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The Energy Management

An efficient, easyto use and effectivemethod ofestablishing your

Organ isationalProfile

Withouttheinput ofexternalconsultantsandbenchmarkingactivities,

many organisationsmaybelievetheyaredoing alltheycanto reducetheirenergyuseandcosts.

Youcandiscoverthetruthinthisbydrawing anaccuratepicture ofyour

organisationscurrentapproachto energymatters. ThisisdoneusingtheEnergyManagementMatrix.

TheEnergyManagementMatrixhasbeendevisedto:

assistyouto identifyanddescribethecurrentlevel ofsophistication

ofdifferentaspects ofenergymanagementinyour organisation;

assistyouin organisinganenergymanagementstrategy.

TheMatrixprovidesanefficient, easyto useandeffectivemethod

ofestablishing your OrganisationalProfile.

Reading theMatrixisquitesimple. Eachcolumndealswith one ofsixcrucial

energymanagementissues:policy, organisation, motivation, informationsystems, marketingandinvestment. Theascendingrows, from 0 to 4,

representtheincreasinglysophisticatednature oftheseissues.

Example of an unbalanced MatrixEner gy O rganising Motivation In fo rm ation Market ing Investmentpo licy system

4

3

2

1

0

Example of a balanced MatrixEner gy O rganising Motivation In fo rm ation Market ing Investmentpo licy system

4

3

2

1

0

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Level 0

Atthislevel, itisfairto saythatenergymanagementisnot onyour

or

ga

nisa

tionsa

genda

.The

r

eisno ener

gypolicy, nofor

ma

lener

gymanagementstructure, no means ofreporting, andno specificpersonincharge ofenergyuse.

Level 1

Your organisationsenergymanagementsituationstartsto improve.Whilethereisno officialenergypolicy, someonehasbeendelegatedthe

role ofenergymanager. Theenergymanagerpromotesanawareness

ofenergymattersviaaloosenetworkofinformalcontactswiththosedirectly

responsibleforenergyconsumption. Thispersonalso respondsto requests

foradvice onanadhocbasis.

Level 2

Energymanagementisacknowledgedasimportantbyseniormanagement

but, inpractice, thereislittleactivecommitment orsupportforenergy

ma

na

gementa

ctivities.

Level 3

Seniormanagersacknowledgethevalue ofanenergyreductionprogram.

Energyconsumptionissuesarethereforeintegratedinto the organisations

structure. Thereisacomprehensiveinformationsystemandestablished

system ofreporting. Thereisalso anagreedprogramforenergymanagement

andinvesting inenergyefficiency.

Level 4

Energyconsumptionisamajorprioritythroughoutthe organisation.Actualperformanceismonitoredagainsttargetsandthebenefits ofenergy

efficiencymeasurescalculated. Achievementsinenergymanagementarewellreportedandenergyconsumptionisrelatedto itsimpact onwiderenvironmentalissues. Seniormanagementiscommittedto energyefficiency.

How to use theEnergyManagement MatrixTo establishyour organisationalprofile, considereachcolumnindividually. Placeamarkineachcolumnwhichbestdescribeswhere

youthinkyouarecurrentlylocated(thiscanbewithin orbetweencells,

depending onwhatyouthinkismoreaccurate).

YourOrganisationalProfileis

determinedbyjoining themarks

acrossthecolumns. Thiswilldescribe

your organisationsapproachtoenergymanagement, andprovidean overallindication ofhowwell

balancedenergymanagementiswithinyour organisation.

Thepeaksrepresentwhereyour

currenteffortismostsophisticated.

Thetroughsindicatewhereyouare

leastadvanced. Dontbeconcerned

iftheProfileisuneven, thisisnot

unusualandisthecaseinmost

organisations.YourOrganisationalProfilewillshow

youthoseaspectswheresomefurtherattentionisrequiredto ensureenergy

managementisdevelopedina

rounded, effectiveway. TheProfile

willalso assistyouinyourattempts

at organisinganenergy

managementstrategy, whichwillcomelaterin ourManagement

GuidetoEnergyEfficiency.

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TipsThereareseveralstepsthatyoucantaketo facilitateachange

to goodenergymanagementinyour organisation.1. Takeaphotocopy oftheMatrix. Createyour ownOrganisationalProfilebymarking theplaceineachcolumnthatbestdescribeswhereyouthink

your organisationiscurrentlylocated. Joinupyourmarksacrossthe

columnsto producea graphline.

2. Makeasecond(ormore)photocopy oftheMatrixandaskyourcolleaguesinvolvedinenergymanagementto completetheMatrix. Theirprofileswilltellyouhow othersseeenergymanagementinthe organisation.

3. Decidewhichcolumnscontaintheissuesthataremostimportantinyour ownparticularcircumstances. Listwhatyouconsiderthefivemainobstaclesimpeding yourprogressto thenextlevelineach ofthese

columns. Identifythreekey opportunitiesforimproving yourperformance.

Notethatitwillnotalwaysbethecolumnswiththelowestscorethatwarrantimmediateattention. Ifthe obstaclesyouidentifyseem

impra

ctica

blefr

omwher

eyousta

nd, or

ifthe

r

ear

eno obviousopportunitiesforimprovement, thenyoumaybebetter offinvesting

yourtimeandattentionelsewhere. Also rememberthatstaffmembersaboveyouinyour organisationshierarchy, orlocatedin otherdepartments, maybeableto remove obstacles orcreate opportunitieswhicharenot opento you. Tryto identifywherethisisso andwhatthey

needto do iftheyareto help.

4. Askseniormanagersto completetheEnergyManagementMatrixandreturntheresultsto youforcollation.

5. Collatetheresultsandprovideareportto yourseniormanagers. Include

allthelabelledOrganisationalProfiles ontheMatrixandthecollatedlistsofobstaclesandopportunities. Endthereportwithasetofrecommendationsproposing howidentified obstaclescanbe overcome

andhow opportunitiescanbeexploited. Whereyouareunableto do this,prepareaset ofquestionsasking seniormanagerswhattheybelieveneeds

to bedoneto impr

ovethe or

ga

nisa

tionsp

r

esentsitua

tion.6. Usethedialoguestartedbytheseexercisesto construct, inconsultation

withyourseniormanagers, astrategicapproachforimprovingenergymanagement overthenexttwelvemonths(seenextchapter). Include

someinterimmilestonesandspecifywho isresponsiblefortaking eachoftheactionslistedandhowprogressisto bemeasuredattheend

oftheperiod.

7. Agoodwayto measureyourprogressisto redrawyourEnergy

ManagementMatrixattheend ofthetwelvemonthperiod. Thiswill

identifyhowtheOrganisationalProfilehaschanged, andifyourstrategy

hasactuallyimprovedenergymanagement.

To get the bestresults from theMatrix,identifythose issuesin yourorganisation thatare current ly morecritical or morein need of reviewthan others by:

Locat ing your organ isat ion sposition on the Matrix;

Con centrating on thosecolumn s where you can makethe most progress;

Identifying obstacles an ddeterm in ing how these m igh tbe overcome;

Identifying opportun itiesfor improvement anddeterm in ing how thesecan be exp loited; and

Involving others, both sen ior

managers and end users,

in the process.