The EMA Magazine I September-October Issue by The Energy Management Community

THE EMA MAGAZINE

www.theema.org.uk | Issue SEPTEMBER–OCTOBER 2016

WATER MARKETPLACE DEREGULATION Will it live up to its potential?

BUYER’S GUIDE Energy efficient glazing

TECHNOLOGY Metering

INDUSTRY An interview with the University of Essex

FOCUS

Sustainability and Energy Management

contents

EMA MAGAZINE

EMA VICE CHAIR LETTER By Wendi Wheeler

FEATURES

Water Marketplace Deregulation

2016 and Beyond: Future Sustainability Trends

Domino effect: oil prices and the capacity market

By Lord Rupert Redesdale

By Nicola Stopps

ESOS Phase 1: Motivation or Burden? By Kit Oung

TECHNOLOGY

CAREER PATH IN 32 ENERGY MANAGEMENT NEW TALENTS SHAPING ENERGY 34 MANAGEMENT With Graham Beresford

ANNOUNCEMENTS

16 How will the P272 regulation 18 affect my business? 37 EMA AWARDS THE ENERGY 20 Don’t fall into the data trap 38 EMEX, MANAGEMENT EXHIBITION A Meter of Life and Death By Roger Low

By Gabriel Hurtado González

Entries are now open

By Richard Felgate

2016 seminar programme preview

INDUSTRY FOCUS

22 EDUCATION

An interview with the University of Essex

BUYER’S GUIDE

Energy efficient glazing

All your practical questions answered

CAREER & TRAINING

30 IN THE SPOTLIGHT

By Rachel Toresen-Owuor

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

By Aisha Dhaliwal

26 28

FOREWORD WENDI WHEELER

Energy & Carbon Strategy Manager at Network Rail

EMA Vice Chair’s Welcome Dear Reader,

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

Welcome to the latest edition of The EMA Magazine. I’m particularly pleased to be introducing articles in this issue about education in Energy Management and new entrants to this brilliant profession.

Of course, there are many varied paths - some of them extraordinarily long and winding - to becoming an Energy Manager. Our universities do a fantastic job of developing the new talent that the workforce needs, but equally we must recognise that the academic route is not for everyone and as peers we must be careful to ensure that talent isn’t overlooked. In the ever-evolving energy landscape, the benefits of learning on the job shouldn’t be underestimated. Apprenticeships are

a fantastic way to learn a profession right from the grass roots. It’s how I started my career in Energy Management, and I’ve not done so badly. The EMA’s work on developing apprenticeship standards, therefore, is hugely important and I have to admit to being quite evangelistic about it. Similarly, the tailored courses offered provide a great menu of options for those wanting to start working in Energy Management, or improve their knowledge. If you’ve not already done so, take a look at what’s coming up and get yourself registered! Yours, Wendi Wheeler EMA Vice Chair

THE EMA MAGAZINE EDITORIAL

The Energy Managers Association theema.org.uk - Tel: 020 3176 2834 Edita Krupova; Editorial Enquiries & EMA Office Manager edita.krupova@theema.org.uk Jana Skodlova; Training, Skills & Business Development Manager jana.skodlova@theema.org.uk CONTRIBUTORS Wendi Wheeler, Rupert Redesdale, Kit Oung, Roger Low, Richard Felgate, Nicola Stopps, Aisha Dhaliwal, Gabriel Hurtado González, Rachel Toresen-Uwuor, Graham Beresford, Richard Frost, Dewi Day, Kiro Tamer, Patrick Courtney, Tatiana Iona and the Glass and Glazing Federation (GGF). ADVERTISING SALES Tel: 0116 3265533 Nigel Stephens, nigel@membertrade.co.uk Jas Singh, jas@membertrade.co.uk EMEX EXHIBITION SALES emexlondon.com - Tel: 020 8505 7073 Michael Jacobs michael@emexlondon.com Sarah Beaman sarah@emexlondon.com 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. © 2016 HEELEC Limited, registered in England & Wales Company no. 8785975 VAT number: GB 176 1796 71 Registered offie: Treviot House, 186-192 High Road, Ilford, IG1 1LR No part of this publication may be reproduced, stored in, or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without prior written permission. Any information or material sent by advertisers and contributors, including advice, opinions, drawings and photographs, is the view and the responsibility of those advertisers and contributors, and does not necessarily represent the view of the publisher.

FEATURES by

LORD RUPERT REDESDALE

Chief Executive at The Energy Managers Association

Water Marketplace Deregulation – Will it live up to its potential? The 2014 Water Act had a section dedicated to introducing competition into the water sector. Water retailing will be introduced in April 2017. This radical move means that customers in the non-domestic marketplace (the domestic market may open in 2020) will only be able to buy their water from a licenced retailer, rather than the monopolistic water company in their area. At this point it is important to note that the water retailer will have no link to the supply of water - that service will still be provided by the water company. This means the retailer will be responsible for the billing service and will be permitted to charge a fee up to a maximum percentage of the water bill. The retailer, like third party intermediaries in the power market, can choose the amount they wish to charge, as long as the customer is happy to pay, and the retailer’s price does not exceed the maximum profit set out by Ofwat. The complication is that there are a number of different tariffs in different areas due to the very different costs the water companies have to meet to supply water.

connection to the wholesalers. However, with more and more customers needing the data on a real time basis for the prevention of leaks this position could well change.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

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So who will the new retail companies be? At present the majority of players in the marketplace will be the retail arms of the present water companies. Most water companies have set up retail arms and in April next year all customers will be transferred to these companies. A number of the companies, such as Business Stream, have already been active in the Scottish retail marketplace.

Another interesting point is that there are no clear figures on how many water meters in the commercial sector are AMR, but it could be as little as 20%. This means that water usage is difficult to manage because of a lack of data from meters. Ofwat has ruled that meters will still be the property of the water companies not the retailers, especially their own retailers who have to have no preferential

Most customers will transfer and carry on as if nothing has happened which is probably going to be the way most customers act in the first instance. For some customers, for example Thames and Southern customers, the water companies have decided to exit the retail marketplace. This simply means they have decided not to set up a retail arm and have transferred their book of customers to another water retailer, in these cases Castle Water, a Scottish based company. A significant proportion of the EMA membership is responsible for water and could just change the details for their water retailers but if this was simply a procurement matter then there will be little point in even undertaking this. The EMA believes there is a potential for major savings that could be driven through the retail market, however this would require enough competition in the market. Indeed unless there is quite a lot of competition there will be little downward pressure on prices.

The EMA believes there is a potential

for major savings that could be driven through the retail market, however this would require enough competition in the market.

”

From April 2017 you will get a bill from a new entity that will manage your water bill. If you are not happy with the service you will be able to switch to any other retailer, however you will not be able to move back to the original water company in your area as they can only sell to water retailers, not directly to customers.

The most successful of the water retailers should hopefully not just offer a reduction in cost but also look at ways to reduce the amount used. Climate change is already having a negative effect on water supply through droughts and floods. These events will increase the amount of the country suffering water stress and the cost of water provision. Whilst water is currently one of the lowest utilities costs the future cost will be far from irrelevant - water retail based on reducing use will not only save money but may well be environmentally vital.

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FEATURES by

NICOLA STOPPS

CEO of Simply Sustainable

2016 and Beyond: Future Sustainability Trends The sustainability agenda has moved apace since the post Enron era that thrust sustainability into the forefront of business leaders’ agendas. After the Al Gore ‘inconvenient truth’ period (focusing on the pressing issue of Climate Change and the serious impact it would have on businesses) the recession hit and companies became more inward facing, focusing on staying in business rather than setting the agenda for global sustainability. Fortunately, we are back on track and this year promises to be equally rich and meaningful for corporate sustainability, with a more focused approach by companies to debate and address issues such as the SDG, corporate diversity, greater corporate transparency and innovation of sustainable business models. As a consultant that works across multiple sectors and countries, I have seen how the global sustainability paradigm continues to shift. Listed below are the future trends I think will dominate the sustainability agenda in 2017 and the subsequent years.

positive benefits on people and the planet. By developing and delivering solutions for the achievement of the SDGs, companies will discover new growth opportunities and lower their risk profiles but the immediate impact for sustainability and Energy professionals will be on how to meaningfully embed them into their programmes and report their progress. Integrating the SDGs into

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

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Sustainable Development Goals Perhaps one of the most important sustainability movements. Ever. Sustainable Development Goals (SDGs) define global sustainable development priorities and aspirations for 2030 and seek to mobilise global efforts around a common set of goals and targets. They allow companies to demonstrate how their business helps to advance sustainable development, both by minimising negative impacts and maximising

companies will increasingly

impact’ a company has. “Is your company having an overall positive or negative impact on people and planet?” Stakeholders will be looking to put a true value or true price on the impacts of business activity such as economic, environmental, social and tax. This is just as important as calculating potential revenues streams or profit. Altogether, they provide insight into the total impact of a business activity, operation or strategy and will lead the development of more ‘profits with purpose’ business models.

be looking to engage in partnerships across the value chain, within their sector or with governments, charities and NGOs.

”

the core business and governance, and embedding sustainable development targets across all functions within the company, is key to achieving set goals. In addition, to pursue shared objectives or address systemic challenges, companies will increasingly be looking to engage in partnerships across the value chain, within their sector or with governments, charities and NGOs. Reporting and Impact Measurement Historically, reporting your sustainability progress and measuring a set of ‘strategic’ indicators via an annual report has been considered a helpful tool in embedding your CSR and sustainability programme. This will no longer be enough as stakeholders will be asking for more holistic information about the ‘overall

Companies will also be held accountable, more than ever before. Societies problems are far from being solved and organisations are seen as powerful institutions that have a decisive role to play in finding solutions. GRI have recently published their ‘preparing for the future’ report which states: If sustainability data and reporting are to be effective tools for companies and stakeholders over the next decade, they must be shaped to best inform decision makers tackling major sustainable economy challenges such as: • Shortage of raw materials. • Climate change. • Waste and eco-system contamination. • Wealth inequality. • Social conflict and migration. • Re-education of workers for new sectors. • Growth of ethical and reputational crisis. Change in how sustainability is viewed by C-suite Executives After an unsuccessful Climate

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Change Convention in Copenhagen (2009) the Intergovernmental Panel on Climate Change made material progress post 2014 after the release of Fifth Assessment Report (AR5), the most sobering report to date. Expect that global pressure placed on big business in 2017 will result in a booming job market for Sustainability Managers as C – Level executives look to offload the burden.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

In a recent study on Global Organizations, Grant Thornton found that 67% of executives stated that the number one reason they are socially and environmentally conscious is for ‘cost management’ reasons. Over the next few years, executives will begin to use corporate social responsibility programs more effectively as a new route to market with the goal of revenue generation. Amazon Smile has already made an impact with this strategy.

C level executives are also beginning to realize there is a real return on investment from employee driven sustainability causes; from increased retention rates to bottom line growth, top companies will rely on employees to drive the innovation strategy around sustainability in 2017 and beyond. Equality for all Although gender continues to lead the workforce diversity conversation, stakeholders and companies are turning their focus to additional dimensions of inclusion such as race, ethnicity and sexual orientation. Some professional services firms are going so far as to add specific questions to their application forms to encourage applicants and

recruitment from non-traditional backgrounds. In addition, UK Companies will be challenged in 2017 when they will be required by law to disclose the gender pay-gap for all their employees (currently only three companies do this). I believe this will be the beginning of a’ race to the top’ to be the first gender equal payer and benchmarks will ensue – watch this space! Think about what you can do to support equality for all within the Energy Sector.

innovative organisations recognise this, and are acting on it. Companies have an important role to play in creating an abundant environment and a better society. They must go beyond committing to “doing no harm”. Instead they must actively commit to doing more good. This unprecedented transition will change the role of business in sustainability and wider society. In the future, the success of an organisation will be measured by what they have delivered to citizens, wider society and the environment. • Role of CFO As shareholders begin to connect a company’s financial performance to its social and environmental impact the Chief Financial Officer (CFO) will growingly become involved in the measurement and management of sustainability programs. Author’s profile

Nicola’s Watch-list – Emerging trend that will gain momentum over the coming years: • Future fit Workplaces that are fit for the future will implement the broader drivers of well-being such as flexible working hours and schedules, terms of contracts that are beneficial for both employers and employees, larger investments in training and education and adaptability to employees working until a later age. • Net-Positive Companies If we want to survive and thrive into the future, we must replenish the fast depleting environmental resources, and enhance the social foundations, that we rely on. The world’s most

Nicola has 20 years’ experience in sustainability and CSR having worked for some of the largest companies in the world. Since founding Simply Sustainable in 2010, Nicola has worked with a number of international and national organisations on developing their CSR and sustainability programmes. Applying her experience and expert knowledge, she has worked closely with in-house teams and with Board members to develop strategies, embed governance structures as well as producing CSR reports and providing materiality assessments. www.simply-sustainable.co.uk/

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FEATURES by

AISHA DHALIWAL

Senior Fundamental Analyst at EDF Energy

Domino effect: oil prices and the capacity market The capacity market is coming into effect in the UK a year earlier than planned – and looking like it’ll add an estimated 4% to your total electricity bill at a stroke. Here’s how you explain to your FD why your energy budget needs to increase at short notice.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

The capacity market is designed to make sure the lights stay on The UK is heading toward a capacity crunch, as power stations close faster than new plants come online. So the system could struggle to meet electricity demand at its highest – such as in winter evenings. Capacity market is a way of pre-paying electricity generators to keep their equipment available to cover peak demand periods. It helps to keep the lights on through the capacity crunch without National Grid having to buy electricity at short notice.

Lower oil prices mean we need it quicker The government and energy industry anticipated a crunch; that’s why the capacity market was developed. But circumstances conspired to bring the crunch earlier than expected. As the USA and Canada began exploiting unconventional sources of oil, the oil price began falling. Historically, the Organization of the Petroleum Exporting Countries (OPEC) has striven to keep oil prices stable by controlling how much is produced and sold. But North America flooding the market is likely to affect OPEC’s control and oil prices have fallen. The oil price affects the price of both coal and natural gas that ends up in the UK. Much of our gas imports

come from Europe with the bulk of that gas coming from Norway and Russia, with Russia indexing its gas export prices to the oil price. As the oil price fell, so did the price of coal and gas ending up in the UK. Accounting for 60% 1 of UK electricity production, coal and gas generators wield huge influence over the market price of power. Dog-eat-dog power station economics is killing coal… Coal and gas power stations can ramp their output up or down in response to the market. By contrast, nuclear power stations are designed to provide steady baseload, and renewables like wind and solar respond to the whims of the weather, not the market. So competition between coal and gas generators is a key factor in determining the price of power. And with the decline in oil prices bringing these generators’ fuel costs down, many can afford to sell power for less. But here’s the main difference between coal and gas generators: burning coal incurs more carbon cost than burning gas. The average coal power station’s overheads are split almost evenly between buying fuel and paying for its emissions. Gas generators pay more for fuel but significantly less for carbon – so much less, the combined cost is still less than for coal. In these circumstances, the dual influence of gas and coal on the power price works against coal. The absolute lowest price a coal generator can accept while still covering its costs leaves gas

generators with a comfortable margin. …far quicker than we thought possible This is what carbon taxes were designed to do: encourage the market to phase out high-emission power sources like coal. But thanks to the knock-on effects of circumstances such as the US unconventional oil boom, it’s happening faster in the UK than anyone planned. Coal power station closures cut the country’s capacity by over 5 gigawatts in 2015/16 2 alone, and only 1.1 gigawatts of new large gas and wind power are due to come online for the following winter 3 (on a de-rated basis). Projections suggest that in Winter 2017/18, we may have only just enough capacity to meet National Grid’s average cold spell demand3 . Enter the early capacity market… The capacity market’s mechanism for securing available capacity in advance is through capacity auctions. Two auctions have happened already, covering Winter 2018/19 and 2019/20. The auction for Winter 2020/21 is scheduled for this December. Now the government has announced an auction for Winter 2017/18 soon afterward, in January 2017. Capacity auctions take place both four years and one year before the period where the capacity is needed. The January 2017 auction is buying capacity less than a year ahead; plus, generators participating in this auction will be the first to deliver the capacity market mechanism itself.

Author’s profile: Aisha Dhaliwal is a Senior Fundamental Analyst at EDF Energy. A regular speaker at industry events - covering changing government policies and a range of energy commodities and analysing their

120 CM Supplier Charge Network & System

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…which could add about 4% to bills All this uncertainty looks likely to affect bills. Energy suppliers fund the capacity market through a Capacity Market Supplier Charge (CMSC), which is passed on to customers. In its first year, while things are still unpredictable, the CMSC could fall anywhere between £97 and £250 per megawatt-hour (MWh), before stabilising in subsequent years to between £99 and £140/MWh 4. That sounds huge compared to the current price of power (around £43/ MWh), but this cost is only applied to electricity used during winter weekdays from 4 to 7 pm. We predict it will make up about 4% of an average* large business customer’s total bill from 2017/18.

Decarbonisation Wholesale

2016/2017

2017/2018

2018/2019

impact on power assets, wholesale and end user prices. Has a master’s degree in Chemical Engineering from University College London. To keep up to date with forecast for the CMSC – edfenergy.com/marketinsight or at Talk Power events: edfenergy.com/

2 https://www.carbonbrief.org/countdown-

to-2025-tracking-the-uk-coal-phase-out Carrington CCGT and Future Energy scenarios by National Grid all de-rated using National Grid’s de-rating factors

http://fes.nationalgrid.com/fes-document/

4 https://www.emrdeliverybody.com/

References 1 DECC DUKES data for 2015

2019/2020

https://www.gov.uk/government/statistics/ electricity-chapter-5-digest-of-unitedkingdom-energy-statistics-dukes

Lists/Latest%20News/Attachments/48/ CM%20Auction%20Guidelines%20July%20 2016%20Final.pdf Net Cone

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THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

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FEATURES by

KIT OUNG

Energy Savings Director at Energy Efficien:ology

ESOS Phase 1: Motivation or Burden? Looking back at the EMA Lead ESOS Assessor register, we trained nearly 100 Lead Assessors, who signed off approximately 7% of the UK’s large undertakings. Many of these are currently supporting large undertakings in implementing the identified projects and preparing their company or client for ESOS second phase compliance in 2019. Kit Oung, EMA Vice Chair and Director of Energy Efficien:ology, has been pivotal in training and approving our ESOS Assessors and reflects on ESOS Phase 1, what is in store for Phase 2 and how Lead Assessors could be better prepared.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

Was ESOS and PAS 51215 implemented as it was designed? There are training courses that teach participants on how to do an energy assessment. Many professional bodies are also licensed to register Lead ESOS Assessors – each with differing entry requirements, structure, and qualification. The primary role of a Lead Assessor is to plan, review and approve energy saving recommendations and findings.

In approval of candidates for the EMA Lead Assessor Register, the minimum entry requirements specified by ESOS have been upheld – two years equivalent in energy management or energy audit. This has allowed all people with appropriate and relevant knowledge, skills and experience to be considered. The training course has introduced the key roles and responsibilities of a lead assessor: the planning, leading, reviewing, and communicating energy savings in an effective manner. ESOS utilises two different concepts: energy assessment and energy audit. The guidance documents issued by DECC, and later by the Environment Agency, use the terms

in a consistent manner. One of the key aspects of EMA Lead Assessor training is to understand and critically differentiate an “energy assessment” and an “energy audit”. This is of paramount importance as mistaking the requirements of an energy assessment with that of an energy audit could result in a great piece of work that does not comply with ESOS. So, from the EMA’s perspective, the selection, design, delivery, and registration of lead assessors follows the spirit and requirements of ESOS. 75% of large undertakings have complied with ESOS. Is this a success for UK? In January 2016, Environment Agency figures showed that 75% of large undertakings have or will comply with ESOS regulation. Since then approximately 1,500 compliance notices were issued to large undertakings who have ignored the numerous notifications from the Environment Agency and Department of Energy and Climate Change (DECC), now the Department for Business, Energy, and Industrial Strategy (BEIS). The Agency also carried out spot checks on a sample of ESOS notifications. A significant majority of notifications were compliant or have minor issues that are correctable relatively quickly. Only a handful was found to be deficient. When I co-wrote the energy efficiency best practice guide for policy makers, Steven Fawkes, David Thorpe and I searched the world for best practices, including energy management and energy audit best practices. Only Australia’s former Energy Efficiency Obligation (EEO) scheme has a higher compliance rate (98%). Australia’s EEO scheme also has a higher administrative burden through their use of staged reporting

and customised reporting templates. UK’s ESOS is very similar to EEO but uses internationally recognised standards instead of reinventing the wheel. ESOS also has a simpler reporting mechanism, this keeping administrative burden for large undertakings and government down. All in all, this is a great result. What are the key learnings from ESOS? Those familiar with my work would know the three figures I quote from academia, industry and NGOs: 1. There is an ultimate potential to save 73% of energy consumption by applying currently available technologies and techniques effectively; 2. 25% of energy savings can be achieved with relatively little cost or operational changes; 3. Yet the actual energy savings achieved (approximately 1%) is and continue to be significantly short from the potential. When ESOS was put together, DECC’s impact assessment predicted that large undertakings can collectively save £250 million by implementing 5% energy reduction. If all large undertakings were to maximise its low-cost, no-cost opportunities and saved 25% of its energy consumption, its economic value would be worth £1,250 million. This saving would also free up energy supply capacity, delay the need for new capacity and reduce capital expenditure in decarbonising the energy consumption. Now, the question becomes, “can large undertakings identify 25% energy savings?” The answer is resoundingly, “Yes.” Carbon Trust reports, and client presentations show that on average, large undertakings can identify energy savings in excess of 20% with

their ESOS recommendations are interested in saving energy and many have formally committed to ESOS recommendations. Many EMA lead assessors also confirm that their senior executives are committing to further investments to realise energy savings’ recommendations.

What are companies doing with the ESOS findings? Identification of opportunities was the easy part; getting senior executives’ attention is difficult. This may arise from a combination of reasons, from comfort in presenting technical information using non-technical terminologies to organisation culture, and the ability to grasp and influence other pressing business needs.

What can an ESOS Lead Assessor do differently or do better to accelerate energy savings? The hallmark of a good lead assessor is one who complies with ESOS, puts together a compelling vision for action, and successfully enrols the whole undertaking to use less energy. In my experience, seven things make a lead assessor stand out from the crowd: 1. Craft a good plan for the energy assessment and swiftly changing programme to suit circumstances; 2. Manage a group or team of highly performing and dynamic energy assessors; 3. Create, manage and maintain a working and professional link with the client; 4. Conceptually develop an end-to-end implementation plan and cost estimates; 5. Create a portfolio of prioritised opportunities that maximises energy savings and minimises costs; 6. Advise on how the effectiveness of individual recommendations for portfolio can be verified; 7. Communicate with the senior executives in a manner that leads them to take effective action.

As part of complying with ESOS, at least one boardroom director is required to review the findings and sign off the ESOS notification. Critics of ESOS, especially product and equipment suppliers and energy service providers, say ESOS falls short. They would like to see it mandating the implementation of energy savings opportunities. However, undertakings need to implement the opportunities in order to realise energy cost savings as those who continue to do nothing will be forced to take action or face being squeezed out of the marketplace due to: 1. Profit margin pressures as their competitors optimise pricing structures and command bigger market shares by using less energy; 2. Boards’ and shareholders’ revolt in poorly performing large undertakings; 3. Mandatory greenhouse gas reporting and subsequent poor energy, environment, and sustainability rating by rating companies; 4. Energy savings being made into a condition of obtaining finance or insurance; 5. Energy savings being made into a condition of supply by its supply chain; and 6. Demonstrating continual energy reduction as part of maintaining ISO 50001 certification. From my personal experience, senior executives who have reviewed

In effect, these are learned skills and even those that already possess them should continually review and improve. And the reason? This list of skills is not a template but a dynamic and ever changing process. Good lead assessors constantly tweak their skills to suit the large undertakings and clients. As it is just a matter of time before the UK triggers Article 50 and begins the Brexit negotiations, what is in store for ESOS Phase 2? I am asked this question frequently. In short, I recommend undertakings to continue their energy reduction journey and work towards the next ESOS compliance phase. The reason behind my recommendation is two-fold.

Firstly, many good directives and standards originate from the UK. Standard such as ISO 9001 and ISO 14001 were originally British Standards before they became International Standards. Directives such as Integrated Pollution Prevention and Control and Non-Financial Reporting were originally UK regulations that became European Directives. As such, the UK is very good and innovative in developing standards and regulations to address real business problems and issues. By extension, the UK is apt at identifying good regulations to keep and improve. Secondly, ESOS have identified a range of energy saving opportunities. Any good senior executives can see the benefits of decreased energy cost, social and demographic trends wanting “greener” companies, and business competition. When energy saving opportunities are well constructed and fully engaged with senior executives, the right decisions will be made. Author’s profile Kit Oung is the Energy Savings Director at Energy Efficien:ology. He is globally recognised and sought after UK expert on energy management and energy audits. He was instrumental in developing (and chaired some) the many standards specified in ESOS, e.g. ISO 50001, ISO 50002, EN 16247-1, EN 16247-3, EN 16247-5, and the technical author of UK’s PAS 51215. He authored and co-authored six books on energy management and energy auditing. Kit writes and speaks frequently on energy, environment, and sustainability. Contact Kit at http:// uk.linkedin/com/in/kitoung To become an ESOS Lead Assessor or up-skill as already Registered ESOS Lead Assessor in between the phases see http://www.theema.org. uk/becoming-an-ema-esos-leadassessor/ and http://www.theema. org.uk/cpd-for-esos-lead-assessors/ or contact jana.skodlova@theema. org.uk.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

a financial value of over £360,000 per annum. Conversations with EMA lead assessors indicate that those who utilise internal assessors are identifying a higher number of low-cost and no-cost opportunities compared to those using external assessors.

TECHNOLOGY by

ROGER M LOW

Chartered Energy Manager, Defence Infrastructure Organisation (Ministry of Defence)

A Meter of Life and Death Metering is the bread and butter of energy management, without it, we cannot even begin to understand what, when and how much we use; to manage energy, you need to understand your usage, and to do this, you must have sight of consumption. But where do you start?

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

Meter operations in the Ministry of Defence have always been problematic, with the sheer scale of the task (11,800+ at the last count, including electricity, mains gas, LPG and oil), and the age and condition of most of the assets.

Our priority sites have always been the largest energy users, graduating down to our smallest or most geographically isolated, and when I say isolated, I mean isolated. From RAF Benbecula in the Western Isles, to Saxa Vord in the Shetlands; from Ynas Gaint in Snowdonia, to Okehampton on the Devon Moors. Then there is the sheer diversity of meters we possess, from old turbine and bellows type gas meters, to the latest digital Smart ones; located in everything from a purpose built plant room, to a box in a corner of a field, and measuring in everything from Btu to cubic metres. The Day Job Historically, the MOD has dealt with metering in a very fragmented way, pretty much leaving it down to the local staff to organise; however, this has changed with the centralisation of all energy management within the MOD, and the use of professional energy managers, such as me.

Progress is being made, from our starting point. We have already modernised almost 40% of our metering, located ‘lost’ or ‘ghost’ meters, and tracked down several people using our supplies without paying. This was down to old fashioned feet on the ground, line tracing and surveying sites. The project has been long and difficult, especially when your estates staff tells you on your mobile phone that a meter does not exist, even though you are standing looking at it! Identifying which building asset is supplied by which meter is also deep joy, but once done, makes it possible to get a complete picture of your estate infrastructure, and can give you useful clues as to possible issues. It is surprising how many energy users don’t actually know where the lines/pipe work go, usually only discovered by the ancient technique of putting the blade of a JCB through it. And if these factors were not enough, along comes P272, which will require all categories of meters to be Half Hour settled. P272 . . . The Horror! When P272 was announced, initially our thoughts were ‘Oh, thank you so very much, our job was getting too easy and we could do with a challenge!’ Over 4,800 of our meters are half-hour settled, and with P272 this will raise to over 10,000.

So we have decided, as pretty much all of our primary meters will come under P272, to bite the bullet, and bring our metering into the 21st century. We are in the middle of a full meter survey, locating and geo-tagging all of our meters, including sub-meters, with a concurrent replacement programme to modernise, replace or upgrade all of them to aM&R; and to link them remotely to an energy bureau supplied by our Facilities Management contractor. With the number of sites (1,400+) and assets (30,000+), the scope of this project is massive, so large in fact that no one meter agency can cope with it in the time scale needed, so we are working with three; one each for Electricity and Gas, and a third for LPG and Oil, the latter also requiring remote telemetry and stock ordering. We have the added issue that some of our sites have sensitive radar and communications systems, so using mobile phone and Wi-Fi is not an option for these; and the fun of persuading the Security Staff that it is acceptable to have an un-encrypted phone line on the site is always good for a laugh. Added Value As our brethren in the MBA world like to use these buzz words, we have also taken advantage of the survey to review our capacity levels and agreements, to identify actual capacity needs, rather than the inherited ones from site construction, as engineers have a habit of allowing for extra ‘just in case!’ At this time, we are working on our present pre-P272

HH settled sites, with the first six sites providing an annual saving of £68,000 between them, reducing our capacity by 2,330 KVa. We have also identified redundant transformers and switchgear on our ring mains that we are in the process of either removing or abandoning in place, and bypassing their cabling. This reduces system losses on the circuit, and this backs up the line to your intake, reducing purchased capacity and saving money; with the added bonus of helping in demand side reduction locally. With aM&R and Building Energy Management Systems (BEMS), we are now able to monitor and more importantly control our energy usage. Case in point, last year we noticed on our energy bureau system that the back ground electricity usage had fallen on one of our sites; from the BEMS we tracked this down to the walk-in fridges in the kitchen having failed. We were able to have the engineer on site and repairing the fridges, before the kitchen staff had even noticed anything amiss.

Good News Metering has always been the poor cousin of engineering, sitting in a cupboard gathering dust, but with energy prices increasing over the next few years, and with tighter supplies and potential brown and black outs, they are coming out of the closet and taking their rightful place at the forefront of energy management. Without consumption data, we have no knowledge of usage and any management work will be guess work at best. And as energy managers, we do not deal with guess work – our mantra is facts, not opinions.

and interpreting the data? • Do I know what the data means? 6. Do I know the MPAN (Electricity), MPR (Gas) and meter serial number (MSN)? 7. Do I have a photo of the meter, showing the read screen and registration plate? 8. Do I understand which assets the meter feeds? 9. If aM&R (automated Monitoring & Recording) is fitted, does it work, and is it correctly calibrated? 10. And finally, as most meters tend to be in dark, creepy cupboards are you afraid of spiders?

Top Tips Summed Up:

Author’s profile

1. Do I know where the meter is? 2. Does the meter work? 3. Can I get access easily and safely? 4. Do I have the right equipment to do this task – torch, notepad, pen etc? 5. Do I understand how to read it? • Do I understand the type of units recorded (i.e. kWh, M3 or CuFt), and whether it is an x10 meter? • Do I have a way of recording

Roger trained originally as a maritime engineer, but diverted into estates management via vehicle fleet management, working with the Ministry of Defence from 1996. Following promotion and retraining, Roger became one of the MoD’s small number of directly employed energy managers; eventually transferred to DIO, whom he has worked for since 2013.

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THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

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TECHNOLOGY by

GABRIEL HURTADO GONZÁLEZ MEng Energy Manager at Vinci Facilities

How will the P272 regulation affect my business? P272 has been widely considered as one of the main challenges in the electricity market since the New Electricity Trading Agreement (NETA) was launched by Ofgem in 2001. It is most commonly known as the first step towards the deregulation of the electricity sector and, thus, the beginning of a new era in the electricity market. However, the big questions are: what is P272 and most importantly, what will it mean to me?

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

What is P272?

Currently, Ofgem regulates the way customers with Profile Classes of 05 to 08 meters (i.e. Maximum Demand meters with a supply over 7 kVA) are billed by the electricity supply companies. These supplies will be converted to HH meters with a Profile Class 00, and hence customers will be billed on actual HH consumption rather than pre-determined industry profiles. This modification is known as the ‘Balancing and Settlement Code Modification Proposal 272’, also known as P272. Under an amendment, also known as P322, P272 will be gradually enforced until a final implementation date of April 2017.

How do I know if my business is affected by P272? P272 is only relevant to supply meters with Profile Classes 0f 05, 06, 07 and 08. Therefore, this piece of legislation does not affect customers with domestic Profile Classes, i.e. 01 and 02, or small businesses with Profile Classes 03 and 04. To find out if your supply meter is included in the Profile Classes 05 to 08, you will need to find the MPAN 21-digit number starting with “S”. This number will be included in your electricity bills regardless of which

supplier you are with. It is estimated that approximately 167,000 business will be affected by P272. Why is P272 being implemented? One of the main drivers behind

the implementation of P272 is that it enables suppliers to have full awareness of the amount of energy that is being both generated and demanded. This will not only contribute to balancing the energy demand, but also it will ensure that power distribution networks are well maintained and developed. How will my business benefit from the implementation of P272? Direct and indirect benefits of P272 include the following: • Load Reduction: One of the direct benefits of having HH data available is that suppliers can offer a wider range of tariffs such as load flattening or demand side reduction amongst many others. These new tariffs will actively incentivise customers to reduce their energy consumption, especially during peak times, and therefore save carbon costs. Another benefit of having HH data available, is that customers will have full control of their energy consumption profile and hence they will be encouraged to reduce their energy consumption levels. • Reduced Balancing Costs: By

having HH data suppliers can accurately estimate the demand levels at any given time, hence reducing the balancing volumes required by the system. This leads to two main benefits for customers: minimized energy balancing costs and reduced market imbalance costs. • Faster resolution of metering disputes: If there is HH data available then suppliers can deal with metering issues on reduced timescales whilst reducing costs at the same time.

Costs resulting from the implementation of P272 will vary from one supplier to another, since P272 requires suppliers to settle their customers as HH, but does not regulate to bill their customers as such. Also, not all the suppliers have arranged how their billing structure is going to change.

“

represent an opportunity to make the most immediate savings with the minimum payback period and the lowest possible capital expenditure (Capex). DUoS costs are split into green, amber and red time bands. DUoS rates are lower in the green band and notably higher in the red band. The time bands vary slightly with the location and electricity provider, but overall they are split as follows: • Red: Monday to Friday from 16:00

Will I need to fit new meters? A great majority of the meters with Profile Classes 05 to 08 are able to take HH readings. Therefore most meters, including the Automated Meter Read type meters (AMR), can be programmed remotely. But what should I do next?

Although electricity Businesses should be rates are lower on a in contact with their One of the main drivers behind the implementation HH tariff than in an suppliers and discuss NHH tariff, HH bills are how they are going of P272 is that it enables suppliers to have full more complex and to implement P272. there are associated awareness of the amount of energy that is being More specifically, it charges regarding must be understood both generated and demanded. This will not only Data Aggregation, which supplies are in Data Collection, contract, when the contribute to balancing the energy demand, Transmission Use contracts are due to but also it will ensure that power distribution of System (TUoS), finish, and when and Distributed Use of how the supplier is networks are well maintained and developed. System (DUoS) and planning to implement Meter Operation P272. contract (MOP). The above to 19:00 hours. mentioned costs vary as a function • Amber: Monday to Friday from of the unit rates and hence could Author’s profile: 07:30 to 16:00 and from 19:00 to significantly increase the overall cost 21:00 hours. of maximum demand meters. Originally from Spain, Gabriel studied • Green: Monday to Friday and his MSc at Cranfield University & weekends from 00:00 to 07:30 Imperial College of London. Since and from 21:00 to 24:00 hours. How could I minimize my operathen, he has worked in several tional costs? projects for several FTSE companies Any changes that can be made to and public organisations. He is shift the consumption patterns from The above mentioned Distributed a Member of the EMA, he has the red band into the green band Use of System (DUoS) costs account experience in business development, will potentially result in lower unit for approximately 15% of the energy project management and energy charges. Consequently, negotiating bills, whereas the Transmission Use systems engineering. He seeks a procurement contract that is based of System (TUoS) charges are in the to finely synchronise energy on when the energy is used and in region of 3% of the energy costs. consultancy with energy systems and what amount, will open the door to Although it is possible to minimize business development and be part greater savings. operational costs by installing energy of businesses that use technology to efficient technology, DUoS charges solve society’s problems.

”

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

Will P272 affect my operating costs?

TECHNOLOGY by

RICHARD FELGATE

Chairman of the EMA and owner of EnStrat (UK) Ltd

Don’t fall into the data trap “What miles per gallon will it do?” This is a question nearly everyone will ask when buying a new car, van or HGV. It’s also one of the most popular measures used to assess relative performance, particularly amongst large fleet operators. Why is this so widely used? Well, the data is easy to access and in a common format, all we need is miles travelled and gallons used and we have the answer. Most vehicles will now even work it out for you and give you that information right in front of you on the dashboard.

• The data is not easily accessible. • There is a delay in getting the data. • There is so much data, it is hard to focus on what’s most useful. • The analysis of the data isn’t simple; there are too many variables. • The resources aren’t available to carry out analysis and evaluation. • There’s no mechanism for feeding

“

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

The main points here are – the information is readily available, it’s in a consistent format and it’s easy to display so people get real time feedback on how they’re performing. It’s also simple!

Now buildings in reality are no different; basic consumption data is available in a consistent format (kWh), there’s also usually a basic metric such as floor area, sales or units of production available, but consumption performance is still rarely measured, particularly in SMEs and people still rarely ask “what energy will it consume?” How crazy is this when for most businesses the energy consumed by their building and processes will be far greater than that of their vehicles. Why is this the case? The answer lies in the data. Most businesses have the data, in many cases they probably have too much, but in a lot of cases it’s not used at all - why? There are often several reasons:

To get the best from any data and in order to deliver real, lasting savings the most important advice will be to establish what the end goal is.

”

back performance to those involved. • We don’t have the means to address the opportunities highlighted. So why do businesses so often end up in this situation? What do they need to do in order to make the data work for them in delivering savings in the same way as MPG does for drivers? In many cases there’s been no forward planning, no assessing the business needs and capabilities when procuring data and the result is that the data available is not matched to the business’s needs. The data available is often that

can help you

To get the best from any data and in order to deliver real, lasting savings the most important advice will be to establish what the end goal is. Some basic questions need to be asked and these will include: â&#x20AC;˘ What are we trying to achieve? â&#x20AC;˘ What resources do we have to carry out the analysis? â&#x20AC;˘ How can we effectively present the performance information? â&#x20AC;˘ What ability do we have to make changes to improve performance? Only when a business has answered these questions and committed the required resource are they in a position to specify their data, analysis and reporting requirements and seek a suitable provider. In the same way as MPG, often the simplest solution will be the most effective, so donâ&#x20AC;&#x2122;t get carried away with trying to cover every performance metric or having a performance dashboard that resembles a jumbo jet. Concentrate on one or two measures, set realistic targets and provide quick feedback on performance. By doing that youâ&#x20AC;&#x2122;ll be taking the first step of turning that data into savings. If you are keen to learn how to maximise the savings that can be achieved from the effective use of energy data, then look out for the forthcoming EMA course on Using DATA to maximise your savings. Using real examples this course will help you establish your data requirements and the different ways to deliver real measurable savings. agreement. Authorâ&#x20AC;&#x2122;s profile Richard is the Chairman of the EMA and owner of EnStrat (UK) Ltd; he works with businesses to help them increase profitability through the implementation of energy reduction strategies and solutions.

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THE EMA MAGAZINE â&#x20AC;˘ ISSUE SEPTEMBERâ&#x20AC;&#x201D;OCTOBER 2016

provided by the utility supplier and therefore to their specification, it might be what was installed to comply with Part L regulations and therefore to a minimum specification required to achieve compliance, or it might have been procured after seeing visuals of fancy dashboards and data displays. Whatever the case is, it is unlikely that it was specified with desired functionality and outcomes in mind.

combat increasing

INDUSTRY FOCUS by

RICHARD FROST

Former Energy Engineer at University of Essex and Currently Energy & Carbon Manager at Queen Mary University of London

Education:

an interview with the University of Essex

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

n this regular feature, we focus on how organisations across different industries approach energy management. In this issue, we are exploring the world of education with Richard Frost, written when he was Energy Engineer at University of Essex. He is currently Energy and Carbon Manager at Queen Mary University of London.

representing over 120 countries. The University is split over three locations within Essex: Colchester, Loughton and Southend. To put some perspective on our financial impact on the local economy, the university income for year 13-14 was £190,000,000. However, success comes at an environmental cost and we continue to struggle to break the dualism of growth and environmental impact.

The University of Essex opened its doors to students for the first time in 1964 and received its Royal Environmental management Charter the following year. Today it at the University of Essex is the is one of the UK’s leading academic institutions and has an international reputation for the quality of its research University of Essex and teaching. The University Energy and Water Consumption is ranked within the Top Ten Universities for research and achieves a high level of Electricity Gas Water student satisfaction. There are around 12,000 students and 2000 employees

kWh

21,100,000

29,000,000

formal responsibility of the Estate Management Section within my role as Energy Manager for the institution. This covers a multitude of tasks from energy procurement, project management, staff and student engagement to paying and validating bills and any other duties that an energy manager can turn their hand to. What does energy management mean for the University?

From personal perspective energy management at the university is all things to all men. As we evolve from Government funded leviathans to dynamic providers of quality education and research in a global market, protecting the bottom line has become ever more Cubic Metres important. Of course, blowing the energy managers’ trumpet, 250,000 our actions and decisions play

As mentioned above, the university has a diverse group of stakeholders to engage and influence. From the academic who has likely theorised climate change and its effects, to the other end of the spectrum, the undergraduate, who only has a finite time on campus before starting their careers. When I first started coercing students to reduce their energy consumption, I found a few packs of beer were very successful in getting the message across at fresher fairs etc. It was cheap and targeted the students’ innate need to be inebriated, eventually though, this was frowned upon.

an ever-increasing role in protecting the employer, while delivering efficiencies and saving. As well as saving energy, there are forgotten parts to the role which are imposed upon us, the stuff which stops a knock on door from the authorities, such as DEC’s and ESOS to name but a few and there is the soft part of the remit, the hearts and minds of the staff and students. The University sector as a whole has acknowledged its sustainable responsibilities both through the curriculum and through its actions, driven by people like you and me, the energy managers. I consider myself an ambassador for institution, influencing students, staff and visitors from around the world to save energy, not just on campus, but at home, wherever that may be. It is evident energy managers within the sector can play a significant role in informing, educating and influencing stakeholders from around

Therefore, we engaged with the Students Union to run “student switch off” competitions against halls of residence, with the successors winning an ice cream party and the university enjoying a 3% reduction in energy consumption. However, these benefits have become increasingly short-lived and potentially counterproductive with the latest competition experiencing increases in consumption on last year’s figures. There are a number of reasons, including the effect tuition fees have had on student behaviour and their expectations for bigger returns for their efforts. Thus, I’m going to have to reassess the cost and reward, before continuing with this method of behaviour change. For staff a very effective but simple tool to change behaviour has been the issuing of temperature cards, which has enabled me to manage internal temperatures from 24°C down to 21°C on the BMS, without

the usual backlash. As the cards provide the occupant with a basic temperature reading, which more often than not is well above those stated in the University energy policy, I’ve been able to tweak temperatures slowly back to normal levels of comfort, equating to a 1000 tonne reduction in Carbon emissions on last year’s CRC return figure. It is evident, without some form of psychological contract between the energy manager and those to be influenced (I’ll give you something, but I’ll expect something back in return) getting the message across would be innately difficult. How does the University deal with energy management? Like most universities I had to develop a carbon management plan to receive capital funding from government. This had to have a clear objective of reducing carbon emissions by 34% before 2020. Of course the responsibility and the methods to achieve the reduction fell into the lap of each institution’s energy manager, including myself. What has compounded the challenge has been the growth in the estate since the reporting baseline year of 2005. Early on I identified the need for good automatic meter reading otherwise I was trying to control the uncontrollable. This exercise is still ongoing but has been invaluable in identifying and managing energy use and reconciling the operation of the Building Management System as in Error! Reference source not found. and of course building up the evidence to resource and review energy management projects. Once I had built enough information up it was evident our existing and very old BMS had become a glorified time clock and funding has been made available to replace it on an ongoing basis (year 3 of an initial 5-year programme, £900K spend to date). Funding has come both internally and from Salix (interest-free capital to the public sector), which has been a lifeline for the HE sector in delivering energy management projects.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

the world to meet our organisations’ wider sustainable objectives.

AMR Data weekly electrical consumption comparison

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

What areas of the University’s everyday business are most challenging in terms of energy management?

With the business need to increase student numbers, most universities have seen growth in their estates over the last decade and Essex has been no different, with effectively a new build project handed over year on year. Of course any new build has its teething problems, but what has compounded the issue is the very thing driving sustainable performance, BREEAM. I have effectively become a gate keeper for misguided design teams, who have the luxury of walking away from their decisions. It would be fair to say some have slipped the net and I find myself coming across over complicated buildings, which are difficult and expensive to maintain in the pursuit of carbon reduction. Firstly there is the challenge to influence the key stakeholders secondly to understand all the differing build types and finally the interaction of all the building services and the latest fad to make

it greener than the previous building. Hopefully BIM might provide the answer for us all and provide useful information and interaction with our BMS systems to enable efficient control of buildings quicker than before? When I initially started my energy management career over 15 years ago, the role was quite focused, however over time it has evolved to meet the plethora of compliance and regulations which have come along since then. If I’m open and honest, I’ve fallen into the trap of being

spread too thin over recent years, which has detracted from the purest side of the Energy Management role. The continuous challenge for me and probably for all of us is to balance all the conflicting interests with the minimum of resource. Despite the challenge, I genuinely see my role as a privilege, as my actions in delivering energy management across the three campuses has hopefully influence the graduates, from over 100 different countries, which pass through the doors of Essex each year.

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BUYER’S GUIDE

Energy Efficient Glazing

The Energy Managers’ Guide to Energy Efficient Glazing provides some basic information on the glazing within buildings; explaining the key features to understand and what can be done if the glazing is not working for you. Where to start - some questions to ask yourself :

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

1. Do you know what the glazing within your building is and how it operates? 2. Does the glazing work for your business and members of staff? If not why not? 3. Do you understand about the safety requirements of the glazing in your building?

Glazing Technology - Background The external envelope to your building (roof, walls, windows, doors and floor) provide an essential function to keep the weather out of the building and to maintain a comfortable environment for the occupants. If the envelope has a good thermal efficiency this will mean the amount of energy needed to heat or cool the building will be reduced. This will provide cost savings to the occupants as well as reducing the impact on the environment and the amount of C02 produced, which improves your green footprint. External glazing provides a unique function to the envelope to your

building - good glazing can provide a fantastic environment for the users of the building - ensuring it is a comfortable environment (not too hot or too cold) and has natural lighting (for better health and wellbeing of occupants). There are two key elements to glazing and its function within the external building envelope - thermal heat loss and solar heat gain. 1. Heat loss The heat loss is by convection, conduction and radiation - the 3 ways heat moves from within the

building to the outside. This is measured by the U value of the glass, this will vary depending on the glass type and combination, typical values are: • Single-glazing 5.0 W/m2K • Double-glazing 3.0 W/m2K • Triple-glazing 2.2 W /m2K • Double-glazing with low-e coating 1. 7 W /m2K • Double-glazing with low-e coating and Argon filled 1.3 W / m2K • Triple-glazing with multiple low-e coatings and Xenon filled 0.4 W/ m2K

The lower the U value the better the thermal performance and less heat is lost from the building. 2. Solar heat gain The solar heat gain is measured by the g value (this is the coefficient of the permeability of total solar radiation energy stated as %). This is composed of the direct transmission of energy and the secondary dispensation of heat of the glazed surface toward the interior, which occurs on the basis of absorbed solar rays. The sun can heat a room only by glass and thus also contribute to heating without any additional expenses; however what is welcome in winter can be unpleasant in summer, because gaining energy through solar radiation means heat.

So with the basic physics of heat loss and gain, if the correct glass is used an optimum environment can be achieved. However, life is not that simple! Other things to consider • Orientation of the building and facade - the north side of a building will gain considerably less solar energy than the sun-exposed south; likewise morning sun on the East elevation and evening sun on the West can have an impact on the building. • The building’s heating, ventilation and controls systems. • External shading devices. • Internal shading devices (however, excessive heat has already entered the building) • Use of the building - number of staff, what are they doing, what machinery are they operating. What do I do if the glazing is not correct for the building? If you are undertaking a building refurbishment program you might want to consider replacing the glazing systems to more energy efficient products which are available today.

If you do not have the budget to undertake this you may wish to consider the use of Adhesive Backed Polymeric Window Film (known as Window Film) to the glass to change the heat loss and solar gain. Window Film can enhance your energy efficiency and provide thermal comfort. Over the past twenty years the UK has had a 60% increase in air conditioned buildings. Cooling

a building with the use of air conditioning often uses a lot more energy than heating the building. This is without allowing for the extra energy used by new technology systems, often found in homes and working environments. As companies make changes to improve their energy efficiency, window film is becoming one of the key options. Window film is a retrofit layer applied to the internal

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

The correct course is high thermal insulation, which means a low U value combined with a g value that is not too high.

BUYER’S GUIDE

or external surface of existing glass, designed to enhance the performance of windows by reducing solar heat gain and glare. With the global shift towards a greener way of thinking the members of the Window Film Group of the Glass and Glazing Federation consult with companies in their drive to reduce their carbon emissions along with their carbon footprint and energy costs. With the correct film installed it is possible to cut cooling loading by up to 30%. Window film When applied onto existing glass, it will help balance the temperature, minimising hot spots within the building. Window films can also provide the benefit of excellent glare control for screens, reduce the fading of interiors and with combination film can enhance the glazing to create blast mitigation.

Adhesive backed polymeric window film is a high clarity polyester film that has been designed for application to glass to improve its performance. It is a glass treatment that can be professionally applied either in the factory to new glass or in situ to existing windows, glass doors and partitions. The correct application of film onto glass can upgrade the original glazing to meet the requirements of Building Regulations, Health & Safety Regulations as well as British and European Standards. Types of Window Film - Safety Film When applied this type of film will transform ordinary annealed glass into a safety glass that can be

classified by EN 12600. - Security Film This type of film can enhance the performance of glass with respect to: • Resistance to manual attack; • Resistance to explosive pressure; • Resistance to ballistic attack spall reduction - Solar Control Film When applied this type of film will modify the spectrophotometric properties of the glass. These films can be coloured and/or highly reflective. They can also have low emissivity. - Low Emisivity Film When applied this type of film will reduce the thermal transmittance (u value) of the glass. - Others Specialist films Special Ultra Violet Reducing film; RFI/EMF Shielding Film; Privacy Film; Decorative/ Manifestation Film Anti-Graffiti Film Adhesive backed polymeric film should comply, in the future, with prEN 15752-1.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

Window Film is an additional coating added to existing or new glazing systems to enhance them in a vast number of ways.

These include: • Energy and C02 Reductions, including reduction of air conditioning use. • Improving thermal comfort by reducing solar heat gain and winter heat loss. • Compliance to Health and Safety Regulations. • Reducing the effects of an explosion including terrorism. • Improving safety against other Glass related situations including Spontaneous Breakage. • Reducing the effects of the Sun including UV protection against Skin Cancer and Fading The full version of the Energy Managers’ Guide to Energy Efficient Glazing is available on the EMA website in the Resources section. The EMA wishes to thank the Glass and Glazing Federation (GGF) for their support in producing this guide.

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CAREER & TRAINING by

RACHEL TORESEN-OWUOR

Head of Energy & Resources at Buckinghamshire County Council

In the spotlight

THE EMA MAGAZINE â&#x20AC;˘ ISSUE SEPTEMBERâ&#x20AC;&#x201D;OCTOBER 2016

nergy management is a broad subject and when it comes to a job description can cover a variety of activities. The EMA gathers energy management professionals from across all industries and in this regular section will interview energy management professionals about their role. This month we are shining the spotlight on Rachel ToresenOwuor, Head of Energy & Resources at Buckinghamshire County Council.

school estate. I progressed within the organisation as Energy Manager, and am now the Head of Energy & Resources leading a small team of officers delivering a wide ranging programme of initiatives across our own estate, schools and exploring the opportunities for the County to become more energy resilient with increased housing and economic growth within Buckinghamshire and our neighbouring counties.

How did you become interested in energy management?

What does your role at BCC entail?

In my final year of an Earth Science undergraduate degree, we studied a module on climate change, and this sparked an interest in this area, particularly in relation to practical action on the ground that would make a difference. I went on to complete an MSc at the Institute of Energy & Sustainable Development, which had a focus on energy use in buildings, energy management and energy policy. This set me up with the skills I needed to begin a career in energy and sustainability within Local Government. I was very fortunate to have graduated at a time when there were a range of opportunities in sustainability and energy related to the Climate Change Act and the policies that emerged from that within the public sector. I began working at Buckinghamshire County Council in 2008 as a Sustainability Officer, focussing on the Carbon Reduction Commitment and delivering a programme of energy efficiency projects across our

As Head of Energy and Resources at Buckinghamshire County Council, my role is to lead the team of officers responsible for energy management, delivering our energy performance contract, procuring energy for the council and partners. The other key element of my role is to engage with stakeholders within our organisation and externally, to raise the profile of energy and resource efficiency, and to ensure that Buckinghamshire is well placed to identify and maximise opportunities related to energy efficiency and generation including the social and economic benefits for our residents and businesses. What is the most exciting part of your job? The part of my job that is most exciting is being a catalyst for change within our organisation, identifying new ways of delivering initiatives, driving invest to save

projects and raising the profile of energy management with different audiences â&#x20AC;&#x201C; schools, elected members and external partners for example. Looking back over the years I have been at BCC, I have had the opportunity to drive and deliver a range of projects from insulating our school estate, installing PV and biomass across multiple sites and most recently implement different models for project delivery such as the REFIT Energy Performance Contract. Can you describe your typical day? A typical day within our small team can be incredibly varied, ranging from assisting our schools with energy billing queries, providing assurance on refurbishment and new build property projects, to engaging with our colleagues across the county and beyond to explore how Buckinghamshire can benefit from the opportunities for energy generation and distribution. The wide range of audiences and stakeholders to engage with over an 8 hour period can be challenging but also very rewarding, the ability to effectively get your message across to caretakers in a small school but also the finance director of a large organisation is a key skill for energy professionals! What drives you? Knowing that the work of our

small team has a net benefit to our organisation in terms of cost avoidance and income generation from energy management and delivery of energy related projects is a major driver for me. Leading and developing a team of committed energy professionals at various stages of their own careers is also tremendously rewarding. What qualities should a good energy manager possess? In addition to the technical expertise and data analysis skills essential for the role, I believe that the role of the energy manager is evolving. Influencing and negotiation, communication and stakeholder engagement skills are becoming ever more important. The ability to identify and explore opportunities, develop and more importantly be able to communicate the benefits of a robust business case for investment in energy efficiency and renewable energy projects is absolutely essential. Our team are

facilitators and enablers of change, working collaboratively with internal and external partners to commission and deliver projects and to influence decision makers. Contract and supplier relationship management skills are key and, particularly now in Local Government, a keen commercial awareness is important. Energy and resource efficiency have an important role to play in mitigating the financial challenges we face in the future.

programme development stage) to avoid contractual difficulties further down the line. Within my current role and organisation, I am pleased that I have been able to raise the profile of energy management, and to have been instrumental in the delivery of energy efficiency and renewable energy projects that are reducing costs for the council, generating additional income and delivering value for money for the Buckinghamshire tax payer.

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

What advice would you give to someone looking to craft a generation strategy?

For the energy management sector, working to highlight the importance of measurement and verification of cost avoidance for energy performance contracts and the role of the client organisation in partnerships with ESCo’s, and getting this right at the very beginning of EPCs (at tendering and We a

Collaboration with your stakeholders is critical. Energy management is everyone’s responsibility in an organisation. Energy professionals can drive the change initiatives, bringing your colleagues and customers along with you is the key to success.

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GRAHAM BERESFORD

Energy Manager at Crosslane Energy Services

Graham Beresford reflects on his career path in Energy Management

he Energy Managers Association aims to encourage and enable more professionals to enter the world of energy management and environmental roles. Being an energy manager may not seem like the most obvious career for many. The EMA has taken on a challenge of changing the perception of energy management, by raising the sector’s profile and sharing its members’ — leading energy managers — insights into their career progress and achievements.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

When did you first hear the term ‘Energy Management’?

In 1986, I was working in Dundee for a fuel poverty charity providing energy efficiency advice to low income households, where the emphasis was on installing low cost energy efficiency measures such as draught proofing and loft insulation in predominantly council properties. Little attention was given to providing householders advice on reducing energy consumption through good housekeeping and that’s where I first came across this term. What made you choose energy management as a career? While I was working in Dundee I was introduced to John Goodfellow, Dundee City Council’s Energy Manager, who took the time to

explain his job and the importance of energy management. John’s passion immediately convinced me and this has been strengthened throughout my career, right up to today where the importance of effectively managing energy across Crosslane’s 3,100 student accommodation beds in the UK and continental Europe keeps me driven. How did you progress through the profession to your current role? A year later, in 1987, I worked as Assistant Energy Manager for Renfrew District Council, gaining experience of Monitoring and Targeting (M&T) and Building Management System (BMS) control. In 1990, I then moved to Langbaurgh-on-Tees Borough Council, to take up the new position of Energy Manager for their public buildings and later expanded to include their social housing property portfolio. I then set up new energy management teams at Stockton-on-Tees Borough Council and Aberdeenshire Council before doing the same in the private sector in 2006, for a major property company based in Manchester, Bruntwood Estates. These were focused on their commercial property portfolio and later expanded to their residential housing portfolio. After a couple of successful years, I moved to the

Mansion Group principally to set up a facilities management division for their UK student accommodation assets and then from there to Makro Wholesalers, both of which focused on energy management. After three years at Sanctuary, the largest housing association in the UK with over 100,000 residential properties, I left to work with my current employer Crosslane Group, who specialise in acquiring, developing and managing purpose-built student accommodation in the UK and Europe. I am currently working on a new proposition which will significantly reduce the energy costs for student accommodation and private landlords. My 30 years of experience managing energy use in public and private sector commercial and residential housing properties has given me a unique perspective on how to overcome effectively the challenges property owners/ operators face managing these types of properties. This new proposition I am working on with Crosslane will allow me to apply these skills and knowledge and help provide the best advice and solutions. What is your biggest achievement to date? I have been involved in energy management for almost 30 years managing and developing new energy management teams and systems for seven different organisations. My biggest

What is the best approach to attract new talent into energy management sector? I fully support the Energy Managers Association’s (EMA’s) proposals to attract more women into the sector as I believe strongly that this is an area which could afford many opportunities for women and the industry would benefit significantly from more of their involvement. The best energy managers are those who can identify and solve problems and above all persuade others to help them.

of those I’ve employed as Energy Assistants or Data Processors went on to become Energy Managers or to make a career for themselves in the energy management sector. What qualities should a good energy manager possess? Beyond a natural interest in the industry, a real desire to make a difference within a firm that is keen to drive change is critical and the ability to recognise problems and provide solutions. Above all, never accept the status quo and always ask why.

What advice would you give to someone looking to become an energy manager? I would recommend prospective Energy Managers gain a relevant qualification, such as that offered by the Energy Managers Association (EMA). But the best way is through gaining experience with an existing organisation. Over the years, many

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achievement and the one of which I am most proud, is securing European funding to refurbish a listed building in Stockton-on-Tees city centre to create an Energy Advice Centre to provide advice and assistance to the public on reducing energy consumption and saving energy. The refurbishment of the Energy Advice Centre included improving the energy efficiency of the property by installing energy measures such as low energy lighting, energy controls, condensing boiler and insulation. The biggest contribution was not the measures that we installed in the property, but the training of the staff to provide energy management advice to domestic households which resulted in a significant reduction in energy consumption and helped to reduce the incidents of fuel poverty in the area. Over the years this centre made a significant contribution to reducing energy consumption in domestic properties and acted as a role model for other energy advice centres around the country, experience which will also feed into my plans at Crosslane.

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CAREER & TRAINING

New talents shaping energy management The EMA has repeatedly written about the importance of the energy management profession, and raised profiles of some of the legends and leaders in the industry. Scarcely though have we given space to new talents across the industry to find out their thoughts and views on where the energy management profession is heading.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

With a great curiosity we approached four young energy managers and asked them why they decided to get into energy management and their experience so far; what they think of the current state of the industry and opportunities for people to enter it; and where they see their future.

“

Dewi Day, Assistant Energy Manager at QinetiQ

After completing his degree in Environmental Resource Management and an MSc in Environmental Consultancy, Dewi worked in various environmental

management roles for 7 years. Dewi says, “I always felt that good energy management was a key component of being a responsible business but I lacked the technical expertise to get very involved.” Whilst working full-time he completed a PG Certificate in Energy and Sustainable

With carbon management and

industry will only get bigger.” He then adds further, “the energy management role is very broad and encompasses many different skill sets (engineering, procurement, data analysis, communication, management systems etc.) This means that there are multiple routes for entering energy management. Coming from a non-engineering background, I thought it might be difficult for me to enter energy management, but I have since discovered that I can always find technical support from others in various teams at QinetiQ, so haven’t found this to be a significant obstacle, and in fact it allows me to question the norm more. The broad spectrum of the role is also great for professional development opportunities.”

sustainability increasingly becoming a significant consideration for businesses, along with an emphasis on reduced energy costs, I expect the energy management industry will only get bigger.

”

Building design in 2014 (distance learning). Then an opportunity came up within QinetiQ to join the Energy Team as an assistant energy manager. Dewi declares that this was perfect for him to really learn the intricacies of energy management. He adds: “So far I have found that the transition from environment team to energy management has been pretty seamless as there is a lot of duplication compliance, management systems, monitoring, employee engagement, improvement plans etc.” Asking Dewi about the opportunities for development in the industry, he answers, “With carbon management and sustainability increasingly becoming a significant consideration for businesses, along with an emphasis on reduced energy costs, I expect the energy management

And what are Dewi’s immediate and future plans within the industry? Unsurprisingly his prompt response pleases our ears: “To ensure that I have the skills to be an Energy Manager in the future. I have just started working towards the EMA’s Energy Management in Practice – LEC Stage 3 Training Programme. I am currently only focussing on the areas of technical knowledge that I feel need development and are key to my current role.” As for Dewi’s longer term plan? “I like to take things one step at a time, so I haven’t thought that far ahead” he concludes.

Kiro started his career as a mechanic and studied light vehicle mechanics at college; he then progressed to study motorsport engineering to advance his career. He shares: “When I gained an in-depth engineering appreciation of the detail that goes into motor sport vehicles to achieve a fraction of a second better race time, I realised that ultimately we are still burning fossilised trees and animals to power these great pieces of technological achievements – and I found this greatly contradictory.”

University work placement is one way of entering the industry, but Kiro cleverly links the awareness and development of energy management industry with opportunities to enter the career within it. “In recent years, energy awareness has come a great distance both through the media, climate change and general marketing. Society has never been more aware of the possible environmental consequences our ‘energy hungry’ lives can have, however, I still don’t feel this is really applied to our daily lives. Most energy users do not have an appreciation of where energy comes from and the great effort that is needed to ensure we consistently have it at our disposal for such a small cost,” he suggests. He is not referring to ground breaking changes, “our society is full of energy saving opportunities which makes it the perfect path to start an exciting engineering career as it teaches you from ground up.”

“

Such eureka moment sparked Kiro’s interest in energy and he decided to change career path; and went on to study a BEng Energy Engineering Degree at Sheffield Hallam University. This move brought the opportunity of a yearlong placement in industry. He says: “During my placement I was employed by Wabtec Rail Limited with the aim of understanding where and why energy was being used. Working with a 160 year old site was the perfect environment for me as a student to explore, and apply theory to practice, which gave me lots of opportunities to make some exciting changes.” As a result of Kiro’s placement, when his degree finished, Wabtec created a position and employed him to manage the energy usage, procurement and efficiency for their 10 sites in the UK.

our society is full of energy

saving opportunities which makes it the perfect path to start an exciting engineering career as it teaches you from ground up.

”

How about Kiro’s next steps? “I see my future within the rail industry as it is the most effective way to transport goods and humans, and I am keen to support this – but from an energy management perspective the future is to keep expanding our scope and standardise energy management techniques across all sites globally ensuring we are as energy effective as possible - but also work closely and support the industry and associations such as the EMA to drive the energy efficient mentality forward.”

Patrick Courtney, Utilities Analyst at Bourne Leisure

“I initially joined the Divisional Finance department in Bourne Leisure as a Chemistry graduate from the University of Bath”, starts Patrick and continues, “after doing this for two years, I felt I needed a change of role and, due to my scientific background, decided to find out more about our Sustainability department. After speaking with Scott Armstrong (Head of Sustainability) and Sam Arje (Group Energy and Sustainability Manager), I was immediately fascinated by their roles within the business. The complexity and dynamism of the energy industry really grabbed me and I wanted to learn more. I joined their team as a utilities analyst and have been working with them for one and a half years now.” So energy management was not Patrick’s first choice of career which allows him to make a pragmatic comparison of industries, “the finance industry in the UK has many formal qualifications that you can obtain whilst working in the field. This is something that is currently lacking in the energy industry.” Attendance of conferences, networking events and training courses has helped Patrick gain knowledge of different areas within the industry and helped him become a better utilities analyst. But he recommends that “a graduate coming out of university would be more incentivised to start a career in energy management if they were

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

Kiro Tamer, Group Environmental & Sustainability Engineer at Wabtec Group

able to get a formal, well-recognised qualification at the same time.” What about views on opportunities for career progression? “I think career progression within the field is a bit limited. Because energy management is still quite a young trade, companies will tend to only have a few employees dedicated to looking after their utilities. Therefore, the possibilities for regular promotions are harder to come by. However, sustainability is fast becoming a board priority due to its impact on the bottom line. So the importance of reducing these costs is becoming crucial. We can consequently expect energy management teams to grow over the next few years, and for promotion opportunities to improve,” he adds optimistically.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

When asked where Patrick sees his future, he admits it is a difficult question, “I am unsure at the moment which direction I would like to take within energy management. I enjoy many aspects of my role. Training my colleagues in how they can reduce their usage is particularly rewarding. But on the other hand, I like working with energy management systems and technologies. The utilities industry is far behind many others in this regard. The use of mobile applications, control technologies and SMART technologies for energy management purposes is still in its infancy, and I would be keen to work on this in the future.”

Tatiana Iona, Energy Engineer at Engie

Tatiana first got involved in energy management almost by chance. She

explains:” while studying electrical engineering in Greece, I felt the need to have a break from theoretical courses and the constrained environment of labs and experience the industry, so I tried to find an internship in France.” She admits that finding a paid internship proved to be more difficult than finding a job, but quickly adds: “it was definitely one of the most useful experiences I could have at that stage!” She is still convinced that if this route of entering energy management could be facilitated, it would be of great benefit to the industry. But what specific areas of energy management attracted Tatiana to the industry? “The internship was in INEO GDF Suez (now ENGIE) and happened to be about promoting energy efficiency internally, by training and providing tools to our own sales department in order for them to include energy-saving solutions into their offering. This first contact with Energy Management was exiting and fulfilling. There was the challenge of trying to establish a way of thinking, a new view on technology, a new business model that made it exciting. We were there to transform our business into a new, different business.”

their experience level or field of studies. I cannot see where my future in the industry will be, but I am confident that working with passion and creativity in an industry I believe in, will only lead to something exciting.”

2016 DATES FOR THE EMA COURSES TO BECOME AN ENERGY MANAGER OR UP-SKILL AS AN ENERGY MANAGER: 14 September or 30 November - Understanding and Delivering Behavioural Change Programme 19 September or 4 November - CPD for Effective ESOS Lead Assessor

Tatiana has remained with ENGIE after her internship and believes that the challenge is still the same; “we no longer try to transform the minds of our own staff, but the minds in the industry. It is a difficult task but it seems that where there is a challenge, there is also opportunity.”

20 September - Become an ESOS Lead Assessor

She also finishes on an optimistic note, “energy management is a relatively new sector of increasing significance and career paths are yet not well defined. In my short experience, this has been more of an opportunity than a drawback. When I first started, I thought that being a foreign graduate with limited experience would put me at the very beginning of a slow-moving career. I was pleasantly surprised by the opportunities that I’ve been offered, which made me realise that I’m part of a growing sector where motivated professionals are needed regardless

19-21 October - Fundamentals of Energy Management

6 October - Energy Procurement 11 October - Water Management:

28 October - Energy Management Strategy 3 November - Energy Assessments, Measurements and Verification For more information, please contact the EMA on 0203 176 2834 or email Jana at jana.skodlova@theema.org.uk

ANNOUNCEMENT

EMA ENERGY MANAGEMENT AWARDS 2016 ENTRIES ARE NOW OPEN! NEW CATEGORY ADDED: Water Efficient Product of the Year Entries for the following categories can be submitted on the EMA website until Friday 28 October 2016.

• Energy Manager of the Year • Junior Energy Management Professional of the Year • Energy Management Team of the Year • Energy Management Consultancy Service of the Year • Energy Reduction Project through Organisational Behaviour Change of the Year • The Most Inspiring Energy Reduction Project of the Year • Best Implemented ESOS Project of the Year • Energy Management Training Programme of the Year • Energy Reduction Product of the Year • Water Efficient Product of the Year • EMA Member of the Year – nominated by the EMA The EMA Award’s winners will be able to:

The winners and highly commended will be announced at a ceremony on Wednesday 16 November 2016 at EMEX, ExCel, London.

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

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

• Use the EMA Energy Management Awards 2016 logo. • Have the category profiles included in The EMA Magazine and EMA website. • Highlight their achievements with published case studies (The EMA Magazine and website).

ANNOUNCEMENT

EMEX 2016 is returning to the ExCeL Centre, London this November. There will be a packed programme for attendees spread across four free-to-attend seminar theatres; including the opportunity to hear from industry experts and peers. There are also over one hundred exhibiting companies offering both products and services to help businesses reduce their energy consumption and expenditure. Here are a few of the seminar highlights:

Utilities and Energy Services Theatre Lord Redesdale, CEO of the Energy Managers Association will chair a panel discussion on the topic of the deregulation of the water marketplace that is coming into effect in April 2017 titled What Opportunities Does the Water Marketplace Deregulation Bring to Consumers? (see article p6).

Energy Management as a Profession Theatre Chris Mayhew, Operations Improvement Manager at British Sugar will deliver a presentation on the energy management culture within British Sugar in a presentation titled Creating an Energy Culture.

Nicky Maclaurin, Associate Director at Savills will focus, in a presentation titled - Practical Procurement Solutions to Drive Down Costs on procurement and billing, centred around cost saving measures that influence the tariff. Also how to drive savings in the energy bill, specifically focusing on low hanging fruit that does not require investment.

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

Dominic Pybus, Energy and Utilities Advisor at the House of Commons will highlight issues and challenges of starting a career in energy management, proposing that there is not always the need to have an engineering degree in the Trials and Tribulations of Getting into Energy Management.

Iain Paterson, M&E Projects and Energy Manager at Pirbright Institute will outline some of the potential advantages to both businesses and energy managers of direct employment of an energy manager/ engineer in the appropriately named Benefits Of An In House Energy Engineer presentation. Representatives from the EMA Board of Directors, including Kit Oung, Director at Energy Efficien:ology; Stuart Kirk, Director at Enerlyse Ltd; Wendi Wheeler, Energy & Carbon Strategy Manager at Network Rail and Roger Low, Energy Manager at Defence Infrastructure Organisation (DIO), Ministry of Defence will discuss findings from a survey on opinions, attitudes and practices in energy, environment and sustainability during a panel session titled The Future of the Energy Management Profession.

Mark Taylor, Director at Taylor Made Energy Solutions will deliver a presentation on water efficiency solutions for companies to adopt with the focus on control systems as the main issue of water wastage in a presentation titled Water Efficiency it’s all about control.

of Leeds will present on the Power Growth in Data Centres - What Does the Future Look Like? A study focused on Japan suggests that its data centres would consume its entire electricity supply by 2030 if growth continues at today’s rate. He will discuss what the future hold for us. Technology and Innovation Theatre Tim James, Energy Manager at the Port of Milford Haven will present on the topic of the Haven Energy Bridge - Electrolysing Renewable Generation to Inject Hydrogen into the NTS. The project is expected to utilise renewable generation from the Port’s 5MWp solar farm to produce hydrogen, for storage and to demonstrate the flexibility of hydrogen as an energy carrier, relieving grid constraints and enabling more generation onto an alternative energy network.

Meeting Energy Demand Theatre Nicola Stopps, Director at Simply Sustainable will share lessons learnt from implementation of the ISO14001 International Standard at the UK’s leading self-serve coffee bar.

Helen McHugh, Head of New Product Research at Ebm-papst UK Ltd will present a series of case studies from telecommunications, datacentres, & retail companies in a presentation titled Retrofitting a Buildings HVAC Significantly Reduces Energy Consumption, with focus on project execution, power consumption before and after and further benefits such as improved monitoring and preventative maintenance.

Lord Redesdale, CEO of the Energy Managers Association and Martin Cook, Head of Business Development at National Grid will launch the interim report of the EMA Dynamic Response working group and discuss a set of tools and processes that enable and incentivise an organisation to manage its electricity demand from the electricity grid at peak times in a session titled Dynamic Response – The Flexibility Solution.

Chris Coath, Head of Energy at NG Bailey and Charles Sainsbury, Energy Manager at Land Securities will provide the latest trends in a presentation on Energy Efficient and Sustainable Buildings for the Future, focusing on how collating and analysing building data can help businesses to reduce the environmental and commercial impact of energy usage through a focus on asset optimisation, asset upgrade and behavioural change.

Professor Ian Bitterlin, Principal at Critical Facilities Consulting Ltd and a visiting Professor to the University

More information can be found at www.emexlondon.com

The event for everyone responsible for reducing their organisation’s energy consumption. EMEX is the energy management show that connects all energy users with hundreds of leading suppliers, policy makers, engineers and experts. This marketplace includes a free to attend conference programme that will help you control energy costs, gain industry insights, source innovations, share knowledge and stay up to date with the latest and upcoming legislative changes. Their focus will be: Energy Management as a Profession, Energy Use in the Built Environment, Meeting Energy Demand, Water and Energy Supply, Technology and Innovation. On behalf of my fellow board members of the Energy Managers Association, I’d like to invite you to be part of EMEX 2016.

Lord Redesdale CEO, Energy Managers Association

It takes 2 minutes to register for FREE at www.emexlondon.com

ExCeL, London n 16-17th November 2016 As well as a great line up of speakers, exhibitors, partners and supporters fellow attendees include:

emexlondon.com

THE EMA MAGAZINE • ISSUE SEPTEMBER—OCTOBER 2016

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