The EMA Magazine I May-June 2018 Issue

THE EMA MAGAZINE

www.theema.org.uk | ISSUE MAY–JUNE 2018

ROYAL MAIL'S REDUCTION OF ENERGY CONSUMPTION at Leeds Mail Centre

IN THE SPOTLIGHT: LIGHTING THE WAY

an interview with Paul Barlex

RISING OVER ENERGY MANAGEMENT CHALLENGES

at University of Aberdeen and the NHS

NOTTINGHAM CITY COUNCIL’S JOURNEY​ to MEES compliance

FOSSIL FUEL SUBSIDIES

BUILDING MANAGEMENT SYSTEM

In developing economies

What to consider

THE SEWA AND EMA Announcement of key training partnership

When 81% of businesses suffered unplanned power outages last year, how can your business be better protected?

We should talk about making your business resilient centricabusinesssolutions.com/resilience Source: online survey of energy solution decision-makers and influencers in mid-sized organisations in the USA, UK, Ireland and Italy; conducted by Circle Research for Centrica.

contents

EMA MAGAZINE

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WELCOME

By Robert Williams

FEATURES

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Rising over Energy Management Challenges

By Roederer Rose Lyne and Paul Graham

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CAREER & TRAINING How to Fill the Gap in Your Energy Management Knowledge

By The Energy Managers Association

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LIGHTING THE WAY

An interview with Paul Barlex

The Sharjah Electricity and Water Authority and the Energy Managers Association announce key training partnership

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Can We Meet our Carbon Targets through Switching to Electric Vehicles?

By Lord Rupert Redesdale

City Council’s 24 Nottingham Journey to MEES Compliance Fossil Fuel Subsidies in 28 Developing Economies: An inconvenient truth

By James Kirkwood

By Gabriel Hurtado González and Sasaenia Paul Oluwabunmi

INDUSTRY FOCUS

TECHNOLOGY

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Installing 32 Considering a New BMS?

Royal Mail’s Reduction of Energy Consumption at Leeds Mail Centre

By David Waterston

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By Emma Bushell

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THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

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Foreword by

ROBERT WILLIAMS

EMA Board Member & General Manager – Procurement at BT

THE EMA MAGAZINE EDITORIAL

Dear Reader, What is an energy management ‘strategy’? Solving the day to day issues of energy waste highlighted by a BEMS or running a project to install a new high efficiency HVAC system can seem light years away from a grandiose ‘strategy’. Yet this is what businesses demand; particularly those larger businesses whose scale and complexity needs long term thinking to shape 3–5 year strategies on energy management, linked to the equipment and processes that use that energy.

What can you recall that has changed in the last 3–5 years?

Back before Brexit. Before President Trump. Before CfD and Capacity Market costs started to push up electricity bills. Before IoT, AI and software robotics became part of everyday conversation.

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

The world around us is changing faster than we often recall, and strategies have to adapt. Whatever stage you have reached in your career, we all need to keep on growing by knowledge sharing, networking and training to continuously develop our own technical and commercial skills. This keeps us in step with change or perhaps driving it.

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When did you last refresh your own 3–5 year training plan?

Although you will need to keep adapting the path you will take towards your end goal, keep your single clear top-level personal objective in focus. Read on, and absorb the knowledge shared in this issue of The EMA Magazine. And remember that the best way to predict your future is to go and create it!

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 Robert Williams, Roederer Rose Lyne, Paul Graham, Paul Barlex, Lord Rupert Redesdale, David Waterston, James Kirkwood, Gabriel Hurtado González, Sasaenia Paul Oluwabunmi and Emma Bushell.

FRONT COVER Photo Courtesy of University of Aberdeen Library Building 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

THE ENERGY MANAGERS ASSOCIATION

Rising over Energy Management Challenges Every organisation is diverse and presents different challenges to energy managers and their teams.

The processes of overcoming these challenges and the lessons learnt can offer helpful insights to others presented with similar challenges. With this in mind, the EMA has asked two energy managers from different industries to share their main challenges and solutions. In this issue, we have asked Roederer Rose Lyne from University of Aberdeen and Paul Graham from Kingston Hospital NHS Foundation Trust.

Energy Management Challenges Facing Universities

By Roederer Rose Lyne, Graduate Energy Engineer at University of Aberdeen

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Founded in 1495, the University of

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energy spend, implementing energy efficiency projects and efficiency upgrades during general maintenance.

The University has over 1,600 m2 of solar PV and a 1.6 MW combined heat and power engine (CHP) which provides electricity and heating to over 13,400 students and staff on the Kings College Campus. In 2016/2017, the University consumed over 18,018 MWh of grid electricity and 70,146 MWh of natural gas and released 23,000 tonnes of carbon emissions from energy use.

With ever-increasing energy tariffs and distribution charges, cost of carbon allowances, and pressure from governments, staff, students and the public to improve their environmental impact, universities cannot ignore the importance of energy management. Like most industries, universities face a number of challenges when it comes to managing their energy consumption.

The University of Aberdeen’s Energy Management team face a number of challenges but there are three main ones that occur every year:

Aberdeen comprises of the historic Kings College Campus, Foresterhill Medical Campus, the 2,000 bed Hillhead Student Village, and a variety of small sites that stretch to the tip of Scotland. With a community of more than 30,000 staff and students, the Energy Management team is responsible for a multi-million annual

• Accurately creating budgets • Tackling energy efficiency in historic buildings • Misconceptions of “Magic Energy Bullets” Accurately creating budgets Predicting how the University’s buildings will be used in a year’s time will always be a challenge.

A building’s energy demand can change during an academic year to meet the needs of the staff and

students. Predicting the weather a year in advance is impossible, so trying to budget for the energy intensive months (which in Aberdeen is the winter) is difficult. Previous year’s weather can also negatively impact a budget’s accuracy – a warmer year will skew the average natural gas consumption and could result in under budgeting.

A commonplace method of setting energy budgets was to apply a blanket increase of 10% year on year. However, with universities facing increasing financial strain it is necessary for Energy Managers and Energy Management teams to create budgets that are a better reflection of consumption and costs. Incremental budget setting is not the worst thing, particularly in an organisation without a dedicated energy management section, but it will lead to inflated budgets over a relatively short period of time. Budget setting based on historical consumption and current tariffs allows the institution to allocate much-needed funds elsewhere to further the primary aim of the University which is to teach and research.

The University of Aberdeen’s Energy Management Team (EMT) follows a rather clichéd but useful mantra of “If you can’t measure it than you can’t manage it”. Using a Monitoring and Targeting programme, the team is able to tailor energy budgets

1. Data collection 2. Data analysis 3. Reporting 4. Action Monthly energy meter and submeter readings are collated by the EMT, and any changes to consumption are investigated thoroughly. If actions are required to mitigate or reduce the consumption changes, they are monitored over the following year to ensure effectiveness.

Traditional energy management practices can also be a big help; monthly degree day analysis is a useful way of highlighting the weather’s impact on energy use and can be used to normalise consumption data. Combining this with exception reporting highlights unusual energy consumption which should be ignored when predicting future consumption.

A combination of the M&T programme and degree day analysis helps to identify poorly performing sites and gives the capability to accurately inform project savings and their resulting impact – it is also vital to have this information to hand as it can be utilised effectively in the preparation of business cases

for energy saving measures and projects.

Through an effective M&T programme, the University’s 2017/2018 energy budget was 15.4% less than the 2016/2017 budget. Irregular energy consumption that occurred when the CHP engine was offline for over a month was factored out when setting the 2018/2019 budgets thanks to exception reporting.

Tackling energy efficiency in historic buildings A large proportion of the buildings in the King’s College Campus are hundreds of years old (the oldest is more than 520 years old) and listed as a result so improving energy efficiency can be difficult and costly. As tempting as it is to focus on designing new, highly efficient buildings, it is still important to remember the older facilities; they are still used daily by staff and students and their energy waste levels will continue to increase. In the past, the energy efficiency issues of historic buildings on campus were overlooked or the bare minimum was implemented.

However, this impacted on the occupants who had to work in rooms with poor heating, leaking windows or inadequate lighting. As a result, staff were less inclined to participate in behavioural change campaigns or engage in energy awareness campaigns.

By researching and investing in sympathetic

and non-intrusive technologies, the energy waste levels of a building can be significantly reduced while complying with protected building regulations. Having meetings with departments and building users who are based in historic buildings allows them to be part of the discussion on how a building is improved. This helps improves relations with staff and means they are more likely to engage with other energy efficiency projects and campaigns. Staff are also encouraged to propose energy efficiency upgrades or projects they would like to do. Where possible, the Energy Management team will help provide funding for departments and schools so they can purchase high efficiency technologies during equipment replacement schemes.

The Meston building is our main science building and one of the largest buildings on campus.

When its heat demand started increasing by 10% year on year the Energy Management team started researching ways of improving efficiency that complied with Historic Scotland’s requirements. A form of window draught proofing was found to be non-intrusive and saved 141 tonnes of CO2 emissions and £23,000 in heat once installed.

Misconceptions of “magic energy bullets” It is common for pressure to be put on energy managers to embark on high profile installations – there is often a thought that installing renewables is the best thing to do. There is a perception that renewables will instantly meet all of an organisation’s energy demands

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

to reflect the University’s average consumption over a period of years while factoring in any observed changes to consumption trends. M&T can be split into a 4-stage feedback mechanism:

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FEATURES

and by not installing PV panels or wind turbines every year then an organisations is not committed to reducing their carbon footprint. However, there is little point in installing renewables until you have done all you can do to reduce demand and improve energy efficiency levels otherwise you will have an oversized and overpriced solution.

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Not having the ability to show the impact of trials or small energy efficiency projects can make it difficult to get authorisation on expensive larger scale rollouts of a particular measure. It may seem trivial, but by not publicly advertising what the University was doing towards energy efficiency, the significant reductions in its carbon footprint and examples of good practice were missed by staff and students.

When deciding which energy efficiency project to fund, the University’s EMT always refers to the energy hierarchy – first reduce the energy demand, then invest in energy efficiency, and then finally research the advantages of using renewables or low carbon technologies.

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

The ‘energy hierarchy’ is a fundamental weapon in the Energy Managers’ armoury and should be adhered to and highlighted to those seeking the quick renewable wins

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The ‘energy hierarchy’ is a

efficiency projects and their impact. It also charts the University’s progress towards reducing its carbon emissions by 20% by 2021 – as dictated in the 2016/2021 Carbon Management Plan. For example, the University’s Multi-faith Chaplaincy had a set heating schedule of 6AM – 10PM all week. To reduce the building’s natural gas consumption, the EMT liaised with building staff to organise a weekly heating schedule which reflected the occupancy rates. This “no cost” approach reduced gas consumption by 50%. Additionally, rather than replacing a set of pumps in the Meston building, the EMT proposed installing a set of variable speed drives (VSD). When calculating the impact of this project, the Team used the Affinity Laws to predict energy savings and carried out an experiment to prove the theory – the theory’s calculated savings were within 5% of the experimental results.

fundamental weapon in the Energy Managers’ armoury and should be adhered to and highlighted to those seeking the quick renewable wins that more cost effective solutions might be more appropriate.

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that more cost effective solutions might be more appropriate. This is especially significant when you consider that most renewable technologies are carbon intensive to install and/or manufacture.

Providing formally written project proposals that detail the challenges, solutions, and impacts can provide assurance that a generic saving figure hasn’t been used and the EMT has fully researched a project. Once funded and installed, an effective M&T programme allows the EMT to show the University community the impact of the energy efficiency projects and helps inform saving predictions of similar future projects.

To help keep staff and students apprised of what the University is doing about its carbon footprint, the yearly Energy Report, which is written by the Energy Management Team, highlights the number of completed

A final thought on this issue is that without an effective energy management team, it would have been near impossible for the University of Aberdeen to produce the solutions and impacts listed. Underinvestment in Energy Management teams is quite common but it is important to build the support. An effective team can help to reduce the potential for single fail points – the reporting requirements and compliance aspects of energy management in today’s environment is onerous, so being able to share the load is vital and provides essential support regarding cross checking and reviewing of submissions.

Author’s profile: Roederer Rose Lyne is a Graduate Energy Engineer in the University of Aberdeen’s Energy Management Team. She started in the team as a summer intern in 2016, then worked part time while she finished the final year of her Mechanical Engineering MEng (Hons) Degree before starting full time in June 2017.

I recently became responsible for energy management at a single site, acute NHS Trust in South West London. Having worked there for the past 10 years, I was already familiar with the site and have spent the last twelve months assessing the challenges and what the future energy strategy might look like.

Kingston Hospital is a 500 bedded site of 67,000 m² of occupied floor area providing acute healthcare, outpatient and maternity services to the surrounding population.

Employing approximately 3,000 staff and contractors, it is the largest employer in the area. The site is made up of 27 buildings built between the 1880s and 2007. We spend nearly £2million on energy and energy services per year. Most of this spend is attributed to the PFI Energy Centre which provides combined heat and power services to the site.

The Trust’s historic strategy for building and refurbishment projects including energy improvements could be called haphazard. Buildings

have gone up when funding becomes available to solve an immediate problem and without a long-term plan. As a result, though there is evidence of attempts to achieve economies of scale, many of the site services have been implemented in a decentralised pattern to fit the budget for a project rather than any wider strategic plan.

Most buildings have their own plant, some of which is connected to the Building Management System.

The rest is controlled by either stand-alone BMS or with binary manual controls. Metering is also decentralised, we rely on manual monthly readings for fiscal meters and a few buildings have sub-meters linked to a half-implemented energy management system. As a result, it is hard to ascertain whether any projects that made it to implementation have made any savings.

As an NHS organisation, we are under the same pressures as the rest of the healthcare system. The drive in recent years has centred solely on cost savings which has led to a focus on buying supply cheaply rather than controlling consumption demand.

Our site backlog maintenance is

around £56million (£42million of which is high or significant risk).

The biggest three challenges facing us are: 1. Lack of comprehensive, accurate data, without which monitoring and targeting improvements is impossible.

2. Lack of internal capability and experience, without which we

neither know which ideas are best to implement nor how best to practice them.

3. Lack of unifying strategy, without which it is very difficult to plan larger scale energy efficiency projects.

From speaking to other energy managers, one or more of these are common within most healthcare providers.

Lack of comprehensive, accurate data Meaningful, accurate data is essential to justify investment in energy efficiency and measure the outcomes. As previously mentioned, where equipment has been upgraded or behaviour change programmes have been run it has not been possible to quantify the energy savings (if any). We are also reliant on manually read meter readings to validate utility billing.

To compensate, we have focussed initiatives on the small isolated buildings where good data is available. While we have scaled up some of the behavioural change ideas (switch off events prior to Bank Holidays etc.), we are still unable to justify larger scale capital projects.

Bill validation is being carried out but this is time consuming for something which could be simplified and automated.

The existing Energy Management System was installed as a prototype in connection with the BMS. The sub-metering installed is not comprehensive, badly labelled and excludes the main fiscal meters so it cannot be used to give a complete picture of the site energy consumption. It is also prohibitively expensive to connect new sub-meters. When site-wide data is called for, it is complex to amalgamate ¼ hourly smart data with manual meter readings to provide an overview. Some buildings are also

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

Energy Management Challenges in the NHS

By Paul Graham, Utilities, Waste and Sustainability Manager at Kingston Hospital NHS Foundation Trust

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FEATURES

supplied from utilities which enter the site through others with no sub-metering.

To turn this around and provide live monitoring of the site and evidence for future projects, the Trust will implement a new open protocol EMS this year. We have been liaising with our suppliers who are installing automatic meter readers which will feed into the EMS for bill validation.

We are also integrating all the sub-meters and adding loggers to the remaining buildings. Our goal is to have accurate and reliable building level information on gas and electricity consumption by the end of this calendar year. Next year, we intend to add in water and fuel oil tank gauges.

Because we have chosen an open system, we will be able to add other loggers easily to monitor particular areas of interest.

Lack of internal capability & experience

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The lack of internal energy management knowledge and experience meant that we had to utilise consultants from a variety of sources to review the site and suggest a way forward which has been useful as it answered a number of questions I had about the site infrastructure linkages. Having come in from a soft facilities management services background I wasn’t aware of many of the complexities involved in energy management.

Furthermore, the role of Waste and Energy Manager was vacant for three months before I took it on as a trainee role which highlighted the need for a proper handover and sharing of information to the management. Through their support I have been going through energy

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management training and I am now passing this knowledge on to others within the Trust and making sure key information is accessible to those who need it. In my role, communicating between the engineers (who know how things work) and management (who know how much things cost) is crucial.

Lack of unifying strategy The challenges of making improvements without a strategy manifest themselves in isolated projects which don’t make use of the scale available by linking with other systems. A historically underfunded maintenance and non-existent lifecycle replacement programme has left staff on the ground with a make do and mend attitude and managers unable to imagine a better vision where equipment replacements happen and steam leaks are not tolerated (our oldest one is two years old).

Where projects might have been connected to the energy centres’ heat load, this has been blocked by short sighted thinking to get that project done on time. This resulted in underused heat generation which is vented off the roof of the energy centre.

However, the Trust is now drafting a master plan which will secure a site strategy for the next 5-25 years. An Energy Strategy is being developed to support this plan, providing efficient services to enable the long term future of the organisation. In addition to this, the Trust is carrying out a comprehensive asset survey which will identify not only how much backlog equipment maintenance/replacement is

necessary but also make identifying equipment to target for energy improvement a lot easier.

Final thoughts We’ve learned a lot from previous good ideas which have stalled and the results of lacking a long term strategy. I’m confident that solving these three challenges will put the Trust in a much better position going forwards.

Energy Management and Sustainability seem to be growing in prominence in the NHS at the moment. The Carter Review produced a report and the Model Hospital system which is making variation in energy performance between Trusts much more visible to strategic decision makers. NHS Improvement (an oversight and support organisation) is starting to drive Trusts to consider improvements on a longer term basis. In addition Sir Robert Naylor’s review of NHS property and estates is challenging the status quo of make do and mend to consider the long term strategic sustainable future of NHS property. I’m cautiously optimistic for the future of Energy Management in this sector and look forward to seeing the fruits of our work at Kingston Hospital.

Author’s profile: Paul has been part of Kingston Hospital NHS Foundation Trust for 10 years and since January 2018 he is the Trust’s Utilities, Waste and Sustainability Manager. He has also responsibility for Space Management and Performance Monitoring for the Estates & Facilities Directorate.

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THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

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CAREER & TRAINING by

THE ENERGY MANAGERS ASSOCIATION

How to Fill the Gap in Your Energy Management Knowledge…

Whether you are looking to up-skill your existing energy management knowledge and skills on a particular topic or you are looking to re-skill from other professions, the EMA offers a range of practical and interactive courses. In the upcoming months, we will be running the following courses: Energy Procurement course – 23 May (Manchester) and 14 June (London) Effective procurement makes savings without additional costs!

The course covers: a What affects energy prices? a What charges make up electricity and gas bills? a How to choose the best type of energy contract? a How to run a basic procurement exercise? a What third party intermediaries do and how they get paid?

The course on Energy Procurement will take place on 23 May in Manchester and on 14 June in London, and attendees will be given an opportunity to discuss and assess their own energy bills.

Understanding and Delivering Behavioural Change Programme course – 6 June (London) Over 40% of daily actions are based on habits and routines!

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The course covers: a What triggers a change in behaviour? a What are the barriers to action? a Who are the key decision makers and how do you influence them? a How to prepare and gain approval for a behaviour change programme business case? a What steps should be taken to ensure a successful completion of current programmes?

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These and other insights into the psychology of human behaviour will be presented to participants during the Understanding and Delivering Behavioural Change Programme course on 6 June in London.

Fundamentals of Energy Management course – 7-8 June (London) The global trends of energy consumption show an increase that organisations need to manage!

The course covers: a What are the basic principles and analytical techniques of energy consumption and energy efficiency? a What are the technical and managerial aspects of energy management? a What is the link between energy sources and energy usage in an organisation? a How you convert between energy and CO2 emissions? a What are the most effective energy measurement and monitoring techniques available?

This introductory Fundamentals of Energy Management course on 7-8 June in London will draw from examples of organisational practices and will offer participants an overview of key energy management knowledge and skills.

Waste Management course – 13 June (London) Waste management is the collection, transport, recovery and disposal of waste, including the supervision of such operations and the after-care of disposal sites, and including actions taken as a dealer or broker!

The course covers: a What are the benefits of managing waste effectively? a What is the current waste legislation in the UK? a How to carry out a waste audit to help identify improvement opportunities? a How to set suitable waste targets? a How to measure, monitor and report waste data?

This newest addition to the EMA course portfolio will offer participants insights into Waste Management during the course on 13 June in London.

On-site Electricity Generation course – 10 July (London) On-site generation of electricity can be a good way of reducing grid consumption but requirements can be complex!

The course covers: a What types of on-site generation are available? a How to effectively deploy it and gain commercial benefit? a How to specify, install and operate solar, wind and CHP? a How to connect these technologies within an existing site? a What are the financial incentives and mechanisms available for each technology?

These and other questions will be answered during the On-site Electricity Generation course on 10 July in London.

Turning Data into Energy Savings course – 11 July (London) Having detailed energy consumption data is becoming one of the essentials in proactive energy management, it helps to identify and quantify the opportunities and put a reduction strategy in place!

The course covers: a Why are there so many problems with data? a What is data commonly used for and what else could it be used for? a How to effectively use the data available to your organisation? a How to scope data requirements? a How to identify and deliver opportunities?

QUOTES from attendees “It was informative, useful and gave me confidence to challenge quotes and suppliers” Energy Efficiency Manager, Parkwood Leisure “Good foundation to learn about energy market. Interesting and engaging. A course I would recommend to others” Project Developer, Lightsource Renewable Energy “The course gave me great ideas that I will apply at the start of the next financial year as part of my energy efficiency programme” Central Operations Manager, Azzurri Restaurants For more information about the EMA courses, visit www.theema.org.uk or email jana.skodlova@theema.org.uk

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

Real life examples will be used to answer the above and other questions during the Turning Data into Energy Savings course on 11 July in London.

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ANNOUCEMENT

EMA ENERGY MANAGEMENT AWARDS 2018 Once again the EMA is preparing to open the entries for the EMA Energy Management Awards. In its 4th year, the EMA Energy Management Awards 2018 will aim to give prominence to those leading the energy management industry and inspire others to follow in the same footsteps.

We will be once again looking for candidates in the following categories: Energy Manager of the Year Last year, this category was awarded to Tristan Wolfe from University of Aberdeen for his achievements in promoting energy efficiency and carbon emissions, behavioural change programmes and overall savings achieved for his organisation.

This year it could be you…!

Junior Energy Management Professional of the Year This category awards young upcoming professionals, and last year we were delighted to give this award to Rebecca Douglas from Tesco who was nominated by a colleague for her knowledge of energy management, wider legislation and industry which enabled her to deliver significant results considering she has only been working in energy management for 2 years. Is there someone that you could nominate?

Energy Management Team of the Year This category’s popularity increases every year and last year’s winners – 29 Regiment, The Royal Logistic Corps Energy Management Team demonstrated that good leadership, inspiration, innovation, teamwork and cooperation is paramount for achieving and delivering sustainability and driving energy efficiency performance in an organisation. Celebrate your team’s successes and achievements through this category…!

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The Most Inspiring Energy Reduction Project of the Year Last year’s winning entry by Royal Mail highlighted the importance of combining both technical and behavioural solutions for reducing energy consumption which resulted in the organisation exceeding its 2020 carbon target some three years early.

Do you have a project that could qualify for this category?

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Energy Management Consultancy Service of the Year In 2017, the award in this category was given to Energy and Technical Services Ltd for their approach to energy management through the use of impartial consultants who remain independent from suppliers and contractors. The client’s testimonials demonstrated the value in the combination of the skills and expertise which enabled the consultancy to provide continual improvements in line with their clients’ requirements.

Energy Reduction Project through Organisational Behaviour Change of the Year This category was awarded to Bourne Leisure Ltd for a project that demonstrated the organisation’s commitment to reducing energy consumption through staff engagement and training which has since shown weekly reductions in electricity consumption that can be directly contributed to the team development through tailored training. If your organisation is currently undergoing a project with a behavioural aspect, then we would like to hear from you…!

Energy Reduction Product of the Year Last year, the award in this category went to Ongen for ‘OnGen Expert’ which demonstrated the ability to present its users with high quality technical and financial feasibility renewable energy assessments.

Water Reduction Product of the Year The award in this category last year went to Aqualytics UK Ltd for Flowless which uses pattern recognition to analyse a building’s water flow to provide property owners with data driven insights.

Entries for all the listed categories can be submitted on the EMA website from 14 May until 14 September 2018.

Winners of the EMA Awards will be able to: • Use the EMA Energy Management Awards 2018 logo.

• Have the category profiles included in The EMA Magazine and EMA website.

• Highlight their achievements with published case studies (The EMA Magazine and website).

The winners and highly commended will be announced at a ceremony on Wednesday 21 November 2018 at EMEX, ExCel, London.

www.theema.org.uk

by

PAUL BARLEX

Energy Manager & Street Lighting Asset Manager at Connect Plus Services

Lighting the Way

How did you become interested in energy management?

I have been working on the M25 Design Build Finance Operate (DBFO) for nearly five years. The role is a combined role of energy management and street lighting asset management.

I have been working in the field of lighting for thirteen years. Before that I spent nearly ten years designing and building mobile phone networks. I had previously been involved in being energy efficient through design, but this role required me to increase my knowledge in the field of energy management very quickly.

What does your role entails?

I am involved with all aspects of energy management, including reviewing and approving energy bills. I liaise with our energy broker, to understand what is happening with the markets and how energy legislation will impact on our business.

My role requires me to reduce the amount of energy used across the contract by 20% of the original energy usage.

This equates to an energy reduction target of 8.6M kWh,

by September 2019. This will be achieved by removing assets and replacing with more energy efficient energy using equipment.

We have removed lighting assets at the end of the design life, when it is safe to do so, and replaced with more energy efficient LEDs. I have approximately 20,000 luminaires, which range from SOX (low pressure sodium), SON (high pressure sodium), fluorescent lamps, to LED’s. The lamp wattages range from 18W up to 1000W, with most of the street lighting between 250W, 400W and 600W. We have also installed a Central Management System (CMS) around sections of the M25. The CMS allows us to remotely monitor and control the street lighting. This allows us to control the lighting and we can switch the

lighting on and off dependant on the location around London (there is a 10-minute difference between the lighting coming on from South of London to the North of London).

We are also in the process of starting a feasibility study to see whether we can undertake ‘dynamic dimming’ in two locations, where the lighting will dim, depending on traffic flows.

What is the most exciting part of your job?

I think the most exciting part of my role is making a difference. The world is a changing place and the wider general public are now starting to understand the need to reduce energy consumption.

The EMA has helped to take the message to a wider audience.

What is the most frustrating part of your job?

I think the most frustrating part of my role is dealing with different stakeholders, who do not share the need for a carbon reduction vision.

Can you describe your typical day?

I do not have a typical day; every day is different. This makes every day interesting!

What drives you?

I want to make a difference. I do not want my sons to come to me in 20 years’ time and ask why my generation did not do anything to reduce the amount of carbon in the atmosphere. Why we did not start to clean up our planet and move away from the ‘take, make and waste’ cycle.

What qualities should a good energy manager possess?

I think a good energy manager should have a mix of skills.

This would include having some technical knowledge, understanding the energy markets and the drive not to give up when you come up against a barrier.

What is your greatest contribution to the energy management sector or your current role?

I developed a strategy for this role called the 3 Rs. This being Remove, Reduce or Replace. This has been in place for a year now and is the formal approach to what

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

Energy management is a broad subject and when it comes to a job description can cover a variety of activities. The EMA gathers energy management professionals from across all industries and in this regular section will interview energy management professionals about their role. In this issue, we are shining the spotlight on Paul Barlex MIET EMAM FIHE MCMI Aff. ILP, M25 DBFO Energy Manager & Street Lighting Asset Manager at Connect Plus Services (a JV between Balfour Beatty, Atkins and Egis).

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we have been doing for nearly 5 years. This approach is interlinked with the asset manager element of the contract.

With Remove based on, do we need the asset when it comes to end of life, e.g. can we remove the asset and not impact on the service we provide and do so safely?

With Reduce based on, can we reduce the amount of energy used, e.g. can we control the amount of time that energy is used or at what time?

With Replace based on, can we replace with something more energy efficient, e.g. replacing a SON lamp with LED? We have already saved 3.6M kWh, which has been achieved through a number of methods. This includes more energy efficient fans and pumps in tunnels, to turning street lighting off (when it is safe to do so).

We have identified another potential 4.1M kWh, coming this year. These savings have being identified in better use of the street lighting e.g. Full Switch Off (Remove), Part Night Lighting (Reduce) or LED replacement (Replace).

This shows that our business is committed to reducing our carbon footprint and that we are a sustainable business.

If you had the opportunity to change one thing that would make your job easier, what would you change?

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

A better understanding across industry that to save energy and reduce carbon, you need to invest.

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Which energy efficient innovation can revolutionise the global economy?

I think that local energy generation linking into ‘controlled energy grids’ will help. We waste over 50% of the energy generated transmitting it to its place of use. If we generated the energy where it is needed, in theory, we could generate less energy.

What advice would you give to someone looking to craft an energy management strategy?

I think the best advice I was given years ago was the ‘KISS’ principle (Keep It Simple Stupid). I attended an EMA Behavioural Change course, which gave me the knowledge to effect change where it was possible to do so.

I think this type of course would benefit someone new to energy management, as getting people to change lifelong habits (in relation to energy) can be a challenge when they are not paying for the energy themselves. If you can make it personal, you get better buy-in.

What is the most absurd statement that you have heard in your job?

There are too many to give one. My pet dislike at the moment is the sales pitch on ‘Smart Cities’. The city is not smart; it is just connected to different devices which collect data. At the moment the human brain is the ‘smart’ decision making tool. Will AI change this? Only the future will tell.

ANNOUNCEMENT

The Sharjah Electricity & Water Authority and the Energy Managers Association announce key training partnership

An intensive training programme formed of 10 courses has been delivered throughout April and May 2018 by the EMA tutors, experts in energy management. The studies focus on several topics starting with the fundamentals of energy management, followed by courses in energy auditing, lighting, water and waste management, which enhance the candidates’ skillsets in working with SEWA energy and water consumption data and turning them into savings. The training, hosted at the SEWA A–SEWA Academy, has offered an insight into established energy management practices in the UK and elsewhere in the world, and it has also introduced the new energy efficiency ideas and challenges that many organisations face.

His Excellency Dr. Rashid Alleem Chairman of Sharjah Electricity and Water Authority, stated: “There is no doubt that developing world-class energy management is essential to an organisation’s growth. SEWA has been at the forefront of investing in staff’s professional development for many years now, and is delighted to be working with the EMA to give our employees an opportunity to gain the essential skills that will benefit their professional development as well as organisation’s energy management development.”

“We are incredibly proud to be one of the few organisations to become a SEWA training partner,” said Lord Redesdale, Chief Executive of the EMA. “We have worked closely with SEWA A to organise and deliver practical training to their staff looking to develop their potential as energy managers and leaders of the future. This is the next step for us as a professional body to support the growth in numbers and practices of professionally trained energy managers in organisations not only across the UK but now also in the Middle East.”

Over the last few years, the EMA has worked tirelessly on promoting energy efficiency, energy management best practices and training across the UK. The opportunity to take the training to Sharjah and become a strategic training partner for SEWA has been a welcomed reassurance that excellence in energy management can be achieved globally.

Sharjah Electricity and Water Authority (SEWA) is a utility provider of affordable, reliable, and accessible electricity, water, and natural gas throughout the Sharjah region.

SEWA provides water, electricity, and natural gas to its 370,000

customers - residents and businesses, throughout the Sharjah region, and is also responsible for residential services including street lighting.

SEWA has started an energy efficiency program in line with the vision of H.H. Sheikh Sultan Al Qasimi for Sharjah to become the UAE City of Conservation. The objective of the SEWA energy efficiency programme is to help and facilitate the reduction of consumption of electricity and water in the buildings of Sharjah.

Experience from projects already done show that it is possible to easily save around 25% to 30% of the annual consumption in buildings bringing significant costs savings.

SEWA targets to innovate through three key enablers of the Green Growth which are: resource efficient, socially inclusive, and low carbon. The implementation of these key enablers drive SEWA towards sustainability.

Energy Managers Association (EMA) is the leading professional membership Association improving the position of energy management experts, establishing best practice in energy management and encouraging knowledge exchange.

The Association acts as a united voice for energy managers across all industries with the aim of putting energy management at the heart of their business.

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

The Sharjah Electricity and Water Authority (SEWA) is taking an active step forward in training their employees in practical energy management training programme delivered by the Energy Managers Association (EMA). The new training partnership allows SEWA to develop its employees’ skills and knowledge further, and create an impact on their organisation’s energy management practices.

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INDUSTRY FOCUS by

DAVID WATERSTON

Carbon Programmes Manager at Royal Mail Group

Royal Mail's Reduction of Energy Consumption at Leeds Mail Centre Royal Mail plc is the parent company of Royal Mail Group Limited (RMG), the leading provider of postal and delivery services in the UK and the UK’s designated universal postal service provider.

UK Parcels, International and Letters (“UKPIL”) comprises the company’s UK and international parcels and letters delivery businesses operating under the “Royal Mail” and “Parcelforce Worldwide” brands. Through the Royal Mail Core Network, the company delivers a one-price-goes-anywhere service on a range of parcels and letters products.

Royal Mail has the capability to deliver to more than 29 million addresses in the UK, six days a week. Parcelforce Worldwide operates a separate UK network which collects and delivers express parcels. Royal Mail also owns General Logistics Systems (GLS) which operates one of the largest ground-based, deferred parcel delivery networks in Europe.

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

Within the Royal Mail core network, 37 Mail Centres process mail for onward delivery through around 1,300 Delivery Offices. Leeds Mail Centre is one of the largest UK Mail Centres with a 24/7 operation and circa 1,440 employees.

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RMG has a national carbon reduction target of 20% by 2020, compared to a baseline year 2004/5 and we achieved this target 3 years early.

Project background Leeds Mail Centre was one of several offices provided with Real Time Monitoring (RTO) equipment to help monitor energy consumption and identify key areas where efficiencies could be made, through technical and behavioural initiatives.

A combined year on year consumption reduction target (Electricity & Gas) of 5% was set by Property & Facilities Solutions for those sites provided with Real Time Monitoring System (RTO) equipment. This was to offset investment costs as well as reduce the energy load for sites.

In support of these targets and using Lean Manufacturing Techniques, Leeds Mail Centre undertook an energy efficiency programme. Although operating 24/7, there are times when occupancy and activity in some areas are lower, giving an opportunity to optimise energy consumption in line with our operational model.

Courtesy of the Royal Mail Brand Library

Operational feasibility Using data from the RTO System, Leeds Mail Centre mapped out energy losses within the building, across its Air Handling Units (AHUs), CHP Units, Chiller Units, Server Room, four lighting zones, hot water pumps, and a compressor unit. It was important to understand what the current consumption was in the different zones and functions within the Mail Centre. A ‘People/ Heat Map’ was developed identifying key employee ‘populations’ by shift and day of week in work areas that could be linked to one of the 40 RTO sensor areas. This map highlighted ‘population intensities’ and empty areas that were consuming energy unnecessarily.

Stakeholder buy-in Support and understanding of the project from senior management within the Mail Centre was essential. They knew that accurate granular data was crucial for the project to deliver long term benefits for the Mail Centre and Royal Mail. A team was created to identify key improvements, involving both managers (operational and engineering) and front line employees. Onsite maintenance engineers were consulted and worked in partnership with the RMG Energy Efficiency Manager who provided technical support, along with an initial energy survey to identify further opportunities.

The survey was repeated every quarter, monitoring the improvements made on site, with results communicated to all within the Mail Centre which helped drive the project’s momentum. Engagement with all staff was essential, ensuring all knew what was being done around the site – and why. The Environment Champion reported monthly to senior management and regular updates were displayed around the operations areas.

Leeds Plant Manager Chris Matson says “This project led to a greater understanding of our operation and enabled us to share best practice with other sites whilst continuing to identify further energy reduction opportunities.”

with ONLY ONE single infrastructure decision

Project execution The project was executed across 3 key stages: Stage 1 - Identifying current consumption RTO data was used to form a consumption baseline (2015/16) across the entire site and stratified across the key areas where sensors (circa 43) were installed. Any changes made could have an operational impact. Before any efficiency measures were introduced a ‘people map’ was developed, through review of staffing sheets and physical head counts. This highlighted areas within the mail centre that were or were not populated at key times of the day and week. Comparing the map with site compliance drawings the team could identify which RTO Sensors were used to monitor consumption in the different areas of the ‘people map’; in particular which AHU and which lighting sensors.

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By clearly identifying energy consumption and comparing it to the ‘populations intensities’ within the different locations of the mail centre, ‘quick win’ low cost measures to reduce consumption were quickly identified by making minor adjustments to the timings for the AHUs and lighting systems. An example was in the admin suite, where occupancy was reduced after 17:30 and then little or no occupancy between 22:00 and 05:30. Adjustments to the timings were made and instead of running the AHUs (incl. Chillers and Pumps) in empty areas 24/7 they were only operating when there was actual occupancy. In operational areas such as the manual parcel area (20% of operational area), and again based on the consumption vs the people map, AHUs and lighting were adjusted to match the population intensity. Adjustments included variable lighting levels (lux) to suit occupancy.

Mandatory quarterly audits were scheduled across the year by the RMG Energy Efficiency Manager and included the local building maintenance engineers and the Environmental Champion. This involved a walk around survey (all operational areas and plant room) to check integrity of RTO sensors, general condition of energy assets/ plant, and any non-required energy consumption such as lights left on in unoccupied areas. This was followed up by review of the survey to agree the key actions to be taken.

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THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

Stage 2 - Analysis and implementation of key energy saving initiatives

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INDUSTRY FOCUS

Previous actions were also reviewed to monitor progress and any barriers to action, which required more senior stakeholder involvement, were escalated for management agreement.

A key recommendation made, that was implemented quickly, was that of replacing existing lighting systems with more efficient LEDs. This was supported by a national lighting replacement project which funded the costs of installation within the operational areas of Leeds Mail Centre. Further audits identified other key areas that could benefit, and local budgets have funded the installation of LEDs within the admin suite and toilets/restrooms and main communal areas.

The energy audit also highlighted there were no temperature restrictions set within the building energy management system (BEMS). As a result a temperature ‘dead-band’ was introduced (previously non-existent) which ensured AHUs stopped operating within the temperature range of 18oC to 23oC when they weren’t needed. In support of this project and using outputs from the building-wide audit, a Mail Centre wide amnesty was communicated to all staff regarding the use of unauthorised electrical equipment, such as desk top fans and heaters.

A local communication campaign was developed to provide all mail centre employees with the rationale behind the key actions taken and also some quick ‘behavioural’ wins that if adopted could assist in reducing the energy demand. Such communications included; • Turning lights off in rooms when leaving • Keeping doors closed when air-con/ heating was active • Turning off non-essential electrical equipment such as desktop computers and printers Stage 3 - Monitoring and sharing best practice

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

Consumption monitoring (through the RTO System) was undertaken monthly to check performance against the baseline year to determine if savings were actually made and on track to achieve targets. Where data monitoring indicated an improved efficiency or direct consumption reduction, the activity was shared across Mail Centres in the North Region as best practice. To reinforce good behaviours, the environment champion presented to relevant stakeholders on the successful approach used.

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Supplementary daily monitoring is also undertaken by the environment champion to monitor trends (rather than baseline/ target consumption performance) to ensure identification of any remedial activity required to manage any spike or increased consumption prior to it becoming embedded.

Project evaluation The success of this project was evaluated at both site and national level in line with the target set by the RTO installation and RMG’s overarching Carbon Reduction Target (see the table).

In addition, there has been improved learning in the general population about environmental issues at Leeds Mail Centre, including the importance of both technology and behavioural change to improve energy efficiencies and demand.

As for the future, we are actively considering new targets and how we can support these through both behavioural change and technological solutions.

Top three lessons learnt 1) The importance of accurate data and ‘data informed’ decisions; know what you are trying to do and why – never assume.

2) Individuals knowing their limitations and seeking technical assistance, not one person knows it all and as a team more can be accomplished - don’t be afraid to ask.

3) Engagement is key across all levels; when people know what is being done and why they are more likely to accept it and provide support rather than barriers.

Author’s profile: David Waterston, Royal Mail’s Carbon Programmes Manager, has been with Royal Mail for over 13 years and takes a collaborative approach to his work in improving Royal Mail’s environmental performance; in particular, David has worked extensively with the Environmental Champion at Leeds Mail Centre, Neil Windsor, in writing this article.

Objective 1

Target 1

Target Delivery Date 1

Achievement 1

To reduce combined energy consumption at Leeds Mail Centre in FY 2016/17 vs previous FY

Minimum 5% reduction in Combined (Gas & Electricity) Consumption (KWh)

5th April 2017

15.5% reduction

Objective 2

Target 2

Target Delivery Date 2

Achievement 2

To reduce Year on Year Carbon Emissions (combined Natural Gas & Grid Electricity)

Minimum 5% reduction in Combined (Gas & Electricity) Carbon Emissions (tCO2e)

5th April 2017

21.11% reduction.

(3.47% of total National reduction)

Objective 3

Target 3

Target Delivery Date 3

Achievement 3

Reduction in RMG Carbon Footprint from 2004/5 baseline year

20% reduction in CO2e by 2020 (baseline 2014/5)

31st March 2020

Achieved 25.7% reduction in tCO2e (26th March 2017)

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INDUSTRY FOCUS by

LORD RUPERT REDESDALE

CEO at The Energy Managers Association

Can We Meet our Carbon Targets through Switching to Electric Vehicles?

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

The Government’s target of 60% of all new sales of cars and vans by 2030 being electric vehicles (EV) seems achievable, mainly because 2030 seems like a long way off. If this target is hit, 30% of vehicles on the road will be EVs with the further target of 100% electric by 2050, the next stage. Breaking these figures down, however, shows how hard it will be to hit these targets.

More than 47,000 plug-in cars had been registered over the course of 2017 with plug-in cars as a proportion of total UK registrations at one point reaching 2.9%. Averaged over 2017, electric cars represented 1.9% of the total new car market in the UK. Figures available for the first 3 months of 2018 see the plug-in car market make up 2.0% of all new cars sold in the UK. A 30-fold increase in 10 years is a mountain to climb, even with EV car sales hitting new records last year.

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The sale of cars will also need a massive increase in infrastructure.

The cost of infrastructure required to meet the 60% sales target, would be between £500 million and a billion pounds. This figure is, in the great scheme of things, actually a relatively small amount, however there is at present no indication where the money will come from. The investment will be for the charging infrastructure but a point to bear in mind is that it is based on a high ratio of cars to charging points, around 15, which means competition for space at public charging points will be a real problem.

A widespread developed infrastructure is essential, as the ability to charge cars is one of the main reasons given as to why people are delaying buying EVs. The government is introducing legislation to increase charging points at motorway services to allay fears that cars could not do long distances. This is one of the main fears prospective

buyers have, even though only 5-6% of daily journeys are long distance.

The majority of drivers (84%) have off street parking where they could charge their cars, but many urban streets will need to be serviced by public charging points. This leads to the interesting policy juxtaposition of encouraging electric vehicles whilst in town trying to encourage people off the road altogether. Policy drivers have often lead to unintended consequences as was the case with diesel.

The Government in 2001 did all in its power to push a change in the nation’s car fleet to diesel; this was simply to cut C02 emissions.

Whilst diesels have reduced C02, a study commissioned by the Greater London Authority and Transport for London concluded that almost 9,500 people die prematurely each year in the capital due to air pollution, with diesel exhaust a major contributor.

The obvious solution is to ban diesel cars and to move to electric vehicles.

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The first is, are they totally green and where does the power comes from? The UK has moved away from coal but over

50% of our electricity still comes from fossil fuels, mainly gas. Gas generation is efficient but over half of the gas used in power stations to generate electricity is lost as waste heat. There are further transmission losses down through the grid and finally losses in charging the battery. This means that although there are zero emissions from the car, the carbon footprint, unless

“

the power is produced through renewables, can be quite high.

Britain’s generating mix is moving to renewables and has generated up to 25% of the electricity on the grid but unfortunately on windless days has been less than 5% of the grid mix.

an electric vehicle far cheaper to run but if there is a mass movement to electric, the grid may be put under severe stress, especially at peak periods.

This sounds like an article giving reasons not to buy an electric vehicle which it is not. I love my EV, it is quiet, no exhaust and feels like it has the acceleration of a Porsche.

No really, test drive one. But the UK’s rush to EVs will come with a price.

Whilst diesels have reduced C02, a study commissioned by the Greater London Authority and Transport for London concluded that almost 9,500 people die prematurely each year in the capital due to air pollution, with diesel exhaust a major contributor. The obvious solution is to ban diesel cars and to move to electric vehicles.

A second problem is supply; the grid is under pressure and charging an electric vehicle at home will double the amount of electric used by a domestic house. This will still make

”

Understanding the problems that are associated with a mass roll out of EVs will hopefully have more thought input this time. However, as we need to do it in the next 11 years, not much time for thought.

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

I bought a diesel in 2006 to reduce my carbon footprint and last year bought a rather excellent EV the Renault Zoe. However, the dash to EV should come with some questions.

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INDUSTRY FOCUS by

JAMES KIRKWOOD

Energy Projects Officer at Nottingham City Council

Nottingham City Council's Journey to MEES Compliance The UK building stock accounts for over 30% of greenhouse gas emissions; roughly 19% (88 MtCO2e) coming from residential buildings and 11% from commercial buildings. The direct and indirect emissions from heating and powering our homes, and the impact on the economy are vital to our current way of life. As a policy response to this issue (with a focus on the private rented sector where often energy performance standards are much lower), the minimum level of energy efficiency rating for privately rented properties in England and Wales became enforceable from 1 April 2018.

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

The Minimum Energy Efficiency Standards (MEES) legislation for domestic properties is in line with the government’s target to raise the minimum standard to a rating of a C for all fuel poor households by 2030. Fuel Poverty affected the lives of 20,493 Nottingham households in 2015/16 and is one of Nottingham City Council’s top five priorities. The highest level of fuel poverty is in the private rented sector accounting

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for over a third of all fuel poor households. To adequately heat a property rated with an Energy Performance Certificate (EPC) of an F or G costs an additional £1,000 compared to a property rated C or above. This legislation aims to reduce the number of households in fuel poverty.

The non-domestic MEES legislation can be seen as an element of corporate social responsibility and is in line with the government target to reduce carbon emissions from industry and improve energy efficiency by at least 20% by 2030.

The legislation states that properties must have an EPC of an E (minimum) before granting a new tenancy. Properties under certain circumstances can be exempt (there are different valid exceptions for domestic and non-domestic properties). For example, a domestic landlord of an F or G rated property will be expected to install all energy efficiency improvements required to reach an E, where funding is available to cover the cost. Whereas a non-domestic property will be expected to install all energy efficiency improvements where

funding is available under the seven year payback rule. All exceptions must be registered on the Private Rented Sector (PRS) Exemptions Register and are only exempt for the reasons stated.

Renting a property with an EPC rating of F and G on a new tenancy from April 2018 without an exemption is against the law and subject to enforcement. From 2020 all domestic properties and from 2023 all non-domestic properties with an EPC rating of F and G without an exemption will become subject to enforcement.

The maximum financial penalty is £5,000 per domestic properties and £160,000 per non-domestic properties. This maximum financial penalty is collectively for non-compliance, letting out a substandard property and/ or registering false or misleading information on the PRS Exemptions.

Our experience of non-domestic MEES When the MEES regulations were first announced it would have been easy to fall into the mantra of ‘oh here we go, another bunch of regulations to jump through’; we found it easier though to think ‘ooh here we go, what an opportunity!’

Cliché? Maybe, but it would be

very difficult to disagree with the fact that our building stock needs improving – in some cases not by much, a lick of paint here and there.

In other areas though, our famous, historic buildings need addressing to prevent dilapidation, ensuring they remain for future generations but also to reduce dependency on carbon-intensive fossil fuel technology.

The task ahead was a significant one; 1300 properties within the portfolio, the majority of which having valid EPCs from several years and several SBEM updates ago, making the ratings look better than they were. For example, an EPC from 2009, whilst still valid until 2019, might have a rating of ‘D’, however since 2009 with building regulation improvements this rating effectively might actually be an ‘E’ or worse…the result, we needed to re-survey our buildings that were on the ‘E bubble’.

With our army of assessors employed and raring to go, and a plan in action, the surveying began at a furious

pace. The challenge of course wasn’t necessarily re-producing the ratings but what to do once one of those ‘on the bubble’ EPCs fell from an ‘E’ to an ‘F’, thus making it invalid once the regulations came into force. Working closely with our Property Department we assessed those properties most at risk, i.e. with tenancy renewal dates from April 2018 onwards that would potentially fall short of the upcoming regulation change.

The assessors now became modellers as we implemented various measures within the EPC software to coax the poorly-performing buildings to ‘E’ and beyond. At first, this was more a case of trial and error, taking a log of what measures made the biggest differences in what type of building, what zone activity type etc. and from this log we were able to rapidly upgrade a building sufficiently. HVAC improvements generally made the biggest difference (particularly in electric-only buildings), followed by building fabric and then lighting – though this was not always the

case and the order of modelling implementations made a difference too. As mentioned, we ensured the relevant buildings got up to ‘E’ first and foremost, however the MEES regulations are not simply stopping at ‘E’, with further revisions due to increase the rating to ‘D’ and beyond; so instead of just getting to an ‘E’, why not try and go further at this stage?

However, there were more pieces of the puzzle and we very quickly discovered that our standard EPC survey would need to include a bit more fact finding, especially if it was deemed likely to fall below the requirements or was already ‘F’ or ‘G’ rated. To save time and multiple site visits (which would not only waste our own time travelling but interrupt tenants more than necessary) our assessors had to view the building through an engineer’s eyes, taking into account how lights were wired up and their locations, the exact fitting type (beyond the vague descriptions covered by

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THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

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INDUSTRY FOCUS

SBEM), access for works for heating systems, gas connection sizes and so on. Armed with this information we worked closely with our in-house delivery team to put prices for works together, keeping the 7-year payback rule in mind.

We aimed, where possible and practical, to use a holistic approach to building works; for example a court of 20 units would largely have similar properties – building fabric, heating systems, activity types – so would have fairly similar EPC ratings to each other, though in some cases out of a court of 20 units around 5-6 would have an ‘E’ or higher, with the rest rated as ‘F’ or worse. Technically, for now at least, we would only have to target the ones that were failing, however we looked at it from the neighbouring tenants’ point of view. Imagine how they would feel if we popped next door to make improvements but didn’t do anything at their property, which only passed because it’s a middle unit so has a smaller heat loss perimeter? The solution was obvious, particularly when considering the future rounds of MEES to come, implement the improvement across the whole court; keep all tenants satisfied, make it easier for contractors on site, make it more affordable with bulk buying discounts.

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

The works are now underway and the improved EPCs are ready to lodge

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as and when required with follow-up site visits to ascertain the works are completed to specification.

The project of course continues as we target buildings where the tenancy is due to renew/ expire further down the line and those buildings originally rated ‘D’ or ‘E’, the next MEES bubble.

It has been and will carry on being a learning experience for us, but having experienced assessors using a holistic approach where applicable, having close working relationships with the relevant stakeholders and a desire to go beyond ‘E’ have been essential in making our MEES programme the success that it has been.

As we continue with our MEES energy efficiency programme, it is clear that multiple benefits can be achieved, including reduced operational energy costs for tenants and improved let ability for Nottingham City Council’s extensive property portfolio.

Author’s profile: James has worked in the energy management sector for several years, holds DEC and Commercial EPC qualifications and is working towards ESOS qualification. Working in Nottingham City Council’s innovative Energy Services, James is responsible for project managing a wide range of energy efficiency measures on their commercial buildings and providing key support to the MEES programme of works and consultancy services from DECs through to full energy audits.

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INDUSTRY FOCUS by

GABRIEL HURTADO GONZÁLEZ MEng MIET

Energy Solutions Manager at Mitie

Fossil Fuel Subsidies in Developing Economies: An inconvenient truth

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

The world has been hooked on cheap energy, and energy has been kept cheap through the use of subsidy. The cost of fossil fuels has always been subsidised in a variety of ways to reduce the direct cost to the consumer. This lower cost whilst ignoring the myriad of subsidies that fossil fuels enjoy has been the basis of the argument that renewables are more expensive.

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However, renewables are falling in cost and will soon need no subsidy to be competitive. Whilst President Trump is trying to turn the clock back on the use of coal, the world is weaning itself off fossil fuel subsidy, but what are the drivers and how long will it take? This article aims to answer this pertinent question.

fuel subsidies cover a wide range of allowances, from post-tax subsidies on domestic energy to government spending on infrastructure, such as oil pipelines.

However, concerns about the effects of energy subsidies in increasing energy demand in developing countries with large energy consumption and high per capita emissions have increased in recent years against the backdrop of the debate on how to address climate change caused by greenhouse gas (GHG) emissions, to which the combustion of fossil fuels is the largest contributor3.

Although fossil fuel subsidies have been in constant decline since 2012 due to the increased focus on the development of renewable subsidies, there are a wide range of obstacles that might impede its total removal, such as political factors and fluctuations in electricity, oil and gas prices.

The lack of funds is one of the main challenges facing the development of the energy sector especially in developing economies1. A large percentage of the governments provide subsidies for energy, either explicitly or implicitly, to producers and consumers2 alike.

Overview of fossil fuel subsidies4

Subsidies have a positive impact in developing countries as it protects economic activities and also contributes to economic development. Furthermore, energy

In 2016, China led the world in fossil fuel consumption subsidies, with $37 billion allocated from its government resources in 2016 to lower the cost of fossil fuels for end-users.

Of these subsidies, around 32% funded oil, whereas the remaining 65% covered electricity. Iran ranked second with fossil fuel consumption subsidies totalling $34.6 million, of which 46% were for oil and 40% for natural gas. Saudi Arabia is the third largest subsidiser of fossil fuel prices, providing around $29.6 million in subsidies, covering fossil fuels in a proportion of 65% for oil and 12% for natural gas. Venezuela came fourth, with fossil fuel consumption subsidies totalling $16 million, of which 74% were for oil and 10% for natural gas. Indonesia was fifth with fossil fuel consumption subsidies of $15.5 million, 28% of which were allotted to oil.

The remaining top 15 positions were occupied by countries mainly in the Middle East and Africa, such as India, Egypt, Algeria, Mexico, UAE, Turkmenistan, Uzbekistan, Kuwait, Kazakhstan, Iraq, Ukraine, South Africa, Argentina, Libya and Nigeria.

Among all the countries with fossil fuel subsidies in place, oil is the predominant fossil fuel energy subsidised, with a total of $104 billion subsided, which is more than 40% of the total subsidies. Natural gas is the second largest energy source subsided, with 19% of the overall amount accounting for $49 billion

and by

SASAENIA PAUL OLUWABUNMI MIET PMP

Operations Officer at The OPEC Fund for International Development

Of all the 41 developing countries receiving fossil fuel subsidies, only South Korea and Kazakhstan had subsidies for coal, with the former country totalling $150 million and the latter accounting for $1.6 billion for coal.

Regarding fossil fuel subsidies in the UK, the UK Government defines fossil fuel subsidies as: “Government action that lowers the pre-tax price to consumers below international market levels”.

Therefore, according to definition and to the UK Parliament, the UK does not have fuel subsidies5.

Fossil fuel subsidies and the transition towards renewable energies There is a clear reduction of fossil fuel subsidies in developing economies: fossil fuel subsidies reduced from $500 billion in 2014, to $325 billion in 2015 and $260 billion in 2016, which is the lowest value in ten years, according the World Energy Outlook.

However, while fossil fuel subsidies

might be in decline, it remains much higher than the estimated government support for renewable energy. Subsidies for renewables in power generation amounted to $140 billion in 2016, while it was almost double for fossil fuels in 20166. In addition, oil-dependent regions such as the Middle East have also seen a decrease in fossil fuel subsidies; from about $120 billion in 2015 to approx. $80 billion in 2016 in the Middle East region7.

Due to pricing reforms, the value of fossil fuel subsidies in some sectors has also plummeted in recent years. In the Asia-Pacific Economic Cooperation (APEC) area, the value of subsidies for oil products used in the transport sector has also reduced by more than 50% since 2010 due to pricing reforms. Consequently, most of the remaining subsidies in the APEC area are now in the residential sector, with liquefied petroleum gas (LPG) and natural gas as the primary focus8.

This remarkable fall in fossil fuel subsidies was mainly due to the fall in oil prices, which brought an energy pricing reform with the subsequent fall in subsidies. Also, the implementation of fossil fuel subsidies has been regarded as an unpopular measure in some cases, as wealthier segments were disproportionally benefited by the subsided fuel. Most importantly, renewable energy projects are becoming increasingly economically competitive, which is potentially

contributing to reduced renewable technology costs and thus, a better effectiveness of renewable subsidies.

Conclusion There is a general consensus that fossil fuel subsidies especially in developing countries need to be transparent9 and systematically reduced in order to facilitate complete elimination. Also, the increasing focus of developing economies towards renewable energy technologies means that the government in these countries will increasingly scrutinize methods of re-allocating erstwhile fossil fuel subsidies to renewable energy technologies to further encourage growth and investment in renewables.

Furthermore, a couple of developing economies such as India and Kenya have set up Fossil Fuel Subsidy Reforms (FFSRs) to modify and analyse the issue of fossil fuel subsidies. This has led to improvements in the analysis of subsidies for both countries and has facilitated the shift towards the allocation of government finances to renewables. Hence, it is recommended that FFSRs should be set up by the government of other developing economies keen on developing investments in renewable technologies.

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

subsided. In total, $155 billion were subsided throughout 2016.

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INDUSTRY FOCUS

In addition, low energy prices due to subsidies stimulate demand while, at the same time, harm the supply side.

This stimulates energy consumption which in turn has negative effects on the environment and the global climate. There is also a link between low fuel prices, and overloaded road networks and traffic congestion in large cities in developing countries.

Furthermore, subsidies reduce the incentive to invest in energy efficiency and renewable energies10.

Thus, reducing fossil fuel subsidies should be seen as an expedient process which the government of developing countries should embark on with a sense of urgency not just to increase growth in renewable energy investments but also to reduce the negative effects of energy consumption in relation to climate change.

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

Author’s profiles: Gabriel Hurtado González, Chartered Energy Manager at Mitie, and Sasaenia Paul Oluwabunmi, Operations Officer at the OPEC Fund for International Development, are specialists in International Energy Solutions & Strategies. Their portfolio includes multiple publications in the United States, UK, China and India.

They have extensive experience in business development, project management and energy systems engineering.

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Micro Hydro Power in Africa (2018). Gabriel Hurtado González MEng MIET and Sasaenia Paul Oluwabunmi MIET PMP. 2 Subsidies in the Energy Sector (2010). World Bank Group.

3 Subsidies in the Energy Sector (2010). World Bank Group 4 All the facts and figures in this section have been extracted from: Energy Subsidies (2016) International Energy Agency.

5 Fossil Fuels: Subsidies: Written question – 63284. UK Parliament.

1

Making the Switch: From fossil fuel subsidies to sustainable energy. (2017). By Merrill, Laura; Bridle, Richard; Klimscheffskij, Markus, et al.

7 Energy Subsidies in the Middle East and North Africa. IMF (2017).

8 Tracking fossil fuel subsidies in APEC economies (2017). International Energy Agency.

9 Fossil fuel subsidies in developing countries (2014). Overseas Development Institute.

10 An End to Energy Subsidies in Developing Countries (2015). By Dr. Martin Raschen - KfW 6

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.

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

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 MAY—JUNE 2018

• 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 (Birmingham) • Energy Procurement: 23 May (Manchester), 14 June, 11 October • New*Monitoring, Targeting and Validation: 21 September • Water Management: 16 October • New*Waste Management: 13 June, 2 October • Lighting – Basic Understanding: 20 June, 25 September (Birmingham), 23 October • Battery Storage for Business: 29 November (Leeds) • Essential HVAC Control and Optimisation: 13 November • New*On-site Electricity Generation: : 10 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 • EMA Energy Assessor: 7-9 November • Become an ESOS Lead Assessor: 2 November

31

TECHNOLOGY by

EMMA BUSHELL

Sustainability and Energy Manager at Octavia Housing

Considering Installing a New BMS? Before procuring a BMS To ensure you get the most from a new BMS, you first need to consider a number of questions:

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

Who will be using it?

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There is little to be gained from installing an all singing all dancing system if the people expected to use the system have not bought into the idea. Prior to procuring a new BMS, it is worth engaging with the staff members who will be using it. Find out what they like about the current system, what they do not like. Ask them for input on what they would like to see from a new system. For example, on a new build school project, the premises manager really wanted a plant extender control on the panel as it gave a simple way to extend the heating for events such as parents evening without having to adjust the hours of operation on the BMS and risk forgetting to reset them. Do not take comments at face value. If someone states they want everything automatically controlled, ask them what they mean by that to ensure you fully understand what they are hoping for.

By undertaking stakeholder engagement upfront, you will be able to get some useful input, manage expectations and address any concerns.

Where there are training needs, ask the BMS contractor to provide a training programme for you to review. It is advisable to include for additional follow-up training to be provided 6–12 weeks post installation.

How will it interface with other systems?

Many BMS systems are open protocol, meaning they can communicate with different systems; these include air conditioning, room booking systems and other proprietary packaged controls such as those found in boilers and Air Handing Units (AHU).

Depending on your requirements, you may want the BMS to simply give an on off signal to the plant, leaving the more complex control management to the packaged inbuilt controllers.

certain set-point at the same time as local split dx units attempting to cool the space down to a lower set-point.

This can be avoided by interlocking the two systems so that when the heating is on, the cooling is not.

Where you have centralised control of your room cooling systems, then it is advisable to have a wide deadband between heating and cooling; for example heat to 20°C and cool to 24°C. It is possible for a BMS to interface with some room booking systems, allowing for automatic control of the space in for example a meeting room or lecture theatre. This has the potential to save energy as you are not conditioning an unoccupied space.

How will the BMS be maintained?

It is important that your chosen BMS system can be maintained by a number of different companies to ensure that you do not end up locked into a maintenance contract with a single supplier. Do you have local engineers qualified to maintain your chosen system?

Engage your IT department!

Where you have existing split dx units (comfort cooling) with room controllers, you need to ensure the two systems are working together rather than against each other.

It is not uncommon to find the centralised BMS controlled heating on and attempting to achieve a

You need to consider where you want to locate the head end/supervisor.

The modern facilities office will probably already have a number of screens for CCTV and entry systems. It is possible to use the same screen with a simple manual switch to move between, for example, an entry gate system and the BMS. You need to engage with the IT department early in the process to understand their

What to consider in design?

Graphics Most BMS contractors will install their standard in house graphics pages.

It is really important to ask the BMS contractor to provide you with some example graphics pages for you to review and comment on. Where the building layout is used in the BMS graphics, be sure to provide the BMS contractor with the correct naming convention for the different spaces.

Another new build school project had specifically recruited a person with experience of operating a BMS. However, this ended up providing no advantage as firstly they were trained in a different BMS system and secondly the level of detail on the graphics pages far exceeded what the premises manager needed to see, resulting in confusion and then disengagement.

Sensor points You need to consider what sensors you want to have visible on the graphics page. A sensor needs to be clearly labelled with what it is monitoring and the units, for example °C. Do you want to be able to see a historical graph showing the sensor readings for a specified period of time? You need to specify what sensor data points you wish to be logged and for how long. The default logging period is 10 days at 15 minute intervals. It is possible to save logging data for longer; however, this needs to be specified upfront with the BMS contractor.

Set points What set points do you want to be able to alter via the BMS head end? Depending on the age and responsiveness of the heating and cooling system, it may be necessary for you to be able to override the automatic control of mixing valves and change the % its open. You may also wish to consider logging the % open of a mixing valve as a data point so enable you to check to see if it is operating as anticipated or if it is broken.

Central vs local control What level of occupant control do you want to have? Do you want full automatic control with no local control or do you want to provide local thermostatic control with just a monitoring facility at the BMS head end? It is possible to have centralised control of room temperatures with an element of local control within a pre-specified temperature range that resets to the set point overnight.

The second option is likely to impact

The next level of energy management software, including energy intelligence; better decisions, quicker • • • • •

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

requirements and keep them in the loop. This is especially important if you are hoping to have remote access to the BMS. There may be security issues to consider, and your IT department may want the BMS to exist on a completely separate network. For example, on a new build office project, the BMS contractor installed the head end in the server room. The IT department refused to give access to the FM team and, due to security concerns, remote access could not be given either.

Comprehensive data management to help manage and monitor energy estates and sustain carbon reduction Multi-dimensional analysis to support proactive energy management and improve efficiency Report collaboration and distribution to increase stakeholder engagement and management agility Maximise cost recoveries with query management functions and KPI tracking Produce advanced energy and emissions reports suitable for UK regulations

VISIT TEAMENERGY.COM/SIGMA OR CALL 01908 041326 TODAY

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TECHNOLOGY

on the capital cost of the system due to the increase in BMS points required. The amount of resource you have to respond to complaints and potentially make alterations to the set-points on the BMS head end will inform where you sit between fully automated centralised control and providing localised control only.

Energy meters It is possible to link energy meters to the BMS; however, they are not designed for this and the functionality is limited. If you want to do more than simply remotely read the meters, then you will need to consider a separate energy management system. There are a number of recognised issues when using a BMS to remotely read meters.

Firstly, the meters will log cumulative consumption, which means that if you want to interrogate the data, you will need to export it.

Secondly, the sub-meters start logging as they are installed so the readings did not all start at the same time and cannot be directly compared.

Thirdly, the sub-meters are often labelled in the BMS by distribution board, not by end use which can be confusing.

Finally, sub-meters reading in the BMS is rarely checked against the actual sub-meter reading. Often the two are different and the BMS cannot be relied on.

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

Future proofing

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You may wish to consider future proofing your new BMS install by requesting the BMS contractor allows for future expansion of the system without the need to purchase additional controllers; including spare capacity for each point type.

What to consider during install?

sensor needs to be in a shaded north facing wall away from any flues or vents. Room temperature sensors should not be located in a ceiling void or above heat generating equipment such as a printer. Once the BMS has been installed check the sensor readings and make sure they are what you would expect. Also, check the historical graph to ensure the sensor reading changes over time. This enables you to identify any faulty sensors.

BMS to fine tune the controls under a variety of external conditions.

Prior to the BMS contractor arriving on site to conduct the seasonal commissioning, it is highly advisable to speak to building occupants and operators to get some feedback on how the internal conditions have been maintained over the past three months. This information can then be used to inform the seasonal commissioning visit and get the most from it.

Alarms protocol

For example, at a new built leisure centre the staff reported the changing rooms were stuffy from 9pm with mirrors fogging up.

The hours of occupation were set correctly to finish at 10pm. When the BMS contractor came back for a seasonal commissioning visit we reported the staff member’s observation. The contractor was then able to look deeper into the controls architecture and found the individual AHU serving the changing rooms had an incorrectly set timeclock. This was not visible to the user on the BMS and could only be found by the BMS contractor with their programming software.

It is important to define the alarms protocol with the BMS contractor.

What alarms are required, what priority do they take; e.g. high, general and low and who receives the alarms and how are they notified?

If this is not defined the default alarms protocol will result in people being excessively notified about alarms. In addition, it is important that valid email addresses and contact details are provided.

Hours of occupation The BMS system will be installed with default hours of occupation; to realise the potential energy savings it is important to set the correct hours of occupation for the various zones within your building. Be aware that unlike simpler boiler programmers, it is the hours of occupation and not the hours of heating/ cooling operation that you need to programme in. The BMS will then monitor the temperature outside and inside to calculate when the heating plant needs to be started to reach the targeted temperature set point by the defined start of occupation.

Access Finally, at the point of installation you need to specify who will have access to the BMS and what level of operation they will need. It is possible to have only monitoring rights, with no ability to alter set points.

Sensor location

Aftercare

Prior to and during the install check with the BMS contractor where they are intending to install sensors. For example, an outside air temperature

Seasonal commissioning It is highly recommended to allow for seasonal commissioning of the new

Window controls If you are hoping to control window actuators with the BMS, this will require close attention. If there is a requirement for a graduated response in the opening or closing of the window be sure to observe this in operation. It is also wise to ensure the BMS contractor allows for all the windows to shut at a set time to reset the actuator openings. If this is not included, then there can be drift resulting in the windows open at different levels.

Author’s Profile: Emma has a background in energy management and building performance. She is currently responsible for developing and delivering Octavia’s Environmental Strategy, the efficiency of their heat networks, energy procurement & management for existing stock whilst also providing technical support on new developments specifically district heating schemes.

ADVERTORIAL by

Inspired Energy PLC

Superdrug Case Study

Superdrug has been actively reducing energy consumption since 2010 and has delivered considerable reductions over this period. One of the main motivations for success was the estate wide roll out of smart metering and the use of the half-hourly data to monitor energy consumption and deliver specific energy saving initiatives.

Inspired’s profile alerts software automatically detects unusual patterns of energy consumption in the half-hourly profile data and issues email alerts allowing action to be taken. This service allows our staff to actively review the results of the target alerts and contact sites directly to follow up with them on your behalf. The help desk staff also hold a record of store opening hours and any planned refits so that they can rule out any false alerts.

RESULTS Over the first 12 months of the project the profile alerts service identified large amounts of electricity savings and highlighted a number of technical and behavioural issues.

Examples include:

• Last man out switches found to be missing or broken in a number of stores. Highlighted by the profile alerts service and resolved by electrician.

• Switching arrangements identified a lack of staff knowledge on how lighting controls work. This was resolved with staff training.

• After store refurbishments, control arrangements were often found to have been removed and not properly reinstated. Snagging issue identified with contractor and rectified.

Summary of Savings • 2,100,000 kWh annualised savings identified (1,136 tCO2e) • In excess of 50,000 kWh (27 tCO2e) reduction achieved at one site • 267 electricity meters included in the project • 330 calls to Superdrug stores • Cost savings of £230k To find out more simply call Inspired Energy on 01772 689250 or email us via hello@inspiredenergy.co.uk. www.inspiredenergy.co.uk

Save on your water bill by switching to us and becoming more water efficient Call us on 020 3808 6608 | www.wesavewater.co.uk

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

Superdrug are the UK’s second-largest beauty and health retailer currently operating over 750 stores, including 200 in-store pharmacies.

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ADVERTORIAL by

Vexo International (UK) Ltd

VEXO/BOSS X-POTs and BOSS X-PO Water Treatment Chemicals – a winning combination The award winning, patented VEXO/BOSS X-POT Side Stream Filtration & Dosing Units combine Air Separation, Dirt Separation, Magnetic Filtration, a Dosing Pot all-in-one and come in many sizes suitable for closed Heating, Cooling and Condenser Water systems up to 30 Bar and 2,592,000 litres.

X-POTs fully comply with BSRIA BG29 & BG50 guidelines and with super fine filtration down to 0.5 microns are the most effective Side Stream Filtration Units available in the HVAC industry. In addition to being extremely cost effective, X-POTs also save valuable space in plant rooms and are completely in their element when retro-fitted to existing poor quality closed systems especially when used in conjunction with BOSS X-PO Water Treatment Chemicals.

X-POTs are the very latest solution to achieving BSRIA best practice guidelines for water quality management in closed systems. The cumbersome and costly, conventional approach was to install multiple individual components namely Air Separators (high level), Dirt Separators (low level), Magnetic Filters and a Dosing Pot – all connected and piped up back to the closed system taking up valuable wall and floor space. BSRIA best practice of 5 Micron filtration was not being achieved as full line size Dirt Separators will usually only achieve circa 20-30 Microns with the much heavier smaller items dropping once they enter the Dirt Separator.

In terms of CAPEX, BOSS X-POTs are extremely competitively priced, similarly with OPEX they can be serviced, without any interruption to system operation, in under 10 minutes with the Magnet Grate being cleaned, Filter media checked and replaced and the Inhibitor levels checked for correct dosage. Operator training is very straightforward and with no electrical or rotating parts there is nothing to breakdown.

With the X-POTs ensuring the system water quality achieves BSRIA best practice guidelines, the capital items of plant (including Chillers, Boilers, PHEXs, Pumps, Coils and Heat emitters etc) will all be operating efficiently and meeting their designed outputs whilst using less energy in the process.

BOSS X-POT Compact, X-POT6 and X-POT XP Units plus BOSS X-PO Water Treatment Chemicals are all available ex-stock from 60+ branches of BSS Industrial nationwide.

If you have any technical questions, please email customerservice@vexoint.com or call 0207 953 1154.

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

In 2017, a total of 170 BOSS X-POTs were installed in existing closed LTHW systems in one London Borough in various communal Boiler Houses serving residential blocks. Prior to each installation a sample of the system

water was independently analysed – once the test results were issued the client would agree to a BOSS X-POT being installed and BOSS X-PO10 Water Treatment Chemicals being added – usually BOSS X-PO35 Non-Flush Sanitiser & Cleanser and BOSS X-PO10 Inhibitor. A further system water sample would be taken a few weeks later and the results were outstanding - one very happy client and many 100’s of happy residents. Break down calls associated with the Communal Heating systems reduced significantly and the BOSS X-POTs provide an easy to maintain solution ongoing forward.

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BOSS X-POT Compact

BOSS X-POT XP

BOSS X-POT6

VEXO X-POT HFHP

ADVERTORIAL by

Ørsted

Simple, risk free access to the rewards of energy flexibility P3P increases export revenue, without additional investment

P3P recognised that further revenue could be made from the CHP plant by accessing the energy imbalance market, but needed a way to do this without additional investment.

Renewable Balancing Reserve (RBR) from Ørsted was the answer, providing P3P with the opportunity to create new revenue without the need for new resource or funding.

Importantly, the opportunity also came without commitment or risk. As a result P3P increased export revenue by an average of 4%, creating an average of £273 of additional revenue per hour.

How it works: National Grid manages the electricity network in real-time, to keep it running efficiently and safely. This includes making sure that frequency and voltage are within acceptable limits. Imbalance occurs when electricity generation does not match demand. When this happens, National Grid asks generators and consumers to change generation or consumption, to counteract the difference. This process incurs costs, which are passed on to suppliers.

RBR allows Ørsted to reduce their imbalance costs incurred as a supplier, while providing a revenue earning opportunity to customers from the system imbalance price. Through their product RBR, Ørsted asks participants to change their consumption to reduce the imbalance. The resulting savings and earnings are then shared with participating customers like P3P.

Ørsted monitors system imbalance and alerts P3P when there is an opportunity to help balance the system. Responding to the alert, P3P then changes to on-site generation by activating the CHP plant. This can be done simply and remotely at the times needed. Each month, P3P sets its strike price per MWh of flexibility delivered across each day. This is the minimum price P3P would accept to provide volume.

When P3P responds to an alert, Ørsted guarantees the strike price P3P has set. If the imbalance market closes at a higher price, P3P also takes a share of this.

Although RBR is available 24 hours a day, 365 days a year, P3P can choose when to take part. If the company chooses not to respond to the alert, there’s no penalty. £273 of additional revenue per hour: RBR has enabled P3P to earn additional revenue from the CHP plant, with earnings shown as an adjustment on its monthly invoice from Ørsted. During the times it could take part, P3P increased export revenue by an average of 4%, creating an average of £273 of additional revenue per hour. What’s more, participation in RBR has had zero impact on plant operation and has created no additional running costs.

“If I were to describe RBR in three words, it would be: straightforward, riskless and profitable. If you get a call but can’t respond, it doesn’t matter. When we’re able to respond, I can do so remotely, activating the engine from my phone. It’s so simple and otherwise has no impact on the running of the site, so you really can’t lose”. Energy Manager, P3P To read the full case study, visit: https://orstedbusiness. co.uk/en/What-we-offer/Flexibility-Solutions/ Renewable-Balancing-Reserve

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

P3P Energy Management AE Ltd is a leading supplier of Combined Heat and Power (CHP) energy solutions.

The company operates a 3MW CHP plant for Britain’s largest commercial tomato grower, where electricity is produced as a by-product of the tomato-growing process. This excess electricity is exported to the grid, generating revenue for P3P.

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ADVERTORIAL by

CPA Engineered Solutions Ltd

The Enemy within could be costing you more than you think!

What if there was an investment that paid measurable, almost immediate benefits by reducing energy and maintenance costs? What if this investment would restore your heating, ventilating and air conditioning system to new, keeping it in a clean state without harmful chemicals or pressure washing and, achieve all of these with a return on investment in less than two years?

Biofilm build up on the cooling coil acts as an insulator and reduces heat transfer in the HVAC system. An audit done by an international airport showed that 77% of electrical energy use was attributed to air conditioning, showing that the efficiency of the HVAC units is critical to energy savings.

Considering that contaminated coils can add another 30% to a buildings energy costs whilst producing 10% less cooling, performance and energy efficiency become key factors in the bottom line.

Being energy efficient is one major benefit, another is improved indoor air quality. Think about how many people pass through your business every day, and what one person breathes out another will breathe in. UVC has been shown to be extremely effective in reducing surface and airborne mould, bacteria and viruses. And tests have shown a greater than 99% reduction in mould and bacterial colonies forming in HVAC units a month after installing Steril-Aire UVC emitters.

THE EMA MAGAZINE • ISSUE MAY—JUNE 2018

In summary, effective use of UVC in air conditioning applications can maximise energy savings, reduce maintenance and operational costs and improve indoor air quality and it’s all backed by scientific evidence.

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So how does it work? Today’s UVC is artificially made using specialised lamps, producing germicidal UV at 253.7 nm.

UVC lamps are filled with inert gas and mercury with electrodes on either end. A high voltage electric current runs through the gas between the electrodes. When one of the electrons from that current strikes a mercury molecule, part of its energy is absorbed, exciting the mercury, it then shoots out the energy as a photon of ultraviolet light. Although UVC is invisible to the human eye, small amounts of energy released at visible wavelengths produce the blue glow commonly associated with UVC lamps. UVC systems are designed to rapidly clean the coil surface and to subsequently penetrate the gaps between the coil fins and clean within the coils. Successful microbial growth removal is achieved in a matter of days.

To discuss UVC in more detail or for further information, please give us a call on 01501 825024 or e-mail emmet.ocallaghan@cpa-group.com

© 2018 CPA Controlled Air is a division of CPA Group Steril-Aire UVC Emitters® are a registered trademark of Steril-Aire and are distributed by CPA Engineered Solutions Ltd

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THE 2018 MUST-ATTEND EVENT FOR EVERYONE WANTING TO INCREASE THEIR ORGANISATION’S ENERGY EFFICIENCY

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