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Energy Management
Driving Operational & Financial Performance
Don Macdonald
Sustainability & Energy Program
Director
Don.macdonald@us.dqs-ul.com

http://www.linkedin.com/pub/don-macdonald-leed-ap-r
Market Adoption Indicators
2014 certifications
ISO 9001
ROI benchmarks 9-13%
ISO 14001
ROI Benchmarks 7-12%
CSR

ISO 50001
• Published ROI Data Suggests 6.5-17%
range expected within 1-2 yrs.
• Performance metrics (self-defined)
incorporated
• Web-based & continuous performance
tools
• Measured benchmarking
• Integrated with ISO 9001, 14001, & SEP,
CSR

Environ & GHG
Mgmt

Energy
Mgmt

LEED

Quality

Risk
Mgmt
Multi-Nationals Adopting ISO 50001 - > 4000 to Date
•• 3M
Commercial Superior
3M
Energy Performance Pilots: •• Coca-Cola
Coca-Cola
•• Alcoa
Alcoa
•Cleveland Clinic
•• Allsteel --HON
Allsteel HON
•• Amcor PET
Amcor PET
•US GSA
•• Bentley Prince Street
Bentley Prince Street
•• Cook Composites
•Grubb & Ellis Company
Cook Composites
•• Sikorsky
Sikorsky
•Marriott International, Inc. •• OLAM Spices
OLAM Spices
•• MedImmune
MedImmune
•MIT Campus’s
•• Cummins
Cummins
•• Ingersoll Rand
Ingersoll Rand
•Target Corporation
•Wal-mart Stores, Inc.

ISO 50001
ISO 50001
•• CNH / /Fiat
CNH Fiat
•• Schneider
Schneider
•• Siemens
Siemens
•• ABB
ABB

•• Didion Milling, Inc
Didion Milling, Inc

•• Kenworth Trucks
Kenworth Trucks

•• Dow Chemical
Dow Chemical
•• Eaton
Eaton
•• General Dynamics
General Dynamics

•• Neenah Foundry
Neenah Foundry
Company
Company

•• Free scale Semi
Free scale Semi
•• Haynes International
Haynes International

•• Owens Corning
Owens Corning

•• Holcim
Holcim
•• Lockheed Martin
Lockheed Martin
•• Cooper Tire
Cooper Tire
•• Republic Conduit
Republic Conduit
•• Bridgestone Tire
Bridgestone Tire

•• Nissan
Nissan
•• Schneider Electric
Schneider Electric
•• Spirax Sarco
Spirax Sarco
•• Traco
Traco
•• Volvo
Volvo
•• World Kitchen
World Kitchen
•• Harbec
Harbec
•• United States Mint
United States Mint
Benchmark EnMS Maturity

Updated
2011, 7%
Energy
Energy efficiency Benchmarking Maturity

EDF, 2013
Financial Criteria Benchmarking Maturity

EDF, 2013
Re Deployment of Operating Cost Savings

EDF, 2013
Energy Investments & Operations
Why Energy Audits Aren’t Enough

Source: UNIDO 2010

Source: UNIDO

8
Source: DOE
Organizations That Measure ROI/IRR
of CSR 2009 - 2011

• Proportion of clients
reporting Program ROI / IRR
increasing
• Internal resource constraints
continue, functional silo’s
• Breadth of adoption
increasing
Executive Leadership is critical to ‘Mind the Gap’
Facility managers typical energy champions
Harnessing the Power of a Process
Business processes for competitive advantage:
• Six Sigma
• Lean Manufacturing
• Continuous
Improvement
40%

• ISO 9001
• ISO 14001
• Plan-do-check-act

Formal energy management standards (ANSI,
BSI):

35%
30%
25%
20%
15%
10%
5%
0%
Energy
Management
Standard

Continuous
Improvement

ISO 9001 or
140001

Six Sigma

Lean

JCI Study - 83 Organizations surveyed…
State of the Art –
Inconsistent use of Management Processes
• Training for employees: 76%
•
•
•
•
•
•
•
•
•

40
35
30
25
20

Formal review of energy policy - CSR: 47%
Incentives for energy efficiency success: 45%
Effective & empowered energy team: 41%
Enterprise level energy data: 29%
Corporate reduction goal: 28%
Energy action plan for organization: 28%
Formal energy policy: 27%
C-level responsibility: 27%
Adopted energy standard: 27%

s
t
z
i
n
a
g
O
f
o
r
e
b
m
u
N

15
10
5
0
0-2

3-4

5-6

7-8

9-10

Energy Management Score

JCI Study - 83 Organizations surveyed…

Result:
Lower ROI,
Mixed Results
Management Systems Strategy –
Technical and Behavioral

Focus EnMS on plants,
Focus EnMS on plants,
buildings and operations
buildings and operations
above target.
above target.
••DriveProcess Improvement
Drive Process Improvement
••DriveROI/IRR
Drive ROI/IRR
••DriveIntegrated CSR
Drive Integrated CSR
••Linkageto GHG
Linkage to GHG
Energy Management System
Best Practices
Step 1 – Commitment
Step 2 - Data
Step One:
Secure Commitment from Top Management
• Set Energy Policy
• Define Scope and Boundaries

Step Two:
Collect, Track, and Analyze Energy Data
• Current and past energy use, consumption
• Estimate future energy use, consumption
Step 3 – Energy Use
Step Three:
Identify Key Energy Uses
• Facilities
• Systems
• Equipment
• Processes
• Relevant Variables
• Personnel (including on-site Contractors)
Step 4 - Baseline
Step Four:
Establish a Baseline
•

Reference point for energy performance

•

Outlines current energy performance

•

Predicts future energy performance

•

Provides benchmarking method
Step 5 - Opportunities
Step 6 - Prioritize
Step Five:
Identify Energy-Saving Opportunities
•
•
•

New Sources
Renewable Sources
Alternative Sources

Step Six:
Prioritize Opportunities
• Return on Investment
• Ease of Implementation
Implementation and Operation

•
•
•
•
•
•

Competency, Training & Awareness
Communication
Documentation, Control of Documents
Operational Control
Design
Procurement
Checking and Management Review
 Monitoring,
Measurement and
Analysis

 Non-Conformance,
Correction, Corrective and
Preventive Action

 Evaluation of
Compliance

 Control of Records

 Internal Audit

 Management Review
EnMS and Other Standards
Common Elements with other ISO Systems:
ISO 9001:2008

ISO 14001:2004

• Design

• Legal / Other requirements

• Procurement

• Significant Energy Use

• Management
Responsibility

• Objectives, Targets, Action
Plans
• Evaluation of Compliance
Building a Best in Class
Energy Management System

23
Building a Best in Class
Energy Management System

24
EnMS & SEP Best Practice Mapping
Organizational level
Barriers

Best Practices
EnMS & SEP Best Practice Mapping
Capital level
Barriers

Best Practices
EnMS & SEP Best Practice Mapping
Data level
Barriers

Best Practices
EnMS & SEP Best Practice Mapping
Communication/PR level
Barriers

Best Practices
The Superior Energy
Performance (SEP) Program
ISO 50001 /SEP
Demonstration sites US
Source: DOE
DOE SEP Pilot
Results

Source: DOE
Results – Energy Cost Savings

Source: DOE
Shareholder Perspectives
EnMS – Accounting for Value
•

Profit Margin
– Procurement - energy hedging
– Product design can embody energy
considerations
– Supply chain costs - energy, raw
material & transportation
– Extend QMS and EMS systems
whether certified or “Self Declared”

•

Investment Fixed Capital
– Energy process modifications often
lead to end-of-the-pipe pollution
control facilities

•

Tax Rate
– Availability of grants, utility program
credits, insurance ratings

•

Sales Growth
– Life cycle energy reductions
embedded in product manufacturing
– Competitive advantage, less energy
and related raw material processing

•

•

Investment Working Capital
– Reduced excess energy and
materials, waste prevention, recycling,
raw material substitution

Cost of Capital
– Improve loan characteristics
– Energy risk management attracts
shareholders which leads to lower
cost of debt and equity
– Non-disclosure of energy efficiency,
like environmental performance may
have short-term impacts that lead to
premium capital costs
Results – Costs of Implementation
In most cases ROI < 2 Yrs.

Source: DOE
Case Studies, Results &
Feedback from the Field
Feedback from Facilities
Staff Support
• A cross-functional energy
management team is needed for
effective implementation.
– e.g., plant energy leader, plant
leader, quality leaders, engineers.
• All types of employees can contribute
to energy management
– Line and production workers add
separate sets of expertise

Influence of Energy Management
• Managing energy has similar
structure as managing cash, safety,
health, environment and quality.
• Energy management becomes a
way of doing business, instead of
making improvements on projectby-project basis.
• Energy management becomes a
shared responsibility across
operations, maintenance, finance.

Costs
• Capital investment is not always
required to achieve cost savings.
• Change of mindset: lower price per
unit of energy is not the only way to
reduce energy costs

Other
• R&D should consider use of energy
to produce a product.
• Achievements can bring recognition
across the organization.
AU Optronics, Taiwan
St. Mary’s Cement
Save Energy Now – Best Practice Alternative
Data Center Assessment Summary Verizon
Save Energy Now – Best practice Alternative
Data Center Assessment Summary Lucas film
Briggs & Stratton – Best Practice Alternative
Dahanu Power Station, India
Delta Electronics
Schneider Global HQ

÷4
Final energy consumption
vs. previous sites in the area

Certified
ISO14001
HQE Exploitation
NF EN16001
ISO 50001: first certified
building in the world!

80 kwh/m²/ an
Final energy consumption
ROI in 5 to 7 years
Schneider Electric Smyrna, TN
ISO 50001 Certified, SEP Pathway
Haynes International
Pfizer Ireland – ISO 50001
Reduced energy
and resource
intensity,
decrease CO2
emissions.
Used ENERIT ISO
50001 IT Platform
to facilitate
certification.
CNH / Fiat Certification – Building into CSR
UL DQS Certified first plant
.

• Sustainability
CNH is part of Fiat Industrial – fully
integrating the environment and
society with economic
objectives. 2010 Fiat
Sustainability Report.

49

• Certified Management Systems
Commitment to sustainability includes having our
manufacturing activities performed in
responsible facilities that are certified to meet
environmental, quality, safety and now energy
management system standards.
Volvo
•

Absolute energy use and
intensity - 38%, 2001 to
2010

•

As part of U.S.-DOE’s
Save Energy Now,
accomplished 10-year
goal of 25%
improvement in energy
intensity in 2010 (29.6%)

•

Goals 2010 to 2012
reduce idling losses – or
energy use outside of
production – by 50
percent by 15% per unit
produced against a 2008
baseline.
Energy Management within ISO 14001 Programs
Mass Transit Agency Leadership
LA Metro, NY MTA
DOW
UL DQS –
Integrity, Competence and Trust in Management Systems




2800 Staff / 2300 global Auditors, 76 offices in 55 countries
Over 20,000 customers, 100 countries

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ISO 50001 Energy Management, SEP Executive Briefing - UL DQS Inc.

  • 1. Energy Management Driving Operational & Financial Performance Don Macdonald Sustainability & Energy Program Director Don.macdonald@us.dqs-ul.com http://www.linkedin.com/pub/don-macdonald-leed-ap-r
  • 2. Market Adoption Indicators 2014 certifications ISO 9001 ROI benchmarks 9-13% ISO 14001 ROI Benchmarks 7-12% CSR ISO 50001 • Published ROI Data Suggests 6.5-17% range expected within 1-2 yrs. • Performance metrics (self-defined) incorporated • Web-based & continuous performance tools • Measured benchmarking • Integrated with ISO 9001, 14001, & SEP, CSR Environ & GHG Mgmt Energy Mgmt LEED Quality Risk Mgmt
  • 3. Multi-Nationals Adopting ISO 50001 - > 4000 to Date •• 3M Commercial Superior 3M Energy Performance Pilots: •• Coca-Cola Coca-Cola •• Alcoa Alcoa •Cleveland Clinic •• Allsteel --HON Allsteel HON •• Amcor PET Amcor PET •US GSA •• Bentley Prince Street Bentley Prince Street •• Cook Composites •Grubb & Ellis Company Cook Composites •• Sikorsky Sikorsky •Marriott International, Inc. •• OLAM Spices OLAM Spices •• MedImmune MedImmune •MIT Campus’s •• Cummins Cummins •• Ingersoll Rand Ingersoll Rand •Target Corporation •Wal-mart Stores, Inc. ISO 50001 ISO 50001 •• CNH / /Fiat CNH Fiat •• Schneider Schneider •• Siemens Siemens •• ABB ABB •• Didion Milling, Inc Didion Milling, Inc •• Kenworth Trucks Kenworth Trucks •• Dow Chemical Dow Chemical •• Eaton Eaton •• General Dynamics General Dynamics •• Neenah Foundry Neenah Foundry Company Company •• Free scale Semi Free scale Semi •• Haynes International Haynes International •• Owens Corning Owens Corning •• Holcim Holcim •• Lockheed Martin Lockheed Martin •• Cooper Tire Cooper Tire •• Republic Conduit Republic Conduit •• Bridgestone Tire Bridgestone Tire •• Nissan Nissan •• Schneider Electric Schneider Electric •• Spirax Sarco Spirax Sarco •• Traco Traco •• Volvo Volvo •• World Kitchen World Kitchen •• Harbec Harbec •• United States Mint United States Mint
  • 5. Energy efficiency Benchmarking Maturity EDF, 2013
  • 6. Financial Criteria Benchmarking Maturity EDF, 2013
  • 7. Re Deployment of Operating Cost Savings EDF, 2013
  • 8. Energy Investments & Operations Why Energy Audits Aren’t Enough Source: UNIDO 2010 Source: UNIDO 8
  • 10. Organizations That Measure ROI/IRR of CSR 2009 - 2011 • Proportion of clients reporting Program ROI / IRR increasing • Internal resource constraints continue, functional silo’s • Breadth of adoption increasing
  • 11. Executive Leadership is critical to ‘Mind the Gap’ Facility managers typical energy champions
  • 12. Harnessing the Power of a Process Business processes for competitive advantage: • Six Sigma • Lean Manufacturing • Continuous Improvement 40% • ISO 9001 • ISO 14001 • Plan-do-check-act Formal energy management standards (ANSI, BSI): 35% 30% 25% 20% 15% 10% 5% 0% Energy Management Standard Continuous Improvement ISO 9001 or 140001 Six Sigma Lean JCI Study - 83 Organizations surveyed…
  • 13. State of the Art – Inconsistent use of Management Processes • Training for employees: 76% • • • • • • • • • 40 35 30 25 20 Formal review of energy policy - CSR: 47% Incentives for energy efficiency success: 45% Effective & empowered energy team: 41% Enterprise level energy data: 29% Corporate reduction goal: 28% Energy action plan for organization: 28% Formal energy policy: 27% C-level responsibility: 27% Adopted energy standard: 27% s t z i n a g O f o r e b m u N 15 10 5 0 0-2 3-4 5-6 7-8 9-10 Energy Management Score JCI Study - 83 Organizations surveyed… Result: Lower ROI, Mixed Results
  • 14. Management Systems Strategy – Technical and Behavioral Focus EnMS on plants, Focus EnMS on plants, buildings and operations buildings and operations above target. above target. ••DriveProcess Improvement Drive Process Improvement ••DriveROI/IRR Drive ROI/IRR ••DriveIntegrated CSR Drive Integrated CSR ••Linkageto GHG Linkage to GHG
  • 16. Step 1 – Commitment Step 2 - Data Step One: Secure Commitment from Top Management • Set Energy Policy • Define Scope and Boundaries Step Two: Collect, Track, and Analyze Energy Data • Current and past energy use, consumption • Estimate future energy use, consumption
  • 17. Step 3 – Energy Use Step Three: Identify Key Energy Uses • Facilities • Systems • Equipment • Processes • Relevant Variables • Personnel (including on-site Contractors)
  • 18. Step 4 - Baseline Step Four: Establish a Baseline • Reference point for energy performance • Outlines current energy performance • Predicts future energy performance • Provides benchmarking method
  • 19. Step 5 - Opportunities Step 6 - Prioritize Step Five: Identify Energy-Saving Opportunities • • • New Sources Renewable Sources Alternative Sources Step Six: Prioritize Opportunities • Return on Investment • Ease of Implementation
  • 20. Implementation and Operation • • • • • • Competency, Training & Awareness Communication Documentation, Control of Documents Operational Control Design Procurement
  • 21. Checking and Management Review  Monitoring, Measurement and Analysis  Non-Conformance, Correction, Corrective and Preventive Action  Evaluation of Compliance  Control of Records  Internal Audit  Management Review
  • 22. EnMS and Other Standards Common Elements with other ISO Systems: ISO 9001:2008 ISO 14001:2004 • Design • Legal / Other requirements • Procurement • Significant Energy Use • Management Responsibility • Objectives, Targets, Action Plans • Evaluation of Compliance
  • 23. Building a Best in Class Energy Management System 23
  • 24. Building a Best in Class Energy Management System 24
  • 25. EnMS & SEP Best Practice Mapping Organizational level Barriers Best Practices
  • 26. EnMS & SEP Best Practice Mapping Capital level Barriers Best Practices
  • 27. EnMS & SEP Best Practice Mapping Data level Barriers Best Practices
  • 28. EnMS & SEP Best Practice Mapping Communication/PR level Barriers Best Practices
  • 33. Results – Energy Cost Savings Source: DOE
  • 34. Shareholder Perspectives EnMS – Accounting for Value • Profit Margin – Procurement - energy hedging – Product design can embody energy considerations – Supply chain costs - energy, raw material & transportation – Extend QMS and EMS systems whether certified or “Self Declared” • Investment Fixed Capital – Energy process modifications often lead to end-of-the-pipe pollution control facilities • Tax Rate – Availability of grants, utility program credits, insurance ratings • Sales Growth – Life cycle energy reductions embedded in product manufacturing – Competitive advantage, less energy and related raw material processing • • Investment Working Capital – Reduced excess energy and materials, waste prevention, recycling, raw material substitution Cost of Capital – Improve loan characteristics – Energy risk management attracts shareholders which leads to lower cost of debt and equity – Non-disclosure of energy efficiency, like environmental performance may have short-term impacts that lead to premium capital costs
  • 35. Results – Costs of Implementation In most cases ROI < 2 Yrs. Source: DOE
  • 36. Case Studies, Results & Feedback from the Field
  • 37. Feedback from Facilities Staff Support • A cross-functional energy management team is needed for effective implementation. – e.g., plant energy leader, plant leader, quality leaders, engineers. • All types of employees can contribute to energy management – Line and production workers add separate sets of expertise Influence of Energy Management • Managing energy has similar structure as managing cash, safety, health, environment and quality. • Energy management becomes a way of doing business, instead of making improvements on projectby-project basis. • Energy management becomes a shared responsibility across operations, maintenance, finance. Costs • Capital investment is not always required to achieve cost savings. • Change of mindset: lower price per unit of energy is not the only way to reduce energy costs Other • R&D should consider use of energy to produce a product. • Achievements can bring recognition across the organization.
  • 40. Save Energy Now – Best Practice Alternative Data Center Assessment Summary Verizon
  • 41. Save Energy Now – Best practice Alternative Data Center Assessment Summary Lucas film
  • 42. Briggs & Stratton – Best Practice Alternative
  • 45. Schneider Global HQ ÷4 Final energy consumption vs. previous sites in the area Certified ISO14001 HQE Exploitation NF EN16001 ISO 50001: first certified building in the world! 80 kwh/m²/ an Final energy consumption ROI in 5 to 7 years
  • 46. Schneider Electric Smyrna, TN ISO 50001 Certified, SEP Pathway
  • 48. Pfizer Ireland – ISO 50001 Reduced energy and resource intensity, decrease CO2 emissions. Used ENERIT ISO 50001 IT Platform to facilitate certification.
  • 49. CNH / Fiat Certification – Building into CSR UL DQS Certified first plant . • Sustainability CNH is part of Fiat Industrial – fully integrating the environment and society with economic objectives. 2010 Fiat Sustainability Report. 49 • Certified Management Systems Commitment to sustainability includes having our manufacturing activities performed in responsible facilities that are certified to meet environmental, quality, safety and now energy management system standards.
  • 50. Volvo • Absolute energy use and intensity - 38%, 2001 to 2010 • As part of U.S.-DOE’s Save Energy Now, accomplished 10-year goal of 25% improvement in energy intensity in 2010 (29.6%) • Goals 2010 to 2012 reduce idling losses – or energy use outside of production – by 50 percent by 15% per unit produced against a 2008 baseline.
  • 51. Energy Management within ISO 14001 Programs Mass Transit Agency Leadership LA Metro, NY MTA
  • 52. DOW
  • 53. UL DQS – Integrity, Competence and Trust in Management Systems   2800 Staff / 2300 global Auditors, 76 offices in 55 countries Over 20,000 customers, 100 countries

Hinweis der Redaktion

  1. Here is a well known illustration on the typical cycle of poor decision making (in the absence of continuous improvement processes) and the resulting costs over time. Firms of different sizes and complexities often focus continuous energy management efforts within selected divisions or processes all the way across similar operations over multiple geographies in benchmarking style efforts. We are seeing up take of multiple facilities (some cases 10-50 in scale) use such benchmarking to drive process improvement, costs and even product design issues depending on the industry. The key point, with continuous management processes these efforts simply return to the mean.
  2. These are some examples of financial drivers we see firms asking for specific dollar / Euro assignments being made much, similar to financial reports style. We for example recently awarded a very large transportation agency an ISO 14001 certificate and they demonstrated a significant ROI on the investment, documenting direct and in-direct costs. We are now looking to support them in rolling these very energy improvement processes into the platform (no pun intended) to further drive improvements.
  3. Don