edita.krupova@theema.org.uk Jana Skodlova; Training, Skills & Business Development Manager jana.skodlova@theema.org.uk CONTRIBUTORS David Mason, Craig Mcdonald, Craig Brown, Jonathan Candy, Lorna Hamilton, Dr Andy Lewry, Charles Sainsbury, Paul Boreham, Tarek Barakat, Owen Anderson, Azhar Quaiyoom, Nicky Maclaurin, Prof Jacob Tompkins OBE, Chris Asselin and The British Pump Manufacturers Association ADVERTISING SALES Tel: 0116 3265533 Nigel Stephens, nigel@membertrade.co.uk Jas Singh, jas@membertrade.co.uk EMEX EXHIBITION SALES emexlondon.com - Tel: 020 8505 7073 Michael Jacobs michael@emexlondon.com SUB-EDITORS Jo Franks, Anne-Christine Field PUBLISHER Chris Asselin, chris@emexlondon.com Jason Franks, MANAGING DIRECTOR jason@heelec.co.uk 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. © 2017 HEELEC Limited, registered in England & Wales Company no. 8785975 VAT number: GB 176 1796 71 Registered office: Treviot House, 186-192 High Road, Ilford, IG1 1LR No part of this publication may be reproduced, stored in, or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without prior written permission. Any information or material sent by advertisers and contributors, including advice, opinions, drawings and photographs, is the view and the responsibility of those advertisers and contributors, and does not necessarily represent the view of the publisher

Delivering landmark gas to power solutions.

Edina is a recognised supplier, installer and maintenance provider for gas to power projects, and sole distributor in the UK and Ireland for market leading MWM gas engines. Our responsive gas to power solutions can help: • lower energy costs; • reduce carbon emissions; • maintain security of on-site power supply, and; • develop and support the growth of new business.

MediaCity UK photo by Francisco Del Valle

For more information about our gas to power solutions, or to discuss your project requirement, please contact us at: T: +44 (0)161 432 8833 E: info@edina.eu W: www.edina.eu

FEATURES by

CHARLES SAINSBURY Energy Manager at Landsec

Energy Management at Landsec

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

In this regular feature, we focus on how organisations across different industries approach energy management. In this issue, we are exploring the world of property management with Charles Sainsbury, Energy Manager at Landsec.

As the largest commercial real estate company in the UK, Landsec takes the impact of its operations on the environment very seriously, while also recognising that the sustainable economy provides an opportunity to deliver economic savings to the customers and communities it serves. Managing a mixed-use portfolio of shopping centres, offices and leisure destinations worth £14.4bn and an annual energy bill of over £20m brings its challenges, but consuming natural resources efficiently is a key part of our sustainability strategy, with a view to both mitigating the risks presented by climate change and reducing operational costs for our customers. Delivering our active energy management programme ensures we do just that, which is important given our stakeholders told us that energy and carbon was one of the issues that mattered to them most. What does energy management mean at Landsec? Our buildings use a lot of energy, so reducing consumption is an integral part of managing the portfolio; be it through utilising natural ventilation at Bluewater Shopping Centre or optimising the heating plant at our Head Offices in London. Active energy management is one of our key tools in reducing our carbon emissions and we’ve set ambitious science based targets to drive performance. These targets mean

we have committed to reducing energy and carbon intensity by 40% by 2030, compared with 2013/14 levels. With a fluctuating portfolio, using an intensity metric of kWh per/ m2 is the best way to assess and compare the performance of our assets. We have made good progress to date reducing our energy intensity by 13.2% and our carbon intensity by 18.5%. Our approach to carbon reduction is three-fold: • Use less energy – fine-tuning our buildings for performance and upgrading assets. For example, we have implemented retrofit

property company to sign up to RE100. Energy also represents a huge opportunity for us to be innovative and creative with the technologies we utilise at our properties. Sustainable design and innovation is a key element of our strategy, and arguably our biggest opportunity to reduce our environmental impact – getting the right technologies at the design and construction phase is crucial in ensuring our assets perform efficiently from day one. We’ve installed some bold technologies at new developments, such as the first hydrogen fuel cell and a large ground source heat pump system in the City. We’re seeing the benefits of these two, three and four years in to full operation through lower energy bills and RHI income. How do Landsec deal with energy management?

lighting programmes in a number of our retail centres. • On-site generation – maximising the opportunity for our assets to self-generate through low-carbon technologies and renewables – we’ve committed to increase our portfolio of renewables by setting a target of 3MW of installed capacity by 2030, which is an increase from our current 0.6 MW. New installations of solar panels at Trinity and White Rose shopping centres in Leeds will increase our capacity to 1.4 MW. • Procuring renewable energy – we are committed to always purchasing 100% renewable electricity and we were the first

We were rare amongst our peers in that we opted to go down the ISO 50001 route in order to comply with ESOS, but it was the obvious choice for us as it complemented our existing environmental management system. We’re now reaping the rewards of this approach, systematically managing energy, which embeds auditing as a ‘business as usual’ activity, allowing us to continually identify opportunities to reduce energy consumption. For us, this was clearly the best way to drive ongoing performance across such a large and diverse multi-asset portfolio. Adopting a ‘plan, do, act, check’ approach has allowed for consistency across the company, empowering sites to implement their own innovative energy reduction initiatives. The Landsec Energy

• Analyse performance – we analyse and interpret a host of data points from our buildings to identify areas for improvement. • Partnering with experts – we sit down with our service partners who are empowered to make strategy changes and incentivised to improve performance. • Engaging our customers – ultimately, any improvements we make benefit our customers, so we continually update them on progress and seek to engage with them on initiatives they’d like to implement in their space. • Action – finally we make decisive interventions to reduce energy at our properties to drive continual improvement using measurement and verification techniques to validate and report the benefits.

support their own sustainability objectives. To get things done you must be determined, be personable and adapt to your audience when trying to get buy-in for energy reduction projects. As energy professionals, often the key to this is being able to distill the technical case in to a meaningful business case, that is compelling to everyone regardless of knowledge level. In simple terms, partnership and collaboration is key and we challenge our service partners to move away from the typical client/customer It’s not just technical interventions relationship – working in true partnership allows ambitions that will help us achieve to be aligned and targets to be achieved. our targets – our people are

“

In simple terms, the implementation of our EMS is assured by site specific Energy Reduction Plans and we are committed to ensuring every asset has a plan to reduce consumption. We carried out in depth assessments at our highest consuming properties to identify a number of energy saving opportunities that will make inroads to our ambitious targets. In London, across our commercial offices we have focussed on clever, quick-win, fine tuning strategies such as free cooling and heating plant temperature glides. In retail, across our shopping centres we have much greater opportunity for true ‘spend to save’ measures and we are implementing a number of exciting projects such as retrofitting solar PV, as well as a number of LED lighting upgrades. There is ‘no one size fits all’ solution across the portfolio, as each property is different. However, we now have a firm idea on what reduction strategies will work at our assets. It’s not just technical interventions that will help us achieve our targets – our people are critical in delivering our energy management system on the ground. To build resilience and sustainability skills

across the business, we delivered a comprehensive training programme last year called Sustainability Matters. The programme focussed on role specific modules to enhance the diverse range of skillsets and professions we have at Landsec. I delivered elements of our Efficient Operations module on how to measure and optimise the operational performance of our buildings and how to set energy and waste reduction strategies. It was highly rewarding to deliver the training and on average, across all of the modules delivered, participants increased their knowledge by 40%. In-house training is hugely important in giving our staff the knowledge and

critical in delivering our energy management system on the ground.

”

skills to embed sustainability in their day to day roles. Attending the level 2 modules is mandatory for key roles across asset, development, project management, engineering and operations teams. What areas of every day’s business at Landsec are most challenging in terms of energy management? One of the most challenging yet exciting aspects of our industry is engaging the range of stakeholders that are involved in property management. This is particularly the case in a landlord occupier setting, where there are often multiple service providers delivering M&E to both parties. Our energy and carbon targets include our occupier’s energy use - this is a key point of differentiation between Landsec and other organisations - so we realised we must engage our customers to

Another constant challenge for us is managing data – we look after complex buildings with multiple data sources and thousands of meter points! Fortunately, in order to manage this, we have our own in house Energy Bureau to manage our data streams, billing and procurement. This removes a lot of the risk associated with outsourced or third party solutions, meaning we have direct control of our data sources. We share reports with our internal teams and our service partners to constantly monitor and improve building performance – as any energy manager will testify, data is useless unless it is acted upon! Author’s profile: Charles Sainsbury is an Energy Manager at Landsec, responsible for the performance of its London portfolio. He is a trained internal auditor in ISO management systems and has over 5 years cross-sector experience in energy & environmental management, delivering energy and carbon reduction programmes across multi-site portfolios.

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

Management System (EMS) is implemented as follows:

FEATURES by

CRAIG MACDONALD

Energy Manager at BAM FM Ltd

Top Tips on Strategies for an Energy Efficient Building

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

Between my current role as energy manager for BAM FM Ltd and through a variety of positions previously held within the Marks and Spencer energy team, I have been involved in ensuring buildings are running as efficiently as possible for the last 10 years. During this time I have been extremely lucky to have been part of some fantastic teams littered with passionate and dedicated people and have helped to achieve some fantastic milestones along the way.

Like all of you I have encountered many challenges during my journey; be them financial, behavioural, technological and so on. Consequently, without looking for particularly long you will always be able to find a list of reasons not to undertake efficiency measures. Moreover, we are all also guilty of feeling that the obstacles in our path put us in a more difficult position than our peers but in reality every building has its own set of unique problems to overcome. In addition, buildings are becoming “smarter”, more sophisticated and are able to provide more data than ever before. It is easy to sometimes feel overwhelmed or tempted to be over ambitious and fall before you really begin. However, no matter the complexity I firmly believe that every energy efficiency journey should begin with the same few simple steps giving you

the solid foundation from which to build upon.

immediately apparent and you can start to calculate the size of the prize.

1. Understand For me, understanding how, when and why energy is used within your building should be the first thing on every energy managers’ to-do list. Only then will you be in pole position to decide what, why and who you can target to promote efficiencies. Will energy efficiency strategies need to be passive or will building users have time and the desire to take part? Is anything out of bounds and too risky to tinker with or are you free to target all areas? Are certain times of the day likely to yield greater benefits?

2. Analyse Once the building is understood, next on the list should be analysing whatever energy data is available and more importantly what can be learned from it. If only billing data is available, does your consumption rise and fall appropriately in heating and cooling seasons? If you have access to more detailed information, does your energy profile tie in with your building’s occupancy? If you look after an estate, is it possible to find a commonality between buildings to compare and benchmark – looking for anomalies both good and bad? Do you require more information to develop energy efficiency strategies? AMR to replace manual readings perhaps or sub-metering to capture specific areas or processes? When do you use energy and how do you pay for it? Do you pay peak demand charges, if so could these be offset by either altering existing control methods or utilising any site generation? Could on site generation by utilised in a smarter way? Is energy storage or demand response viable for your portfolio?

Without fully understanding your building’s energy flows, efficiency strategies are likely to be flawed. For example, installing inadequate lighting for building use may mean money wasted in rectifying; implementing a strict temperature regime may result in users overriding equipment and circumventing policy in rebellion. Once a building’s purpose is fully understood potential efficiencies should become

3. Target Following this, it is time to set some achievable goals. Often energy targets are arbitrarily set without any real consideration to what is achievable. Numbers like 10%, 20% or even 50% might sound great or tie

VMUC-EM makes energy monitoring simpler VMU-C EM: A new integrated wired or wireless web-server solution The VMUC-EM collects data from up to 32 energy meters and temperature inputs and exposes the data to local networks or the internet via one of its three web services: (FTP) file transfer protocol server, which enables data to be pushed to a capable BMS, server or cloud-based service provider on a scheduled basis; HTTP client that allows data to be pulled on demand; or a Web server providing always-on access to real-time data, trending and alarms. • Integrated modular local monitoring system for Energy Management plants based on Webserver and FTP/push capability • Logged instantaneous variables of each meter can be displayed on daily, monthly or annual basis • Easy to read GUI displays the entire installations energy consumption • Alarms and events, visual, SMS & e-mail • A fully scalable solution • Integrated license free software

in with other business goals but are they achievable? Before concluding target setting there are a number of things to consider including; what has been achieved before; what is your current spend; do you have any capital; how efficient is your current building or estate? Target setting should also be made in collaboration with all relevant stakeholders with future business plans firmly in mind, for example, is the business looking to expand? Finally, what target style would best suit your organisation’s goals? Are you primarily interested in the sustainability angle and looking at a simple kWh or CO2 reduction or is cost reduction the principle focus? Each target type will have long and lasting implications on what kinds of efficiency measures will ultimately yield the greatest benefit. 4. Change Focus energy efficiency measures on existing equipment, maintenance and behavioural change first, before spending big on things like increased control or renewables. Often these yield the best returns on investment with very low initial outlays. A state

of the art BMS controlling a HVAC system riddled with holes and leaks is still going to be inefficient. A new PV system may be a good photo op but if the T12 lights inside are still burning 24 hours a day unnecessarily, then is this really the best use of time and money? Often viewed as a hindrance to energy managers, don’t overlook what could be your biggest asset in reducing consumption - the buildings’ users. Everyone has a vested interest in energy; they often just don’t know it yet! It’s the energy manager’s responsibility to find out how to interest all members in the organisation in promoting efficiencies. Some will react to the sustainability benefits and green credentials, others to reduced maintenance associations or improved working environments, others will purely be interested in the financial benefits, maybe some may be motivated by competition; building vs building, floor vs floor. There is always an engagement avenue open.

5. Collaborate Many energy managers do not have the luxury of a budget, and if they do it never quite seems to be enough. Is collaboration an option? The chances are that you might not have enough money to replace a boiler system ahead of its perceived lifespan, but when the time comes can you sway the maintenance department to plump for the most efficient model available? This could be achieved either through a convincing argument on how it will reduce maintenance or increase efficiencies. Alternatively and even better, can the energy department part fund the project to ensure the best fit for all parties? Finally, when a new building is being designed, could you get involved to ensure that a holistic view is taken to services installed, running costs and systems deployed? 6.Verify Make sure you can prove the savings you make, and make sure everyone knows about it!!!

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

Carlo Gavazzi UK Ltd. - 4.4 Frimley Business Park, Frimley, Camberley, Surrey GU16 7SG - Tel: 01276 854 110 - www.carlogavazzi.co.uk

FEATURES by

CRAIG BROWN

National Energy Manager at Science and Technology Facilities Council

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

A Six Step Approach to Energy Management in Buildings

I was brought into the organisation about 2.5 years ago to report on energy usage and reduce where possible. The first step of the process was for me to gather as much information as I could about the portfolio which consists of approximately 100 buildings spread across the U.K. The Science and Technology Facilities Council (STFC) has 5 main sites, located in Abingdon, Didcot, Chilbolton, Warrington and Edinburgh and an annual energy budget of approx. £12 million. All five sites serve different purposes and have holistically grown over time to support the scientific research which is conducted by our world leading scientists. 1. Understanding buildings – construction type/use etc. To say STFC has a unique portfolio may be an understatement. Our oldest buildings (in Edinburgh) date back to 1896 and to this day the sites are still expanding with construction of the Higgs Building (of Higgs Boson fame) in Edinburgh and the new RAL

(Rutherford Appleton Laboratory) Space building at the main site just outside of Didcot, Oxfordshire to name but a few. So the portfolio is greatly varied and comprises of: • • • • •

Further education facilities Hotels Restaurants Office Accommodation Small Scale Scientific Experimental areas (for example, clean rooms) • Medium Scale Scientific Experimental areas (for example, laser labs) • Large Scale Scientific Experimental areas (for example, a synchrotron – particle accelerator) With the diversity and scale of this organisation, we are by default a large user of electricity – last year for example we used 138,400 mWh of electricity across the portfolio. We have now collected key information to help us manage the portfolio and plan for the future. This information includes: • The portfolio of STFC buildings • When they were built

• How they were built • The area of these buildings (and separate areas down to room level within the building) • Who uses these buildings • In general, how they are used and who by The above forms the basis of the living document that is the STFC Energy Strategy. The occupants and assets are as varied as the buildings themselves ranging from ‘The Crawford Collection’ (a selection of documents and artefacts in Edinburgh from great scholars such as Copernicus and Galileo as well as a Victorian copy of Sir Isaac Newton’s death mask) to Petawatt (1 billion watt) lasers. 2. Collecting and understanding the general consumption data – kWh usage at high level and techniques to use when this is where the data ends In an ideal world every building would have a single gas, electricity and water meter serving only the building in question and all rooms and experiments would be

submetered to the ‘nth’ degree. However, as mentioned the sites have grown organically over the last 100 or so years so things are not as simple as they may appear.

buildings in the portfolio which have a sole gas and electrical supply, which have fiscal meters. These buildings act as our baseline for future development.

Serving our 100 or so buildings we have a grand total of 12 half hourly electricity meters, 5 small scale non half hourly meters and approx. 15 main gas meters. Each site has its own water supply, with most benefiting from a few water meters (to confuse matters slightly). The first step for me as National Energy Manager (and one of my key requirements for Energy Management) was to have AMR (Automatic Meter Readers) installed on all fiscal meters.

3. Understanding and planning of further consumption information – sub metering at building level and what can be done with this?

This has helped in a number of ways to achieve: Financial control of invoices High level data analysis Identification of wastage Profiling of the portfolio

“

The AMRs have now been installed for over 12 months which means STFC now has a data set to work with which is great. Unfortunately for STFC, and for many other organisations, this is where the data story ends. There is still value in analysing the available data; some of the great benefits we have had are:

• A level of understanding around the out of hour usage • Some key data to base business cases on – leading to energy efficiency being brought to the forefront of the organisation • ASC (Available Supply Capacity) analysis – potential of cost saving • Data for degree day analysis • A ‘kWh/m2’ figure which we can base calculations on The last point above is both a blessing and a curse. We have two

Sub metering at a building level. The ‘golden goose’, the gift that keeps on giving, at least this is what I hope for STFC. Sub metering at a building (or beyond) level is the ideal scenario for anyone involved in Energy Management. In the world of Energy, data is king! However when trying to get sub metering installed on a large

Certainly the plan for the sub metering system (when operational) is: • To develop profiles and baselines for each individual building • Use the data to target out of hour wastage • Use the data to build in depth business cases for energy efficiency measures • Develop league tables to have each building trying to compete to be the most efficient 4. Reviewing, expanding and understanding through BMS So how did STFC piece together a business case for a full sub metering solution? Well STFC also has separate BMS systems running at all different sites and thus no one platform to view key information on (can be done at site level). With a cohesive line of thinking from an energy, operational and maintenance stand point an open protocol system was selected to collect all information from all BMS’s onto one platform which could be monitored by our helpdesk staff. This open protocol system will provide a dashboard for each of the buildings from an energy standpoint but also from an asset monitoring standpoint. The thought process is that this will lead to cost savings in Energy and also in maintenance costs as each asset is monitored and alarmed so any issues will be flagged prior to them becoming a major concern.

Sub metering at a building (or beyond) level is the ideal scenario for anyone involved in Energy Management. In the world of Energy, data is king!

”

and complex portfolio there is a large stumbling block – the capital cost and the forever question payback or ROI. Now for STFC (and my role), based on the analysis of the available half hourly AMR data, sub metering was a must, however it is still extremely difficult to prove a payback without the granularity of the data – which is delivered by sub metering. A never ending debate, however STFC have progressed the idea and are mere weeks away from having a fully operational sub metering system – at a building level.

At present, the simple tasks performed using the BMS were: • A review of the current sub metering capabilities (which highlighted that yes there was some form of sub metering, however it was programmed to overwrite every day) • A review of the building set points (which should be primarily set at 19-21oC as per CIBSE

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

• • • •

The remaining buildings can have a kWh/m2 rate applied to them based on the information we do have about them, however this has to be adjusted and taken as a discussion point only as it is based on the area of the building. So while the biggest building in our portfolio does happen to be one of the most energy intensive (the particle accelerator), the second or third building may be a warehouse for storage. In which case the kWh/m2 rate has to be taken with a pinch of salt and manually adjusted based on experience.

Perhaps in time, a follow up piece will be done on how effective this has been.

guidance) • A review of the heating profile of the buildings The review of the current set up did highlight some issues, however once again any data is useful in the realms of energy management. 5. Improving and planning projects – from the simple to the complex – what we have in the pipeline Being one of seven research councils within the U.K. we at STFC are working on some truly fascinating things. These, by their very nature are energy intensive although ironically a lot of the research is looking in to the energy sources of the future. We have examined multiple projects, and many are awaiting funding however the active projects we do have are: • Full sub-metering solution and asset monitoring system • 30kW PV install with 50kW Battery Storage system • Boiler/Chiller replacements • Demand Side Response G59 upgrades

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

The first project on this list will hopefully lead to many more projects, and for me it is the key

project moving forward as it will inform all future decisions. I am looking forward to the trial of the battery storage system as I truly believe that PV arrays with battery storage will play a key part in the Energy landscape moving forward. 6. Identifying and overcoming barriers Science. Comes. First. This is the mantra which runs through The Science and Technology and Facilities Council, and rightly so. There are hundreds of ground breaking experiments going on across all of the sites in the fields of: • Lasers & Plasma Physics • Astronomy and Space Science • Particle Physics and Particle Astrophysics • Energy (Laser Fusion, Hydrogen Storage, Fuel Cells) • Environment • Medicine, Health & Bio Science • Chemistry • Physics and material science • Engineering & enabling technologies • Accelerator science • Computational science Working with so many highly skilled individuals drives the need for accurate business cases even in the earliest stage of discussion. Scientists by nature question everything and are obviously very protective of their working environments and equipment (again rightly so, a lot of the equipment is custom built to very exact specifications). This makes the project timeline for anything STFC tries to accomplish somewhat extended. This means that when projects do begin STFC is hopefully getting exactly what is required with no negative outcomes. Some of the barriers I have had to try and

overcome so far are: • When attempting to install a PV array and battery storage solution on site scientists were concerned over the impact of the invertors on the equipment – a solution was to install the invertors in a faraday cage to eliminate certain risks. Further concerns were discussed surrounding the reflection from the PV array on readings taken by the satellite at this site. Unfortunately, due to time constraints, STFC had to move the project to another site, although when this is operational we fully intend allowing our scientists to run experiments to satisfy any concerns. • As part of my interview with STFC I commented on the lack of visible renewables. At the interview I was told that wind turbines could not be installed due to the vibrations interfering with laser experiments on site. I have yet to challenge this statement as no formal report was written, however we are in the process of adding more renewables to the portfolio. • Voltage Optimisation. We have been working on installing voltage optimisation for some time, however due to the sensitive nature (age – some of the scientific equipment i.e. the syncatron is 1960’s technology and size/scale of 4-5 mW base load) the feasibility stage of the project is still on going. Author’s profile: Following graduation Craig worked as a Quantity Survey for approx. 6 months before making the shift in to energy. His first energy role was as an Energy Technician within the third largest Local Authority in Scotland. The role involved managing a portfolio of thousands of accounts and an energy spend of approx. £10 million per annum. After two years of making substantial savings from mainly desk top studies (limited capital budget) he joined the Science and Technology Facilities Council as the National Energy Manager.

FEATURES by

JONATHAN CANDY

Energy Manager at Mitie Energy

Lifting the Lid on the Black Art of Building Control Optimisation

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

My introduction to BMS optimisation

Significant savings can be made via optimisation of a building controls system, up to 20% electric and 50% gas is typical for very poorly controlled buildings. My background started in controls over 20 years ago and more recently as a controls consultant and energy manager. My first job in controls mostly involved trouble shooting and fixing communications networks; as I progressed I started to correct strategy but it was never really about energy, it was about making it meet a specification or an often misguided client requirement. During this part of my career I never really had much understanding of plant function or HVAC design intent. My ‘light on the road to Damascus’ moment came during a BMS upgrade project where we started to look into some of the data surrounding the boiler plant operation. We noted that boiler stages appeared to be firing without having much effect on flow temperature. The plant in question was controlling a number of variable temperature circuits which happened to have historic logging configured on the control valve outputs. The

simple step we took was to override 2 out of 3 of the boiler stages, this had the effect of producing a lower but more stable flow temperature, but accidentally all the control valves operation went from a mode where they were modulating gently to a mode where they were perfectly stable. At this point, I realised that with better knowledge of building service design I would be able to write better control strategy that would harmonise not only the aspect of the HVAC system but to also consider the building as a component in the jigsaw. 10 years on During the last 10 years I have carried out optimisation works on many buildings for many clients which will deliver 100’s of millions of pounds worth of sustained savings over the remainder of my life and beyond. My view on the BMS industry regarding energy efficiency is very poor, we are constantly reading about the latest box of tricks that is being sold but in my view the equipment we had 10 years ago can more than compete with the latest technology if managed, programmed and maintained correctly by competent

personnel. The current technology is designed to deliver enormous amount of operational data which we can use to make improvements, but unless we can fully understand the data and feedback the results into the engineering process then it will only ever remain as data, filling up a server somewhere. Here are my thoughts on what to focus on – making savings simple When I hear others discussing optimisation I hear a lot about schedules, set points, dead-bands, and there is also a lot of talk about occupancy comfort. This is fine, all these steps will help towards the overall savings but in order to make the type of numbers that get me exited you need to consider the control strategy surrounding plant efficiency. Put simply, I can change some scheduling and save 50 KWh/ day; if I can make that same saving over every hour of operation then this number is going to be much larger. When I survey a control system I am interested in three or four blocks of data, heating flow temperature, cooling flow temperature and

• Building scheduling. Does the building turn off at night and does this synchronize with the occupancy? • System stability. Oscillation between maximum flow temperature and minimum flow temperature. • Control temperatures appropriate to the outside ambient conditions. • If the system already been optimised. You can then look at the subsystems such as air handler units (AHUs) etc. Data mismatches on sensors will give you an indication of poor maintenance or poor control (a mismatch is the difference between what it is and what it should be). Once this process is complete then it should be possible to draw together an optimisation action plan and ordered approach where you start with the big wins and work your way down to the small ones. Chillers and boilers If we look at chillers and boilers there are some fundamental issues that we need to understand in order to make savings from these system. Cooling and heating systems are sized to meet a maximum demand

requirement. For chillers this will be when the outside air temperatures are at 30 degrees (10 days a year), for boilers the maximum demand will be when the heating system fires up from cold on a Monday morning when the ambient is -5 degrees. What this means is that we have systems that are sized to cope with extreme conditions which typically occur 20 days of the year, for the rest of the period we have more heating and more cooling than we actually need (a lot more). This leads to system stability issues which result in the ‘too hot too cold’ complaints that we are all too familiar with. Once we understand this, we can then implement some very simple control modification to address these issues. Ambient hold off Ambient hold off is a means by which you can disable main plant such as chillers or boilers when the weather conditions permit. I was very sceptical of this control when I first came across it. Why would a building owner spend thousands of pounds on a sophisticated BMS system and then operate the main plant using a very basic thermostat approach? The main issue that ‘ambient hold off’ deals with very well is plant maintenance. In a building with 200 fan coil units you can guarantee that roughly a third of these will have valves that are passing and therefore delivering energy where it is not needed, this is known as heating and cooling loses. As an example, if during an upper ambient temperature I have this quantity of heat escaping into the space then I have roughly 60 KW of heat which I now have to compensate for with cooling, therefore by turning off the heat I save 60 KW of heat energy and a further 60 KW of cooling energy. The other solution would be to carry out some maintenance but the costs attached to this are quite large and everyone in building FM

is trying to reduce costs so this gets left until the complaints become too frequent. By comparison the ambient control can be written into a typical strategy in about 30 minutes so the return on the investment can be measured in hours or days. With some buildings it’s possible to turn the chillers ‘off’ at 10 degrees, with others it may not be possible to turn them off at all. If this is the case it may be an indicator that parts of the mechanical services are not working properly ie. there are a lot of heating loses or it could be internal heat gain, either way an investigation should be carried out in order to understand why. For intermediate conditions it should be possible to operate at a lower boiler return temperatures which will give both gas savings and electric cooling savings. System oscillation System oscillation is something we should take a lot more seriously than we do. If there is an oscillation at the main plant then this will result in local control that can also oscillate. It is also possible to have a stable source and create system oscillation by changing the proportional and integral settings on the local control loops; this actually happens naturally as we go through all the seasons. If we have enough oscillating local control units these will then create a system oscillation on the main control source such as chillers or boiler. Oscillation can generally be resolved by limiting the number of stages of a heating or cooling source such that the overall system has low gain (high stability). It is possible that by doing this you will identify parts of the building that are not controlled correctly and a local investigation should resolve the issue (either too hot or too cold, either one or the other but not both at the same time). Mechanical Ventilation All medium to high spec buildings have some form of mechanical ventilation, either fixed volume or variable air volume, which is mostly seen on higher spec office buildings. The main criteria surrounding the design of these systems is the one that allows them to provide

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

outside air temperature. From a review of this data I can determine a number of other pieces of information.

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

the correct amounts of fresh air to maintain the correct air quality required by legislation. This means that if we look at a typical fixed volume building then the heating and cooling capabilities of the fan coil system will far exceed the duty of the heating and cooling batteries at the AHU (with variable air volume the AHU heating and cooling capabilities are much larger). Considering this, it is then misguided to over control the supply air set point of such an AHU as we could be interfering with the efforts of the local systems. When I first started investigating such controls across a number of buildings I witnessed a lot of different strategies. Some strategies used outside compensation to adjust the supply air temperature, some used internal temperature. At best it’s a guess, at worst it’s possible to set up an oscillation between the supply temperature and the internal temperature. The approach I have used basically controls the supply air between high and low limits and then we open these up to make best available use of free cool conditions. Volume control on these types of ventilation is limited because if you drop the supply volume there is a risk that you will not meet the design requirement for fresh air. Also, the saving in fan power may well be lost because of the loss of free cooling and therefore extra work is being carried out via mechanical cooling usually via the local terminal units. Understanding the intent of the design There are some buildings which are a little more sophisticated than others and it is often the case that you will see plant that is clearly not used in the way it was designed. In discussion with the incumbent engineers it is often the case that they will argue that the design is

wrong or the systems have never worked. In my experience, I find it is more the case that the problems have never been investigated by someone who understands all the aspects of the design i.e. energy, controls and mechanics, preferably at the same time. Poor commissioning and early hand over of a building into operational services are all too common situations widely accepted as the norm by resident engineers who deal with these problems on a

daily basis. For example, there is a building in London which features chilled beams. They have the option to run in three different modes. a) Free cool for chilled beam circuit on days when ambient is lower than 7 degrees. b) Small chiller for medium chilled beam conditions when additional cooling is not required at the AHUs. c) Two larger main chillers for chilled beam and main AHUs to be operated during summer conditions. The pipework allows the system to run in all three combinations but during all my visits the main chillers were running. During further investigation, it was found that the main AHUs were calling for dehumidification. This condition should not have been possible during the ambient conditions on the day of the visit. Furthermore, the low pressure hot water system was also at 84 degrees during a summer visit. It’s an all too common occurrence that the designer gets the blame when things don’t work the

way they should but my current view is that we assume that the designer was correct and then look at the system as a whole to determine why it is working incorrectly. The more complicated the software is the less likely it is to work. Data analysis Last but not least, this is a very important aspect of understanding how controls function. Nowadays, I have little regard about how the control strategy is written, how a system is working can be addressed from the status of the operational data output. If you go to a site where none of the control points are logged you can be sure that savings can be made as it is unlikely that anyone other than the BMS maintenance contractor knows what is going on. It’s also likely that the maintenance contractor has little interest in saving energy or giving advice on how energy can be saved. Data is vital and additional software can be used to provide plant condition reports or feedback into planned maintenance. If there is energy sub metering on site it should be possible to combine additional information such as condition reporting of chillers by providing information such as ambient v consumption scatter plot. On a more simplistic level, simple checking the chiller flow temperature against the scheduling will give you the simplest indication that something isn’t quite right. Author’s profile: Jonathan currently works as an Energy Manager for MITIE Energy, has a background in electrical & electronic engineering with 15 years trouble shooting SCADA systems (supervisory controls & data acquisition system) for major clients in the UK and around the world, prior to a career in building services consultancy and finally energy solutions management.

Improve the yield and environment. If your BMS is the heart of your HVAC system then Ecopilot® is the brain. It saves a lot of money, creates a more pleasant indoor climate and contributes to fulfilment of the EU’s requirements on greenhouse gas emissions. A smart solution which is proven to function on all existing ventilation, heating and cooling systems. Ecopilot’s contribution to Green Building Solutions Awards 2015 The Kuggen building, independent evaluation of Ecopilot® in a modern office building. The Kuggen is an office building of 4,898 m2 dividedinto 5 floors and was put into operation in 2011. From the start, even before Ecopilot®, the building had good energy performance and has been certified in accordance with the EU programme for energy-efficient building, Green Building. The evaluation was performed by an independent party, CIT Energy Management AB, without links to the supplier of Ecopilot®. This evaluation covers six months (the time period September 2014 – February 2015). Conclusion: Energy saving 49 % (of total heat consumption) The conclusions which could be drawn are that the requirements for the indoor environment are fulfilled with Ecopilot®.

customer: Jernhusen

customer: volvo trucks

building: GothenburG central station

building: arak

area:

4,962 m2

area:

7,150 m2 installation year:

JERNHUSEN

2014

assignment/solution

Jernhusen is the Swedish equivalent of Network Rail. In 2009, a new BMS system was installed in the property as a part of a technical modernisation project. Ecopilot® was installed 5 years later to continuously optimise the property’s energy consumption by offsetting the five year old BMS from its prescribed set-points, in order to align with the building balance temperature rather than the outside temperature. 28%

20%

13%

40t

building framework: old cultural brick buildinG type of building: bus and train station savings:

heatinG: 25 kwh/m2

yield: Yield on invested Energy saving capital heating

Energy saving electricity

CO2 Reduction

electricity: 14 kwh/m

carbon reduction: 40 tonnes co2 pa

28%

installation year:

VOLVO TRUCKS

2013

assignment/solution

Ecopilot was installed as an over-modulation of the existing system. Existing sensors were integrated into the system. The indoor climate had certain deficiencies before the Ecopilot® installation. Ecopilot uses algorithms to assess the static and fluid elements to calculate the everchanging building balance temperature, in order to maintain optimum comfort levels while using only the necessary heating and cooling resources to do so. ®

39%

58%

Yield on invested Energy saving capital heating

13%

20t

Energy saving electricity

CO2 Reduction

building framework: conorete type of building: office savings: heatinG: 22 kwh/m2 electricity: 18 kwh/m2 carbon reduction: 20 tonnes co2/year yield:

39%

More case studies available at www.ecopilot.co.uk For more information, give us a call on 02392 415 514

FEATURES by

LORNA HAMILTON & DR ANDY LEWRY

Senior Statistician & Principal Technical Consultant BREEAM, respectively, at Building Research Establishment

The Difference in Performance between Design and the Building In-Use We have the ability to design good buildings and the knowledge to operate them in an effective and efficient manner – so why doesn’t it happen?

The cycle of Real estate asset management is shown in Figure 2.

The construction industry has in general been “designing for compliance” using software with “standardised driving conditions” – see below. We know how to build good performance buildings but the issue seems to be having the design feed through to performance-in-use1. This has led to what has been termed the performance gap. In reality this has two components (Figure 1): • The compliance gap; and • Actual performance gap.

Figure 2: Real estate asset management cycle

A high-performing building generates maximum profit via: • High and continuous rental income • Low operating & maintenance cost • Low depreciation One of barriers to this being achieved is the split responsibilities which is demonstrated below in the so called “vicious circle of blame” (Figure 3) which affect the procurement of sustainable buildings in the rented office sector. THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

Figure 1: The difference between design and the building “in-use”

The overall gap has been estimated at between 200-450%2 of which the modellers estimate 50-70% is the compliance gap3 and can be solved with more realistic modelling mirroring the conditions in operation more closely. However, the underpinning reasons for the second and larger actual performance gap are generally unknown. There is a lot of speculation and hypothesis but little investigation and hard evidence. Why is this important? Management of real estate investments aimed at maximising property value and return on investment4 via: • Effective risk management • Efficient property management • Identification and implementation of valuable improvements

Source: Cadman 2000, The Vicious Circle of Blame

Figure 3: Barrier to the procurement of sustainable offices

On a pure cost basis the operation energy or the energy used in using a building is up to 50% of the operation costs or 40% of the total cost of a building (Figure 4).

Figure 4: The life costs of a building

If this is inflated by a multiple of 2 to 4.5 the cost to the end user is considerable. However, if the occupier is leasing these may just be passed onto them and they more not have much say in the management of the building. The effect on the asset and its value is just as dramatic with: • Deterioration of value • Service life of plant reduced • Fabric lifetime reduced • Costly remedial works to maintain value • In ‘void’ periods there is likely to be still further deterioration through lack of use • Loss of reputation Investigating the gap BRE have previously attempted to close the gap by using the Green Deal Tool to map Energy Performance Certificates (EPCs) onto Meters readings5,6; although this approach has merit the sliding energy management scale has little underpinning research to support the assumptions and no verification has been carried out to support these judgement calls by expert groups. Anecdotal evidence from the asset management industry has indicated a number of possible reasons: • Issues with the management structure and governance; • Lack of maintenance due to resource and skills shortage; • Limited data; • Lack of practical solutions and their costs. However, the real truth is nobody knows and this present an opportunity for whoever finds the evidence for the underpinning causes and then presents practical solutions to solve them. This has been recognised by the construction industry and priorities that were fed back from the UK Green Building Council Delivering Building Performance task group; the UK Innovate building performance project and a Building Services Research and Information Association workshop on Building Performance were: • There was data on the performance gap but no

systematic investigation of the reasons why and the magnitude of the issues – what was needed was a controlled study to investigate this; not attempting to link datasets • Design was not an issue but operation and the associated issues seemed to be the cause, however there is only anecdotal evidence to support this. A study is needed to codify and quantify the causes of poor performance in use • The “gap” seems to increase with time, again anecdotal evidence is available with no quantification of the underlying reasons; with a long term study needed to identify, qualify and quantify any affect • Health and wellbeing is associated with this effect but, as before, there is not true quantification, model or tool; as a result, a monetary value cannot be assigned to the loss/gain of productivity leading to an incomplete business case. A desk study is needed to identify knowledge gaps following by field study producing data leading to a model/tool for quantification of productivity loss/gains. The main barrier to this is quality data from a large enough sample with full access to the building and their occupants. What was missing is “real-life” exemplars to investigate the actual causes of the performance gap and propose practical solutions. BRE have now been presented with that opportunity and Dr Andy Lewry is currently leading a two phase research project into the performance gap, which will be concluded at the end of 2018. Author’s profiles Dr Andy Lewry is a chartered engineer, a chartered scientist, a Fellow of IOM3 and the Energy Managers Association; plus a Prince 2 and Agile qualified project manager. He has also authored and published best practice publications on energy management, energy audits, building control and building energy management systems. Recently he produced guidance on “Bridging the performance gap: Understanding predicted and actual energy use of buildings” and “Producing the business case for investment in energy efficiency”. Lorna Hamilton leads on quantitative analysis aspects in BRE’s Social Research Team. She has experience of analysing and modelling a wide variety of data and specialises in the application of Generalised Linear Models for correlated data. She has worked with both large and complex data sets for a variety of Government, European Commission and commercially funded projects. A range of technologies were seen as the most likely source of granular energy data to generate energy savings (Figure 3). References 1. UK Green Building Council Task group report – “Delivering Building Performance”, 11th May 2016 2. Innovate UK – “Building Performance Evaluation Programme: Getting the best from buildings - Findings from non-domestic projects”, January 2016 3. CIBSE Building Simulation Group event, “IES Faculty: Intelligent Big Data in Building Services”, Dr. Naghman Khan, IES, London, 27th April 2016. 4. Mind the Gap: Quantifying Principal-Agent Problems in Energ Efficiency, International Energy Agency (2007). 5. A. J. Lewry, J. Ortiz; A. Nabil; N. Schofield; Mr. R. Vaid, S. Hussain, and P. Davidson, “Bridging the gap between operational and asset ratings – the UK experience and the green deal tool”, BRE briefing paper KN5477. 6. A. J. Lewry, “Bridging the performance gap - Understanding predicted and actual energy use of buildings”, BRE IP 1/15, February 2015.

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

However, poor operational management undermines the aims of asset management and leads to: • Increased tenant complaints regarding comfort conditions and loss of reputation • Higher service charges • Longer void periods leading to a reduction of income • Lower and shorter rental values, as a consequence of high service charges and poor comfort conditions • Capital expenditure on HVAC equipment failures, due to poor maintenance • Tenants wanting to renegotiate rent values based on maintenance issues

CAREER & TRAINING by

PAUL BOREHAM

Independent Energy Management Consultant

Career in Energy Management The Energy Managers Association aims to encourage and enable more professionals to enter the world of energy management and environmental roles. Being an energy manager may not seem like the most obvious career for many. The EMA has taken on a challenge of changing the perception of energy management, by raising the sector’s profile and sharing its members’ – leading energy managers - insights into their career progress and achievements. In this issue, we have asked Paul Boreham about his career and views.

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

When did you first hear the term ‘energy management’?

When I started my career in electrical engineering, energy management was not commonly known as a separate role as it is today. This was partly due to the relatively low unit cost of energy, that was almost constant each year and that the duties of an energy management were usually incorporated into other engineering roles. This was around the time of privatisation in the 1990’s, when the Central Electricity Generating Board was being broken up into three separate companies, creating competition. The only organisations that warranted an Energy Manager at the time were major energy users, such as steel or chemical works, where energy costs were very significant.

Better control and understanding of systems, usually leads to efficiencies and often a consequential saving in energy and costs. This led to my interest and passion for the management of energy and the identification of waste through data analysis or audits. I see that my career in energy management was a natural progression, driven by my early experiences, coming across many inefficient control systems. As the energy supply industry was changing with privatisation and businesses needing to reduce costs, my career and the role of Energy Managers became important to many more companies. How did you progress through the profession to your current role? My various roles have been new learning challenges with different businesses covering different sectors from industrial, retail and property. Each of these had specific energy requirements that needed to be managed and controlled.

“

What made you choose energy management as a career? I was working in an engineering department for a water company and I was interested in remote communications and control systems.

My various roles have been new learning challenges with different businesses covering different sectors from industrial, retail and property.

”

During my career, I studied at University and gained an MSc (distinction), in energy related subjects. Having a good technical background in various sectors from

my electrical and electronic training, allowed me to bring fresh ideas and strategies to businesses to make genuine savings. I consider that my career in energy management has been very good as I still have the same passion for the subject that I originally had in my first role as Energy Manager. This enthusiasm and my knowledge gained over the years has allowed me to progress through various energy management role My various roles have been new learning challenges with different businesses covering different sectors from industrial, retail and property. Each of these had specific energy requirements that needed to be managed and controlled. During my career, I studied at University and gained an MSc (distinction), in energy related subjects. Having a good technical background in various sectors from my electrical and electronic training, allowed me to bring fresh ideas and strategies to businesses to make genuine savings. I consider that my career in energy management has been very good as I still have the same passion for the subject that I originally had in my first role as Energy Manager. This enthusiasm and my knowledge gained over the years has allowed me to progress through various energy management roles. How did the energy managers’ role and the industry evolve during your career? In my career, I have been fortunate, being involved from the start of energy being recognised as a major cost to companies, coming with an environmental burden of emissions.

ANNOUNCEMENT

EMA Courses in 2017-2018

Energy Management in Practice Training Programme The EMA has produced a training programme for individuals interested to gain knowledge needed to operate effectively as an energy manager in a workplace. The programme is intended for candidates who are: • Up-skilling their existing energy management knowledge and skills • Re-skilling from other professions such as sustainability, environment, facilities and engineering • Newly appointed energy managers • Interested in becoming energy managers.

• Fundamentals of Energy Management: 19-20 October 2017 | 1-2 March, 7-8 June, 4-5 October 2018 • Energy Assessments, Measurements and Verification: 18 October 2017 | 5 March, 11 June, 8 October 2018 • Energy Management Strategy: 17 October 2017 | 6 March, 12 June, 9 October 2018 • Understanding and Delivering Behavioural Change Programme: 20 September, 29 November 2017 | 13 March, 5 June, 27 September 2018 • Energy Procurement: 27 September 2017 | 8 March, 14 June, 11 October 2018 • Water Management: 28 September 2017 | 20 March, 19 June, 16 October 2018 • Lighting – Basic Understanding: 24 October 2017 | 15 March, 20 June, 30 October 2018 • NEW*Battery Storage for Business: 10 October 2017 | 19 April, 1 November 2018 • Turning Data into Energy Savings: 4 October, 6 December 2017 | 21 March, 4 July, 6 November 2018 • NEW*EMA Energy Assessor: 1-3 November 2017 | 25-27 April, 7-9 November 2018 • Become an ESOS Lead Assessor: 26 October 2017 | 20 April, 2 November 2018

Many other courses are under development so keep an eye on our website or email jana.skodlova@theema.org.uk

FOR MORE INFORMATION VISIT www.theema.org.uk

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

The portfolio of courses features established as well as new EMA courses:

Early in my career, energy costs were regarded as almost a fixed overhead, rising by RPI each year by many companies. This attitude encouraged systems consuming energy to be disregarded and have minimal monitoring. Identifying wasted energy through monitoring and analysis is a key skill for Energy Managers. During the time since privatisation, the energy sector has developed with new emerging companies and roles from risk management, energy trading, emissions trading, demand management, energy auditing, project management, corporate reporting and environmental management. As energy costs have risen and energy management has become more complex, Energy Managers have evolved from engineers, facility managers and financial managers to cover an ever-widening brief. To keep up with this evolution, regular training and a genuine interest in the subject is essential. This interest has driven my career from working as an engineer in a water company with an interest in control systems and electronics to managing millions of pounds of expenditure in different sectors from retail to property.

costs, systems were developed to allow users to avoid expensive tariff periods. Energy costs vary during the days and costs could reflect this to encourage more efficient use of energy. I believe that data and information is crucial to the role of the Energy Manager and understanding the fundamentals of energy is important.

professionals to get involved. After all we can now control our heating from our phone! Unfortunately, I often come across systems that promise a lot but have failed due to being not set up correctly, obsolete or fundamentally showing the wrong information. We live in an era of constant and rapid change and many of these systems are very complex. There is a need for new professionals who can Energy Management requires an element understand complex systems and first principals to be of detective work, where you suspect able to realise when energy information is suspect or an issue, analyse the data, look for wrong. This requires a special of person with drive clues, and make a conclusion based on type and passion for the subject along with a good technical the data or evidence. understanding. I believe that once this interest is triggered, Often, sophisticated control systems most people can be involved to show information that needs deliver energy management, at all interpretation. I have seen systems levels. displaying ambient temperatures that have been wrong due to What advice would you give to their position, requiring simple someone looking to become an repositioning to correct. Sufficient energy manager? attention may not be taken to providing accurate sensors that have I have recently given advice to large influences on control systems, an enthusiastic potential energy leading to waste energy and costs. I manager and suggested first joining have been heard many times, saying the EMA and enrolling on courses. “back to basics”, as information The EMA has a large membership coming from systems may not seem of experienced energy managers right. The ability to roughly estimate in all sectors who can advise and is essential. recommend opportunities to follow a career path to become What is your biggest an Energy Manager. After this, I achievement to date? would recommend a professional qualification. Whilst I have made large financial savings for many businesses, they are soon forgotten. Energy Managers can What qualities should a good all quote savings due to contracts, energy manager possess? billing errors and projects, but I consider that my best achievement is A good Energy Manager needs to with recruiting and inspiring young be interested in many things as the Energy Managers. There is nothing subject is very wide. If understanding better than to see ‘one of my team’ how systems and processes work doing well and enjoying the same does not appeal, then the financial success that I have had. aspects of projects or data analysis, are important skills to have.

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

“

I have been involved in installing energy management systems as existing building management or control systems often only collected some engineering data such as temperatures and pressure but ignored fundamentals such as energy and power. Fortunately, this has now changed as the cost and relative importance of energy information has increased. The latest control systems collect and display energy data in easy to understand graphical displays. This information allows people to realise the importance of managing energy by highlighting issues or failures early. The proliferation of web based products, offering instant control and monitoring from your phone should lead to fine control and the minimisation or elimination of waste. This technology led evolution in the domestic sector parallels the industrial, commercial sector where following privatisation and rising

”

What is the best approach to attract new talent into energy management sector? It is difficult in 2017 for people to know what career path to take as technology seems to be able to carry out all functions without the need for

It is easy to assume what is going wrong with a system due to the data but it is prudent to not jump to conclusions, until the evidence has become overwhelming. Above all, interest and drive to understand and resolve, are essential.

The subject of managing energy has become significant to many more businesses now as unit costs have risen and environment emissions are being reported and managed. Energy costs and carbon emissions need to be controlled. Controlling these costs can involve purchasing through contracts and employing hedging strategies to avoid the volatility of the market. Once energy has been purchased at the lowest rate, its use should be managed and monitored to ensure all waste is minimised. As a ESOS Lead Assessor, it is a concern that many companies still do not closely monitor energy. Energy consuming equipment and processes need to be monitored, maintained and managed. Identification of methods to reduce consumption, generate or manage the loads should be considered. A good background of financial knowledge is useful for appreciation of projects and demonstrating their benefits.

Finally, in business today corporate reporting is essential so that shareholders, employees and customers can see that business is behaving responsibly. Energy production and the environmental burden it carries through its conversion is already a significant issue and businesses need to recognise this, report it and make plans to reduce. This reporting covers all areas of waste from energy, water, carbon and waste materials. I consider that energy management covers all of these and can therefore provide careers in many different areas all related under the role of energy management. Today, the role of Energy Manager is no less demanding and often incorporates environment and sustainability. Remote monitoring using web based meters can create vast amounts of data leading to just a monitoring and reporting role. Systems to collect, display and

analyse this data are crucial. The secrets and answers are contained in the data, if it can be manipulated and displayed quickly and easily. We all complain about spreadsheets but data manipulation today is very easy with data being dragged into applications with ease. Once in an electronic form, it can be normalised, looking for exceptions and patterns. Energy Management requires an element of detective work, where you suspect an issue, analyse the data, look for clues, and make a conclusion based on the data or evidence. Finally, I have met and worked with many great people during my career as an Energy Manager and I hope that these people and companies do well with their careers or business in the future.

20% off new expert Guide *

Save costs and improve energy management

Code of Practice for Electrical Safety Management

Following this process can lead to: ■ ■ ■ ■

Reduced costs resulting from a better understanding of energy pricing structures and operational efficiencies that you can make A measurable reduction in CO2 emissions Compliance with relevant legislation A personalised plan for improvements that relate directly to your organisation

Get 20% off when you order online*: use code EMA17 when prompted at checkout.

www.theiet.org/energy-guide Only one discount available per order, the highest available discount will be applied at checkout. Applies to first-copy purchased only, of print books purchased directly through the IET website. Does not apply to e-books. Offer ends 30 November 2017. *

EMA reader price: £52 RRP: £65

The Institution of Engineering and Technology is registered as a Charity in England & Wales (no 211014) and Scotland (no SC038698). Michael Faraday House, Six Hills Way, Stevenage, Herts, SG1 2AY

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

The cost-savings and organisational benefits recognised simply by having a greater understanding of how energy is used in your business can be significant. The IET’s Guide to Energy Management in the Built Environment provides an underpinning process to help you work through the various management stages.

CAREER & TRAINING by

THE ENERGY MANAGERS ASSOCIATION

Enhancing Professionalism in Energy Management Energy managers do not have as straight forward career path as for example doctors or accountants, as most come from various fields such as engineering, surveying, maintenance, operational management, and even accounting. Many energy management professionals have picked up their knowledge from experience, learning from colleagues, magazines, on-line searches or networking. The EMA runs the Knowledge and Skills Gap Analysis Interview to help you as an energy manager to pinpoint areas you may not have the knowledge base of. The Interview is a professional discussion with other energy management professionals touching upon your current areas of professional knowledge, whilst (at the same time) identifying any potential gaps, and suggesting ways to fill those gaps either through learning or mentoring. If interviewees demonstrate all the necessary knowledge during the interview they will be awarded the official EMA endorsement of the Recognised Energy Manager.

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

Why don’t you undertake a self-assessment exercise to test your understanding of the core competencies?

1. Technical and Operational Competency Are you able to demonstrate understanding of how energy is consumed in different types of building and processes? Do you understand how energy use equipment and systems operate, aspects of their design, installation and commissioning. Are you able to use operational and maintenance controls to operate the energy use equipment and systems efficiently? 2. Energy Assessments, Measurements and Verification Competency Can you demonstrate understanding

of a basic metering and how to collect and record data? Are you able to carry out basic checks on bills and other recorded data to verify accuracy and repeatability? Can you demonstrate knowledge of setting targets in line with published guidelines and report against targets to a range of stakeholders? Are you familiar with various energy assessment methods and are you able to compare them? 3. Behavioural Change and Motivation Competency Are you able to identify changes required to improve energy performance of your business? Are you knowledgeable enough to develop structures and strategies for change to improve your business’s energy performance, and monitor and report on progress towards defined goals? 4. Regulatory & Legal Compliance, and Carbon Management Competency Are you aware of key EU directives and UK legislation relevant to energy and climate change as well as the economic incentives? Can you identify and broadly quantify the impact of legislation on their organisation and anticipate broad changes that might affect long-term organisational plans? 5. Energy Management Strategy and Plan Competency Do you understand global energy trends and their impact on business operations? Can you determine suitable objectives and targets for improvement? Can you develop an action plan around energy, carbon and water? Do you understand how success can be measured and verified? 6. Waste Management Competency Do you have an understating of key challenges in waste streams and the appropriate use of waste? Do you understand financial advantages and disadvantages of organisation’s waste stream? Do you understand the use of waste as a renewable resource and

are you able to undertake a basic audit of greenhouse gas emissions in their workplace? 7. Energy Procurement Competency Do you understand the UK energy market? Do you understand energy tariffs and drivers of energy prices? Are you able to carry out basic procurement exercise? 8. Energy Efficient Transport Competency Do you understand key energy management challenges associated with the transport? Are you able to demonstrate knowledge of how to achieve a fuel efficient fleet? Do you understand the impact of transport on climate change? Do you understand local, regional, national and international initiatives/policies associated with the energy efficient transport? 9. Water Management Competency Do you understand water use and conservation of water within your business? Are you able to undertake a basic water audit and identify the water-using fixtures and fittings? Are you able to identify water efficiency within processes in your business and understand the links between water and energy? Are you able to develop behaviour change programmes and communications for water efficiency in your business? 10. Information Technology Competency Do you understand the energy and water usage association with ICT in your business? Are you able to model different IT infrastructures and estimate power consumption? Are you able to estimate the carbon footprint of their organisation’s ICT infrastructure including offsite services? So how did you do? A gap analysis interview will help you to plan the next steps. For more information, please contact jana.skodlova@theema. org.uk or call 0203 176 2834.

CAREER & TRAINING by

TAREK BARAKAT

Energy & Waste Manager at McLaren Automotive Limited

In the Spotlight

When did you first hear the term ‘energy management’? And what did you think it meant then? I first became aware of the term when I started pursuing post-graduate degrees in the Environmental field; it was quite new to me as I had always considered energy to be more or less a fixed cost to any business. I initially thought it was related to how a business manages the purchase of their energy needs, little did I know the extent to what the true meaning really was! How did you become interested in energy management? I have always felt passionate about the environment although I only really became aware of the climate challenges that affect us as a species on completion of my undergraduate studies in Mechanical Engineering and after a few years working in my previous role as a technical buyer. It was only after I joined McLaren Automotive that I decided to pursue a career change and my employer was fully supportive when I notified

them of my desire to pursue part-time studies in this field. What does your role at McLaren Automotive Limited entail? Looking after all energy and waste management activities, from monitoring energy usage & optimising processes to implementing and managing new project installations. What is the most exciting part of your job? The most exciting part for me is when I am able to pick the fruits of my labour, so to speak. When I see positive actions as a result of behavioural change or once I’ve

However I like to look at these situations as potentially hidden opportunities! Can you describe your typical day? I arrive at work fairly early in the morning and will normally start by checking and adjusting BMS (Building Management System) settings for the day/weekend ahead, based on the prevailing/forecasted weather conditions, followed by a quick walk around the facility to check for any abnormalities to our normal production process settings and a quick chat with my production planning & maintenance teams. When not in meetings, you will usually find me at my desk working on legislation documentation requirements, reporting, presentations, or generally following up on any of the many projects that are on-going at any given time. What drives you?

implemented an activity or project with successful results - whether it leads to a direct reduction in energy consumption or in the amount of waste generated by the organisation – that excites me. What is the most frustrating part of your job? The most frustrating part of the job is when I see any unnecessary environmental harm taking place.

Reducing our impact on the climate in a way that is appropriate to people leading their lives; the thought that every kilogram of CO2 not emitted and every kilogram of waste that does not end up in landfill will have an impact on our planet and on future generations. What qualities should a good energy manager possess? I believe a good energy manager should take a holistic view to the role, as the job is fundamentally about minimising the environmental impact of an organisation whilst achieving

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

Energy 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 Tarek Barakat, the Energy & Waste Manager at McLaren Automotive Limited.

the fundamental business objectives. To allow for this – and as an energy manager collaborates across all levels within an organisation and is meant to inspire – the key qualities one must demonstrate are leadership, communication, and presentation skills. You also need to be organised, innovative and ‘think outside the box’ when looking to overcome a challenge or come up with a new opportunity. What is your greatest contribution to the energy management sector or your current role? Considering I have only made the career change to Energy and Waste Management recently, I would have to say my biggest contribution has been my dissertation project – an energy management project on

McLaren Automotive Limited – which has led to a significant reduction in our energy consumption and to the creation of my current role.

body operates! I believe that by revolutionising the way we think about the planet and by sustainably utilising its resources we can achieve great results for the global economy, without negatively affecting personal choice or the opportunities for future generations. What advice would you give to someone looking to craft an energy management strategy?

Which energy efficient innovation can revolutionise the global economy? I find human beings to be the most efficient creation of all time actually – just look at the way the human

I would advise that you really get to understand the needs of the organisation you are working for and fully understand where there may be obstacles, so that they can be addressed within a strategy. The last thing you want is to craft a strategy that does not get implemented and ends up in a drawer collecting dust!

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

Develop your career with Cranfield’s world-renowned range of CPD courses in Energy and Power With over 40 courses to choose from, covering bioenergy and resource management, combustion, carbon capture and storage, oil and gas exploration and production, power systems and renewable energy technologies, we’re bound to have a course to suit your development needs. Dates are now available to book for our most popular courses, visit the website for more details, and secure your place on a development pathway with Cranfield University. For more information visit:

www.cranfield.ac.uk/energy/cpd 26 or speak to a Course Advisor:

T: +44 (0)1234 754189

INDUSTRY FOCUS by

PROF. JACOB TOMPKINS OBE

Chief Technology Officer at The Water Retail Company

The Future of Water — Time to Demand Innovation That is a nice bold title for you. However, predicting the future of the water sector has to be easier than being an economist or psephologist at the moment. But to make it even easier this article focusses on water technology and innovation rather than stuff like renationalisation or financing of infrastructure. The water sector is terrible at innovation. It is second only to the construction industry in its lack of R&D spending. The general water company response to an innovative product or service is either, ‘well, we would like to trial this but you have just missed the budget allocation cycle’ or ‘if this is such a good idea why hasn’t anyone else done it before’ or just a simple ‘no’.

adoption of waterless urinals and early investigations of ultra-low-flush toilets. But, the really massive opportunities lie in the interface between utilities, customers and data. The use of smart data and the internet of things should enable water companies to use sensors and automation to not only monitor but also control water systems from catchment to tap, and from the toilet and back. The water industry uses and produces water, heat, energy, phosphates, rare metals and more, yet it is late in recognising the potential of the circular

water and wastewater services are specific to the end user. This might sound outlandish but the One Park West development in Sydney is virtually off-grid and is supplying neighbouring offices. There are affordable and practical sensors on the market that can not only monitor water pressure, flow and quality for businesses and provide real-time information to mobile devices, but they can also learn water use patterns, detect anomalies and intervene to take remedial action.

Competition in the water market should be driving innovation and to a certain extent it is, we are seeking off grid solutions Water supplies will be tailored to the and we are seeing a few companies (mainly the smaller individual home and business; rather specialist companies) seeking out innovation or working than a one size fits all approach, we with companies to develop will see water as a service approach, new approaches. However, general the market is not where water and wastewater services in living up to its promise. We are seeing larger companies and are specific to the end user. incumbent retailers focusing on offering the lowest prices and acquiring the largest customer economy, even basic stuff like using base rather than focusing on treated effluent to wash screens in specific customer needs, and more wastewater treatment works rather importantly on reducing the water than using potable water was not use. recognised until a couple of years ago. The internet of things offers big opportunities for the smart Therefore, it is clear that there is massive potential for innovation management of water at the macro in the water sector. There are new level and it also offers the prospect ideas, devices and systems, there of smart water appliances in homes are opportunities and there is a and businesses. And this in turn leads framework for people to switch to to the potential of more personalised innovative providers or to go off-grid, water. or to work with wholesalers to trial new things. But, whilst there are a few What should the future look like? My individuals and companies who are view is that we will see more off-grid developments, we will see buildings taking these opportunities, the water sector as a whole is not embracing harvesting rainwater and treating change and is stifling innovation. greywater using circular economy Therefore, it is up to customers to ask principles, and the role of the water for innovative solutions. Talk to your company of the future will be to water companies, ask them about manage the water quality and supply new approaches to water supply, data from these buildings through wastewater treatment and data the Internet of Things. Water supplies will be tailored to the individual handling. And if they don’t deliver then shop around or speak directly home and business; rather than a to the innovators and bypass the one size fits all approach, we will see incumbent utilities! water as a service approach, where

“

So what sort of stuff is being trialled, what other innovations are waiting in the wings, and what should future innovation look like? We are seeing trials of greywater systems, smart rainwater tanks that can empty themselves in response to approaching storms to offset flooding, intelligent pipe networks that dynamically manage their own pressure and flow to optimise water resources and infrastructure lifespan. We are seeing greater use of drones from surveying networks, and the use of satellites to detect leaks. And at the smaller scale we are starting to see trials of atomised taps and showers, the wide scale

”

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

But there are some glimmers of hope. There is a lot more talk about innovation and there are some examples of clustered funding, such as Severn Trent’s Birmingham Demonstrator project, or Anglian’s Shopwindow in Newmarket. These pilots, and similar initiatives by other companies, are trialing innovations on the ground with a view to rolling them out.

INDUSTRY FOCUS by

CHRIS ASSELIN

Communications Director at HEELEC Ltd

What is Driving the Evolution of Energy Management in the UK?

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

Energy is one of the most significant costs for a business and reducing it by just a few percentage points can have a significant impact on profits. Recent research however, seems to show a disconnect between the opportunities identified by energy decision makers and getting them signed off in the boardroom. CEOs typically have three key motivations – building shareholder value, sustainable business success and creating a legacy. By comparison, reducing the energy bill is often regarded as a deep operational issue and any investment required not looked upon favourably. We can all picture the charismatic Sales Director showing ambitious sales curves for increasing revenue and yet a similar contribution to profits by reducing energy spend is often overlooked.

To really highlight the opportunities here, consider that in order to pay their energy bills, Morrisons must sell two full shopping trolleys every second; Mitchells and Butlers must sell 7,200 pints an hour and Whitbread must sell over 400,000 hotel rooms each year. In the last example a 5% bill reduction is equivalent to running a small hotel at full occupancy! A recent Telegraph/YouGov survey of senior managers and directors

revealed that 46% of senior managers had no idea what their company spends on energy and 54% of them had no idea who was responsible for their energy management. Given that a fifth of the businesses surveyed spend more than £250,000

“

Almost half of senior executives don’t actually know what their business spends (on energy). We work with the energy decision makers in thousands of companies to help reduce their costs and develop greater self-sufficiency and resilience.

”

Phil Gilbert, Director of Energy Solutions, E.ON. per year on energy it’s surprising that only one in three of the survey’s respondents claimed to have a good handle on energy procurement. An added problem is that only 47% said that staff understood their energy policies. That may be down to the Energy Decision Makers themselves; the survey indicates that only 17% of the 750 businesses regularly discuss sustainability issues with staff and almost a third (31%) never do so. If it’s buy-in they are seeking, communication is the cornerstone. These facts are also supported by the

”

Lord Redesdale, CEO, Energy Managers Association.

data collected during the ESOS audit and released by the Environmental Agency. While nearly 97% of the completed audits were carried out by external lead assessors and a large majority of audited companies have discussed results at board (74%) and Senior management (90%) level, 60% of companies declared having no energy efficiency targets and only 6% have published information relating Have you published any information relating to your ESOS energy audit report?

Does your UK organisation have a quantitative energy efficency target and/or benchmarks?

to their ESOS audit. Despite this 72% of those companies were open to adopt some form of energy efficiency measures. The Energy Managers Association (EMA) is keen to understand more about how energy management has evolved and more importantly any obstacles to progress further. The EMA is conducting a survey in association with E.ON and would really value your input.

22-23 NOVEMBER - EXCEL LONDON

www.emexlondon.com

EMEX 2017 CALL FOR SPEAKERS IS EXTENDED UNTIL 31st JULY

When you receive an invitation please take a moment to respond to the survey. It won’t be onerous to complete but could help to change the landscape for our profession. Full results will be shared with all participants with an invitation to the official launch in November at EMEX. Have senior management within your organisation discussed the results of your ESOS assessment?

If your organisation does not have a quantitative target and/or benchmarks will you adopt any such measures in light of your ESOS assessment?

140+ LEADING SUPPLIERS 80 SEMINAR SESSIONS

www.emexlondon.com This analysis is based on ESOS notifications of compliance received and compiled by The Environment Agency. The data set has been published on 12/02/16 by The Environment Agency under the Government Open Licence.

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

“

Quite simply, business cannot afford to ignore energy and carbon reduction any longer – the financial and risk implications are too great.

TECHNOLOGY by

OWEN ANDERSON

Energy & Environment Manager at Prudential Services Limited

What do you need to know about CHP? A Combined Heat and Power Plant seems too good to be true. Providing both electrical power and thermal energy from a single fuel source. Buy one get one free? Let’s start with the basics of this tantalising energy offering. CHPs burn a fuel source to produce electricity and heat at the same time. They are usually powered by natural gas, which is most likely already being piped into your sites, and the provision of power and heat from a single source means there is a serious financial saving to be had compared to using grid supplied electricity from traditional generation. On top of that, the CHP provides additional energy security to compliment your grid connection and emergency generators, diversifying your supply, as well as extending the life of your existing heating system, and lessening the need for oversized boilers. As a form of on-site generation, you can also potentially export back to the grid for a few extra pennies when demand is low on site, or install off grid to provide heat and power to isolated installations or assets. Still not convinced, you can up the green credentials further by going for a biomass CHP, removing the fossil fuel element entirely.

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

And when it comes to the bigger picture, you would also be contributing to a decentralised energy network, improving the balance of supply and demand, relieving the pressure on grid, and making your business more sustainable.

So what’s the catch? Firstly, let’s understand how a CHP actually works.

this process and redistributed around the site to meet its heating requirements. There is also an opportunity to cool the site from this process, as the captured heat can be utilised by an absorption chiller, generating cooling during warmer periods. Still no catch? A CHP doesn’t work everywhere. One thing that makes a CHP installation viable is a constant heat demand. Whenever the unit is running it is producing excess heat, and without utilisation of this excess heat, the unit becomes far less effective. So what do you do if you have no heat demand? Well, you can install an absorption chiller to generate cooling for the site. You can dump the heat outright, which limits the unit’s efficiency. Or you can turn the unit off altogether when there is no demand, scheduling the unit to run during the winter, and not in the summer. But are you going to install an expensive CHP unit that will only run for 4 months of the year? Or dump the heat you are generating in the summer months, the very thing the CHP was designed not to do? This makes site selection imperative. There needs to be a suitable demand to ensure the unit is the right size and specification to function as best as it can. The best locations are often schools, hospitals, swimming pools, manufacturing, and hotels. All of which have a yearlong heating demand, and would also benefit from the extra energy security.

Taking up the offer

Source - http://www.regen-uk.co.uk/portfolio-item/chp/

Traditionally, fossil fuel electricity generation works by burning a fuel source to release heat energy. This heat boils water, produces steam, and drives a turbine, which in turn drives a generator to produce electricity. This process wastes energy in the form of heat at every turn, summarised perfectly by the iconic cooling towers scattered across the landscape put in place to cool this wasted heat. In a CHP however, both electricity and heat are produced in a single containerised unit. Fuel is burnt in a gas engine to power a generator, which provides electricity to the building. Heat that would usually be wasted by this gas engine (as it is in traditional generation) is recovered from

So you have a good heat demand, your numbers stack up, and everyone is on board. However, installing a CHP can be a tricky process. Even small CHP units can be the size of a car, and a lot less manoeuvrable. Trying to squeeze a MINI into a cramped basement plant room is always going to be a challenge, so it’s fortunate that CHPs come with an element of flexibility. Housing a CHP in a secure location outside the building it supplies, or on the roof if space and structure allows, are both viable options, providing the connections are available. This also allows for easy access for servicing, and the installation of additional equipment such as heat dumps, or absorption chillers if the business case requires.

Manufactured in the UK

Tinytag Data Loggers:

Energy Efficiency Monitoring Things to look out for when planning your location, install, and specification • Planning Permission. If you can sneak the CHP into a plant room, this is not a problem. If you need to house it outside, or install additional flues that exceed the building’s current parameters, make sure a planning permission is secured BEFORE you begin works. You don’t want to wait 3 months after the install to get the local authority to sign it off. • Noise. CHPs are much quieter than they used to be, but in a confined space filled with equipment, you may find yourself with an unwelcomed mechanical orchestra. Similarly, sensitive neighbours or customers/members/tenants may also notice the increased noise. Be confident that noise and vibrations are not going to cause issues down the line. • Controls. The CHP not only needs to tie in with an existing BMS and any other forms of heat production on site, but it should also be preferred as the primary heat supply. You don’t want your boilers kicking in first thing in the morning only for the CHP to roll out of bed at midday. • Building a relationship. This is vital. If you have separate contracts for BMS, boilers and FM providers, they all need to be on board, and understand what the system is trying to achieve. All of these providers will have their own contractual obligations to keep their systems operational, and will all need to contribute to ensure a smooth install.

power usage » temperature » humidity » co2 » count » voltage » current

Tinytag Energy Logger: single and three phase power usage monitoring • Easy to use, self-configuring • Non-invasive and portable • Voltage, current and power readings • Power factor data • Spot checks or longer term recording The Energy Logger helps identify when equipment is being used, times of peak load, and how much energy is being used overall to build consumption profiles.

£795 +VAT

for full kit

Visit us at RWM 12-14 septeMbeR, NeC, staNd 4C30-31 Gemini Data Loggers (UK) Ltd

Telephone: +44 (0)1243 813000

Scientific House, Terminus Road,

email: info@tinytag.info

Chichester, West Sussex, PO19 8UJ,

www.tinytag.info

Now comes the easy bit

The chances are that your onsite engineers or FM providers are not CHP experts. CHPs are fairly simple bits of kit, but combined with your existing infrastructure, they do lead to a more complex system, and require regular services and maintenance. If you do not establish an operation and maintenance (O&M) contract from the outset, and ensure this contract focuses on performance, you may have some difficult conversations when issues inevitably occur. Should the CHP cease to run without such a contract, your FM provider may refuse to touch it. It’s not their install after all, and if you haven’t consulted them before delivery they may feel hard done by. Then your installer may drag their heels on call outs and services, as they are not incentivised to keep the unit operational. They were only contracted to install the CHP, it’s up to you to keep it running. All the while the CHP sits idle, and you have to explain why this project you fought so hard for isn’t delivering the savings. How do you keep everyone happy? • Performance Contract. Ensuring a performance based O&M contract is in place will limit this risk on you and your FM network, and incentivise the provider to keep the unit running and attend site regularly for services and fixes. • Regular Stakeholder Review. The CHP should benefit everyone involved. Regular conversations to review the operation and performance allows for everyone

to engage and have their say. The CHP can then be adjusted when required to adapt to the needs of the building. A stepping stone All in all, a CHP unit is a worthy investment, if it’s designed, installed, and managed correctly. The technology has been around for decades, and is globally utilised. However, some would say that there is still a slight stigma attached, with too many units sitting idle in plant rooms due to poor choices during design and install. Some would also suggest that this is still a form of traditional energy generation, and distracts from investment in renewables. Although those points may hold some truth, I would argue that until renewables can challenge this established technology, CHPs are still the right stepping stone required to improve our energy security, diversity, and efficiency. Author’s profile: Owen graduated with an MSc in Renewable Energy Technology & Sustainability from the University of Reading and since graduating has worked on developing energy strategies in retail and healthcare. Owen’s current role with Prudential focuses on the corporate property estate, and the climate change impact of the wider business.

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

Sit back and let the savings roll in. If you have got your site selection spot on, sized the unit correctly, and got your controls right, you should have no problem. In theory, yes, but in practice, maybe not.

TECHNOLOGY by

AZHAR QUAIYOOM

Director & CEO at Qsustain

Commissioning CHP and District Energy — Birmingham New Street Station

Image by Ross Jukes Photography

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

Birmingham New Street Station is the first major station under Network Rail management to install a CHP plant and be connected to a district heating network as well as the first BREEAM ‘Very Good’ rated station.

The expansion of the new station concourse along with additional lighting, lifts, escalators and HVAC systems meant that Network Rail would need nearly double the amount of power than before to fulfil the requirements of stakeholders and improve connectivity around the station. Exploration of various renewable and low carbon technologies was undertaken ranging from Ground Source Heat Pumps (GSHP), Biomass boilers, and Photovoltaic (PV) to cover 2,000 m2 around the south of the station façade. Using an existing city centre location meant many constraints excluded the use of some technologies such as Biomass and wind.

The Solution When PV’s were discounted due to the John Lewis development on the South Side removing the proposed PV area, Network Rail actively pursued the option of a Combined Heat & Power (CHP) scheme to provide the station with electricity from a 1.6 MWe gas fired turbine engine, connecting into the local district heating network to the north of the station. This ambitious scheme would reduce carbon emissions significantly when compared to traditional power station generated grid electricity, reduce transmission losses and use the by-product in

the form of heat that is normally lost in the cooling towers of old power stations. The preferred bidder, Engie, were also very keen to use the subterranean network beneath the station to supply the south of the city and avoid disruption around the city centre. However, such an ambitious scheme was proposed part way through the detail design of a very complex £700M station refurbishment that promised the city minimal public disruption and no train operations disruption, whilst working within a highly governed rail environment. The additional dilemma of using a CHP system for Network Rail was that the station demand profile was significantly more electricity intensive than heat. A heat partner was required to utilise surplus heat generated from the CHP plant and John Lewis was an ideal candidate being attached to the south of the station with its biggest store outside London. With the inclusion of John Lewis agreeing to sign up to a heat agreement with Engie, a carefully

include for CHP or district heating due to the delay of incorporation into the project. As a result many design elements required retro fit to integrate the new scheme and source of power and heat. Electrical integration and commissioning 11kV switchgear interlocking strategy, auto changeover philosophy, metering & intertripping requirements First, modelling was undertaken by Arup on the existing electrical system for both Load Flow and Short Circuit analysis to investigate potential issues that may arise on the existing network by retrofitting the proposed CHP plant. The study identified any technical constraints associated with options, considering the overall technical requirement of the CHP plant connecting to the installed electrical network. The new station is supplied by two separate 4.5 MVA DNO supplies for resilience of a strategic station. Affecting the power supply and operation of the station can have a potential consequential impact of 60% on the rest of the rail network. The proposed operational scenario with CHP requires only one of the two incoming DNO feeders to be in

Arup, led by Engineer Kamal Siriwardhana, were commissioned to establish and test the safety interlocking requirements for the incomer 11kV circuit and interconnector circuit breakers on the switchboards at the station. The interlocking scheme prevents paralleling the incoming supplies during the normal operation. An automatic changeover scheme has been tested and commissioned to facilitate the change-over from one supply to the other. Remote monitoring As part of the CHP Scheme, a remote monitoring philosophy for alarms and status indications of the 11kV switchgear and auxiliary systems located at the New Street Station 11kV switchrooms required designing and installing. The New Street Station HV distribution network consists of two High Voltage Switchboards, HVSB-1 and HVSB-2, located in the Hinterland area of the station (Fig. 1). Each of the HVSBs is fed from one of the two supplies from the Western Power Distribution (WPD) network. HVSB-1 and HVSB-2 are interconnected through a HV cable. The new CHP plant is connected to switchboard HVSB-1 (Fig. 1). Remote monitoring of the HV distribution network is achieved via the existing Building Management System (BMS).

The installation of the CHP engine, associated plantroom and pipework led to many engineering challenges to install a significant array of heavy pipework that runs from the south Hinterland up John Lewis and District heating integration along the station and commissioning roof to meet the Three new boilers were Engie network on installed at the station as Stephenson Street. part of the Phase 1 (2012) The connection redevelopment at the time to the wider CHP was being negotiated Birmingham’s and tendered. district energy network The heating to the station is interconnection Fig. 1. Dual incoming supply at New Street along with CHP Parallel to one supply to be provided via a district forms a single, heating system linked to the giant, resilient district CHP plant and wider district energy system for network which has bypassed the service at any time while the other Birmingham. current boilers. The existing system incoming feeder remains in “hot meant there is no means to control standby” mode. In this scenario, the the LTHW primary pump as the two HV switchboards are connected Commissioning and integrating boilers and associated motorised via an interconnector. As a result, it is the CHP system valves were isolated due to the required to avoid the two incoming district heating supply provided from supplies being paralleled via a closed The main challenges for the CHP plate heat exchangers. There was interconnector to ensure that the scheme were to integrate the system therefore an imbalance between network fault level does not increase into an already installed conventional the district heating capacity, the the designed limits. station system of boilers and boiler capacity and the actual HV / LV distribution that did not

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

co-ordinated agreement was created that acquired simultaneous signing of Energy Supply Contracts. Once key partners and an outline scheme were identified, the major challenges of finding a location for a proposed 1.6MWe engine and planning the pipework routes through the station and John Lewis without disrupting a complex programme of works around the station redevelopment was a huge challenge. Identifying the location of the plant to satisfy The Clean Air Act and avoiding a large chimney stack to satisfy local planning were just two of the many obstacles the team have overcome in pursuing low carbon technologies. These, and constrained site restrictions meant that the best solution was to locate the engine on the roof of the station.

LTHW demand. The lowest summer demand is when the heating circuits are off but domestic hot water is still required. This would result in high return temperatures when the heating demand is reduced. It is noted from Engie that the district heating return temperature should not exceed 65˚C. Therefore, lead consultants Atkins recommended to install a new primary pump to match the demand which is dealt with matching the actual station demand profile. A new 3 port valve and bypass linked to the return temperature was proposed to regulate the primary pump with the return temperature to the plate heat exchangers. Roof Mounted Engine Due to the CHP plant being located on the roof of the existing 1960’s station structure because of the requirement of being in reasonable proximity to the flue, significant work and technical design was carried out on the existing structure to ensure the 18Ton weight of the engine

can be adhered over the life of the engine and beyond. A unique challenge is to ensure that any vibration from the engine does not transfer into the Grand Central shopping Mall below. Consultants, Atkins, proposed special Neoprane anti-vibration mounts that are fixed onto the main columns of the station structure that would then connect to the steel frame that houses the engine to provide precise, low frequency vibration, acoustic and shock isolation. This is in addition to the acoustic enclosure of the engine and the array of anti-vibration spring mounts below the engine itself. Results • Network Rail’s first ever CHP plant and district heating connection for a main train station. • Contributes towards BREEAM credits for the project in the Energy and Pollution category. • Reduction of 3,000 Tonnes CO2 per year predicted from the

scheme. • Allowed the significant expansion of the Birmingham District Energy Network. • Pipework distribution planned via the tunnels below the station shall avoid disruptions around the city in expanding the network. • Opportunity to connect local building and residential developments reducing business energy costs and alleviate fuel poverty. • Reduces the station’s energy costs. • Contributes towards the city’s Carbon reduction strategy. • Allows adjacent John Lewis store to reduce carbon emissions from heating and hot water. • CHP recognised by EU Strategy on heating and cooling as capable of delivering significant energy and CO2 savings compared with separate generation of heat and power. • Provides additional resilience from grid power.

agreenerlife.

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

Small investments can return substancial savings.

90%, but you would reduce your carbon footprint by several tonnes and contribute to the planting of new trees to help promote sustainability. For more information visit www.wilo.co.uk or call 01283 523000

USER'S GUIDE by

NICKY MACLAURIN

Director at Maclaurin Energy Consulting

What to Consider when Managing an Energy Budget

Budgets are normally prepared and approved prior to the budget period and should include forecast income, expenditure and capital to be employed against a particular cost centre, and should also take into account the company’s strategy, objectives and key performance measures. There is also no point in preparing a budget if it does not align with people’s behaviour, bearing in mind that a poorly designed budget can also actually damage performance rather than enhance it. The following points should be taken into consideration Usually energy budget planning starts by developing an energy cost baseline that forms the foundation to build the budget up from. The planning and detail required for this exercise will vary amongst organisations, and unless one has

been asked to complete a zero-based budget (i.e. starting with a blank canvas), an Energy Manager will often begin by replicating the last 12 months actual cost. This early action is a good starting point, but can cause issues down the line if these figures are not scrutinised properly. Figures may not reflect the correct or full cost for the period; for example: • Energy bills may be mistakenly allocated to other department cost codes • Not all energy bills may have been received, particularly where there are open disputes with the supplier, unbilled meters, or meters on quarterly billing cycles • Bills received and posted in the period, may actually cover consumption in a different period. • There are outstanding reconciliations due, particularly where supplier contracts have clawbacks (usually for TNUos, RO & FiT charges) • Billing is based on estimated reads not reflective of actual usage • Bills have not been fully validated and contain errors that require either credit or debit rebills One should also consider any special or non-standard past events that significantly impacted consumption or billing. If historical data is being used to forecast future consumption/ cost, one needs to ensure that these one off events are omitted and replaced with “business as usual” figures so that the budget is normalised and remains realistic. Examples of events that could be unplanned may include: machinery/ maintenance shutdowns, generator

use, new equipment or equipment upgrades, cold spells or heatwaves impacting aircons/electrical heating, refurbishment works, building closures, changes in activities or operational hours and so forth.

“

setting a budget can be an artform rarely perfected.

Energy review

”

If resources allow, an energy review can also be a useful exercise to support development of the baseline and can be undertaken either internally or by utilising an external consultancy. The energy review should offer an estimation of likely future consumption and cost based on an assessment of site equipment, building practices and operational cycles. A good energy review will also take account of additional variables such as degree day data, occupancy, floor space and processes etc., and should also define a usage profile. Once a baseline cost is defined, impacts of any future variables can then be considered. Any known special events due to take place that could change energy consumption should also be documented and the impact calculated. It is prudent to engage with the senior stakeholders as well as to establish any potential plans for strategic change such as company growth, downsizing and activity or process changes that may impact consumption. It is also good practice to record reasoning and

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

As an Energy Manager, one will likely have responsibility for setting an annual energy budget. Given the variables and many unknowns associated with energy costs, and the fact that this expenditure is often not under the control of one department, setting a budget can be an artform rarely perfected. In reality, organisations do not always have a clear view of their budget position, and budgets are commonly a re-hash of historical figures. With energy costs continuing to increase year on year, this is becoming an increasingly significant area of concern for organisations.

USER’S GUIDE

methodologies behind all forecast assumptions, so that these can be referred back to, particularly if challenged. Energy supplier rates

party costs (which are often bespoke to supply types and supply locations), and wholesale energy costs (which are often volatile and unpredictable). Unless an energy manager has experience in calculating these costs, it is sometimes more sensible to enlist support with these estimations. The organisation’s energy supplier or energy consultants should be able to help in providing direction on costs based on published charges and market intelligence they are privy to. However regardless of this,

One should also build in adjustments and buffers for energy supplier rate increases. There are different ways to forecast this cost and this will be largely dependent on the kind of energy contract entered into with the energy supplier. If the company is One should also build in adjustments currently locked into a fixed fully inclusive and buffers for energy supplier rate contract, then quite increases. simply these contract rates can normally be calculated against the forecast consumption for each of the estimation around the wholesale relevant months up to the date that energy element of the cost will the contract expires. Where energy always require a higher element supplies are billed on multiple rates, of guesswork, and risk tolerances calculations may be more complex should be applied to these uncertain and consumption may need to proportions of the forecast. be split against these rates, or an average pence per unit price (APPU) can be applied. Implications of energy efficiency innitiatives The forecast becomes trickier for months where a fixed contract is One should also account for any not secured, or where contracts are flexible or “pass through”. Energy rates energy efficiency initiatives that might influence the budget over are made up of several different third

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

“

”

the next year. Some initiatives can be implemented at little to no cost, however those requiring investment will likely need more substantial planning and some form of a presentation and business plan to project sponsors/stakeholders in order to secure funding. Calculating likely payback from initiatives can take time, and it is therefore good practice to start this planning well in advance of the new financial year. It is also worth considering the source of funding within the company, and which money pot is more likely to pay out. For example, if planning a smart meter roll out, all directly purchased meters will likely fall into a CAPEX request, however if there are restrictions on this funding, one could consider options to lease the meters which would then fall into an OPEX request. One could also consider requesting funding from different departments that may benefit from the proposed initiatives. Incentives could also be broken down into mini projects over a longer term to help gain buy in on smaller requests, or equally performance contracts with third parties may also be an option to consider, alleviating the need to request funding completely. When calculating the financial impact from energy efficiency initiatives, one should ensure that the return from these is forecast only in months that they will realistically be delivered within the budget year, as well as applying contingency to account for risk in delayed delivery. Risk ratings can be subjective and should be defined by the project manager. A RAG approach (red, amber, green) is common, and one can assume certain percentages of success against each traffic light and adjust figures accordingly. Individuals will have different approaches and perceptions of risk, and being a risk adverse, risk neutral or risk seeking individual will influence calculations. Despite this, there is still an essentially optimistic nature in people, that means

estimates and projects are often late in delivery and over budget.

“

”

2017 DATES FOR THE EMA COURSES TO BECOME AN ENERGY MANAGER OR UP-SKILL AS AN ENERGY MANAGER: 20 September Understanding and Delivering Behavioural Change Programme 27 September Energy Procurement 28 September Water Management 4 October Turning Data into Energy Savings 10 October NEW * Battery Storage for Business 17 October Energy Management Strategy 18 October Energy Assessments, Measurements and Verification 19-20 October Fundamentals of Energy Management 24 October Lighting – Basic Understanding 26 October Become an ESOS Lead Assessor 1-3 November NEW * EMA Energy Assessor For more information, please contact the EMA on 0203 176 2834 or email Jana at jana.skodlova@theema.org.uk

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

needs to be monitored closely and all risks actively managed. The general ledger will begin to collect information about actual Assessing and monitoring the costs, and expenditure-to-date process information will begin to become available. Focusing on costs-to-date Clearly the best people to hold as a measure of performance will responsibility for a budget are likely not provide an accurate those managing the spend, representation given the nature however it can also introduce a of supplier billing cycles. Invoices problem of information asymmetry received will often not align where a manager could exploit completely to consumption for each their understanding in order to month and it is therefore important introduce budgetary slack or bias. to consider applying accruals and For this reason, budgets are often deferrals to manage cost allocations. scrutinised by finance departments Real-time reporting of budget vs and it therefore becomes important actual is also difficult given invoices for an energy manager to justify tend to trickle through at different reasoning and provide substance times. One could therefore consider to their assumptions. Even more building accuracy tolerances into so because investments often do real-time reporting so that they can not see a payback within the same be generated far quicker. financial Budgets year and are are Sometimes companies will therefore essential seen as more to critically also view an under spend risky. link a of a budget as seriously as company One strategy to an overspend due to lost should also operations opportunity in allocation of consider that and form over-padded the basis these funds elsewhere. budgets for financial can make monitoring projects less attractive and therefore and control. They are fundamental risk not being funded. Sometimes to running an organisation from companies will also view an under an operational management and spend of a budget as seriously accounting perspective, and hence as an overspend due to lost form an important part of an Energy opportunity in allocation of these Manager’s role. Getting a budget funds elsewhere. Budget approval wrong can be damaging for one’s often involves staged negotiations reputation, hence reinforcing the between budget holders and importance of completing robust stakeholders, where through a and evidenced based planning is process of tweaks and justifications, key. parties will often meet somewhere in the middle. Author’s Profile Once approved and live, deviation Nicky has accumulated a variety will inevitably creep in at some of experience within the sector stage. Items that previously from project management of seemed insignificant may grow power connections and renewable in importance and require projects, through to energy bureau re-forecasting in more detail. and consultancy. Nicky often Sometimes the budget completed engages in senior level strategy and looks very unlike the one that was planned at the beginning. Reporting planning, specialising in energy procurement, risk management, and against a fixed budget for each line third party cost analysis. item under these circumstances is extremely difficult, and in many cases pointless. Any budget

ANNOUCEMENTS

BPMA 2017/18 Annual Report, Directory and Buyers Guide In October 2015, and in conjunction with the EMA, the British Pump Manufacturers Association (BPMA) produced a ‘buyer’s guide’ which was specifically formulated for Energy Managers, Facilities Managers, Estate Managers and Procurement Teams, to understand the substantial energy saving opportunities that replacing pumping systems represents.

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

Pumps and their associated systems are major consumers of electrical energy. The ‘Energy

Savings Opportunity Scheme’ (ESOS) conducted by 10,000 large companies highlighted pumps as one the best potential energy savings measures. To help energy managers understand the savings that could be made through upgrading pumping systems, and how to achieve them, a guide was produced to help ensure that the pump industry, and specifically BPMA member companies, were well represented when energy reduction strategies were identified and implemented, as part of any company-wide energy audit. The buyer’s guide was distributed to all attendees at the EMEX event in London that year, which included a large proportion of the energy management community and was extremely well received. It delivered on its aim of helping energy managers connect with those companies who were looking to manufacturers and suppliers

of pumps and related technologies for energy reduction solutions. As a follow-up to that successful activity, and again in conjunction with the EMA, the BPMA is pleased to be able to distribute its 2017/18 Annual Report, Directory and Buyers Guide to all readers of the EMA Magazine. Providing unprecedented levels of technical, application and energy reduction data, it is hoped that this important reference material will help even more ‘non-pump experts’ to better evaluate and if necessary reduce the energy consumption of their pump systems. The publication contains information about all BPMA activities and initiatives, details on the products and services offered by its members, along with a range of informative and practical articles. Steve Schofield, Director and CEO of BPMA commented “We are thrilled to be able to issue this publication to EMA members as it further demonstrates our commitment to the drive for improved energy efficiencies across all pump systems, and to ensuring that all those individuals with responsibility for energy use reduction, have a core understanding of the impact that pumps can have on a company’s overall energy consumption. This undertaking also serves to put BPMA member companies, their products, their engineering skills and their business credentials at the heart of good energy efficiency practice. In essence, if energy managers need help and guidance with their pump systems, this Buyers Guide and the wider BPMA membership will provide that support.“

EMA ENERGY MANAGEMENT AWARDS 2017 ENTRIES ARE NOW OPEN! Entries for the following categories can be submitted on the EMA website until Friday 8 September 2017. • Energy Manager of the Year • Junior Energy Management Professional of the Year • Energy Management Team of the Year • Energy Management Consultancy Service of the Year • Energy Reduction Project through Organisational Behaviour Change of the Year • The Most Inspiring Energy Reduction Project of the Year • Energy Reduction Product of the Year • Water Reduction Product of the Year • EMA Member of the Year – nominated by the EMA

Winners of the EMA Awards will be able to:

The winners and highly commended will be announced at a ceremony on Wednesday 22 November 2017 at EMEX, ExCel, London.

TO ENTER THE AWARDS VISIT www.theema.org.uk

THE EMA MAGAZINE • ISSUE JULY—AUGUST 2017

• Use the EMA Energy Management Awards 2017 logo. • Have the category profiles included in The EMA Magazine and EMA website. • Highlight their achievements with published case studies (The EMA Magazine and website).

We’re sponsoring EMEX 2017 Come and see us at ExCeL, London 22 - 23 November

U N LO C K YO U R F L E X I B I L I T Y, R E D U C E C O S T S A N D G E N E R AT E NEW REVENUE As the UK’s leading offshore wind developer, we’re committed to achieving a greener energy future. This includes helping our energy customers to embrace a more flexible approach to consumption. As well as helping make the energy system more stable and cost effective, flexibility can significantly reduce businesses’ energy costs and create new revenue streams. Talk to us about flexibility and the options available to you.

www.dongenergy.co.uk/energyforbusiness | 0800 056 8123 @dongbusiness | energyservices@dongenergy.co.uk