Irelands’ Voluntary
Programmes
Experiences from large industries network, ISO 50001 and the ”maturity work” in Ireland
Andrew Wood WEML
Agenda
•
SEAI Programmes
Introduction
•Independent Environmental & Energy Consultant •Established WEML in 1997 - 20 years experience •Since 2007 – Programme Support Manager (ASM) •Mentor/Trainer for IS393, EN16001, ISO 50001
•25 Companies/Public Sector – approx. 50 sites •Programme Implementation & Development
•ISO TC 242 – ISO 50001 Guidance •SEAI Maturity Model/ESCO’s
Client Companies
•Abbott •Citadel 100 •CRH/Roadstone •Cuisine de France •Dunnes Stores •Glen Dimplex •Google •Heinz •Hewlett Packard •LEO Pharma •Microsoft •Tara Mines •Vodafone •Xerox •AIB •BAoI •Dublin Airport •Cork Airport •CER •ComReg •Digital Hub •Inland Fisheries •NORA •OSI •RTESEAI Programmes
SEAI Programme supports for industry
Scal e of Benef it Industry Support type Certified Energy Management Programmes Accelerated Capital Allowances Better Energy WorkplacesEnergy Supplier Vol. Agreements Transport Energy Efficiency Fund Instruments Better Energy Communities Energy Agreements Programme Large Industry Energy Network EnergyMAP Training
Advice, Mentoring & Assessment Small Business Training Public Sector Partnership Other (SEAI)
Sustainable Energy Zones, Energy Awards, Energy Show
Other Agency
Environmental Aid
Industry-led research centres EPA + BR OA D ER SUST A INA B ILI TY A C T OR
Ireland Energy Management Programmes
Large Industry and business
• Large Industry Energy Network (LIEN)
• Energy Agreements Programme
Small and Medium
• EnergyMAP
Public Sector
• Public Sector Partnership Programme
Energy Efficiency Network Voluntary Agreements
Resources
Website/workshop
Assessments/mentoring
Energy Efficiency Network Assessments/mentoring
Energy Efficiency Network
Energy Agreements Programme
To stimulate energy efficiency activity that may not otherwise occur, or not occur to the same scale of potential without the Programme structure in place
– Centred on EnMS approach
Historical results
(2%)
Fundamentals
• EnMS Implementation and maintenance
• Advice, Mentoring and Assessment
• Tailored and flexible • Special Investigations
Developmental
• Special Project Initiatives
• Developing new resources and tools
• Alternative Methodologies • Demonstration projects
Programme action categories
Strategy to maximise impact
EnMS independent of Energy Management Programme OR EnMS as a participant of Energy Management Programme EnMS PLUSStrategy to maximise impact
Energy Management Programme can provide stimulus for additional activityStrategy to maximise impact
Imposed requirements of Energy Management Programme through the Energy Agreement Designed to ‘Push’ or force additional activityStrategy to maximise impact
Developmental aspects of Energy Management Programme Designed to ‘Pull’ additional activityStrategy to maximise impact
Overtime a Body of Knowledge is developed that is diffused into the programme
through promotion and continuous learning
Annual Special Project Initiatives
PILOT
IMPLEMENT
REPLICATE
2013/14 Initiatives
• Replication Project Initiative
• EED Methodology – New Irish Standard I.S. 399
• Energy Management Maturity Model system
ASM Growth
• 2006 – 1 • 2007 – 4 • 2009 – 8 • 2012 – 14 (150 companies LIEN/Agreements) • 2014/5 – 50 (ASM & PSM)Energy Management Maturity?
Hypotheses …
A mature EnMS will deliver more energy and non-energy savings benefits into the future
The System will be deeply integrated within the business and operational management enabling optimisation
EnMS Maturity
EM3 Maturity model
For SEAI
• Strategy for long-term performance and impact of the
Energy Agreements and LIEN programmes
• Develop the Energy Management Systems process in
Ireland
For the Energy-user
• A method of diagnosis after compliance/Certification
• An understanding of how well the EnMS is integrated
within the organisation and its normal business activities
• A management tool/action plan that assists the
improvement process
EM3 Description
• FOUR Domains – Plan Do Check Act
• 16 Pillars
• 63 Sub-Pillars
Level Characteristics
1. Emerging
Contemplating an Energy Management System. Might have elements of EnMS deployed. Unstructured or informal approach in place. Very few participating in energy management with limited or no tools.
2. Defining
Structured system in place. Management aware of energy policy with at least one senior Mgr with formal responsibility. There is an energy
management team in place. Management system reflects requirements of EnMS standard.
3. Integrating
Energy Management now mainstream across organisation. Proactive management of significant energy uses. Energy considerations span functional interests with evidence of tangible site benefits.
4. Optimising
Energy managed very effectively leveraging all functions, processes and infrastructure. Culture of Energy Management embedded. Evidence of existing practices challenged and some state of the art solutions deployed. Evidence of collaboration with other participants in the supply chain or other corporate functions
5. Innovating
Innovative promotion of energy management practices. Proactive energy management culture. External resources leveraged to develop state of the art /industry practices and solutions. Advocating energy management to external audiences and forming new energy management partnerships for innovation & R&D.
Levels of the Maturity Model
Level of Maturity
HQ Supplier Customer Sister Site Value Strea m Supply ChainRecent assessment
Future work
• Energy Efficiency Directive • Obligated Parties/Credits
• Public Sector
• Next format of Voluntary Agreement
• Development of National Framework for ESCo’s
• Energy Efficiency Fund
My Experiences
My Experiences
My Experiences
Certification + External
Driver = Sustainable
My Experiences
•Technical & behavioural solutions
•Need integrated energy teams (not just technical) •Existing in house knowledge & develop new skills •Awareness raising & training (many staff)
•Communication across the Organisation
My Experiences
• To develop a successful Energy Management System
with a strategic approach, it is important to get a
balance between;
• Working with the EnMS
• Behaviour/culture
‘
The system can not effectively progress beyond the
My Experiences
•The Maturity Model will;
• Help to drive & expand further improvements
• Help better integrate energy into the business culture • Provide an action plan for mature companies
• Sustain momentum
• Act as a potential benchmarking tool • Assist/benefit internal audits
Finally
•SEAI programmes are successful
•ISO 50001 good/accepted business tool
•Irish Companies reaching out to International sites
•Irish Companies – in-house training/innovation/challenging •Leading to internal benchmarking/networking
•SEAI MMA – Good development tool – affect Supply Chain
