The EMA Magazine I October-September 2017 Issue

THE EMA MAGAZINE

www.theema.org.uk | ISSUE SEPTEMBER–OCTOBER 2017

TRANSPORT, FUEL EFFICIENCY

and ESOS

IN THE SPOTLIGHT INTERVIEW with Scott Armstrong

HEALTH SERVICE

an interview with Mark Foden

EXTERIOR CAR PARK LIGHTING 5 top tips

Official magazine

EXCEL LONDON t 22 nd —23 rd NOVEMBER 2017

Energy Management Strategy at Linklaters

Building and Expanding Energy Management Teams

Bourne Leisure in the Spotlight

YOUR ROUTE TO ENERGY EFFICIENCY

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contents

EMA MAGAZINE

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FOREWORD

By Alexandra Hammond

FEATURES Approach to Energy 6 Linklaters’ Management Strategy Transport, Fuel Efficiency and 10 ESOS

By Lee Collier

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By Dr Stephen Finnegan

CAREER & TRAINING

TECHNOLOGY our Theatre’s 28 Reducing Environmental Impact 5 Top Tips For Exterior Car Park 30 Lighting

14 Importance of an Energy 16 The Management Team Building and Expanding Energy 18 Management Teams USER'S GUIDE The Board and Director Guide to ENERGY MANAGEMENT KNOWLEDGE, 32 Energy Reduction 20 SKILLS AND BEHAVIOURS SURVEY RESULTS IN tHE SPOTLIGHT

By Scott Armstrong

By Ian Lane

By Graeme Bright

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By Mark Cooper

By Tristan Wolfe

By The Energy Managers Association

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21 Career in Energy Management

By Phil Osborn

INDUSTRY FOCUS Service: an interview 24 Health with the NHS Tips for the New Water Market 27

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By Mark Foden

By Prof. Jacob Tompkins OBE

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THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

By The Energy Managers Association

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FOREWORD by

ALEXANDRA HAMMOND

Associate Director of Sustainability at Essentia

THE EMA MAGAZINE

Greetings... ... energy management colleagues,

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

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

One of the toughest challenges we face in delivering energy efficiency is making sure the measures we propose are understood and integrated into the wider business context of our organisations. Energy management alone rarely makes it to the boardroom, but it can contribute significantly towards cost saving, as well as strategic growth and development decisions.

CONTRIBUTORS

At Essentia, I work with clients to demonstrate how sound energy management can deliver real business results and even revenue generating opportunities, which is why I’m excited to introduce the latest edition of the EMA magazine.

EMEX EXHIBITION SALES

This issue covers critical topics like developing an energy management strategy and helpfully includes a Board and Directors’ Guide to Energy Reduction – particularly useful if you need to engage someone to champion energy management at the strategic decision-making level.

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EDITORIAL

There are also articles on team expansion, the results of a recent survey on energy management knowledge, skills and behaviours, and on the sensible quick win interventions that you can implement, such as lighting, that not only save energy, but reduce maintenance and improve environments – relevant to everyone!

We hope you enjoy and, please don’t forget, this magazine is designed to help you in your jobs and to develop your careers. If there is something you’d like to see in the next issue, please let us know by emailing Edita at edita.krupova@theema.org.uk Happy reading!

Alexandra Hammond

Alexandra Hammond, Lee Collier, Dr Stephen Finnegan, Scott Armstrong, Ian Lane, Tristan Wolfe, Phil Osborn, Mark Foden, Prof Jacob Tompkins OBE, Graeme Bright, Mark Cooper

ADVERTISING SALES

Tel: 0116 3265533 Nigel Stephens, nigel@membertrade.co.uk Jas Singh, jas@membertrade.co.uk emexlondon.com - Tel: 020 8505 7073 Michael Jacobs michael@emexlondon.com

SUB-EDITORS

Jo Franks, Anne-Christine Field

PUBLISHER

Chris Asselin, chris@emexlondon.com Jason Franks, MANAGING DIRECTOR jason@heelec.co.uk Lord Rupert Redesdale CHIEF EXECUTIVE, EMA The EMA Magazine is published bi-monthly on behalf of the EMA by HEELEC Limited, the organisers of the annual energy management exhibition, EMEX. © 2017 HEELEC Limited, registered in England & Wales Company no. 8785975 VAT number: GB 176 1796 71 Registered office: Treviot House, 186-192 High Road, Ilford, IG1 1LR No part of this publication may be reproduced, stored in, or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without prior written permission. Any information or material sent by advertisers and contributors, including advice, opinions, drawings and photographs, is the view and the responsibility of those advertisers and contributors, and does not necessarily represent the view of the publisher

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FEATURES by

LEE COLLIER

Senior Energy & Environment Advisor at Linklaters

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

Linklaters' Approach to Energy Management Strategy

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Linklaters aims to be the leading global law firm, building relationships with top companies and financial institutions who turn to us for support on their most important and challenging assignments.

As part of our commitment to being a responsible business, we launched our award-winning Collective Responsibility strategy with the aim of embedding corporate responsibility in all that we do. This was further reinforced when we became signatories to the United Nations Global Compact, committing to integrating the 10 principles into our strategy, culture and day-to-day operations as a firm – a commitment which extends to how we manage our impact on the environment.

With 29 offices in 20 countries around the world, we achieved global corporate certification to ISO 14001 in 2012 and became a carbon neutral business in 2017.

Like most professional services firms, energy use is one of the firm’s most significant contributions to climate change – the difference is that we

now use 51% less energy in absolute kWh terms compared to 10 years ago.

A significant majority of this reduction has been achieved at our One Silk Street office, an achievement which was recognised externally when we won a Gold award in the Mayor of London Business Energy Challenge.

Occupied by Linklaters in 1997, the 61,000 m2 building is home to over half of our people. Operating 24 hours a day, 365 days per year, we are responsible for the full management and maintenance of the building, meaning we are firmly in the driving seat when procuring and managing our energy – we have sourced a 100% REGO backed tariff for all UK office electricity since 2007.

What does energy management mean at One Silk Street?

The goal has always been a simple one – to reduce energy use, without impacting on the working environment of our people.

In the early days, the focus was getting our house in order

establishing an agreed operating baseline. In essence, this was a building-wide exercise of turning things off, turning things down and not switching things on in the first place. These simple steps provided us with overnight energy reductions with minimal effort and expense.

However, having set a long-term 60% reduction target, the decision was taken to overhaul the on-site Mechanical and Electrical (M&E) maintenance strategy.

With the full support and mandate of our senior management team to designate energy performance as an operational priority, we set about finding a service provider who understood our goals and was willing to partner with us to deliver them.

The outcome was the development of an “Energy Focused Maintenance” strategy. Shifting away from a solely Planned Preventative Maintenance (PPM) approach, the new strategy embedded energy management into the day-to-day roles of the on-site engineers, whilst ensuring we continued to maintain our M&E services effectively.

Linklaters’ Energy Focused Maintenance strategy is founded on five core principles: Keeping the lights on PPM is still a core element of daily maintenance activities. However, in order to free up the engineers’ time to focus on energy-saving projects, we reviewed and revised the entire PPM schedule.

Splitting assets into two core categories, critical and non-critical, we looked for opportunities to reduce the PPM job list. Critical assets, i.e. lifts, fire alarms, risers, UPSs etc., continue to receive the full PPM service. Non-critical assets (primarily those systems with a redundancy) were moved to a validation-based programme, blending elements from PPM and condition-based maintenance.

For example: rather than physically servicing the multitude of pumps in the building every three months, thermal imaging and air and water commissioning tools are employed to take key operational measurements. If these measurements fall between agreed tolerances, and no hot spots are identified on the thermal, then the engineers are trusted to use their professional experience to decide if a physical service is required.

If not, it waits until the full annual service (which is non-negotiable) takes place.

Annual recommissioning To keep our operating baseline in check, we have employed an annual and

seasonal recommissioning schedule.

Focusing on the heating systems in the summer and the cooling systems in the winter, this “whole system” approach improves fault finding and optimisation opportunities.

Set points, flow rates, dead bands, point-to-point testing, sensor calibrations, time schedules, customisation resets etc. are systematically reviewed and revised back to agreed criteria – reining in the operational drift that inevitably creeps in over time. We have also increasingly spent time and effort to reduce the operational vs. design gap. Design figures and criteria are often significantly overstated and tend to err on the side of caution, working to operational extremes rather than business as usual conditions, leading to energy waste and underutilised plant.

Capital investment This point is perhaps an obvious one, but spending money on more efficient equipment and technology should be at the foundation of any credible energy management plan.

Our investment decisions follow a five year payback principle, which

opens up a greater breadth of opportunities for improvement.

When investing in new technology, the procurement rationale of course takes into consideration energy efficiency improvements, but this is balanced against other business needs i.e. ongoing maintenance requirements, system resilience, integration capabilities and industry reputation are all taken into account before a final decision is made.

Over the years, we have progressively upgraded and replaced most energy hungry HVAC plant and lighting with more efficient alternatives. We have installed a comprehensive, but tactically positioned, suite of sub-meters across the main plant and office spaces, and we regularly invest in developing and updating the Building Management System (BMS).

Optimisation and monitoring Some of our biggest savings have been realised through effective monitoring and optimisation. We have integrated lighting and HVAC systems via the BMS to manage individual offices, open plan spaces, lift lobbies, corridors and circulation spaces to work to a custom-designed and predetermined control strategy. Air conditioning, lighting, temperature dead bands and operating times are individually managed and co-ordinated by the thousands of PIRs installed throughout the building based upon presence or absence status. Minimal occupant input is required, limited to ±2°C per thermostatic control unit. Further changes can be made, but these must be approved by a senior engineering manager prior to implementation.

This degree of automation ultimately provides a more consistent and predictable demand on the central plant, and this becomes particularly relevant outside of core working hours when building occupation can be sporadic and widely dispersed. Effective

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

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Energy Focused Maintenance

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energy management during these off-peak twilight hours is where we have realised a significant percentage of our savings.

They have been responsible for generating, planning and delivering many of the initiatives I have spoken about above.

In turn, this predictable demand has afforded us a variety of additional optimisation opportunities.

Occupancy-led free cooling and AHU operation, boiler dry cycling prevention, system set point changes, staged plant shutdowns and lighting control strategies have all been tweaked and refined year on year.

Ideas are generated by the team in a series of regular meetings and engagement sessions attended by everyone, including the management team. No idea is too small and, as a business, we actively encourage experimentation. A small pot of money is set aside from the maintenance budget each year to

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

It goes without saying that all of the above changes really are only possible when you have the right tools, monitoring and reporting capabilities at your disposal.

Sub-metering and BMS data have been instrumental in providing a helicopter view of how the building reacts and responds to the demands we place on it. We also regularly review qualitative data in the form of occupant change requests or complaints to make sure any changes we are making are not negatively impacting on the comfort of our people.

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To make sure all of the data available at our fingertips is a help, rather than a hindrance, a significant amount of planning and time has been spent rationalising, organising and benchmarking data into key metrics that provide simple snapshot performance reports for key areas and systems within the building. The ability to deep-dive to the individual system or asset level is available, but this, for now, is reserved for specific tasks and projects.

Project pilots, training and collaboration So, what has made all of this possible? That’s our people, specifically a dedicated team of on-site M&E engineers who have embraced this new way of working.

fund trials and pilots – with the ultimate aim of establishing a proof of concept (or not, as the case may be!). If a project is viable and meets the five year payback principle, then its full implementation goes ahead.

My role is to support the engineering team in analysing and interpreting the data, and to develop their business cases for investment.

To upskill the engineers, Linklaters invests directly in their training and development. For us, this simply makes financial sense.

Having on-site expertise for BMS, lighting controls, inverters and sub-metering for example, keeps down contractor costs – and in turn the engineering team become better fixers and problem solvers, whilst simultaneously introducing variety to their daily roles.

What have been the most challenging aspects of implementing this new approach?

Making an idea a reality comes with the usual challenges and is

quite rightly a significant change management piece in itself. It took a solid three years to implement all of the key elements that I have spoken about, and we have continued to improve and modify the approach we’ve taken in the years since.

Medium to long-term planning and stability are essential. By signing up to a five year contact term with our service provider, both parties have been committed to its success. Beyond that, two way communication, mutually agreed goals and milestones, straight talking and clearly defined roles and responsibilities have all helped to deliver the original vision.

On a more practical level, one of the biggest barriers we have encountered has been the lack of readily available bite-sized training materials geared towards M&E engineers in the energy efficiency space. This has at times hindered the pace and progress of projects or has required the services of external support and guidance.

Looking ahead, we are now investigating the potential benefits of implementing a real time monitoring, alarm and response solution – getting smarter with data is the natural next step and will become increasingly important as the opportunities to further reduce energy use becomes increasingly difficult to achieve.

Author’s profile: Lee Collier, Senior Energy & Environment Advisor is an environmental scientist with ISO 14001:2015 Lead Auditor, Energy Manager and Price 2 Project Management qualifications. With over 6 years experience in the professional services sector, Lee is responsible for Linklaters’ UK environmental sustainability programme and global greenhouse gas accounting and reporting.

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FEATURES by

Dr STEPHEN FINNEGAN

Lecturer at University of Liverpool and Company Director

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

Transport, Fuel Efficiency and ESOS

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Transport is a significant contributor to global warming, representing a quarter of Europe’s total greenhouse gas emissions (GHG). In addition, transport contributes to poor local air quality pollution. As a result, we have seen a succession of action by the UK Government from Vehicle Excise Duty (VED) based on emissions, Congestion Charging for high polluting vehicles, the introduction of Low Emission Zones (LEZs), enforcement policy such as the Energy Savings Opportunities Scheme (ESOS) and now the possible ban on the sale of all new diesel and petrol cars by 2040. All of which attempt to encourage the switch to more environmentally friendly forms of transport.

For the past 20 years, I have been working with numerous public and private sector clients investigating ways to reduce emissions, improve fuel efficiency and save money. In my experience the cost saving element has always and remains to be the most popular incentive rather than a desire to reduce emissions as part of

the guidance provided, for a the organisations’ Corporate Social transport dominant business, is Responsibility (CSR) goals. poor in comparison to that of In this article, I wish to share buildings and industrial processes. my experience of working as a For a company with exceptionally consultant for some of the UK’s high fuel spend with an in-house largest private sector organisations specialist team of fuel reduction and focus specifically on the lessons experts and decades of experience learnt from undertaking transport in fuel management, ESOS became specific ESOS assessments. Having a compliance document of little assisted over 30 companies in the overall benefit. For approximately aviation, rail and logistics sectors 20% of organisations, ESOS and the including, for example, EasyJet, recommendations proposed were FirstGroup, Colas Rail, ABInBev, a revelation with some deciding to Lenham Storage, SRCL Transport, implement significant changes. What Howarth Timber, Matalan, Moy Park, I have learnt is that ESOS is not a Noble Foods, Staples, Euro Car Parts, one-size-fits-all Securitas, solution and Rentokil, for some is Randstad considered a and Geodis, In my experience the cost hindrance whilst there is a lot others consider that can be saving element has always, shared and the findings to and remains to be, the most be useful and many lessons informative. that can be popular incentive.

There is another learnt. twist in this tale in that the ESOS report What have I needs to be reviewed and signed learnt so far? off by a board-level director of the company, who may well ask why In the years I have now spent his or her transport team have not undertaking numerous ESOS identified and/or implemented assessments, my opinion is that

“

”

What have I found?

Having worked with clients across all transport sectors, I have highlighted the top 3 approaches and solutions to achieving more fuel efficient operations of Heavy Goods Vehicles (HGVs), Light Goods Vehicles (LGVs) and Company Cars. Those that outsource their logistics through a third party logistics (3PL) provider should still consider the findings below and work with the provider to ensure these measures are in place.

1. Energy Management Strategy (EMS) Approximately 90% of the companies I worked for do not have a clearly defined Energy Management Strategy that can be used to establish a clear energy management structure for targeted fuel reduction, and it is highly recommended that all companies implement such a strategy. This will enable companies to establish a clear energy management structure, with top management commitment, in order to implement a range of energy saving measures.

To fully implement an EMS within the business, the following should be included: • A fast track for senior level sign off of actions – a large number of organisations had already considered a number of initiatives; however, they were unable to obtain the senior level sign off to implement.

• An incentivisation for the selection of fuel efficient vehicles – very few organisations considered the additional longer term benefits of more fuel efficient vehicles as they tended to be more costly from the outset.

Purchasing decisions were made based on the cheapest available option at that point in time.

• A promotion of the total cost of ownership analysis of vehicles – linked to the above, the decision to purchase did not, in the majority of cases, consider the total cost of ownership. A cheaper longer term option is to do so.

• A fast track promotion of fuel saving strategies – a vast number of new fuel saving strategies exist whether they are Original Equipment Manufacturers (OEM) or retrofit. In a large number of cases, the transport manager was not empowered to trial them and explore the options.

• A promotion of good driving techniques and driver training – driver training is widely accepted to be beneficial; however, most simply sent their drivers on an annual training programme without continually monitoring the benefits. Some have an alternative approach by using telematics and continually monitoring driver behaviour.

Incentivising drivers when they use less fuel; however, this type of incentivisation must be carefully considered as sometimes they can be detrimental and counter-productive to a business.

2. Monitoring fuel use Approximately 70% of the companies I worked with through ESOS did not have an accurate enough baseline measure of how much fuel they use. It is virtually impossible to identify fuel reduction and efficiency measures without this baseline assessment.

Most organisations will use fuel cards, which will quantify the amount of fuel purchased whilst others will bunker fuel on site. For example, some organisations would simply measure the amount of fuel they use based on the quantity of fuel purchased with no appreciation or understanding of whether the driver is driving the vehicle in a fuel efficient manner. Moreover, there is little incentive for the driver

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

these savings themselves in the past. Whilst a board-level sign off is a positive step, working as a consultant under these regimes proves difficult with many welcoming and conversely awkward conversations with disgruntled clients.

With the second round of ESOS underway and with companies required to submit a second assessment by the 5th December 2019, it will be interesting to see how the industry will reflect on phase 1 and work with lead assessors in phase 2. Will they now undertake the assessment themselves and just ask a lead assessor to check the results and sign it off? Or will they continue as before and buy in the experience and leave it all to the lead assessor?

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to change the way they drive or consider fuel efficient driving.

The solution is to start collecting data via the use of a telematics or equivalent system that can track fuel use and economy.

A logistics firm should then also consider the way in which goods are transported and the loads that are carried. A good metric to consider is a measure of Specific Energy Consumption (SEC) i.e. the measure of fuel use per weight of goods transported. This measure of SEC is used by a number of the larger organisations to enable them to track performance per trip.

3. Alternative fuels

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

All companies I consulted with had, at some point, considered the use of gas, electric, hybrid or other vehicles with varying degrees of success and failure. For some companies they work, for others they are a financial disaster. It all depends upon the type of operation, distribution routes, length of journey, and weight of

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goods transported. Gas engines i.e. Compressed Natural Gas (CNG) work very well on HGVs covering long distances on motorways, less

or gear shift indicators. Generally speaking, the upfront cost of an alternative fuel vehicle will be more than a conventional diesel or petrol vehicle but what if considered over the lifetime use?

What if a new tax is introduced? What if petrol or diesel is banned in certain areas?

Conclusion

so on urban routes. Electric vehicles work well in urban areas with light payloads and availability of charging points, less so on motorways or rural routes. Hybrid vehicles are also good for light loads but are more expensive than petrol or diesel equivalents.

The solution is to never discount alternative fuels and keep a constant monitor on new and emerging technologies including new retrofit measures such as aerodynamics

The key message from this article is to implement an EMS, get to grips with the baseline fuel data and constantly seek methods to improve fuel efficiency.

Never discount new options based on past experience and/or the hearsay of others, and re-evaluate your options every 6 months.

For those that already have a strategy in place my recommendation is to continually seek further improvements by having an additional plan in place. A commonly used method in the automotive and other industries is a Continuous Improvement Plan (CIP) – a more formal method of identifying and acting on opportunities over time.

Author’s profile: Dr Stephen Finnegan is the UK’s leading expert in delivering transport specific ESOS reports having spent over 20 years in the industry working for Arup, Ricardo AEA, KPMG and EY. He currently works as a University Lecturer and ESOS consultant through his own limited company.

CAREER & TRAINING by

SCOTT ARMSTRONG

Head of Energy and Sustainability at Bourne Leisure

In the Spotlight Energy management is a broad subject and, when it comes to a job description, can cover a variety of activities. The EMA gathers energy management professionals from across all industries and in this regular section will interview energy management professionals about their role. This month, we are shining the spotlight on Scott Armstrong, Head of Energy and Sustainability at Bourne Leisure.

How did you become interested in energy management?

My first job after graduating in the late 80’s was working as an Operations Planning Analyst for Dixons Stores Group. My role involved the collection and interpretation of data to drive business decisions and strategy. Looking at financial data, operating hours, floor space, footfall and operational costs meant that I started to establish a number of metrics that I could then apply across all operating sites to establish what ‘good’ looked like. As a result, I could pinpoint sites falling below this standard and take action. I was tasked with reducing energy consumption as one of a number of projects, an area that I became very interested in as the potential was so great.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

This was at the very beginning of phased deregulation in the electric and gas markets and the previous monopoly suppliers had not provided business with any such energy management support. In January 1992 an opportunity to join a new entrant into the deregulated gas market came along and I jumped at the chance to join this exciting market to help customers reduce both their costs and their consumption. The company I joined was AGAS, now trading as Total Gas and Electric. I have been working in the energy markets now for 25 years in various roles focussed on both price risk and consumption risk management with the past 10 years directly focussing on energy management.

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What does your role at Bourne Leisure entail?

My role is quite broad, it covers 3 main areas; the purchase of our utilities (electric, natural gas, LPG and water), the management of our utilities and compliance with all environmental legislation.

This doesn’t really describe the breadth of what my team and I support. Bourne Leisure have 54 fabulous operating sites, the vast majority of these are coastal located and we operate over 100 swimming pools. Our largest operating sites are our Butlin’s Resorts, which are the size of a small town and the utilities infrastructure to match.

Within my role, I also support the FM and Property Development teams to ensure that the right decisions are being made on the efficient use of utilities in all building refurbishments and new building projects. I work closely with our Purchasing Team defining product specification so that we balance initial price and ongoing operating expenses. My role exposes me to many external

relationships, including those with the Environment Agency where we have numerous specific local operating licences that we comply with.

CRC and ESOS are specific areas of responsibility of mine.

Within my immediate and wider team, we have 4 ESOS Lead Assessors who audit and guide our operational teams on attaining greater efficiency within their operations.

Risk management strategy, consumption reporting, sub-metering of venues, water logging, budget setting and invoice validation are also all areas of my responsibility.

What is the most exciting part of your job?

The most rewarding part of my role is watching the development of my team and sustainability projects in general as these are embedded into our business.

Changing the way that team members work through engagement and education is a sustainable way to operate – giving them the understanding of efficiency so that this becomes a conscious part of their decision making.

Earlier this year, we worked with the EMA to train 60 of our team members across all operational sites to EMA Level 2 standard. This was a 2-day residential course at our Bognor Regis Butlin’s Resort. The results and engagement from this training have been phenomenal, with year-on-year savings achieved across electricity, natural gas and LPG topping 8%, year to date.

What is the most frustrating part of your job?

Without wishing to sound too evangelical, my biggest frustration is that sustainability isn’t seen as part of all our roles in business. We are still challenged on the age old CapEx vs OpEx scenario, and this is often most prevalent where external primary contractors are running new build projects. Sustainability makes clear business sense, in an environment of ever challenged margins, using £1 less energy translates into £1 more profit. Education, training and team engagement is the best way to achieve this and become our ‘carrots’ but contracting specification and building performance should be put in place as our ‘sticks’ if needed.

Can you describe your typical day?

No day is the same in our business. We have periods that are quieter than others but in these periods, we tend to concentrate on our build programmes. The breadth of our role is such that there is a reactive nature to the support we provide (weather, lightning strikes, flooding, infrastructure issues, outages etc.), as there is a pro-active nature linked to preventative maintenance programmes.

What drives you?

A desire to be better from one day to the next. Working with clever, motivated people both internally and externally.

What qualities should a good energy manager possess?

The greatest quality I think an energy manager should possess is a passion for what they do. People buy from people and therefore, if an energy manager isn’t passionate, he is not believable. A desire to achieve, coupled with diplomacy, tenacity and a thick skin!

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

I spent 10 years working in energy consultancy where I championed the importance of reliable and timely consumption data for use in energy procurement, invoice validation and most importantly, energy management. I support the mantra that if it can be measured, it can be managed.

My background in data analysis linked to management reporting meant that this was a natural step and working with some of the UK’s leading energy managers meant that these reports were designed to be useable and effective. Bringing in data from external sources into a robust platform increases the number of metrics that we are able to use to become more effective and create more meaningful management reports.

I am also a passionate believer that knowledge should be shared and in my current role I have created a successful team in 4 years from team members who did not have a background in energy. They share my passion to achieve significant efficiencies. In 5 years, we have reduced our carbon emissions from 102,000 tonnes of CO2e a year to 77,000 tonnes this year. This is despite increasing site numbers and building many more venues.

Which energy efficient innovation can revolutionise the global economy?

My personal feeling is that battery storage is going to become an essential part of the UK electrical infrastructure. Linked to solar generation and embedded within the ring main of an operational site this means that it is able to act as primary supply during periods of intense generation, contingency or UPS for sensitive sites, load balancing to help avoid TRIADS, overnight electric car charging and a price hedge against the market.

We have seen, last month, announcements from the UK and French governments that new petrol and diesel car registration will be banned from 2040, which will

drive vehicle electrification. This will drive investment in battery efficiency and drive costs down in the medium term. Bloomberg are already predicting a fall of 70% from today’s prices for lithium ion batteries by 2025, and this was before the UK and French government announcements.

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

The first thing to do is to engage with key stakeholders to establish the particular organisation’s challenges and drivers. You also need to be able to document the ‘start point’ using robust data. Only then you will be able to develop a strategy that is meaningful to the organisation.

Any strategy must engage with their head, as well as their heart, and needs to be commercially viable and achievable but stretching. Make sure you are using language that the stakeholders are used to and that you engage with at least one Board Member/Senior Manager who will act as your sponsor.

What is the best approach when seeking an approval for projects from the board?

The best piece of advice I can give is one that I received by my CEO when I joined Bourne Leisure on how to write a Board Paper. Link it to business goals, make the proposal short, make it believable and make the commercials “slam dunk”.

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THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

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CAREER & TRAINING by

IAN LANE

Head of Sustainability at University of the Arts London

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

The Importance of an Energy Management Team

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There is one piece of information I’ve quoted more than any other in my 18 year career in energy and carbon management. You will be forgiven for thinking it is related to the positive return-oninvestment brought about by installing energy conservation measures, the need for accurate data to capture the true benefits that Energy Managers bring about or the need for colleagues to upskill as they trek from the boiler room to boardroom. It isn’t any of these, although they are all valid statements that are all worth being reminded of. In fact, it is the recommendation (I believe it originated from the Carbon Trust) that to manage energy well, you used to require one person-per-£1m of utility expenditure. However, as wholesale costs have fallen and flexible procurement contracts have allowed many organisations to anchor in these savings for an extended period, there might be a tendency to reduce capacity in energy management teams.

So, now the question is: how can Energy Managers resource energy management responsibilities adequately?

The University of the Arts London annual utility expenditure is between £3.6m and £3.8m. The institution is ISO50001 accredited and the Sustainability Team, for which energy management is an essential part, has reduced carbon emissions associated with utility consumption by 26%, reducing consumption by 18,300 MWh and saving over £1.5m in three years (the university is the fastest improving institution for sustainability in England).

However, even though

Energy Managers should be optimists

reducing the institution’s carbon footprint is a strategic objective, ensuring the team is resourced properly remains a constant conversation. The Team consists of a Head of Sustainability and an Energy Projects Support Officer who are responsible for energy procurement, environmental compliance, carbon reporting and the implementation of the university’s Energy Performance Contract.

There are two arguments in favour of retaining the existing compliment of energy management team or indeed adding to it. The first concerns drift mitigation. There are cases of when utility consumption has fallen and the Energy Manager moves on they are not necessarily replaced.

Normally, consumption and cost increases for that organisation leading to disappointment.

Constantly reminding stakeholders of the benefits energy management brought about exactly as they are happening is key. Sharing the benefits in effective and collaborative communications is essential. People tend to want to manage risk and

it gets people’s attention. If the utility budget is no longer a risk, celebrate it. Once a target has been achieved, reset it and go further. Seek opportunities to amplify the results of interventions. Offering what the opportunity could be, backed up by facts could lead to enhanced resources being made available.

Communicate collaboratively

the people they lead should show clearly that by intervening the organisation they represent can firstly survive but then thrive. Enhancing environmental stewardship, whether that be through energy efficiency, low carbon design or resource

“

The second argument concerns systemic thinking.

Executive teams within organisations know that we live in a complex world and solving problems associated with sustainability leads far beyond the boundaries of “the environment”. Energy Managers should help make sense of these interconnections and show how energy management contributes to wider societal goals of the organisation. Energy Managers and

Energy Managers and the people they lead should show clearly that by intervening the organisation they represent can firstly survive but then thrive.

”

management involves some change theory. Many organisations take steps to bring about change without ever consciously considering how change comes about. Helping organisations move from mechanistic models of change to more integral change will

become important in the coming years. Share the big picture – what are the opportunities particular to that organisation’s operating environment.

Involve those stakeholders who are seeking new ideas; the more critical the issue (there is no issue more critical than the environment), the more you need to engage with them. I ask stakeholders for help, draw them in on issues, problems, dilemmas they are experiencing, and solicit their input to compliment other great ideas to enhance the role energy managers can play.

Author profile: Ian Lane is a chartered Energy Manager and chartered Ecologist with over 17 years’ experience of energy management and sustainability. In addition to being the Head of Sustainability for the University of the Arts London, he is also a non-executive Director of The Energy Consortium.

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CAREER & TRAINING by

TRISTAN WOLFE

Energy Manager at University of Aberdeen

Building and Expanding Energy Management Teams

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

Organisational background

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I joined the University of Aberdeen as Energy Manager in September 2015. The University has an annual utilities spend in the region of £4m per annum and around £0.5m spend surrounding the various Carbon compliance schemes. At the time I started, there was one other member of the team in an Energy Engineer capacity; also at this time, the Utilities Manager position had been vacant for some six months during which time there had obviously been some falling behind in the traditional energy management practices of basic M&T and invoice validation.

Although there was now a team of two, the Energy Engineers role was much more of a specification and investigative role with little focus on the Energy Management side in terms of billing, data validation and getting to grips with what energy was used where. Clearly, I had a considerable task ahead to ensure I both familiarised myself with my new estate but also ensured we were keeping on top of our utilities spend and analysis as well as the obligatory reporting that many readers will be all too familiar with!

Indentifying shortages in staffing Many readers will be aware of industry norms in terms of staffing per £1m spend in utilities. By rights, we should really have been looking at a team of four to fully manage our estate, especially given the gap in continuity

of management of energy at the institution. There was also a slight change in the job as the previous title had been Utilities Manager and I was employed as Energy Manager ,and one of the key tasks the institution was keen to see implemented was the production of a new Carbon Management Plan as the previous version, written by the Carbon Trust, had run its term. Clearly, this placed even more pressure on a small team of two, one of whom had very little knowledge of the estate and its operations.

Solving the staffing issues As is the case in many public sector bodies, creating new jobs is never the easiest – especially in the current financial climate.

I was unable to do everything and needed to find a way of coherently achieving all the tasks that needed to be carried out – not least improving the data quality in our M&T system. As a new middle manager in a large organisation, I was not in a position to be demanding

additional staff – even if budgets were in place for this! Fortunately, the University of Aberdeen operates a hugely successful intern program for students at the University. I put together a job description for an Energy and Carbon Management Intern for a 12-week period in the summer of 2016. During this time, our intern drafted a Carbon Management Plan and freed up my time to instigate measures and get a greater handle on our data. Our intern was hugely successful and picked up the prize for best intern and project.

The internship was massively beneficial, both in terms of assistance

they will deliver and by the end of the scheme there will be a new energy manager in the marketplace who I would hope has proven their worth and would chose to stay on to further their knowledge outside of a graduate scheme.

In conclusion, a word of advice if you are considering a similar approach – be prepared to give up your time to assist in the training and development, and ensure that you monitor savings that are attributable to the position you have created.

Continuing the good work An obvious downside to having an intern is that the internship has to come to an end, and as this drew to a close I became concerned that the duties that had been delegated would not be able to be continued and so I put together a case to keep the intern on in a part-time role whilst they finished their Masters degree and subsequently into a full-time Graduate Energy Engineer Role. Whilst persuasion of our SMT was not easy by any means, I was able to put together a compelling case based on the savings we achieved through freeing up the Energy Manager to focus on M&T in the initial stages of their new employment (c. £1m through billing corrections and improving budget accuracy). The key aspect of the case was a specific focus on one element (in this case awareness raising – this being one area that most organisations struggle to maintain) that we could demonstrably illustrate savings; in order to achieve this, you need robust data that we were able to

achieve by increasing the team size.

Business cases for staff often fall into the trap of “I need another team member because it will make my life easier”. This is obviously true; however, it is unlikely to get your managers on board. What you need to be able to do is pick one specific area or project and say this is what the new role will do, what it will save and will the role pay for itself.

In my case, setting up a graduate scheme has proven to be a really good way to achieve this. As it is fixed term, for two years, we have a clear direction for the tasks and projects

Author’s profile: Tristan has been involved in the energy, energy efficiency and renewable industries since 2003, in a variety of public and private sector roles. He joined the university in September 2015 as an Energy Manager within the Estates Maintenance section and, within this role, he is responsible for ensuring that energy is utilised efficiently on site along with utilities bills validation, whilst also responsible for carbon compliance and management, energy and sustainability awareness, identification and design of energy efficiency and renewable energy systems.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

to my section but also introduced a budding mechanical engineer to a new world of employment opportunities.

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THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

CAREER & TRAINING

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EMA ENERGY MANAGEMENT AWARDS 2017

Extended deadline for entries – 28 September!

To enter the awards visit www.theema.org.uk

CAREER & TRAINING by

PHIL OSBORN

Former Head of Energy at Sainsbury’s

Career in Energy Management It was in the NHS though where I The Energy Managers Association not that readily available. I was only aims to encourage and enable started to get more interested in the 3rd person on our office floor more professionals to enter the energy management, and I had the of about 300 people to be given a world of energy management and great pleasure to work with some computer so I thought it wise to environmental roles. Being an specialist engineers across the get some energy monitoring and energy manager may not seem Regional Health Authority. targeting software – I was in my like the most obvious element…. numbers and career for many. The graphs!

EMA has taken on a We were always looking for ways to burn less challenge of changing fuel and it just seemed like it was part of our the perception of How did you energy management, progress through the DNA. by raising the sector’s profession? profile and sharing its members’ – leading We started to look at energy saving Energy Management was starting to energy managers – insights projects for the laundry that was on be taken seriously by organisations, into their career progress and site.

The Regional Health Authority and the number of Energy Managers achievements. In this issue, we had a fund for energy saving that was grew over the years. have asked Phil Osborn about his lent to hospital units with the loan career and views. being repaid through cost savings The privatisation of the electricity achieved. We installed flash steam industry and the ability to negotiate recovery vessels, hot water recovery contracts with suppliers from When did you first hear the term and tumble drier heat recovery 1990 gave a new area of expertise ‘energy management’? systems, and this was the point when for the aspiring energy manager I got hooked on seeing energy usage – procurement.

It wasn’t until I started working in fall. the NHS that I heard the term ‘energy At that time, most purchasing management’ although I have always After a couple of years in the NHS, I departments did not seem that been aware of the need to be energy moved to the District Works Office to interested in negotiating energy efficient. This came about from concentrate on specialist engineering contracts and generally left it to the growing up in the era of the 3-day areas and part of the role was energy Energy Manager who understood week and regular power cuts. management. what a kilowatt-hour was. In addition, we saw the birth of half hourly My first career was as an Engineering The time spent in this role made me metered data and what a boon that Officer in the Merchant Navy and, want to become was. We could although I left the role over 30 years a specialist now see what ago, I still consider myself a seafarer.

I was in my element…. energy manager. was happening We were always looking for ways to I was lucky to on our sites burn less fuel, and it just seemed like numbers and work with some across the it was part of our DNA. One of the great people and 24-hour period graphs!! strangest fuel-saving ventures was a was involved and in particular, trial to see how slow the supertanker in capital how much could travel without it losing the installations and colleague awareness electricity was being used outside ability to steer safely. It was slow, programmes, which set me up nicely of normal working hours. To my and there was nothing as boring for my first Energy Manager role for mind, this was the most useful tool as seeing the same island on the Abbey National Building Society. for energy management especially horizon at the start and end of the across large organisations. It was a watch.

This was the late 80’s and it’s worth great period for Energy Managers; reminding you that computers were however, the electricity privatisation

”

“

”

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

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also had a negative impact on the new Energy Management industry with several energy managers being made redundant and organisations concentrating efforts on buying better rather than using energy more efficiently. My role changed within Abbey National, and I moved into Facilities Management for a period but it wasn’t long until I was back managing energy, albeit with additional non-energy responsibilities.

I was then offered an opportunity with a major property company, Land Securities, and found another aspect to energy management that I had not previously encountered – tenant recharging. In most cases, tenants had electricity supplied direct from the landlord, supply that had to be recharged to the tenant.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

“

I was proud to bring 3 people into the team and introduce them to the energy industry and create a really good award winning team.”

and introduce them to the energy industry and create a really good award winning team.

In a similar fashion I created a new team at Land Securities dedicated to managing energy and to bring its associated tenant billing process back in house.

Finally, I am very proud of the work of the team at Sainsbury’s, building

energy specialist, certainly at post graduate level but it is likely that most potential energy managers are people looking to move into the industry. There are some superb organisations available that can help you achieve this, such as the Energy Institute and of course the EMA, which was set up on the basis that we need Energy Managers.

My key bit of advice that I would give someone wishing to join the industry would be to visit energy exhibitions, attend energy seminars and network within the industry.

You’ll find loads of people willing to help you in your journey. You may also spot old geezers like me who, although retired, love the industry and still keep in touch.

What key areas should a successful energy manager It was around this stage of my career concentrate on? that I started to take an interest in government energy policy and how A successful energy manager needs it can impact larger organisations. the support from so I played an active many people around part in the British the business, from Property Federation My key bit of advice that I would give someone facilities managers and had access wishing to join the industry would be to visit energy to operational shift to appropriate leaders. All will be government exhibitions, attend energy seminars and network able to play a part in departments. This reducing energy so was continued within the industry. one of the qualities in my final role needed is to be able to before retirement on the work undertaken by the team effectively communicate to all levels when I became Head of Energy and the previous Energy Managers. of the business. for Sainsbury’s, managing the enormous amount of energy they In particular, the capital investment work was ramped up significantly One of the best friends you can used. Through both the British Retail once we had agreed the LED lighting have in your company will be an Consortium and the CBI, I was able accountant. If you can make the to communicate issues with existing specification and trials. Over the accountant understand how energy 4-year period, the energy team and proposed energy legislation. saved the business tens of millions and money can be saved you stand of pounds and to this day I am a good chance of getting on-going What is your biggest investment for energy efficiency. extremely proud of that fine team. achievement to date?

But don’t stop at that – keep track of the savings post investment I have thought long and hard about What advice would you give to and regularly report back on your this and rather than give my biggest someone looking to become an achievements. achievement, I am listing my most energy manager? memorable achievements over the The key steps are: years. Back in 1998, the electricity We desperately need quality energy supply industry became fully managers to drive forward the • Measure your usage open for all commercial buildings, energy efficiency agenda and let’s • Benchmark against other which would have been fraught face it; we don’t have a great deal buildings or processes with issues for Abbey National left for future generations. So, how to • Audit how energy is being used had they continued paying bills at become an energy manager?

• Invest in efficiency individual branches. I successfully There are now several courses • Monitor the ongoing savings proposed the centralising of the available where you can become an • Communicate your achievements

“

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bill payment process and set up a dedicated energy management team responsible for all energy billing and procurement issues. I was proud to bring 3 people into the team

”

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INDUSTRY FOCUS by

MARK FODEN

Energy & Environmental Manager at the University Hospital of South Manchester NHS Foundation Trust

Health Service: an interview with the University Hospital of South Manchester 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 teir role. This month we are shining the spotlight on Mark Foden, the Energy & Environmental Manager at the University Hospital of South Manchester NHS Foundation Trust.

of the art facilities – and everything in between. As you can imagine, each of these brings their own set of challenges. It is great to be able to see ideas through from inception to implementation and be able to show the positive impacts. This is the same for small schemes all the way through to largescale engineering schemes that affect the whole energy strategy and infrastructure It’s about having everybody buy into the fact of the hospital sites.

“

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

How did you become interested in energy management?

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Ever since my school days, I’ve been interested in environmental issues, particularly in use of resources, consumption and preservation.

This carried through to college and university where I studied Environmental Chemistry.

After graduating, I began a role that supported businesses to look at their use of resources, identify areas of waste and find ways of doing things

differently. This gave me experience of many different sectors, an understanding of their processes and their challenges around sustainability.

I quickly learned that there are principles and solutions that can be tweaked, adapted and applied to issues in different sectors for different purposes.

that even the smallest change can make a big difference across the hospital, while at the same time ensuring any changes are for patients benefit.

”

What is the most exciting part of your job?

There is a great deal of diversity in my role, it’s a high paced environment and being a large Acute NHS Hospital, there really are no two days the same. The job is always changing and developing as new challenges arise, and its necessary to find new ways of doing things and also try to adopt new technologies as they become available.

The estate itself has a number of buildings located on different sites ranging from small office blocks to large Acute facilities, some building stock from 1920 all the way through to brand new state

What is the most frustrating part of your role?

The diversity of the role is part of what keeps it interesting but it also brings its challenges as I’m faced with competing demands. In an organisation of this size, there are many different stakeholder groups.

Communication and changing long term habits can always be a struggle.

It’s about having everybody buy into the fact that even the smallest change can make a big difference across the hospital, while at the same time ensuring any changes are for patients benefit.

What does your role at UHSM entail?

In the main, all aspects of energy and environmental management for the Trust. This includes leading on all environmental initiatives aimed at improving performance and reducing consumption from both strategic and operational perspectives. Day-to-day tasks range from undertaking capital schemes to upgrade existing energy infrastructure, installing efficient technologies and managing

ANNOUNCEMENT

EMA Courses in 2017-2018

Energy Management in Practice Training Programme The EMA has produced a training programme for individuals interested to gain knowledge needed to operate effectively as an energy manager in a workplace.

• Fundamentals of Energy Management: 19-20 October 2017 | 1-2 March, 7-8 June, 4-5 October 2018 • Energy Assessments, Measurements and Verification: 18 October 2017 | 5 March, 11 June, 8 October 2018 • Energy Management Strategy: 17 October 2017 | 6 March, 12 June, 9 October 2018 • Understanding and Delivering Behavioural Change Programme: 29 November 2017 | 13 March, 5 June, 27 September 2018 • Energy Procurement: 27 September 2017 | 8 March, 14 June, 11 October 2018 • Water Management: 28 September 2017 | 20 March, 19 June, 16 October 2018 • Lighting – Basic Understanding: 24 October 2017 | 15 March, 20 June, 30 October 2018 • NEW*Battery Storage for Business: 10 October 2017 | 19 April, 1 November 2018 • Turning Data into Energy Savings: 4 October, 6 December 2017 | 21 March, 4 July, 6 November 2018 • NEW*EMA Energy Assessor: 1-3 November 2017 | 25-27 April, 7-9 November 2018 • Become an ESOS Lead Assessor: 16 October 2017 | 20 April, 2 November 2018 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 on-site (minimum 6 candidates). For a quote email jana.skodlova@ theema.org.uk with your chosen course title, approximate number of staff and location.

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

Theory combined with real-world applications

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

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

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the utility supply contracts and budgets. I’m also responsible for leading on sustainability policy and strategy and working towards the Trust contributing to the NHS Carbon Reduction strategy. I’m quite heavily involved in wider estates management, and I work closely with our service provider on both the hard and soft FM services, which helps to achieve the improvements in sustainability while also improving the patient service. At the end of the day, everybody wants to achieve the same thing but it isn’t always the easiest for change to be accommodated within the current FM arrangements for whatever reason. Therefore, it’s important to maintain good relationships so that you can challenge current practices, have the difficult conversations and work together for the best outcome possible.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

What drives you?

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I believe that climate change and resource depletion are very real threats that we face on a global scale and as one of the world’s largest organisations the NHS has an obligation and opportunity to lead the way. Having a job that gives me opportunity to reduce emissions and have a real impact on sustainability on such a large site is a privilege. We have achieved a carbon reduction in excess of 30%, which is more than 6,000 tonnes CO2e per annum and have plans in place to realise a further 25% reduction.

Along with all the environmental and social benefits, it also brings with it a significant financial saving.

Knowing that the money saved can be reinvested in patient care certainly makes it worthwhile coming into work in the morning!

Which innovation can revolutionise the energy industry I think battery storage is the next big thing – instances of power produced by renewables exceeding the amount produced by fossil fuels and nuclear are becoming more and more frequent. The more renewables we install, the more frequently this will happen, but we need to be capturing and storing what we can when it is being produced so that

we’re covered when the wind isn’t blowing or the sun isn’t shining.

Battery technology is improving immensely and can play a huge part in reducing our dependency on fossil fuels, particularly at times of peak demand.

starting with the Trust. Initially, we did not get good levels of utilisation of the biomass boilers, but we have kept chipping away and are now realising their full potential. This has been one of the key contributions in reducing our CO2e per m2 to one of the lowest in the NHS.

What qualities should a good energy manager possess?

Another part of the challenge was to accredit the boilers onto the Renewable Heat Incentive. This was no easy task due to the complexity of the existing steam network. The trickiest task of all was identifying a suitable metering arrangement which required constant dialogue with Ofgem about eligible/ineligible heat use throughout the distribution system and myriad of service ducts but once agreement was reached we were able to install the meters, accredit the boilers and guarantee the incentive for the Trust for 20 years. When all combined, this work has saved thousands of tonnes of CO2e and a significant amount of money for the Trust each year.

Like every job, it takes a wide range of skills – not least tenacity, perseverance, belief and a thick skin but maybe most importantly diplomacy skills are invaluable in implementing change. If you want people to make changes to the way they work, it’s necessary to bring them along with you rather than impose things upon them. Working together to find solutions will generally give even better results in the end!

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

I’ve been fortunate enough to have the support and backing to be able install several technologies from photovoltaics, super low loss HV transformers and variable speed drives to name a few, which have all contributed to reducing our emissions, but my main achievement would have to be the successes with the sites main biomass boilers.

These were installed in 2012 alongside the existing gas steam-raising boilers, just prior to me

INDUSTRY FOCUS by

PROF. JACOB TOMPKINS OBE

Chief Technology Officer at The Water Retail Company

Tips for the New Water Market

Hobson’s choice?

You might decide that you want to stay with your old water company (wholesaler) and not bother with the new market. Sorry, but that is not an option. If you haven’t actively switched then you will have already been transferred to a new retailer without your knowledge, this might be the retail arm of your old supplier (incumbent retailer) or your contract might have been sold to a completely different company!

No need to dig up the road!

The physical water supply and sewers don’t change, you still use the same pipes as you did before, it is the retail service bit that changes (bills, advice etc).

“

The things to consider are: service, price, scale and water efficiency and, IN MY VIEW, whether you are going to be treated as a valued customer or just client number 167281.

Shop around!

”

If you do want to change, then the Open Water website has a list of retailers. It is probably best to get in touch with them all, have a chat and see who you like best. The things to consider are: service, price, scale and water efficiency and, in my view, whether you are going to be treated as a valued customer or just client number 167281. Also, if the retail arm of your old water company starts waffling about their water efficiency expertise you might want to ask why they didn’t bother offering you any help or advice in the past 25 years.

Big bad data!

All the players in the water market use a central shared database which holds information on water consumption and sewerage discharges for each customer, including all the supply points, charging rates and other information necessary for billing. However, the data that water wholesalers have put in this database is often incomplete and incorrect. What this means for customers is that your bills may be wrong. If you swap retailer then this will come to light quite quickly as there will be discrepancies between previous and current bills.

However, if you stay with your incumbent retailer then the problems may remain hidden.

Get organised!

So my advice is to gather together all your bills and information and then shop around and, if you decide to switch, then choose a retailer where you can get through to a human on the phone, a retailer who is interested in helping you to save water, a retailer who can offer you a bespoke service, and obviously a retailer with a competitive price.

Happy hunting!

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

Water supplies to business in England (and some in Wales) opened to competition in April this year.

That means you can shop around and choose from around 20 licensed water retailers. You should be able to get a lower price and better service. But, there are a few things to look out for:

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TECHNOLOGY by

GRAEME BRIGHT

Building & Facilities Manager at Theatre Royal Stratford East

Reducing our Theatre's Environmental Impact The Theatre Royal Stratford East (TRSE) is a large community theatre in Stratford in the London Borough of Newham; it was designed by architect James George Buckle and opened on 17 December 1884. In 1953, the Theatre Workshop company decided to take over the then derelict Theatre Royal under the direction of Joan Littlewood, with Gerry Raffles as manager.

My name is Graeme Bright and I’ve been working here for 16 years and became the Building & Facilities Manager in 2007.

Environmental TRSE recognises that business can negatively impact the environment. We are committed to finding ways in which we can reduce the environmental impact of our work.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

Our environmental policy aims to encourage a working environment which, where reasonably possible, strives to promote energy efficiency, recycling of waste materials and the use of recycled products in the pursuit of creating an economic and environmentally friendly workplace.

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when used in certain areas, affects people more and for this reason, we chose to look at recessed diffused lighting in offices. Then the colour, we found cool white 4000k is a better overall choice due to its brightness and clean look, but be prepared as this will have a big visual different look at first and you might have to

“

We have carried out many lighting projects over the years starting around 2010 when LEDs were relatively new and choices were limited to the commercial market. Looking back now, I have no regrets; however, as the market has gained pace over the years there is so much more choice now and far better technology, which in some way makes it easier but also a lot harder trying to pick through all the information.

For me, the focus needs to be on two areas – the type of light and where it is going. What do I mean by this? Well, LEDs have a bigger glare than conventional lighting that,

We have carried out many lighting projects over the years starting around 2010 when LEDs were relatively new and choices were limited to the commercial market.

”

repaint after due to the cleaner look.

Rest rooms and kitchens are also minimum 4000k, but you could go up to 6000k, and we have found a great improvement and feedback from staff working in those areas.

Furthermore, I found that 2700k is better for home, hotels and bars as it produces that more yellowish look that we all are used to so it’s more homely.

Payback is also one of the key questions, but I feel you should not be swayed too much by this as cheap and quick payback is not always what you end up with. Things to consider with payback is not only the energy saving but also no more replacement bulbs, and the cost and time of maintenance staff going around changing them. As a facilities manager having something I trust is as important and I would be willing to pay more for, so look for projects other people have carried out and check reviews of products by independent people and/or companies. The main result if done correctly could be maintenance free for years.

Most companies offer 5-year guarantees and on bigger projects, you are bound to come across failures so it’s well worth it.

Next, and something a lot don’t realise, is the driver and in some ways this is more important than the LED itself. You will find that the 5-year guarantee does not cover this, so when purchasing more focus needs to be here as that’s the brains to the LED. LEDs are also not affected by

HIGH BAY SMART L I G H T I N G

There are also many different companies out there who offer different ways to assist with financing; although we found this might help with budget constraints, in the long run you may pay a lot more. If it is based on energy savings, check the figures as we found you need a lot of information to work this out and as it can be confusing, you might end up on the wrong side. When taking into consideration budget constraints, the questions to ask are: what, where and how in a busy environment can I deliver the project with minimum distractions to normal working environment of the building. Most light fittings can be retrofitted and so the outlay can be significantly reduced; however, a new fitting might not fit the same way so some repairs might be needed and depending on how long the fitting has been there, wiring might also need to be replaced, all adding to time and cost of the project.

However, we still found that retrofitting was the most cost

effective route although still needed to be carried out in the same way as a complete replacement, by qualified electricians. In the early days, we started small as we had a large building with multiple different spaces with a large range of different light fittings. This way we were able to get an idea of the issues we would encounter, and this helped in planning for the bigger projects.

85% S A V I N G S CARBON FOOTPRINT L I G H T I N G

If like me you Let there be are a public building, you need to display a Display Energy Certificate (DEC). We are an 1884 original build, although we have had additional renovations over the years, and we have still been able to reduce our rating from F to C in the past 6 years. In addition to this, we have reduced our energy consumption by over 100,000 kWh per year; with the way energy prices are increasing

C O S T S

light

W A R E H O U S E S F A C T O R I E S PRODUC TIO N A RE A S DISTRIBUTION CENTRES G A R A G E S SPORTS CENTRES STORAGE UNITS COLD STORAGE

t . e .

01564742143 infouk@lumiqs.com

and more focus on people being more energy efficient, it is a win-win situation.

Don’t be put off, but do give it time and I fully recommend going to facilities or energy shows as you will see new ideas, new products and network with colleagues. I found this invaluable in my approach.

Author’s profile: Graeme has an extensive knowledge in working within the public sector gained in the past 10 years at Theatre Royal Stratford East. Part of his role involves advising and implementation of energy efficiency improvements, managing refurbishments and renovations, as well as managing budgets and keeping expenditure records up to date.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

on/off switching unlike conventional bulbs, for example if on average the life span of LEDs is 50,000 hours, so if you base that on 8-hour use a day, you are looking at around 15 years, so considering movement and/or microwave sensor in certain areas could potentially double this. The cost will always be higher, but as this potentially doubles the life and adds to the energy savings over the same period, it should certainly be considered.

29

TECHNOLOGY by

MARK COOPER

Product Manager at DW Windsor

5 Top Tips For Exterior Car Park Lighting If car park users feel safe, then they are more likely to use your car park. Parking bays, paths and circulation routes should be well lit, with signage clearly visable, and provide high colour recognition, to aide CCTV. Good car park lighting therefore, can have a direct effect on both revenue – more shoppers equals busier shops, and expenditure – installing the optimum light source and equipment will have a significant impact on energy and maintenance costs. While all light sources can be used in car parks, some are more successful than others; for example, SON-T+ lamps have a lower colour rendering index, which can limit the effectiveness of CCTV systems.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

LED lighting, the benefits of which this article focuses upon, offers significant savings and a ‘fit and forget’ solution with reduced maintenance demands. Energy managers and car park owners typically see electricity bills (at least) halved, when replacing conventional lamped light sources.

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So, while other light sources are more than able to meet the standards required, LED is undoubtedly the optimal solution.

Exterior lighting manufacturer DW Windsor offer their 5 tops tips for maximising car parking assets at design phase and also address the retrofit scenario.

1. Choose the appropriate lighting level Selecting the appropriate lighting level can be surprisingly complicated.

Always base your decision on how busy the car park is (or will be). Does it have light, medium or heavy traffic?

Here’s our take on British Standard requirements:

Examples

Spaces

Lighting Level

Light Traffic Small shopping areas Residential spaces

<100 spaces

≥5lux maintained average 0.25% overall uniformity

Medium Traffic Town centre parking locations Railway station car parks Airports – long stay Smaller supermarkets Park & Ride locations

>100 spaces / <500 spaces

≥10lux maintained average 0.25% overall uniformity

Heavy Traffic Major shopping centres Retail parks Airports – short stay Larger supermarkets

>500 spaces

≥20lux maintained average 0.25% overall uniformity

2. Consider dimming or controls The lighting level needed at peak times (straight after work, as an example, around 5pm), compared to quieter periods, will be different.

Naturally usage levels will fluctuate, so it’s worth considering matching the lighting levels to the traffic to provide all-important energy savings, ensuring that the scheme is not over-lit and helping to avoid potential obtrusive light during hours of darkness.

LED light sources and intelligent lighting controls (from passive infrared sensors to video detection systems) can be used to trigger lighting level changes, when combined with a Smart City System.

This not only reduces energy but can also be used to guide pedestrians and vehicles - to free spaces.

3. Location, location, location Avoid creating hazards by using landscaped areas or walkways for column locations where possible.

Consider how the traffic will use the space. Ensure lighting is concentrated in areas such as entrances and exits, on parking meters or signage.

4. Use white light White light plays a crucial role in helping people feel safe. It provides a clear image of the car park and assists CCTV. It also creates a sense of well-being and accentuates landscaping or architectural features.

Make sure pedestrians can see and be seen.

The light source should have a minimum colour rendering of 70Ra, with neutral white light of 4000K or warmer preferred.

Modern lighting, and in particular LED products, have optics, accessories and glazing that control light far better than ever before.

Using the right amount of light at the right time and in the right place is better for the environment and your energy bill.

Optics: perhaps the most important part of the light. Optics shape the light output to a specific pattern optimised to suit the application: putting light where it is needed, helping to reduce glare and maximise column spacing.

The ILP (Institution of Lighting Engineers) has an extremely useful guide on the reduction of obtrusive light which is a good reference point.

Accessories & Glazing: not only add to the fitting aesthetically but also control glare and light spill in sensitive locations.

Lighting should be concentrated onto the main car parking area with careful consideration given to adjacent buildings. If the car park is in a residential area, consider light spill into back gardens or windows – as this could constitute a statutory nuisance if the resident complains to their local authority.

Consider the position of the light sources in relation to the eyeline of the driver. Whilst an illuminated bollard might be a good way to light a footpath, the low level of the light source has the potential to cause dazzling disability glare.

Keep column numbers to a minimum. Bracket arms and luminaires with zero degree inclinations and choose light sources with minimal upward light. The use of fewer columns, but higher mounting heights, may help minimise clutter and maintenance points. Higher mounting heights will also help improve uniformity and minimise shadowing between cars.

For larger car parks using a higher-powered light source, with taller mounting height, can often be the most economical way to light a large area and is far less obtrusive than a “forest of columns” but all the above points still remain a consideration.

The retrofit scenario LED provides the optimum choice for new build locations; however, it also offers real advantages in a retrofit scenario. Optics have progressed immensely over the years making retro-fitting into existing car parks, using the same columns, extremely feasible. Often, current light levels can be improved using a lot less energy, whilst also improving the quality of the light used. However, please ensure that you use either a new LED luminaire or a retrofit gear tray from the original lantern manufacturer, so as not to fall foul of CE marking regulations and warranty issues.

An example case study This typical 8m high car park retrofit scheme saw a post-top high powered

symmetric optic luminaire replaced with LED, providing a significant 53% in energy savings.

Light source

Original scheme

New scheme

400W MBI-T

4000k 960mA

Total product 445 circuit watts (W)

210

Total luminous flux (lm)

36,000

21,214

Achieved minimum average

15.08

15.03

Minimum maintained average

3.4

4.0

Uo

0.23

0.29

Weight (kg per unit)

24

13

Lm/kg

1,500

2,347

Qty lanterns

12

12

Total energy (W) 5,340

2,520 Saving of 53%

Author’s profile: Mark is a product manager at DW Windsor with over 20 years’ experience in the lighting industry.

He has a passion for lighting, Smart-City technology, science and engineering that allows him to develop customer-centric solutions, designed to transform outdoor spaces, with a particular focus on industrial and infrastructure markets.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

5. Minimise glare

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

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

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

www.danlers.co.uk

31

USER'S GUIDE by

THE ENERGY MANAGERS ASSOCIATION

The Board and Director Guide to Energy Reduction

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

The EMA Board and Director guide to Energy Reduction is designed to help board members and directors ask the right questions to ensure they understand the amount of energy their organisation is using and how they are using it. It also outlines simple steps the board can take and suggests available technical solutions to achieve reductions in overall energy demand.

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What is your company’s risk strategy for coping with energy uncertainty? Is it on the risk register?

How does the cost of energy and energy efficiency measures get reported to the board?

There are often many layers of management between those fulfilling the role of Energy Manager and the board.

Auditing energy use is not a simple process. Meters for electricity, gas and water might not have been changed to automated meter readings. This would mean the Energy Manager must find and collate information from many points. For larger companies, electricity should be recorded through half hour meter data, gas in cubic meters (m3). Water measurement is often estimated rather than measured in litres.

If your company does not employ an energy manager and does not have an energy plan there will be limited ways of predicting what your energy budget should be. If the budget underestimates the cost of energy any difference to budget will have to come out of profit margin. The EMA predicts that prices may well double in less than five years. Your company must be prepared for such a rise and be able to mitigate the financial risk, not only of price rise, but lack of supply. There is a real risk of brownouts or blackouts in the next few years.

The cost of energy is affected by a company’s procurement strategy.Companies often only receive one bill that fails to give detailed data on energy use. The cost of energy is ultimately determined by the amount used rather than lowest cost price. Many companies focus on cost rather than use. Accurate data that is collected from all points in an organisation gives the company the ability to reduce cost, especially at peak times. The finance director should have the responsibility of passing this information to the board.

Did you know…?

Is energy a line item in the company account?

At the time of writing, the Chancellor has announced that energy taxes will be streamlined. It is very likely that company directors will be mandated to sign off the amount due in tax. Under the new tax regime accountants will need to prepare this line item, meaning the company will need to audit and verify its energy use.

This will help the board understand its energy use and how to reduce it, thus reducing the tax burden.

Understanding energy – Questions to ask Do you have a dedicated Energy Manager? Who is responsible for energy in the company?

An Energy Manager is a manager of energy, not necessarily people. Few companies employ an Energy Manager, but they might have an employee who undertakes this role as part of their job description.

Job titles that often include energy responsibilities are Property Manager, Facilities Manager or Sustainability/ Environmental Manager. Energy bills are usually reported directly to the Managing Director and to the Financial Director. The Financial Director in most companies that take energy seriously is the direct line manager of the Energy Manager.

Is the board ready for the streamlining of energy taxes in 2018?

A consultation was launched discussing the merging of CRC (Carbon Reduction Commitment), CCL (Climate Change Levy), CCAs (Carbon Change Agreements), GHG (Greenhouse Gas Reporting) and ESOS (Energy Savings Opportunity Scheme). Companies will need to build in-house knowledge of energy management and of how to conduct energy audits or outsource the work.

Is the company in scope for ESOS and has the board initiated an ESOS assessment?

Companies with more than 250 employees, a turnover of £39 million, and a balance sheet in excess of £33.5 million pounds need to undertake ESOS, an energy assessment on 90% of their energy use. The assessment needs director sign-off and needs to be completed every four years. The next ESOS compliance period will be in December 2019.

1. Employ an energy manager Any solutions will need to be carefully overseen. This can be achieved by a qualified energy manager. Energy managers can be employed or existing employees can be trained and promoted from within. At the very least, energy management should be outsourced in order to plan and maintain any energy reduction and efficiencies.

2. Train your board to understand the energy use of the company Many boards understand the cost of energy but not the use of energy. A good procurement strategy should save money but only if the company understands the cost of energy and variation in pricing. Understanding the different types of energy used (gas, electricity, vehicle fuel) is also important. Understanding energy cost should be a fiduciary duty for board members. Boards often focus on electricity when they could be spending more on gas.

3. Have an energy management plan If the company has an energy management plan, a specific board member and department should be responsible for its execution. The procurement department should also be linked to these activities.

The majority of companies will be motivated by cost reductions or security of supply, while others might have carbon targets to meet or be focused on sustainability.

Plans should include the savings and rate of return that the company expects on equipment, the implementation

of metering and control systems, and the training of the company staff in energy reduction methods. If there is no energy management plan, the EMA can supply best practice examples in this area.

4. Understand the energy use of your supply companies Boards face significant risk in times of steep price rises.

Energy shortages are also a risk factor in the supply chain.

Supply chain companies (who may be heavy users of energy) will pass on these price rises to their customers.

The company should have procurement policies that recognise energy cost as a risk in the supply chain.

5. Provide training in energy consumption across the company Energy efficiency is based around a 40:20:40 ratio. 40% of energy efficiency is achieved by technological asset upgrades, 20% by control systems, and 40% by behaviour change. Often companies ignore behaviour change even though it is the simplest and cheapest option. The EMA is developing standards for training Energy Managers at all levels. Boards should be aware that every employee will use energy in one form or another. Inefficient use will cost companies money. Energy use is not hierarchical.

Employees at the lowest grades use far more energy than senior management.

6. Understand the risk posed by shortage of supply There have been few significant power cuts in the last 20 years. Due to lack of generating capacity (with little replacement capacity coming online) there is real risk that

THE EMA MAGAZINE â&#x20AC;˘ ISSUE SEPTEMBERâ&#x20AC;&#x201D;OCTOBER 2017

Simple steps towards board action

33

USER’S GUIDE

companies in areas with a shortage of supply may face brownouts or blackouts. Companies should have backup generation. However, use of diesel generation should be considered carefully. If the use of diesel generators causes air pollution or noise issues, the Environment Agency may order companies to shut them down.

7. Understand the risk associated with sudden rise in cost Energy costs can be one of the most variable large item costs that affect the running of a business. Energy prices have risen slowly over the last decade. Lack of generating capacity may force government to use price to control demand in peak times (red band periods). If companies fail to control or reduce energy in these periods (where energy may be two or three times more expensive) energy budget forecasts will be broken. The difference will have to be met from company profits.

8. Have an energy procurement team (or at least outsource this function) An energy procurement team or officer can match the company’s energy demand against different pricing structures. Buying energy in advance should be considered in order to limit risk. Many companies outsource energy procurement to energy brokers. This will save money in the short term but leave companies short of the expertise needed to understand the procurement strategy they should be following. Energy brokers should be selected not only on overall price but on the information they supply their customers.

Solutions

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

1. Employ metering strategy Metering data is key to understanding energy usage.

Electricity should be recorded on half hour meters. These give a clear picture of energy usage at various points throughout the day and night. It then becomes apparent where savings can be made (for example understanding which appliances or lights are switched on at night and why).

34

Understanding peak time pricing and how to reduce electricity consumption is only possible with metering.

Gas and water should also be metered. In the case of water many bills are estimated. Whilst this may act in the company’s favour, it may not and it will also reduce the ability to measure water saving activity.

3. Employ service level agreements such as energy performance contracts (EnPCs) A number of companies outsource their energy management. Whilst some aspects of energy management can be undertaken by FM providers, upgrading systems may represent additional cost. Some companies have financial packages that include the installation of energy efficiency measures as part of a long-term contract. Many of these are based around energy performance contracts.

4. Embed control systems Systems such as BMS (Building Management Systems) significantly reduce consumption. They do this by controlling and monitoring a building’s mechanical and electrical equipment. This allows much greater control over energy use in the workplace. However, these control systems need to be regularly assessed to ensure they best match the company’s energy needs. The EMA estimates that 20% of energy efficiency is achieved through control systems.

5. Investigate automated demand response Companies use automated demand response (ADR) to reduce their electricity use when it is at its most expensive. Measures include reducing voltage to the building or temporarily switching off non-essential or time-sensitive equipment. Peak time pricing is designed to be expensive to reduce demand – failing to understand and act on red band periods could be extremely expensive. In the future, companies may be paid to drop off the grid at peak. This could be achieved by managing load and investing in energy storage (such as batteries).

ADR is a complex process. Large companies can run ADR internally, but most will need to outsource the function.

6. Install backup generation or energy storage There is a real risk of frequent brownouts or blackouts in the next few years. Companies should implement measures for security of supply. Many companies have installed diesel generation. However, during a blackout or brownout, numerous companies may begin generation at the same time. Major air pollution could result, leading to the shutdown of this backup generation. Companies will need to assess risk and consider other options such as battery storage. There have been major advances in battery technology and financially viable solutions will come to the market in the next few years.

2. Understand the finance of major capital items Boards often prefer to invest in OPEX rather than CAPEX projects. However, it is important to consider the value of large scale upgrades in items such as heating and cooling systems, lighting, and insulation and glazing. Although the rate of return will rarely be under three years, major savings can be made.

7. Invest in renewables Renewables are a low carbon option that should be seen as an energy reduction measure. It is likely that on-site generation will only offset a portion of a company’s energy needs. Photovoltaic, solar thermal and biomass boilers are the main forms of renewable generation that can be used on-site. An assessment of the power output, installation and connection costs should be made. The ability to fit renewables on many buildings will be limited.

Boards rarely take into account the risk of significant energy price rises. Different energy cost predictions can be used to see how appealing the upgrade of various items can be. This should be matched against the whole of life costs.

Off-site generation linked to companies through contracts such as Power Purchase Agreements (PPAs) can help companies reduce the carbon content of their electricity.

However, these will require specialist procurement knowledge.

We’ll help turn your energy inefficiencies into year on year savings.

For a more profitable future, talk to us. eonenergy.com/energysolutions

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

High performance premises 35

ADVERTORIAL by

ABB Limited

Do You Know Where Your Next Big Energy Saving is Coming from?

Expanding your electrical infrastructure to support many fan and pump systems can have an impact on the overall system efficiency. This, in turn, could increase the amount of energy you use. Martin Richardson, Water Framework Manager, ABB Limited, shows you where to look to control costs.

The need to save energy remains as important as ever – but what happens when all the obvious boxes have been ticked?

Let’s consider motor-driven applications. Installing variable speed drives on fan and pump motors, for example, is proven to cut energy use by up to 60 percent by matching motor speed to demand. But what happens next? Do you simply tick the relevant box and move on to the next project?

The need to continually save energy is perhaps best demonstrated by the water industry. Following the opening of the non-household retail market earlier this year, water companies and retailers tell us they must now reduce energy use by 20 percent on average in order to remain competitive. Many of their facilities are already highly efficient, yet a 20 percent saving must still be found. It is a huge challenge.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

So where can organisations find these all-important savings?

36

Getting started A good place to start is with the electrical networks powering fans and pumps. An electrical system typically comprises transformers, cabling, switchgear, variable speed drives (VSDs) and electric motors.

However, these systems are often far less efficient in practice than they are on paper. This may be due to one or more of the following reasons:

• System efficiency is calculated using manufacturers’ efficiency figures for individual products, rather than actual operating condition • The interaction of individual products is having a negative impact on the overall system efficiency • Individual products are not optimised.

Avoid the ‘catalogue trap’ The opportunity to improve electrical system efficiency starts during design. Don’t be dazzled by manufacturers’ efficiency figures for their products. In most cases they are based on ideal laboratory conditions rather than real life ones. For example, motor direct-on-line (DOL) efficiencies are reported on a pure sine wave. No factory or public power supply is a pure sine wave, so straight away the motor will be two percent less efficient in operation than published efficiency data may suggest.

Furthermore, EN50598-2, a relatively new standard for VSD efficiency, defines that manufacturers should publish their figures based on their default factory setting.

However, manufacturers use different default settings.

For example, ABB uses 4 kHz as a default switching frequency, whereas other manufactures chose to use 2 kHz. The lower switching frequency improves the figures the manufacturer can publish for the VSD efficiency. But, in practice it will reduce overall system efficiency. Catalogue data for drives will not tell you which switching frequency is used, making it impossible to compare products on a like-for-like basis.

Don’t argue with physics

A 2-Hz reduction in motor speed is a 12% energy saving typically on a pump system

It is also crucial to consider how the individual components in an electrical system

Considerable energy savings can be achieved by optimising the individual components in electrical systems driving fans and pumps

Ideally, these interactions should be considered at the design stage. However, this insight can also be used in retrospect to improve the efficiency of existing systems by highlighting components that can be fine-tuned, replaced or adjusted.

Let each component shine The scenarios examined so far can help organisations to realise savings of up to ten percent. However, far greater efficiencies can be achieved by optimising the individual components in the system.

For example, selecting the most efficient motor for the duty could increase efficiency by up to 5%.

Looking specifically at pumps, the greatest efficiencies are achieved by reducing the speed of the motor driving the pump. A 2-Hz reduction in speed is a 12% energy saving typically on a pump system.

One method to reduce pump speed is to switch to parallel pumping - running two pumps at slower speeds rather than one pump at full speed.

Pump speed can also be reduced by altering the control philosophy of the VSD driving the pump motor to pump slower for longer. This is particularly effective when used in water industry applications to switch operation of pumps to periods when tariff costs are lower. For example, pumping stations tasked with maintaining water levels in a reservoir could opt to pump slower for longer throughout the night when tariff prices are lower, instead of waiting until the water level reaches a low level before switching on the pump, which may be after 6am when tariff charges may increase. This simple change can reduce energy costs by thousands of pounds a year.

Opportunities to think outside the box and improve energy efficiency don’t end there. Organisations operating large motors could consider recycling the heat they produce. Traditionally, motors are cooled through a process of liquid cooling. However, opportunities exist to harness this unwanted heat and use it for other purposes, such as providing space heating.

There are also non-electrical opportunities to improve overall efficiency. For example, removing ageing or unused orifice plate or pipework can improve total system efficiency by two percent.

The need to reduce energy use hasn’t changed, but organisations now need to be much smarter to find further efficiencies. The good news is that, in many cases, those efficiencies are right under their noses..

EMA ENERGY MANAGEMENT AWARDS 2017

Extended deadline for entries – 28 September!

To enter the awards visit www.theema.org.uk

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

will interact with each other. Simply connecting products together overlooks some fundamental lessons of physics which causes the components to react with each other in ways you may not expect. The net system efficiency depends on many factors. Adding a VSD can impact on system efficiency, as can adding a passive filter or a low harmonic drive. Likewise, removing components from a VSD, such as chokes, may improve the efficiency of the drive but has a negative impact on the transformer, supply and motor.

37

ADVERTORIAL by

Kingspan Light + Air

The Heat is On: Regulating Temperature and Glare in Commercial, Educational, Retail and Industrial Buildings Controlling natural light levels is a crucial part of energy management. Typically, in an industrial building, warehouse or distribution centre, a large area of roof space – often between 15% and 20% – is utilised for providing daylighting. This approach allows improved light distribution and far greater light transmission than a comparable area of wall glazing, creating a brighter, healthier working environment. By reducing artificial lighting requirements, it can also minimise both energy costs and carbon emissions. However, the one drawback with this approach is that it can lead to substantial solar gains and overheating within the internal space.

The orientation and location of most workplace rooflights makes it more challenging to shade them with passive measures. Furthermore, the materials used within many rooflights have poor levels of light diffusion. This not only increases the area of daylighting required to effectively light a building, but can also lead to intense heat, hot spots and glare in the workspace.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2017

Whilst there is no legal maximum working temperature limit within the UK, several studies have shown that excessive heat within buildings can seriously impact productivity. The Chartered Institute for Building Services Engineers (CIBSE) recommends comfortable working temperatures of between 13°C and 24°C depending on the level of physical activity. For buildings clad with conventional roof lighting, maintaining temperatures within this comfortable range can lead to a reliance on air conditioning. Over time, this can greatly increase running costs, particularly within large facilities.

38

Owners and energy managers looking to avoid these costs are faced with the difficult choice of either limiting roof lighting levels - running the risk of non-compliance with daylighting requirements and increasing artificial lighting requirements - or simply allowing buildings to overheat and risk the potential health issues this can pose.

The Solution Kingspan Day-Lite Kapture has been specially developed to resolve these issues, allowing buildings to make better use of the free energy the sun provides.

Quality Light The triple-glazed product is manufactured using an advanced, nano-prismatic material, allowing 100% light diffusion and exceptional visual light transmission of between 81% and 83%. The glazing is UV resistant and its composition eliminates glare and therefore hot spots, reducing heat gains in buildings. It is available in Solar Heat Gain options of 0.45G or lower, to suit any application.

Lights Off The carefully contoured profile of Kingspan Day-Lite Kapture captures significantly more light at low sun angles than conventional top-lighting. As such, the product can meet the light levels required in any building for more hours than standard rooflights. When designed correctly using daylight modelling software, this can allow the building to comply with new European daylighting guidelines (prEN 17037:2016) and to achieve credits under BREEAM. It can also help to limit long-term running costs, particularly when accompanied with a low energy lighting solution such as Kingspan Smart-Lite Kite LED lights with occupancy and daylight harvesting sensors.

Reliable Installation The rooflight units are pre-glazed, ready for installation into a prefabricated kerb - allowing a simple, fast-track fit-out. The frame also includes an integral condensation and drainage gutter. This allows interior moisture to be drained to the outside of the building, helping to avoid issues associated with condensation build-up.

Seeing the Light When harnessed correctly, natural light is one of the most powerful tools in an energy manager’s armoury. Kingspan Day-Lite Kapture rooflights can provide excellent light capture, transference and diffusion, whilst also limiting solar gains and eliminating glare, helping to reduce unnecessary energy usage and creating a healthy working environment.

Visit us at

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• BeMS integration and emergency testing functionality • Complete scalability – manage multiple buildings from one interface • Become cash flow positive - Finance options available

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e: sales@harvardtechnology.com

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See us at Stand C34

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Sell excess energy back to the grid. Join a frequency response programme. Or become part of the growing EV charging infrastructure. Storing today will also help save tomorrow – increasing network resiliency through relieving pressure at peak times, or helping to optimise use of renewables. Whatever tomorrow holds, take control today with Eaton xStorage.

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