The EMA Magazine I March-April 2018 Issue

THE EMA MAGAZINE

www.theema.org.uk | ISSUE MARCH–APRIL 2018

KEEPING THE ARMY MOVING in an energy efficient way

ENERGY MANAGEMENT​ AT HYDE HOUSING GROUP with Andrew Piper

THE ROLE OF FACILITIES MANAGERS

in building optimisation

ESOS

a reality check

A DEDICATED TEAM

ENGAGING WITH STAFF

LIGHTING CONTROLS

Bourne Leisure, the largest provider of holidays in the UK

Energy Managers’ guide

EMA users’ guide

contents

EMA MAGAZINE

4

WELCOME

By Nicky Maclaurin

FEATURES Dedicated Team, 47 Keen 6 1Candidates, £2 Million Saving Keeping the Army Moving in an 10 Energy Efficient Way

By Sam Arje

By Captain Nigel Williams

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USER’S GUIDE

14

Energy Managers’ Guide to Engaging with

CAREER & TRAINING

Role of Facilities 28 TheManagers in Building Optimisation

18 ESOS REALITY CHECK

TECHNOLOGY

By The Energy Managers Association

INDUSTRY FOCUS

22 Is There a Difference Between 26 a Facility Manager and a​ n

Energy Manager?

By Danny Clark

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Lighting and Lighting Controls

By The Energy Managers Association

22

Energy Management at Hyde Housing Group

By Lord Rupert Redesdale

10 6

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

An interview with Andrew Piper

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Foreword by

Nicky Maclaurin

EMA Board Member & Director at Maclaurin Energy Consulting Ltd

THE EMA MAGAZINE EDITORIAL

Welcome..

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 Nicky Maclaurin, Nigel Williams, Sam Arje, Danny Clark, Andrew Piper and Lord Rupert Redesdale.

… to the 12th edition of The EMA Magazine, marking 2 years since its first publication. As always, this edition is packed full of articles written by leading industry professionals, and the EMA team have done a superb job putting good content together yet again. The magazine’s core purpose is to guide, enlighten and assist energy professionals in navigating their way through the complexities and challenges of energy management.

This edition touches on behavioural change, which is an interesting area for me as those words often make me feel oddly anxious.

I suppose I thrive on analytics, facts, numbers and all things controlled, and behavioural change cannot be bottled or labelled neatly in my mind. The intangible aspects of human behaviour and the lack of predictability that comes with it, really does set this area of energy management apart from other more repeatable activities.

And yet, in a world of ever increasing energy costs, behavioural change can be one of the most powerful tools in targeting cost reductions through using less.

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

We hope you will enjoy this edition of the magazine, and please get in touch with us with any feedback or if there is anything you would like to see in future editions.

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Kind regards Nicky Maclaurin

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 PUBLISHERS Chris Asselin COMMUNICATIONS DIRECTOR 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 offie: 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.

FEATURES by

SAM ARJE

Energy and Sustainability Manager at Bourne Leisure

1 Dedicated Team, 47 Keen Candidates, £2 Million Saving Bourne Leisure is the largest provider of holidays and holiday home ownership in the UK. Our brands are amongst the most recognised within the UK holiday market and we own and operate leisure assets on 7,000 acres of some of the best leisure coastal property in the country. We operate 38 Haven Caravan Parks, 3 Butlin’s Resorts and 13 Warner Leisure Hotels, with a 14th due to open later this year. Our sites are primarily located on the coastline of Great Britain.

This investment has helped our annual carbon emissions reduce from 102,000 tonnes in year 1 of CRC (2011-12) to just over 77,000 tonnes in our latest submission last year.

This reduction, despite our property portfolio expanding and sites growing during the same period, is something that we are immensely proud of.

However, during our ESOS compliance work in 2015, for which Bourne Leisure has 4 in-house EMA registered ESOS Lead Assessors, we discovered a major opportunity; something we had overlooked up until then. Whilst we were investing time and money installing fantastic energy efficient technology, which was providing great financial and environmental benefit, we were not spending as much time coaching our team on how they could make a difference in further reducing our energy consumption.

Last year, we provided holidays to over 5 million guests and achieved a milestone of 25,000 holiday home owners. During peak season, we employ over 15,000 team members and in 2017 and 2018 we were ranked 5th and 6th respectively in the Sunday Times Best Big Companies to Work For,

making it 11 years in a row that Bourne Leisure has featured in the top 30.

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

Bourne Leisure’s annual spend on electricity, gas (mains and LPG), water, oil and waste tops £40 million. All utilities are managed and procured centrally by the Energy and Sustainability department, based at our Hertfordshire Head Office.

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“

This training programME was going to be about doing the right thing for the business and our guests.

Our shareholders have always invested a proportion of the profit back into the business to further improve the guest, holiday home owner and team experience as well as invested in equipment that drives operational efficiencies.

Project timeline • 12 months to go – feasibility stage of the project and board buy-in

”

Between 2012 and 2016, around £8 million alone was spent on Sustainability Capital Expenditure such as LEDs, CHPs and submetering, improving our carbon footprint.

We spent much of early 2016 working out how it would be feasibly possible to carry out training in the Fundamentals of Energy Management to delegates from 54 different operating sites as well as others from our Hertfordshire head office.

One of the major barriers at this stage was encouraging our Executive board that moving away from traditional sustainability CapEx, that had served us so well over the previous 4 years, and instead investing in our team would be worth considering for the next round of investment.

6-9 Months RESULTS 1 Month (March 2017) 'GO' DAY (February 2017) -4 Weeks (early 2017) FINAL PREPARATIONS -3 Months (November 2016) -6 Months -12 Months (early 2016) PROJECT FEASIBILITY

(mid 2016) PLANNING STARTS

CANDIDATES SELECTION

SUBMIT A 3-MONTH PLAN

“

From Site Cashiers, to Head

Gardeners, to Swimming Pool Managers, we now had a brilliantly eclectic mix of job roles attending the energy reduction training, but with the commonality that they were all engaged and most importantly wanted to attend.

Our key message to achieve buy-in from the board was not around the potential financial savings that our business could achieve by carrying out the training. Instead, our discussions focused mainly around what we needed to do to start making sustainability and energy saving an important company ethos amongst every one of our 15,000 team members.

Unlike nearly every other project that goes forward to the board for consideration, ROI was never mentioned at this stage. This training programme was going to be about doing the right thing for the business and our guests. We were delighted the day we got the go-ahead for our plan, in late May 2016.

• 6 months to go – the planning can start By mid-2016, with a great deal of assistance from the EMA, we had found our training partner, Enstrat, headed up by Richard Felgate. Following several meetings with Richard and his team, we had come up with a rough plan of what the course was to cover. We wanted all delegates to not only walk away from the training with an extended knowledge of best practice in utility management , but also with something tangible, something that would let others know what they had achieved.

It was therefore decided that the course would be extensive enough to cover all topics required to achieve the EMA approved LEC 2 Energy Reduction qualification and EMA approved LEC 3 Technical and Operational Module in Hospitality. We had also identified that February 2017 would be the ideal time to carry out the training, a matter of weeks before Bourne Leisure’s main trading season was to begin.

By the start of October 2016, we were yet to decide on where the training was to take place. This decision was going to be critical. Where possible, we very much wanted the training to be in-situ rather than classroom based, so we had to find somewhere that was large enough to accommodate 60+ delegates in a formal environment, yet have access to a swimming pool, plant rooms, restaurants and accommodation blocks, so that the delegates would be taught about energy management in venues that they are accustomed to at their own site.

The lightbulb moment came at the end of October. Why didn’t we carry out the training at one of our own sites, rather than try to find somewhere that could replicate it? We decided on our Butlin’s resort at Bognor Regis, which contains its own Conference Centre, has one of the largest swimming pools in Europe, and has several on

”

site restaurants and bars. It was perfect!

A couple of visits

by Richard and his business partner, Simon Cocks, later and Butlin’s Bognor Regis was confirmed as the perfect location to carry out Bourne Leisure’s inaugural energy management training.

.

3 months to go – choosing the right candidates

It was now mid-November 2016, approximately 3 months before the training was to take place. We had decided which subject matters were going to be covered, where the training was going to be and who was going to carry out the training, but we hadn’t yet decided on who was going to join us in Bognor Regis from each site.

Again, this would be crucial to get right, because the delegates would subsequently become the Energy Management Ambassadors (now referred to as Utility Champions) from each operating site. Initially, our thought was to ask each Site Manager to attend; after all they probably had the most knowledge about all things Energy, Utilities and Sustainability.

However, by making it mandatory for all team members that had ‘Site Manager’ as their job title within our organisation, to attend a multi-day residential training course, in some cases, 400 miles away from home, we knew we were not going to be getting the same engagement that we would, were we to ask them whether they actually wanted to attend.

Therefore, although we had our preferred representative from each site in mind, we asked Senior Managers from each of our 3 brands to personally ask each potential candidate if coming on the training would be something they’d want to do. There were of course some disappointments, where our first-choice candidate decided that this was not for them.

Overall though, we were delighted that over 70% of those we had on our ‘list’ were honoured and excited to have

Warner Leisure Hotels

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

Scott Armstrong, Head of Energy and Sustainability at Bourne Leisure, and I were keen to drive this change of mindset amongst our Senior Directors.

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FEATURES

• Writing a 3-month plan accommodation utility management and BMS systems • Kitchen utility management • External areas utility management A busy day was concluded with a night walk around the resort pointing out opportunities for energy saving, that the delegates could look out for at their own site. As part of this exercise we even identified a previously unknown water leak that was subsequently repaired.

Haven been asked, and were a firm ‘yes’ for the forthcoming training. The remaining 30% came from all sorts of roles within the company. From Site Cashiers, to Head Gardeners, to Swimming Pool Managers, we now had a brilliantly eclectic mix of job roles attending the energy reduction training, but with the commonality that they were all engaged and most importantly wanted to attend.

By early December we had a final list of 61 delegates (some sites even asked if more than one representative could come along). It was 2 months before the training, which by now had been officially scheduled for 7th-9th February 2017. With Christmas coming up, we knew that the logistics around how the course was going to run needed to be decided. With 61 delegates due to attend, we decided we would split the delegates into 6 groups of 10, and all but the larger formal sessions would be carried out in these smaller groups. All meals would be taken together, so that everyone had the opportunity to build networks with their peers from other sites.

To add some clout to the training, Lord Redesdale agreed to join us on the opening night of the event and we soon found out that, somewhat surprisingly, this was to be his first visit to a Butlin’s resort!

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

• 4 weeks to go – final preparations

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Christmas had been and gone; we were now into early 2017, approximately 4 weeks to go. Final preparations were well underway, including putting together a utility tool kit to hand out to every delegate who attended the course. We had a couple more meetings with Enstrat to finalise the timetable and content of the course and we were all set.

Day 2 followed the same pattern. After breakfast, everyone gathered in the conference centre for a group discussion, before being split into (different) groups of 10 to carry out sessions in the following: What we expect from our Utility Champions over the next 12 months • Using our energy management platform • Maintenance/equipment specs/tool kit/regulations • Leisure areas and other back of house areas utility management • Pools/sports and leisure utility management • Bars, cellars and toilets utility management At the end of day 2 all delegates were free to head back home, undoubtedly tired after two intense days of learning, but with the knowledge that they were now equipped with the knowhow to make a real difference at their own operating sites.

The results Over the next month, all attendees were obliged to write a 3 month plan, containing the initial priorities for change at their own site. This was to be signed off by their General Manager and submitted to the EMA for external accreditation. Of the 61 delegates who came to Bognor Regis, 47 reached the necessary levels to be accredited as EMA Level 2 and Level 3 practitioners. We were really encouraged at the effort that many had put into this work, some going far beyond the required level to achieve accreditation.

• The training days February 7th arrived. It was the culmination of 12 months of planning, and the day opened in the main conference centre with an introduction by Scott, and further presentations by senior Operations Directors from all 3 brands, explaining why reducing our utility consumption was going to be so important to both the business and for our reputation over the next few years.

The delegates were then split into their groups and during the first day each group spent 45 minutes together in sessions covering the fundamentals of: • Carrying out site audits/site walks • Behaviour change

Haven

However, the real showstopper was seeing what effect the training had over the next 6 – 9 months. For the first 6 weeks of 2017, prior to the training, our consumption results told us we were pretty much matching our usage from the previous year, already our lowest energy consuming year on record.

Conversely, from the week commencing 13th February until the end of 2017, for practically every week, our usage across gas, electricity and water was down compared to the same week the year before. So much so that we ended the year 6% better off than in 2016, which for us represented a cost saving in 2017 in the region of £2 million versus expected budget. This with just a £70,000 investment in our team, and very little additional CapEx on energy efficient technology.

Our next CRC submission is likely to see our 2017/18 carbon emissions recorded around the 70,000 mark, a reduction of some 7,000 tonnes on the previous year, something we never thought possible when scoping our initial ideas for training the year before.

So what did we learn from this exercise?

Firstly, we now know for certain what our biggest asset is when it comes to saving energy across our business. It is our dedicated and hardworking team, who just required a bit more structured skills training, to make such an outstanding difference.

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Secondly, giving added responsibility to our new crop of Utility Champions is something they are extremely proud of. They are now confident enough to challenge the norm if they feel something can be improved at their own site to improve utility efficiencies.

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Finally, and by far the most important lesson learnt by Scott and me, is that we do not need to spend hundreds of thousands, sometimes millions, of pounds each year to be doing the right thing for our business and our environment.

Sure, we will invest in technology, if it is right for the business, and macro projects like solar and wind embedded generation, battery storage and the potential for distributed heating, over the next few years. These will likely be essential as part of our sustainability strategy. Last year however, the investment in our team proved as good as any capital programme in delivering continued utility consumption savings.

In 2018, we plan on repeating the EMA approved LEC 2 Energy Reduction qualification for all operational sites, as well as taking a few of our stars from the 2017 group forward through the EMA LEC 3 training.

Author’s profile: Sam Arje is Energy and Sustainability Manager at Bourne Leisure and an EMA registered ESOS Lead Assessor. As well as being responsible for compliance and legislation, he oversees a small team of Utility Analysts focusing on reducing consumption on a utility portfolio worth over £40m per year.

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THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

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FEATURES by

CAPTAIN NIGEL WILLIAMS

Safety and Environmental Adviser at 29 Regiment, The Royal Logistic Corps

Keeping the Army Moving in an Energy Efficient Way 29 Regiment, The Royal Logistic Corps, South Cerney Station is located just outside Cirencester, Gloucestershire. The site has been occupied by the army since 1973 and was previously occupied by the RAF from 1937.

photovoltaic panels (PVs) which feed into the incoming electrical supply via a remotely monitored control system. The buildings on site consist of 30% accommodation, 30% offices and 40% storage and processing facilities.

What does energy management mean at 29 Regiment, The Royal Logistic Corps?

The unit ensures that it uses its energy and utilities responsibly and takes energy management seriously.

The unit’s role is to provide postal, courier and movement services for the Army, Navy and the Royal Air Force. We hold a logistic capability at readiness for operations to enable operational success. Approximately 800 personnel work on the site daily.

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

The Regiment is capable of mounting very high readiness Land Forces based in the UK for overseas deployment by road, air, rail and sea.

The Station also provides various transit accommodation and feeding facilities.

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The unit is made up of a collection of older and newer buildings. The worst being 1930’s single skinned building with metal framed single glazed windows that have minimal energy efficiency and are heated by an antiquated fuel oil district heating main system. The 1990’s era buildings incorporate their own plant rooms with heating provided by high efficiency boilers, calorifiers and pumps.

In the newest buildings, artificial lighting is provided by energy efficient fittings with sensor controls and high efficiency extract fans for ventilation of sanitary and utility spaces. The new accommodation blocks have roof mounted solar

Modular workplaces

Workshop and vehicle servicing facilities

Energy is the “Life Blood of Society” and is a precious resource that the site needs to operate daily.

The Station has an Environmental Management System in place which is supported by an annual Environmental and Sustainability Action Plan which helps the chain of command deliver and improve sustainability, performance and savings. The Regimental Quartermaster and I work closely with the Defence Infrastructure Organisation (DIO) Area Utilities Manager (AUM), the Estate Facilities Manager (EFM) and our Industry Partners on site to regularly monitor, control and conserve energy in our buildings and assets throughout the organisation.

The Station’s annual energy spend is approximately: • Electricity - £909,000 • Heating Oil - £453,000 • LPG - £16,000 • Natural Gas - £207,000

Each department Building Custodian ensures that lights and electrical appliances are switched off when not in use and during the daily close down procedures. This includes the shutdown of PCs, printers and photocopiers. The unit has 69 Building Custodians and Deputies.

Closedown procedures are also issued for holiday periods. Office checks, accommodation and workplaces are inspected prior to stand down to ensure that electrical equipment is turned off and that radiator thermostats are moved to the frost protection mode.

These actions assist in both the operational and strategic energy planning to meet our objectives in cost savings and resource conservation which are set annually as part of our environmental management system. The MOD is one of the largest users of electricity in the UK so each unit in the Army has its part to play.

What aspects of energy management are the most difficult at 29 Regiment, The Royal Logistic Corps?

Any building or equipment that is fed off the antiquated 1937 district heating main system throughout the site is difficult to manage as a great deal of heat is lost through the connections along the miles of pipeline.

The site also has a large amount of Service Families Accommodation that runs off the main electric supply which makes it difficult to account for usage during the daily Red DUoS & TRIAD periods. We cannot manage what we can’t measure.

The unit also has a constant turnover of military personnel which means that the quarterly awareness lectures that I deliver keep the subject of energy saving and utility costs current.

Transit accommodation block.

Modern single living in accommodation

1930s style building

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

1930’s single skinned workplace buildings with metal framed windows with minimal energy efficiency

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FEATURES

What they learn in regards to energy management at South Cerney Station not only benefits them now but also when they move on for their next appointments to other MOD units.

What role does behaviour change play in energy management at 29 Regiment, The Royal Logistic Corps and how has cooperation been achieved?

“

We have increased the number of generators on site in preparation for the risk of future severe weather events that may effect the national grid and direct power supply to site.

EMA award and hopefully this will help raise awareness and inspire other military units

Specifically, in regards to water, food and power security. The increasing climate change events that we witness on an increasing level both at home and abroad are also covered.

I then relate that to where each individual can assist and contribute to make a difference at Station level.

I also deliver sustainability lectures to all levels of management and employees during the Workplace Induction Package to raise awareness in regards to the daily Red DUoS & TRIAD periods.

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

Getting everyone to work together.

Teamwork, awareness and getting core parties consistently involved in energy saving has been key and is our biggest achievement. Regular site meetings are held with all agencies.

bespoke purpose built gas boiler house which will replace the fuel oil system. The new heating system will be environmentally optimised to reduce heat loss.

Once complete this will equate to an annual saving of circa £50,000 per year on heavy fuel oil costs. This conversion will also eliminate the risk of pollution to the Grade 1 Aquifer which the site sits over.

We are the first MOD establishment to win an

As the Station Safety and Environmental Adviser, I deliver regular sustainable development briefings to Building Custodians which includes their energy management responsibilities in their Terms of Reference. I make them aware of the Global, European and UK issues.

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What has been the biggest achievement at 29 Regiment, The Royal Logistic Corps?

Our industry partners “Green Teams” also play a vital role in displaying energy saving awareness posters and signage in key areas around the site to help influence individual behavioural change towards energy saving.

To assist in site energy saving our families team and volunteer support staff formed the Station “TRIAD Warrior” groups as part of the youth clubs on site. 58 primary and 30 secondary school children took part in the energy saving awareness campaign and successfully qualified as “TRIAD Warriors”.

In order to raise awareness, they designed posters and leaflets that were distributed around the housing estate areas to assist their parents in conserving electricity.

The DIO compile a yearly TRIAD League table which identifies an indicative saving/increase in consumption based on TRIAD alerts received. Last year, there were 12 TRIAD alerts and the unit achieved savings on 11 occasions which resulted in the unit sitting within the top 10% in the DIO TRIAD league tables. In July 2017, the unit was awarded a “Wildcard £1000 award” for its behavioural changes.

To win the EMA “Energy Management Team of the Year” award at EMEX was an honour and was a fantastic result for the Regiment and Industry partners and has proved that by working together as “One Team and One Station Family” we can all make a difference.

We are the first MOD establishment to win an EMA award and hopefully this will help raise awareness and inspire other military units to get involved and follow in our footsteps.

What are the long-term plans for energy management at 29 Regiment, The Royal Logistic Corps?

The DIO AUM commissioned an advisory survey and the report highlighted many “Spend to Save” opportunities to bring the Station up to date with cost saving options for the immediate and long term future once funding becomes available and is agreed by our top-level budget holders.

We aspire to replace the boiler shed and district heating main with a

”

The DIO EFM arranged an external lighting survey which identified where LED lighting can be put in place in order to make better use of limited resources. This project has been submitted as another future “Spend to Save” project.

The unit is also starting to identify areas where Solar PV could be installed on the estate and the possibility of future battery storage to not only make money but would also ensure security of supply.

To summarise, a total team effort has been and continues to be required.

Planning and cooperation and the involvement of all parties has been paramount.

Author’s profile: Captain Nigel Williams is the Station Safety and Environmental Adviser for 29 Regiment, The Royal Logistic Corps and has been in post for the past nine years. He is employed by the Chief Environmental Safety Officer, Army.

He is a professionally qualified and experienced practitioner who has used his knowledge and skills to assist the Chain of Command in devising, implementing, developing, maintaining and protecting standards to promote a positive safety, environmental and energy management culture in the workplace.

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THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

IN COMMERCIAL BUILDINGS

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USER'S GUIDE by

THE ENERGY MANAGERS ASSOCIATION

Energy Managers' Guide to Engaging with Staff Whatever his or her role any staff member can contribute to improving an organisation’s energy efficiency. It will require 100% participation (full engagement) from staff to achieve an on-going and significant energy reduction.

The best performing organisations focus on supporting staff engagement through, for example, respect of co-workers, empowerment with responsibility, manager’s levels of trust and integrity. These things help generate pride in the workplace. Whether you are implementing an energy awareness campaign or trying to increase your company’s share value, staff engagement is directly correlated to work force performance and output.

Multiple surveys show there is a direct correlation between staff commitment, doing their job well and how much they feel valued and respected. The more engaged employees are, the better they will perform.

Who are my stakeholders?

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

In the broadest sense a stakeholder will be anyone with a concern or interest in your organisation. From an energy management point of view a stakeholder can be anyone who can help or even hinder your role. A stakeholder can be internal or external to your organisation although those from outside are likely to have less impact on your message unless they perform a statutory or auditable function.

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Stakeholders may be organisations, departments or staff, including all users of the facilities, from office staff who have some control of their environmental comfort, through shop floor workers in direct charge of energy greedy equipment, to senior board members influencing policy, strategy and any funding.

An Energy Manager’s role is wide ranging as energy use will be relevant in some way in all the activities of an organisation. For this reason all of the organisation’s staff can be important allies and their management key to an Energy Manager’s success.

As the work you do and the projects you run become more important, you will affect more and more people, some of whom may have the power to undermine your work, others may be strong supporters. Managing your stakeholders helps you identify the key staff members and win their support.

It will be advantageous to talk to human resources (H.R.) and get an understanding of whom and how many people work for the organisation. H.R. should be able to provide advice on each of the departments and give a breakdown of job roles and the organisation structure.

They should be able to advise on infusing environmental responsibilities (and thereby energy efficiency) into staff Terms and Conditions of Employment. If the reduction of environmental impact is a goal of the company then it may be appropriate that all staff members agree to be mindful of the need to be efficient. When enshrined within all staff’s Terms and Conditions this can have far reaching effects.

It would be overly onerous to work with each staff member at all times on a one to one basis so it would be more effective to identify the correct people within groups who are most affected by your work.

It may also be useful to map out their influence to determine how you deal with them. Use the following grid (stakeholder grid) to help with this: HIGH

KEEP SATISFIED

MANAGE CLOSELY

MONITOR (MINIMUM EFFORT)

KEEP INFORMED

Power and influence

LOW

Interest

HIGH

Any individual’s or group’s position on the grid can help to determine the amount and quality of the engagement you should have with them; • High power, interested people: you must fully engage and make the greatest efforts to satisfy.

• High power, but less interested people: put enough work in with these people to keep them satisfied but not bored by your message.

ANNOUNCEMENT

EMA Courses in 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.

These courses are 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

In-house training

All courses can be delivered in-house in a standard format, or as tailored sessions (minimum 6 candidates). For a quote, email jana.skodlova@theema.org.uk with your chosen course title, approximate number of staff and location. We can also develop new, bespoke material to fit specific client needs.

www.theema.org.uk | jana.skodlova@theema.org.uk | T: 0203 176 2834

Theory combined with real-world applications

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

The portfolio of practical courses features established as well as new EMA courses. Unless otherwise stated, the course will take place in London.

• Fundamentals of Energy Management: 7-8 June, 4-5 October • Energy Assessments, Measurements and Verification: 11 June, 8 October • Energy Management Strategy: 12 June, 9 October • Understanding and Delivering Behavioural Change Programme: 6 June, 27 September • Energy Procurement: 23 May (Manchester), 14 Jun, 11 October • New*Monitoring, Targeting and Validation: 2 May (Birmingham) • Water Management: 16 October • New*Waste Management: 17 April, 13 June, 2 October • Lighting – Basic Understanding: 20 June, 25 September (Birmingham), 30 October • New*Battery Storage for Business: 19 April, 1 November • New*Essential HVAC Control and Optimisation: 9 May, 31 October • New*On-site Electricity Generation: : 3 July, 18 October (Birmingham) • Regulatory and Legal Compliance and Carbon Management: : Half-day course starting in 2018 • Turning Data into Energy Savings: 11 July, 6 November • New*EMA Energy Assessor: 25-27 April, 7-9 November • Become an ESOS Lead Assessor: 20 April, 2 November

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USER'S GUIDE

• Low power, interested people: keep these informed and talk to them regularly to ensure that no major issues are cropping up.

• Low power, less interested people: again, monitor these people but do not bore them with excessive communication.

to get their thoughts, ideas and ultimately “buy in”. This should be done before you formally approach the Board.

This shows thoroughness and gives the Board confidence that their needs are being addressed. The full Board’s backing will make the influencing of all staff throughout the organisation far easier, giving a mandate for your actions along with any funding you require.

Access to funding and the business case

Energy campaigns

Unless your behaviour change campaign is being funded by a third party as part of a wider suite of energy measures, e.g. via an Energy Performance Contract (EnPC) or similar, you will probably need to obtain internal funding to facilitate your plan. For this you will have to be able to demonstrate the benefits of spending time, effort and cash on the campaign. You will have to persuade key people in the organisation, and ultimately the Board of Directors, to support you.

Energy reduction techniques tend to fall into either one of two camps; technical or behavioural. The planning, launching, roll out and wrapping up of initiatives across the organisation are “campaigns” and should be identifiable as such. Each campaign then has its own identity (and name: “Energy Watch”, “Energy Week”, “Energy Matters” or perhaps a staff engaging competition).

The Board comprises of people who will have varying attitudes to Energy Management and sustainability.

However, all will be focused on the common goal of ensuring that the organisation is successful.

Understanding what drives each of the directors will help you to put together a compelling business case.

The proposed scheme will need to engage and address the respective concerns of each director. No Director wants to be associated with failure!

“

When you have perfected your proposal, engage with individual Board members or key members of their team to get their thoughts, ideas and ultimately “buy in”.

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

So you should cover:

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Every campaign will require some common managerial elements; planning, organisation, leadership, funding, reporting, a start and end date and it will need to have a measure of success.

• What is needed – clearly describe your idea.

• How it will benefit the organisation – does it improve profit, CSR, shareholder value, reduce business risks etc.

• Prove that it fits with the organisation strategy and mission.

• Clearly show the financial and environmental case – set out details of the costs to implement alongside the financial benefits and emissions reductions over a suitable period of time.

• Set out the risks and mitigations associated with your proposal – the Directors will want to be sure you have covered all of the angles if they are to have confidence.

All directors love good news stories, so consider how a successful energy behaviour change campaign can be used to generate good publicity both inside and outside the organisation. If you have run a small pilot scheme, make sure the Board members are fully aware of the results and highlight these along with some of the views that substantiate your proposal from those who have taken part.

When you have perfected your proposal, engage with individual Board members or key members of their team

”

Delivering both a technical and behavioural campaign together as an integrated and co-ordinated package will have great power especially if each element of the campaign supports the other.

Measurement and reporting

At the heart of Energy Management are the numbers; how much power, at what cost? Supplying your staff with the right numbers in the right format will go a long way to encouraging them to make the savings you require. Most energy reporting will be the consumption data gained from one or more of a number of sources: billing data and especially “half hour” sites, online Automated Meter Reading (AMR) or perhaps for larger sites sub metering may be installed (e.g. at each production stage or each building).

For most staff using energy will not be the first concern of their job. The challenge for the Energy Manager is to make energy information available without producing a deluge of numbers. Routine reporting is a good place to start; monthly to match your billing cycle or for larger sites or processes consider weekly or daily reporting.

• Keep reports simple – Colours highlighting good and poor performance, graphs to highlight trends and comparisons.

• Make targets or key performance indicators (KPIs) visible alongside the actual power used.

• Encourage competition – Rank sites on their performance against target, units of production, improvement from a benchmark etc.

Another measurement being used is Carbon Equivalent, or Carbon Emissions (CO2e or CO2), where the carbon footprint associated with energy use is used as a common “currency” combining all the different energy types (gas, electricity etc.) Real time information, perhaps linked to sub meters, can be used to promote immediate changes of behaviour. A wall mounted display of current usage and the week trend or comparing energy consumption to other sites may be effective for this purpose.

A real time approach, particularly with sub metering also enables alarms to be used to indicate unusual consumption levels. As part of monitoring note regular “yardstick” times that can be used to benchmark future consumption levels. Also, look out for successful actions that can then be used as examples of “best practice”.

Reinforcing the message Once you have implemented the reporting, monitor for change and celebrate improvement with the staff who have made a difference. Behaviours can take time to change. Some studies estimate that half an energy saving programme can come from behaviour change – but only where there is good measurement communicated in the right way.

Going forward 1. Reward and recognition Always look out for examples of good practice and good results regardless of how big or small. Make sure that those responsible for this success are always genuinely and publicly thanked and perhaps rewarded for their efforts. Make an effort to catch people engaging in good practice and make sure you acknowledge their enterprise.

2. “Social proof” People are motivated to follow the behaviour of others and are more likely to be mindful of energy usage if others are too. The “normalisation” of actions e.g. turning lights off rather than leaving them on reinforces other people’s behaviours.

3. “Generation theory” For the first time in social history there are four generations in the workplace at the same time, and, for the first time the younger generations know more (computing) than the older ones. This has significant implications on how staff are approached and managed since each of those generations tends to have very different value sets and triggers that will appeal to their particular characteristics.

4. “Gamification” Every week millions of people, including staff within your organisation, spend hours playing multiplayer online games with a level of engagement they do not bring to work. “Gamification” looks at how to transfer the key ingredients of game design – and the gamer challenges, excitement and focus that comes with it – to the workplace. Elements of game technology implemented into the workplace can solve a number of problems with morale, alignment and communication while honing skills like resource conservation, data analysis, teamwork, recruitment, leadership etc.

The good news is that engagement from all staff need not be as difficult as it may first appear. In fact, successful engagement plans have many common elements as highlighted in this paper. So, enjoy this report, draw from it the ideas relevant to you and your organisation and, to learn much more join in with the Energy Managers Association and network with fellow energy experts.

This guide was produced by the EMA Behaviour Change Working Group and the full version is available on the EMA website in the Resources Section.

If you are interested in the behavioural aspects of energy management, the EMA is running a course on Understanding and Delivering Behavioural Change Programme on 5 June 2018 in London.

For more information please contact Jana Skodlova at jana.skodlova@theema.org.uk

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

To encourage good energy management by operators show the half hourly data as a graph for each day or week.

Consider whether the information should be given as £ or kW/hr to suit each group of staff. Maybe even convert the cost to another measure that may have greater effect e.g. in a restaurant business convert the cost to the equivalent number of meals that would need to be sold to buy that energy or the number of staff hours that the savings could buy, or simply that if energy is not wasted then it would free up monies for investment that could improve the working environment and facilities.

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CAREER & TRAINING by

THE ENERGY MANAGERS ASSOCIATION

ESOS Reality Check Hands up who has not yet heard of ESOS?

Compliance period

Qualification date

Compliance deadline

ESOS is back on our agenda and the energy management community can start thinking about the ESOS qualification date on 31 December 2018 and the compliance deadline on 5 December 2019.

Second period: 6 Dec 2015 – 5 December 2019

31 Dec 2018

5 Dec 2019

Let’s recap the facts.

Subsequent periods: every 4 years

31 Dec 2022, 2026, etc

5 Dec 2023, 2027, etc

What is ESOS? ESOS is a UK scheme to encourage large organisations to save energy and money through energy efficiency.

Organisations are required to undertake assessments to identify cost-effective energy saving measures on supplies to buildings, industrial processes and transport. ESOS has been incorporated into law through the Energy Savings Opportunity Scheme Regulations 2014.

ESOS Phase 2 – be prepared Participants that expect to qualify for Phase 2 should consider starting their Energy Audit Program as early as possible to ensure they take full advantage of the time provided by the Regulations: What you can do now

Who ESOS applies to?

Organisations must take part in ESOS if they, or at least one of their UK group member, are a ‘large undertaking’. A ‘large undertaking’ is an organisation engaged in a trade or business which:

• Carry out ESOS energy audits for the supplies you intend to include in your Significant Energy Consumption.

• employs at least 250 people; or

• The audits need to have at least one year’s energy measurement, but this can be from any time between 6 December 2014 and 5 December 2019.

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

• has an annual turnover above €50 million (approximately £42.5 million) and an annual balance sheet above €43 million (approximately £36.5 million).

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At present ESOS does not apply to the public sector or organisation subject to an insolvency procedure.

ESOS key dates ESOS works on the basis of ‘compliance periods’. An organisation will be included in the second compliance period if it meets the definition of a large undertaking on the ‘qualification date’, 31 December 2018.

Organisations will need to confirm their compliance for that period by 5 December 2019. Participation is reassessed for subsequent compliance periods every 4 years.

What you cannot do yet • Definitively determine your qualification status – this is based on your financial accounts for the financial year ending on the qualification date of 31 December 2018, or in the 12 months immediately preceding.

• Calculate your Total Energy Consumption (TEC) – this is based on your selected reference period which must include the qualification date • The audit can use data that of 31 December 2018 and end has been collected at any time before the compliance date during this period provided 5 December 2019. that the audit itself is carried out no later than 24 months after the data period and the • Definitively select your Areas of Significant Energy data has not already been Consumption – you may have used for an audit in Phase 1. a good idea of what supplies you wish to capture in your • Different energy streams can energy audits, but at present be audited at different times you will not know the exact so the workload can be spread percentage of your TEC that better to suit your business these cover. needs.

How to notify compliance When organisations have conducted their ESOS compliant energy assessments to identify cost effective opportunities to improve energy efficiency and quantified estimates of energy savings available from implementing recommendations, they will need to notify the Environment Agency. There is no administrative fee for this.

ESOS Lead Assessors Organisations that are not fully covered by ISO 50001 will need a lead assessor to undertake, oversee or sign-off their ESOS assessment. Lead assessors can be employees of the organisation or external contractors, as long as they are on an approved register of ESOS Lead Assessors.

2018 DATES FOR THE EMA COURSES TO BECOME AN ENERGY MANAGER OR UP-SKILL AS AN ENERGY MANAGER:

ESOS Lead Assessor Register A number of organisations, including the EMA, have been named as an approved authority to award a status of an approved ESOS Lead Energy Assessor. With the EMA energy management professionals can achieve the ESOS Lead Assessor status by completing a 4-step process: 1. Submit a completed application form, up-to-date CV, copies of relevant qualification and signed EMA Code of Conduct

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2. Complete EMA Leading an Energy Assessment course 3. Complete post-course written assessment

25–27 April, London EMA Energy Assessor

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4. Complete a teleconference peer review and technical interview

2 May, Birmingham Monitoring, Targeting & Validation

NEW*

The minimum requirements are: • Educated to degree standard or equivalent business based experience • Experience in carrying out energy management and energy auditing activities (no less than 2 years) • For those whose first language is not English, and who have not undertaken a course of study where the principal medium of instruction is English, certificate of competency in one of the standard language tests.

What to do if you don’t meet the minimum requirements?

Don’t despair! Working on the success of ESOS Lead Assessor, the EMA has introduced a new development pathway for ESOS Lead Assessor hopefuls with no experience in carrying out energy management and energy auditing activities.

NEW*

9 May, London Essential HVAC Control and Optimisation

6 June, London Understanding and Delivering Behavioural Change Programme 7-8 June, London Fundamentals of Energy Management For more information, please contact the EMA on 0203 176 2834 or email Jana at jana.skodlova@theema.org.uk

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

Who can become an ESOS Lead Assessor with the EMA?

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CAREER & TRAINING

The new EMA Energy Assessor masterclass helps candidates to develop competency in becoming an effective energy assessor by introducing them to: • methods to compile consolidated energy consumption reporting for review and sign off by senior management and ESOS Lead Assessor; • framework to set up energy profiles and energy baselines; • knowledge of how to identify opportunities for energy savings according to ISO 50002:2014 energy audit standard; • how to engage the organisation in implementing energy saving opportunities according to ISO 50001:2011 energy management system standard; • application of energy auditing framework to identify opportunities in building fabric, ventilation systems, heating and cooling systems, pump and fan systems, and compressed air systems; • assess the effectiveness of engagement in their organisation in implementing energy saving opportunities.

Upon completion of this course and gaining the appropriate 2-year energy audit experience candidates will be eligible to apply to undertake the EMA ESOS Lead Assessor process.

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

Energy audits are the most frequently used tools in the UK to identify relevant and cost effective opportunities for improving your organisation’s energy performance, but also the most outsourced energy management task by the UK companies as very few professionals feel confident in undertaking audits.

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Let the EMA assist you in identifying credible and cost-effective opportunities by developing your knowledge and understanding of audits, sign up for the EMA Energy Assessor Masterclass on 25-27 April 2018 in London by contacting our office on 0203 176 2834 or e-mailing enquiries@theema.org.uk This course will describe and cover: • Basic operation and control of systems such as boilers, air handlers, fan coil units, chillers, pumping systems and air conditioning, and relate them to energy consumption; • Potential control methodologies that can be used for optimisation such as speed, flow and differential temperature which can be used to optimise the use for lowest energy consumption while maintaining adequate temperatures and comfort levels. This will also include how many of these systems can be controlled via a BMS; • Implementation and correct use of variable speed drives across the range of HVAC systems; • The renewable version of some of the HVAC equipment such as biomass boilers and heat pumps.

Whether participants have been working as energy management professionals for six months or 30 years, during the EMA courses they will benefit from up-to-date information as well as sharing and learning from each other’s experience.

For more information about the EMA courses visit www. theema.org.uk or e-mail jana.skodlova@theema.org.uk

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INDUSTRY FOCUS by

ANDREW PIPER

Energy Manager at Hyde

Energy Management at Hyde Housing Group ‘In this regular feature, we focus on how organisations across different industries approach energy management. In this issue, we are exploring the world of housing with Andrew Piper, Energy Manager at Hyde.’

customers. I also lead on energy monitoring and targeting and energy procurement for around 500 sites.

Hyde is one of the largest housing associations in England. We manage around 50,000 homes and house 100,000 residents in London and the South East. Our property includes a mix of building types including Victorian houses in London, large modern apartment buildings and rural off gas grid properties in Kent and Sussex. As well as managing these homes, Hyde builds 1,500 new homes a year. Hyde also has 14 office sites, numerous commercial units and other facilities such as depots.

Traditionally, energy management for housing associations broadly meant two things. Firstly, it was to ensure that utilities procurement provided value for money for residents. Secondly, it was to deliver energy retrofit to improve the energy efficiency of individual dwellings.

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

My role covers all of Hyde’s property.

I’m involved in everything from achieving a minimum energy standard for individual homes to developing our energy strategy for offices. On our large estates, I manage our approach to improving the efficiency of heat networks which supply heat to several thousand

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What does energy management mean at Hyde?

Housing associations have reported the average energy performance of their properties to the Government for some time so this has long been an important metric. Fuel poverty legislation now means that the sector must achieve an Energy Performance Certificate (EPC) band C for all fuel poor homes by 2030.

This is a significant step in addressing fuel poverty. However, for many organisations this is an expensive and resource intensive programme that often means that other strategic

energy management issues aren’t given enough attention.

The housing sector has a lot of catching up to do to ensure that it effectively manages other issues such as monitoring and targeting, heat networks, renewables and communal area lighting.

There are multiple benefits for housing associations to improve their approach to energy management.

For example Hyde’s vision is for a ‘great home for everyone’ and key to achieving this is to provide a warm home.

By improving the energy efficiency of our homes and managing community energy systems, such as heat networks, we’ll reduce fuel poverty. As well as improving resident health and wellbeing, this has a financial benefit to Hyde as research has shown that rent arrears can be reduced when energy efficiency is improved.

One of the ways that Hyde plans to achieve its vision of a great home for everyone is to build new homes.

We’re reinvesting as much surplus as possible to tackle the housing crisis.

For every million pounds surplus we make, we can build 150 new homes.

That’s a really important incentive to do a great job at achieving energy cost savings.

We also know that residential property is a significant contributor to the UK’s carbon emissions so by improving the energy efficiency of our buildings portfolio, we’ll not only build more homes and address fuel poverty, but we’ll help to address climate change too. This is especially important for an organisation that houses people who are particularly vulnerable to the increased risk of summer overheating and flooding that climate change will bring.

How does Hyde deal with energy management?

For a housing association there are several areas of focus. Housing associations have been addressing energy retrofit for some time. This is an expensive programme and as a not for profit business, we rely on grant programmes to help to deliver retrofit. As well as my day to day operational role, I spend a lot of time forming external partnerships, looking for new income opportunities and developing new financial models to deliver energy retrofit.

I think it’s fair to say that energy management in its traditional sense hasn’t been a significant focus for some housing associations in the past so in many ways it’s an emerging discipline. Higher energy costs and new regulation are helping to raise its profile. Many new developments in London are part of heat networks.

These often have large and complex

energy centres, CHP engines and renewables. This means that housing associations have to take a more ‘hands on’ role in energy management than they perhaps would’ve done in the past. Gone are the days where it was simply a case of keeping the boilers running.

I’m very lucky at Hyde because unlike many housing associations, Hyde has a lot of experience of building and managing large schemes. One of the things that we’ve put in place is a team of property managers who are responsible for larger buildings and they assist me with monitoring energy related issues on site and take meter readings.

Hyde currently manages 12 heat networks for 1,700 customers and we’re adding new schemes to our portfolio all the time. Instead of splitting heat costs equally between tenants, as was traditionally the case, heat metering means that we now only charge for the heat used by each flat. This is certainly more equitable

but it’s a challenging process change for the sector.

The data that we’re now getting access to is telling us that heat networks are rarely as efficient as they should be. The specification of new schemes is particularly important to how we address this issue. However, the housing sector also needs to focus on improving its energy management knowledge and skills to ensure that system efficiency is managed effectively in the long term. The Heat Metering and Billing Regulations will also require us to retrofit heat meters in flats where there is an existing communal boiler.

For many organisations this could mean a significant increase in the number of heat networks that they manage.

Another part of my role is to ensure that energy management solutions are also seen as an asset management solution. As an example we’re piloting a smart thermostat in our homes. The technology is

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THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

Small investments can return substancial savings.

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THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

INDUSTRY FOCUS

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similar to other smart thermostats but is specifically designed for social housing. As well as helping residents to reduce their heating costs they provide the landlord with temperature, humidity, heat loss and boiler operation data. This helps us to identify homes where there’s a fuel poverty risk and to proactively identify homes where there’s an increased risk of condensation and mould due to under heating or ventilation issues. By identifying these problems remotely, we can help the resident to address the problem early on. This reduces the risk of energy costs leading to more significant financial difficulties for the resident. It also helps us to address condensation and mould before it becomes a potentially expensive maintenance problem.

We’re developing a large scale DSR research project with a local authority partner and we’re currently piloting battery storage in properties in West Sussex. We’re targeting electrically heated properties with solar pv fitted to understand the benefits to fuel poor residents in off gas grid homes.

We’d typically try to connect these homes to gas but the cost is often too high due to the distance to the main. Where we’re unable to connect to gas our other option is to install renewable heating systems. We’re keen to understand if battery storage, solar pv and modern storage heaters could be a cost effective alternative.

Decentralised energy and Demand Side Response (DSR) is becoming a particular area of interest. The housing sector needs to start planning for how residents will use energy in the future to ensure that property is compatible with a changing energy market. Hyde owns a large number of renewable energy assets and electrically heated properties so we’re in a good position to trial battery storage and DSR opportunities.

The increasing number of heat network schemes that we manage is our biggest operational energy management challenge. These are often complex systems that have several stakeholders involved in their maintenance and management.

We need to ensure that schemes are not only designed well but that we have the right contractors and skilled staff involved in the long term management of the schemes.

My biggest strategic challenge is to develop a business as usual culture

What areas of everyday business at Hyde are most challenging in terms of energy management?

for energy management. I’m keen to change traditional perceptions of energy and sustainability into something tangible for Hyde’s staff and residents. The challenge is that the housing sector is still grappling with the energy management business case. Predominantly it is residents who benefit from any energy savings which is great from a fuel poverty perspective but housing associations are not for profit organisations that are trying to increase their surpluses to fund the building of new homes.

Energy efficiency budgets are therefore under pressure in some organisations. There have also been reductions in energy efficiency grant funding from the Government. A business case that sets out the wider business benefits of energy efficiency as well as the fuel poverty benefits has therefore become essential.

Author’s profile: Andrew has worked in energy and environmental management roles for local authorities and housing associations for 15 years. He’s worked in the housing sector for 7 years. He started in his role at Hyde in October 2017. Andrew is a full member of the Energy Managers Association.

Search for ‘BOSS X-POT’

INDUSTRY FOCUS by

LORD RUPERT REDESDALE

Chief Executive at The Energy Managers Association

Is There a Difference Between a Facility Manager and ​ an Energy Manager?

Energy management needs to be embedded into all sectors of British Business, but the sector that should be most clearly focused on efficiency seems to a degree to ignore the issue. Why is the FM industry often ignoring leading on energy management?

The UK’s facilities management (FM) sector is widely accepted by academics as being the most mature and competitive in Europe, with most estimates putting its value in 2017 as high as £120 billion (estimated to reach £139 billion by 2021).

There are at least 750 medium to large FM companies who provide outsourced services to the majority of UK companies. It is therefore surprising how few companies include specific energy management in their contracts.

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

FM is an incredibly competitive industry with wafer thin margins. Most FM companies focus on hard FM, but as the traditional market becomes saturated, should not FM companies start focusing on the value added soft FM

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offering of Energy Management? This will need to happen as there is a trend in the industry for moving towards total FM deals that will see FM providers becoming ever more embedded in the operations of their clients. A major issue is that the large FM companies themselves often do not have an energy manager so how can they provide this service to others?

For FM companies the reason why they are only now exploring energy management as an offering is because FM has largely been seen as a maintenance or installation issue. The monitoring of energy consumption has largely been left to the client company, who in turn have often outsourced their procurement and therefore the majority of the data that is needed for effective energy management.

Facilities Management as a profession has developed markedly over the last two decades but there still seems to be a problem getting FM professionals to see themselves as energy managers. Most energy managers see themselves as facility managers, but the vast majority

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The EMA conducted a survey of FM professionals and the majority of those who answered think energy management in general

was someone else’s problem, even if there was no specific energy manager employed in their organisation.

“

FM duties span a large number of fields, and it is difficult to encapsulate the profession in a sentence, but here is BIFM’s definition.

Why have FM companies not fully embraced energy management?

One of the main hurdles could be that a large proportion of FM is outsourced and many FM companies do not offer specific energy management services as part of the core services they supply to their clients.

Most energy managers see themselves as facility managers, but the vast majority of facility managers do not see themselves as energy managers. If we are to introduce energy efficiency across the board, and meet our Climate Change targets, this has to change.

”

“Facilities management is the integration of processes within an organisation to maintain and develop the agreed services which support and improve the effectiveness of its primary activities” (BIFM,2017).

Whilst this definition does not trip off the tongue, it would in practice clearly include aspects of energy management.

The EMA survey showed that there were three main reasons employees felt energy management was outside their remit.

Most answered that it was not part of their role, this was followed by the belief that they neither had the training or the expertise to save energy. The last issue was that there was no incentive as part of their job to save energy as this was someone else’s responsibility.

The EMA will continue to pursue the notion that energy and facility management is closely linked and encourage the conversation on the topic.

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

of facility managers do not see themselves as energy managers. If we are to introduce energy efficiency across the board, and meet our Climate Change targets, this has to change.

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INDUSTRY FOCUS by

DANNY CLARK

Technical Energy & Sustainability Manager at JLL

The Role of Facilities Managers in Building Optimisation

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

I often attend meetings where building owners comment that facility managers are not sufficiently trained in optimising buildings for energy and water efficiency. I sympathise with them, but then I remember all the other tasks that a facility manager is expected to fulfill: lifts, legionella, office cleaning, fabric maintenance, reception services, landscaping, security, public safety, budget delivery, window cleaning, H&S, waste management, tenant fit-outs…. and the list goes on forever before we start to consider HVAC efficiency.

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The facilities managers’ most valued skill now is people skills and as property owners re-evaluate their relationships with occupiers, it is even more important. But each facility manaager has their own speciality, and it is using this pool of expertise that delivers total facility management. It is unrealistic to expect an FM to stick their head above a ceiling to see if an actuator is working – but it is a major part of their job to operate a building efficiently, ensuring lease obligations are met and asset value is protected. So how can facility managers close the gap between energy and facilities management?

The facilities managers know their buildings better than most and usually know where the wastage is.

They need to close the gap between knowing what’s wrong and getting it done within their myriad of other roles. They need to know that suggestions or proposals that they make will be considered so that we can avoid comments along the lines of: “I’m just wasting my time putting forward energy management

investment projects, nobody listens”.

The skills to build investment cases that the property and fund managers can quickly understand and sign off on, while appreciating that the occupiers, property managers and asset/fund managers all have different drivers is key. It’s quite interesting for me, but sometimes uncomfortable for facilities managers, when I ask them to adopt the thought process of a tenant, occupier or building owner when making investment decisions, but it is vital for the end result.

But the quickest way for improvement and sign off is to think laterally when equipment reaches the end of its life. As technology changes, facility managers should be

a catalyst for change, bringing occupiers together to co-operate on minimising waste, optimising processes and creating opportunities, be it a building optimisation or embedded generation.

Significant emission savings can be made by encouraging occupiers to consider each other and act in unison. There is so much data from meters, BMS (and recently the Internet of Things) that the information is there to help occupiers reduce consumption, but the data needs to be presented to the facility manager in a purposeful, succinct format. Often a simple monthly energy report in graphical format on a building notice board is enough to stimulate discussion and behaviour change.

And so in my view, the key to the facility managers’ role in optimising buildings energy use is helping them to be able to identify problems without expecting them to know the detail, enabling them to ask the right questions and appoint the people with the relevant skill to resolve problems. They just need the tools and backing, and everyone to understand how important they are in delivering results.

encouraged to think about life cycle costs and not just replace like for like. From experience, most facility managers would automatically replace an old pump motor with variable speed drive and so the investigation of hybrid solar when a calorifier needs replacing should be a similar thought process.

Money is always found at the end of equipment life.

But not everything requires capital.

The facility manager can act as

Author’s profile: Danny has been working in energy management in the commercial sector for 25 years and during that time has worked for property owners, consultants, occupiers and management companies. He has represented the British Property Federation in the UK and Europe and was a member of the CIBSE policy and consultation committee.

TECHNOLOGY by

THE ENERGY MANAGERS ASSOCIATION

Lighting and Lighting Controls – EMA User's Guide

This guide is designed to steer you through the process of upgrading your lighting and lighting controls, from selecting a suitable solutions provider, to the questions you should ask your chosen solutions provider and, perhaps more importantly, the internal questions surrounding your actual requirements.

Questions to ask: • Are my staff happy with the existing lighting?

• Is my existing lighting efficient?

• Does my existing lighting provide enough light for my business function and/or tasks?

• Am I making the most of all available daylight within my building?

• Do I have sufficient control of my lighting?

• Have my controls been commissioned correctly?

• Have the hazards within my building been identified and lit?

Have you answered “no” to any of the above? This guide is for you.

Where to start Choosing a solutions provider Solutions provider This is a partner that can provide a turnkey lighting solution that (depending upon your specific

needs) could include financing, installation and lighting controls.

Audit A reputable solutions provider will work with you in order to complete an audit and establish the area for improvement.

Total cost of ownership A calculation of the proposed lighting and controls scheme factoring in Regulatory Compliance.

Available technology Choosing the right equipment Fluorescent Do not ignore fluorescent technology as many lamps, such as T5s, can offer significant energy saving benefits without the capital outlay often associated with LED. LED LED lamps and luminaires have developed significantly over recent years and now offer a competitive return on investment and significant maintenance savings.

Controls Controls should be a core element of your energy savings measures.

Other considerations It’s not just lighting Building integration It is not just lighting that can be achieved through an upgrade.

Depending upon solutions selected additional building functions can be incorporated (e.g. HVAC, Security, Space Utilisation etc.).

Productivity/wellbeing The correct lighting can have significant benefits on the productivity of those within a building.

Data Advanced control systems can leverage data from sensors to reduce further costs such as maintenance.

Selecting a Solutions Provider – Q&A How do I know if a company is reputable?

There are many businesses operating in the lighting and lighting control space. Look for a business that has been trading for many years, is based (or has representation) within the EU and one that carries quality standards (ISO etc.). You can find a choice of supplier on the LIA website and can consult regarding the suitability to your project. Case studies and testimonials are a great way to judge how your partner performs and the strengths that they should show.

What is the difference between a supplier and a solutions provider?

A supplier will sell you product(s), these may match your needs sufficiently but a solutions provider takes more time to understand your requirements and provide a solution to meet them. This often extends beyond just supply and could be, one or all, of audit, finance, product supply, installation, maintenance and review.

Could I procure all solution provider services on an individual basis from multiple suppliers?

The short answer is yes, but you need to be aware that this is a more involved process from your side in managing multiple suppliers and timelines. More importantly you may incur compatibility issues between hardware/software supplied by two differing entities. With a solutions provider you are dealing with one business, have a warranty from one business and are guaranteed not to have compatibility issues.

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

The quality of artificial light is a significant influencer on productivity and wellbeing within the workplace. At the same time artificial lighting is also one of the largest consumers of power, and significantly, also one of the areas generating most waste, by being left on when not required.

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What sort of warranty do solutions providers offer?

A reputable provider will be able to cover both product and installation (labour), and more importantly, will have a balance sheet and trading history to support the warranty.

Products should be covered for a minimum of five years, the installation for twelve months; look out for maximum operational hours linked to the warranty. Failure rates and product performance information should be readily available, furthermore you can ask for references to confirm any warranty claims.

What service should I expect from a service provider?

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

From your initial brief, the chosen service provider should offer a cradle to grave solution for your business; if your provider does not engage for this brief, you should consider another provider.

Starting with a thorough audit of your existing estate, this should include luminaire types and quantities (including failures), burn hours, maintenance schedules, usage patterns, light levels, business needs/demands, and existing control strategies. From this position a detailed analysis can be conducted to establish the precise requirement for your business and the appropriate lighting and controls design completed.

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At this stage, a before and after total cost of ownership calculation can be made and the anticipated payback period determined; some work should be done to offer options and choices to suit different budgets and paybacks. If required, your provider should offer finance options.

A turnkey solution is often desirable to avoid the need to source a reliable installation partner who understands the installation brief and the energy savings strategy involved. Your

service provider should have a reliable vetting system to ensure that their partner businesses meet the expectations of their clients (you).

Strong project management and a robust reporting system is essential for the success of a seamless installation process.

Will I need a lighting consultant for my project?

Most refurbishment projects would not require a lighting consultant as the chosen solutions provider should provide all the functions that a lighting consultant would. However, in certain sectors such as retail, an understanding of how lighting may interact with products will mean that the use of a consultant may be advisable, together with a broader view of products available.

Lighting types – Q&A LED is expensive and will not offer an attractive return on investment?

LED (Light Emitting Diode) lighting has been around for many years.

Developments in LED, LED driver, and associated thermal technologies have significantly impacted the cost to make these products more competitive in today’s market. Whilst LED luminaires are often more expensive than their conventional lamp counterparts, this cost is often offset by energy and maintenance savings enjoyed by their installation.

Make sure that you compare LED products and ensure that you are making a like for like comparison.

Everyone is talking about LED, should I only consider this option or are other technologies as efficient?

No, the light source should be matched with the application, budget and aesthetic. Many other

light sources can offer great energy savings, such as T5 lamps.

I’ve heard that LED’s last forever, is this true?

No. This myth has been caused by many manufacturers over stating reliability or not offering clarity on how lifetime is measured. First and foremost, LED and the drivers used to operate them, will not last forever. Unlike most lamps, LEDs degrade gradually over time and do not typically experience the sudden failure that can be seen in other lamps such as fluorescent. Any source lifetime should be stated to a given percentage of output (given as an L value); for example 50,000 hours to L70 (70% of initial lamp output).

Furthermore, the lumen depreciation rate during this time should also be given (given as a B value); for example 50,000 hours to L70, B50 (only 50% failure). Check to ensure that products are being compared equally before making a choice.

Can I use my existing light fittings and simply fit a more efficient lamp?

Sometimes, but you should look carefully at the condition of the luminaires and optical performance of the lamp and luminaire combination before making this decision. Low energy lamp replacements are available on the market and can convert T8 to T5, T8 to LED, T5 to LED, discharge to LED, etc., however a great deal of caution should be taken with regard to the compatibility of the lamps.

Most warranties will be invalidated should such a conversion be made; furthermore often luminaires will need to be rewired to enable the retrofit lamp to operate. Any reworking of a luminaire should be clearly labelled to avoid a potentially hazardous insertion of an incorrect lamp during future maintenance.

Lighting controls for simply saving energy DANLERS products are ideal for the automatic energy saving control of lighting and other connected loads. All products are easy to install using the existing wiring, so there is no need for a specialist installer - saving time and money.

DANLERS products are UK manufactured, come with a 5 year warranty and are ideal for: OFFICES SCHOOLS & COLLEGES FACTORIES & WAREHOUSES HOSPITALS HOTELS & LEISURE COUNCILS / LOCAL AUTHORITIES CAR PARKS STUDENT ACCOMMODATION MANY OTHER APPLICATIONS Contact us or visit our website for more information on our energy saving controls.

DANLERS Limited, DANLERS Business Centre, Vincients Road, Chippenham, Wiltshire, SN14 6NQ Tel: 01249 443377. Email: sales@danlers.co.uk

www.danlers.co.uk

Lighting control is not worth it?

This myth is defiantly worth busting.

You can save between 34% and 70% on your lighting energy consumption by using lighting control. The exact amount will depend upon the existing controls in place.

Switching lighting shortens the lifetime of the fixture?

With quality lighting control on LED fixtures you are actually dimming the fixture, not necessarily switching it off. This not only saves money (see question above) but allows the fixture to last longer therefore saving money on the maintenance/ replacement of fixtures. Switching and/or dimming has no detrimental effect on LED. We have light switches in our building – are these not sufficient?

Standard switched control requires human intervention and whilst this may happen sometimes it can’t be relied upon. This can be demonstrated by numerous office estates burning lighting throughout the night.

Will my workforce experience areas of darkness?

A typical PIR based system uses a sensor per eight fixtures - so, if that space has typically ten people in it, this equates to one sensor per ten people. It is this sparsity that can cause ‘false offs’ when a user is sitting at a desk and the lights go out. Obviously this is not good for occupancy comfort. A granular system typically has a sensor per fixture so this equates to nearly one sensor per person giving a much higher resolution and therefore detecting much smaller movement.

This approach can also make reconfiguration of spaces much

easier as there is no need to worry about where the PIR sensors are located and what they can see; if there is one in each fixture, regardless of configuration, most human movement will be detected.

Daylight dimming does not work in the UK? Whilst there is not as much sunshine in the UK as other countries, there is usually sufficient ambient light to allow daylight dimming to operate. A controls solution that has ‘fine grain’ control with distributed intelligence (as opposed to a central control function) and sensors in each fixture will allow for accurate and effective daylight dimming. As with all forms of dimming, the user should not be aware of this, ensuring maximum user comfort but still achieving energy savings.

Is a control system responsive enough?

It can be. A localised, distributed intelligence solution will allow the individual luminaires to react quickly and efficiently to any changes in the surroundings, from movement to dimming, by controlling the luminaires within the immediate vicinity of the environmental condition.

Will my new lighting be compatible with our controls system?

Most light sources can be switched and dimmed, with the exception of the majority of discharge light sources. Care should be taken to understand which dimming system is in place to ensure that the correct driver is installed within the product. Most products should be available enabled with DALI (Digital Addressable Lighting Interface) drivers. As the leading industry standard, luminaires equipped with such products should be compatible with many controls systems and

building management systems (BMS).

Again, this should be discussed with your provider, and guarantees given to avoid any add-on costs.

However, other dimming protocols are available, such as 1-1 OV, Phase dimming and DSI. It is important to ensure that an audit is undertaken to ensure that this information is gathered, especially when undertaking a refurbishment project, to ensure that control compatibility is considered and implemented.

Installation and set-up of lighting control is expensive?

Whilst the above statement can be true of some controls systems there are systems that do not need to add anything to the installation costs and can be set-up by inexperienced end users. These controls solutions are ones that are built in to the fixtures at point of manufacture and so also address the daylight dimming and areas of darkness questions (above).

Do I switch, or should I dim?

If a lighting control system is able to dim as well as switch then increased energy savings can be realised.

Dimming gives occupants more choice over the levels of lighting they experience. It can also be less intrusive to adjust lighting levels than to suddenly turn luminaires on and off. If the lighting controls can be implemented alongside fully dimmable lighting then occupants will be happier, the savings will be greater and the lighting design will be maintained. Daylight linked dimming, often known as daylight harvesting, offers tremendous savings by recuing the light output of the lighting as greater levels of daylight are detected.

This guidance was produced in collaboration with Feilo Sylvania, and the full version is available on the EMA website in the Resources Section.

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

Lighting control myth busters – Q&A

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ADVERTORIAL by

Ørsted

Sharp focus on intelligent planning Kodak Alaris reduces energy costs by 11%

Kodak Alaris was looking for ways to reduce energy costs and operational planning time. With a complex on-site generation set up, they needed a strategy that used generation and consumption assets in the most efficient way.

Creating an operational strategy is a time-consuming process, often requiring manual data-entry and complicated calculations. For Kodak Alaris, these were based on averages, rather than accurate Day Ahead half-hourly market information. A practical, low-cost solution was needed.

Site Optimisation from Ørsted is a cloud-based solution. It uses sophisticated algorithms to calculate the optimal run schedule for an operating plant, by analysing market signals, such as wholesale energy prices, in relation to operating constraints and asset availability. It produces bespoke, daily run schedules detailing the optimal way to operate equipment, schedule production, and generate electricity on-site or export to the grid. Run schedules are accessed via a web portal, where plant information can be entered or updated, and results can be viewed ready for use.

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

Through Site Optimisation, Kodak Alaris has been able to take full advantage of its site’s flexibility capabilities.

As well as boosting resource savings through a reduction in daily planning time, the company has optimised operational performance, which has led to an 11% saving in energy costs.

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“When I heard about Site Optimisation at a seminar, it was a real ’light-bulb’ moment. It’s unique – I’d never come across anything like it before, but it was the perfect fit for our needs.” David Jeans, Energy Manager at Kodak Alaris.

To read the full case study, visit: https://orstedbusiness. co.uk/en/What-we-offer/ Flexibility-Solutions/ Site-Optimisation

ADVERTORIAL by

Centrica Business Solutions

Is cybercrime really the biggest threat to business resilience?

81% of businesses have experienced at least one energy-related failure in the last 12 months.

The energy landscape is changing. Global energy consumption is increasing fast – it’s expected to rise 25% by 2040.1 The demand for electricity will be even higher, up 65% in the same period.2 Add increasing grid instability, rising fuel costs and strict emissions targets into the mix and the future of traditional energy supplies looks anything but secure. Businesses need to place less reliance on the national grid and start to focus on generating their own energy and making the energy they currently use go further.

However, there is a disparity between the threat posed by energy-related failures and the degree to which businesses are preparing for them.

The cost of failure Businesses estimate that, when both direct and indirect costs are taken into consideration, an energy-related failure can total as much as 17% of their annual revenues.

But with the right energy solutions, UK businesses can protect their bottom line against energy failures, cut energy costs and improve their business resilience right across the board.

52% of businesses believe that they will experience an energy-related failure in the next year.

One solution for business resilience Combined Heat and Power (CHP) from Centrica Business Solutions is a versatile, easy to implement solution that provides an extra layer of energy resilience for businesses.

Just as importantly, it can help to drive down operational costs by reducing your power usage andcut energy costs significantly, as gas is far cheaper than electricity. Overall, CHP can reduce your energy costs by as much as 25%.

Increased resilience CHP gives you a stable and resilient energy source - it can be used to provide electricity if the grid supply fails and also offers a cost-efficient heating method.

Reduced running costs By cutting your site’s energy costs by up to 25%, CHP enables you to divert your energy budget to other areas of your business.

Lower CO2 emissions CHP can help reduce your energy consumption and emissions significantly – supporting compliance efforts and unlocking access to certain government incentives.

Finding the right CHP partner Centrica Business Solutions have plenty of experience in the sector and will work with you to find the CHP solution that offers maximum savings and efficiencies.

But they’re also an all-round energy partner who can not only help you implement resilience solutions, they can also provide you with insights into where the problem areas of your energy usage lie.

The cost of resilience Centrica Business Solutions are one of the very few companies who can offer large-scale financing to help reduce risk from purchasing an energy solution. A variety of finance options, including zero capital outlay, mean you control the cost of installation. And with payback in 3 – 5 years and an equipment lifespan of up to 15 years, the savings keep coming long after the technology has paid for itself.

With so many affordable options available, coupled with the potential cost of an energy failure, the real question is not the cost of an energy resilience solution, but can you afford not to have one?

Read the Resilience Report Centrica Business Solutions surveyed energy decision-makers across multiple industries to understand the true scale of the challenges posed by a lack of energy continuity, and the steps businesses are taking to address them. The resulting research report could set your business on the road to resilience.

One thing is for certain – it’s never too soon to start.

Visit https://www.centricabusinesssolutions.com/ resilience to find out more and download the report.

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

We live in an era of increased business risk. News headlines focus on threats such as cybercrime, but there’s a more immediate issue – energy supply.

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ADVERTORIAL by

CPA Engineered Solutions Ltd

Maintaining Comfort levels and Saving on Energy Costs – A Balancing Act! Keeping anything in balance can be challenging as this business was finding out. Suffering from a high level of cold air ingress through a large loading bay door, they wanted to assess whether they could maintain the internal comfort level of the building and reduce costs.

+21°C. The first test was with the air barrier running, the data logger report showed that the temperature immediately inside the door did not drop below +13°C during that hour. After the door was closed and the air barrier turned off, it took just 31 minutes in total for the building to return to the +21°C set point.

The frequency of the door opening and closing meant the heating system would struggle to maintain the temperature within its set parameters. When the door opened, the internal temperature would drop below an acceptable level, the thermostat control activated the gas fed heaters and they would continue to operate until the temperature reached the set point, driving up energy consumption.

The second test was with the air barrier turned off, and this time the report revealed that when the door was open the temperature dropped down to freezing levels at the door and only +2°C in the centre and it took a total of 110 minutes for the building to reach back to the set point temperature.

A detailed site survey was carried out and the installation of an Enershield air barrier over the doorway was proposed. Air barrier technology works by re-circulating ambient internal air in a laminar flow and therefore creating a ‘virtual door’ effectively and efficiently separating the two atmospheres.

Enershield air barriers are fitted with automatic sensors which activates the system when the doors are open and so by preventing the thermal exchange through the door, the air barrier would assist in stabilising temperature within the facility reducing the heating systems recovery time, thus reducing energy consumption.

A separate gas consumption study; performed by an independent gas company, was carried out and it showed an 18% overall reduction, equating to a saving of appx £3000/year. A saving that could now be invested elsewhere.

To find out more on how our air barrier systems can provide your business with a cost-effective solution, please call 01501 825024 or e-mail, enquiries@cpa-group. com NB: This report was carried out by Enershield Canada

THE EMA MAGAZINE • ISSUE MARCH—APRIL 2018

For comparison a post installation study was carried out and was formed of two tests; the run time of the tests were 60 mins, and the set point of the building was

In summary, the tests and subsequent reports showed that not only did the Enershield air barrier maintain a comfortable working temperature, it also dramatically reduced the amount of gas consumed to reheat the space. Saving the company, a substantial amount of energy and helping them reduce their carbon footprint.

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Enershield is manufactured in Scotland & distributed in Europe under licence by CPA Engineered Solutions Ltd

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